This document provides a service design report for Café Rouge conducted by a student. The exploration phase involved primary research through observation, persona identification, and SERVQUAL analysis at Café Rouge locations. Problems identified included the restaurant sometimes being too quiet and lacking tangible evidence to support the expected quality. The creation phase utilized AT-ONE analysis and brainstorming. Ideas generated to improve the service included replacing menus with more elegant versions, designing business cards for customers, and creating special offers for slower times. The report provides an in-depth analysis of Café Rouge's service and opportunities for enhancement.

1. 2014
BirminghamCity University
Business School
Mihai-Andrei Tiu
BA (Hons.) Marketing,
Advertising& PR
Module: Service Design
[CAFÉ ROUGE SERVICE DESIGN
REPORT]
Submitted by: Andrei Mihai Tiu (Student ID No: s13161817)
Submitted to: Prof. Barny Morris
Date of submission: 7th of April, 2014

2. Contents:
1.Introduction
2.Exploration
2.1. Primary research
a.Observation
b.Persona identification
c. SERVQUAL Analysis
d.A day in life
2.2. Secondary Research
a. TripAdvisor
2.3 Problem Identification
3.Creation
3.1. ATONE
3.2. Brainstorming
3.3. Stakeholders Map
4.Reflection& Conclusion
a.Self-reflection
b.ALS Feedback
5.Implementation
6.Conclusion
7.Appendix
a.Observation
b. Customer feedback
8.References

3. 1.Introduction
Being one of the big restaurant/bar/café chains in the UK- having over 120 locations, I have chosen
Café Rouge to be the subject for my Service Design analysis as it offers a very good observation,
comparison and contrasting opportunity in terms of service delivery and brand fluency. Moreover, with
competitors such as Wetherspoons or Bella Italia, the challenge of identifying the certain characteristics
of service that makes the brand unique from them becomes even more engaging.
In terms of analysis, the reason why I chose exploration techniques such as Persona Identification,
“A Day in life” or Observation is because I see these as being the more eloquent considering the lack of
access to a significant number of people to interview, as well as I think they appeal best to the kind of
business explored – café/bar/restaurant. Additional information has been taken from TripAdvisor, as this
is the best place to look for customers’ reviews.
Looking at the Creation process, I chose using AT-ONE analysis and Stakeholders Map in order to
be aware of all the factors involved in the process, and be able further to brainstorm along with my ALS
ideas that could solve the problems identified, and improve the fields that seemed to allow it.
2.Exploration
2.1 Primaryresearch
2.1. a. Observation – refer to appendix 6.a

4. After pursuing the Observation research technique as a participant, it can be stated that, from a
customer expectation perspective, Café Rouge would position itself between the Experience-based and
Normative “should” expectation level. This is primarily due to its higher prices compared to its
competitors, that are justified by the presence of the waiting service and different, “specific” menu
(opposite to Wetherspoons). The brand is fluent through its different locations both in Birmingham and
London. However, comparing and contrasting the experiences, it can be stated that in its case, the
amount of customers found in the restaurant is highly important in order for the service to be
delivered perfectly and fit to the restaurant’s concept and atmosphere. My expectations were met in
most cases, however, there is room for certain improvements both in the tangible and intangible goods
delivery.
Service Environment – Holistic view
Overall, the atmosphere in Café Rouge is giving both a sense of intimacy and quite a bit more
elegance than its competitors – e.g. Wetherspoons . With the low-tempo music in the background, it
encourages talking, without customers having to make an effort to hear each other, and also induces
the state of relaxation which most of its target market would like to achieve as part of their
expectations.
The Message-creating Medium transmits, through furniture, level of sound and choice of
colours a higher standard of service than an average café, and also a taste of French experience.
From an Attention and Effect-Creating perspective, the brand engages with its customers from
the very beginning through well-trained staff, and also, the use of certain decors and the level of light.
Entering the restaurant is a critical moment of truth, as the first impression communicated has to
match the brand values by all means. Also, the proximity of tables and the general atmosphere
(buzzing or quiet) suggest the kind of experience to be expected, as well as the level of attention the
individual customers will receive from staff.
Menus
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http://www.theprintworks.com

5. Even though Café Rouge doesn’t have too many special offers,
when given the occasion they most times customize their menus in
order to make the dining experience unique. The “Prix Fixe” and
“Menu du Soir” menus are linked to their constant promotions for
lunch and evenings, while Mother’s day menu – for example is linked
to their Mother’s Day event.
From a marketing mix perspective, the use of the 4 P’s can be
adjusted for obtaining better results. In terms of price, this seems to
be set right as the product is high quality. Moreover, in building the
value that justifies the price an additional P – people, has a great
contribution, as the service provided with the physical product –
food/drinks is of a higher than average quality.
One aspect that needs more focus on is Promotion, as the lack
of customers at certain times of the day suggests that even though
there are certain offers at noon, for example, they are not marketed
efficiently as to attract enough people.
Another additional P – Physical Evidence could benefit from a
stronger focus on it. Even though tangible proof is supporting the
offers – menus for certain events for example, the classic ones do not
suggest the “higher than average” quality of service that is going to be
provided as well as quality of food and experience.
2.1.b. Persona Identification
Taking into consideration the typical persona for Café Rouge, it is a middle-class man or woman,
in the age range 25-60. The reason for visiting the place can vary from casually serving a coffee or drink,
to having a lunch or dinner in a cosy and relaxing atmosphere alone or with friends/family, while
experiencing the taste of French cuisine. It can also be the good place for a casual business discussion,
as it offers a certain degree of intimacy and quietness, while the
atmosphere is calm and welcoming. As the restaurant keeps the
traditional appearance, the typical customer would most
probably be someone who is more conservative and doesn’t have
expectations regarding the delivery of service in an innovative
way but rather in the traditional manner. For this type of
customer receiving an exceptional service is of a high importance,
as well as having the opportunity to discuss with his/her meal
partner(s) – which means the music should be low, or simply relax
after a day of work and stress.
Let’s think of Laura as one of Café Rouge classic Persona.
She is an Executive, working from 9 a.m – 5 p.m. She is one of the
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6. young customers from Café Rouge, being 28, and she just got engaged. She is preoccupied with healthy
eating, although she makes exceptions from time to time, she likes going out with friends and likes
trying new things when given the occasion, but she never runs the extra mile in order to do it – it has
to be convenient and with a minimum risk of dissatisfaction. She likes buying average brands – not
necessarily luxury ones, but the ones she considers give the right value for the price. She also visits
restaurants such as Del Villaggio, where she feels she is treated nicely by staff, relaxes and enjoys good
food. On weekends she usually goes out with her fiancé and their friends. She often buys The Sun and
Daily Mail, listens to pop music and reads Vogue Magazine, as well as OK!
2.1.c SERVQUAL Analysis – also refer to appendix 6.a
Going further to the SERVQUAL Analysis, the café surprised in both good and bad ways after the
primary research. Even though the necessary number of people was not used in order to obtain the
gap value, it still gives a good insight into the service that can be linked to both Appendix and
Secondary Research results, facilitating a more objective and broad problem identification.
Attribute How can you
observe the
attribute?
What do
you
expect?
What was your
actual
experience?
How would you
rate the
attribute’s
relative
importance?
What overall
rating will
you give?
(1) Poor
(5) Excellent
Reliability 7 7 7.5 8 1 2 3 4
5
Assurance 7 7 7 7 1 2 3 4
5
Tangibles 6 8 7 8 1 2 3 4
5
Empathy 7 8 8.5 8 1 2 3 4
5
Responsiveness 7 8 8 8 1 2 3 4
5

7. Having quite a common look from the outside, differentiating mainly through the French name
and choice of colours, one could not have very high expectations from the service inside, however
should expect a good experience.
The responsiveness of staff was slightly higher than expected as they were very flexible and
paid attention to customers’ needs. This also brought a plus in their empathy level, both of them being
very important in maintaining the good customer experience and relationship with staff.
The bad aspect that the restaurant should work on improving, to which I will refer later, is
related to their tangibles (e.g. Menus), which are not suggesting the brand positioning and quality to
be expected in the most efficient way.
In both positive and negative cases, the Customer Gap 5 generated between the expected and
actual service was small, being in the zone of tolerance. However, when the service exceeded
expectations the plus in value delivered was bigger than the minus the tangibles category generated.
2.1.d “A Day in life” exploration technique
Using “A Day in life” technique
we can calibrate the service better in
order for the restaurant to deliver the
right value to its customers.
Considering the target market
and the area of services they deliver,
together with the promotions they
have on the menu – which don’t vary
much, some ideas can be shaped
depending on the moment of the day
the customer comes in. In the morning, the opening hours are 9:00 o’clock. This means that for most
people from the customer segment they approach is little probability to come in and have breakfast or
coffee. The bar/restaurant is most probably to have a more significant number of visitors after 12:00,
when lunch breaks start.
For a typical Café Rouge customer, a day in life during week would be: Waking up at around
7:00 o’clock, having a sleepy shower, preparing breakfast and having coffee while watching the news
and engaging with routine house activities – nothing spontaneous. Working hours usually start at 9:00,
so by 8:00-8:30 they leave home. They spent a big amount of time in traffic, probably continuing
listening to news or morning programs on the radio, or alternatively trying to get into a good mood
listening to their favorite music. By 9 o’clock they get to work and stay there until around 13:00 when
they have a lunch break. At 14:00 they return to the office, where they spend the rest of the day until
6:00-7:00 p.m. Once finished, they are either tired, bored and want to get home to spend time with
family or work around the house, or are eager to meet their friends and stay out for the rest of the
evening.
For the lunch – breakers, Café Rouge is the cosy place where they can have a coffee with one or
a couple of their colleagues and maybe take advantage of the “All-Day Menu” Promotion
(www.caferouge.co.uk). For the evening visitors, the relaxed atmosphere is ideal for couples wanting

8. to experience the French cuisine or just a casual dinner out, but also for groups of ladies wanting to
socialize – the French name and choice of red colour appeals more to this market segment.
2.2. Secondary Research
a. TripAdvisor
As it can be seen from the customer feedback (Appendix 6.b), depending on the customers and
location of the Café, the perceived value received from the brand in both ways – service and food – can
vary. However, most feedbacks were positive, coming from customers from the target market that
were very pleased with the experience, saying they would definitely return. The secondary research
matched the observation part in the Primary Research in a high proportion.
2.3 Problem Identification – refer to appendix 7.a and 7.b
After finishing evaluating the service from both primary and secondary research, it can be
stated that there is room for improvement. From both stages of research it came up that the
atmosphere in Café Rouge can be too quiet at certain times, mainly because of the lack of customers.
This is also due to the small range of offers they make available. Another problem can be the lack of
enough tangible evidence to support the quality of service to be expected. All these affect the value a
customer perceives, and might fail, as some cases emphasized, justifying the higher prices related to its
competitors.
Another issue would be the contact with customers from other target segments. Analyzing the
7.b appendix, we can see that the Café could appeal to alternative target segments as well, as it has
some elements that, for example, a student-aged person would look for. Keeping a User-Centered
Negative
Overpriced
Dull
Greasy
Food
Too calm in
the
evenings
Sticky
Tables
Too noisy
Small
Portions
Positive
Not too
crowded
Good Food
Welcoming
Peaceful
Atmosphere
Consistency
in quality
Staff go over
the above
Excellent
Hospitality
Flexible
Staff
www.Tripadvisor.co.uk

9. Customers
Staff
Advertisers
point of analysis in this case is essential. Some bad aspects identified by this target audience, however,
would be the level of comfort provided by the furniture, and maybe the waiting time for food.
3.Creation
3.1. AT-ONE
A – Actors
T - Touch points
Touchpoints
Online
Relationship
Social media
Cafe outside
Staff
Welcoming
Menu
Toilet visit
Bill
Business
Card
Level of
music
General
Atmosphere
Touch points consist of
all the moments when
the customer interacts
with the brand, shaping
and influencing his
opinion. It is important
to consider these
moments as to design
the service in such a
way to ensure every
“moment of truth” will
increase the value
delivered to the
customer and influence
positively the
perception of the brand.
In the case of Café
Rouge it is critical that
customers receive
positive tangible and
intangible all
throughout their
journey, in order to
leave with a good
impression and degree
of satisfaction, having a
higher degree of loyalty
to the brand than before.

10. Cafe
Rouge
Food
Drinks
Service
Atmosphere
New
experience
Relaxation
Customers
Food
Nice
ambient
Drinks
New
culinary
experience
Convenience
Good
price
Relaxation
O - Offerings
N - Needs Satisfying customers’
needs is the main
focus of Marketing.
When going to a
restaurant they surely
want to enjoy a
comfortable place,
relax (also by not
bothering about
cooking), benefiting
from good prices and
obviously eat and
drink good quality
products. The social
element is also very
important, as they
can make the choice
about the place also
by the brand
positioning and how
it is seen from the
others

11. Food
French
Cuisine
Service
Welcoming,
empathic
staff
Ambient
Relaxed,
enjoyable
atmosphere
E - Experiences
AT-ONE analysis suggests that the needs of the Café Rouge Customers are most likely to be
satisfied by the offerings. It also gives us a more ample understanding of the touch points and their
importance in maintaining the customers’ satisfaction.
3.2. Brainstorming
After identifying the factors involved in the service, a brainstorming session took place along with
my ALS, where we managed to find more interesting ideas, able to solve the problems identified and
improve the service. After eliminating a couple, such as playing only classical or French music, changing
the name to Café Rouge - Café/Bar or modifying the opening hours in order to make the use of
resources more efficient, a list would be:
1. Replacing the Menus with more elegant ones, and handing them to the customers right
after they enter and are welcomed by a staff member to become his/her responsibility.
2. Designing business cards, to be handed to customers both after they have a meal, together
with the receipt throughout all the locations, and when they ask for information regarding
booking tables or organizing events
3. Designing specific offers for certain times of the day when the flux of customers is not high
enough in order to maintain the right atmosphere and quality of experience
The reason why we gave up the music idea was because this might have raised the level of
elegance too much and therefore affect the market segment targeted, while the changing of name
would affect the branding, as well as would be very high-cost to implement. Modifying the opening
hours would also affect the current brand positioning as well as the marketing strategy in place, and
would be too radical considering the present circumstances. It would be more effective to improve the
present service and offerings than re-positioning the brand and changing the whole advertising
strategy.
3.3. Stakeholders Map
When talking about stakeholders, it
is important to consider all the
participants to the service, as its design is
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12. Co-creative. Even though at the core
of the business there are the
customers, having needs and
expectations that need to be
satisfied, in the actual delivery of the
service, the main stakeholders are
the internal ones, consisting of
Directors, Managers and Employees,
that set the premises. Connected
Stakeholders such as Suppliers and
Shareholders are important in the
good running of the business, while
customers have a very big weight in
setting the atmosphere. For
example, a noisy customer could
ruin the experience of many more
others.
External stakeholders such as Media, Society, Government or Local Community must be
carefully considered as well, because they can become big influencers for customers. Moreover, when
designing the marketing campaigns, service experience and marketing mix, the brand should definitely
include them in the analysis for obtaining maximum efficiency (e.g. cultural background, rules and
regulations, trends etc)
4. Reflection & Conclusions
4.a. Self-reflection
This report has been a very effective way of putting in place the Service Design tools explored.
Besides helping me understand better how each of them worked, it helped linking the marketing and
service theory to practice, and understanding the application of marketing concepts to real business
situations.
What I would do differently, though, is the observation. I think that trying to integrate every
element and observing them together is very important in identifying and feeling the atmosphere they
want to obtain and the brand values communicated, so now I would, at the same time, consider the
other costumers’ experiences at the same time with mine and how they affect the environment, as
well as the other senses – smell, for example, and how the staff actions influence customers’ responses,
because all these make the observation session more effective and less time-consuming. Another
important thing that I would do is make all the observations before starting the assignment. This time
the last observation day was when I already started it, and it brought in a lot of new information, so I
found myself forced to modify parts of the work I had already done.
http://www.digitangle.co.uk

13. Considering the feedback received from my ALS was helpful as it made me ask more questions
to myself, as well as identify supplementary ideas that I could add to my initial improvement. A better
way of this to work would have been in all of us were at the same stage, as one of our colleagues didn’t
start his assignment even up to our final meeting, so he didn’t really know what the rest of us were
talking about, and he couldn’t bring in any valuable opinion.
4.b. ALS Feedback
We held 3 ALS meetings during the term, discussing the progress of our work and obtaining
feedback. The last one was entirely dedicated to the Reflection process, evaluating each other’s
improvement ideas and giving our opinions.
- We came to the conclusion that the first idea is good, and the menu could also include photos
and additional information about the food, in order to increase the desire of purchase
- The second idea is good, and should be consistent with the brand identity
- The third idea is good, and the offers should be better advertised in order to also raise
awareness upon them
ALS Meetings
Andrei Tiu Meeting Times: 2nd
of Feb, 2014
Titus Filimon 2nd
of Mar, 2014
Vladina Chira 30th
of Mar, 2014
Viktoria Mikshto
5. Implementation
Sadly, due to the lack of managerial influence within the chain, the solutions could not be
implemented. However, the exercise was very useful in terms of better understanding the importance
of the total experience and the totality of factors when delivering/receiving a service.
6. Conclusions
From the Café Rouge perspective, it is clear that even though it seems its service quality is
pleasing most customers, there is still room for improvement. The solutions proposed for solving the
problem with tangibles are easily implementable and can help keeping the high quality of experience
all throughout the customer journey, as well as building customer loyalty. The third idea, even harder
to implement, deserves a closer look from the board of directors, as it can increase the revenue as well
as contribute to raising the popularity of the chain.

14. 7.Appendix:
7.a. Observation
From the outside, the name of the restaurant – Café Rouge – and the choice of red color suggest
a French, cosy restaurant. The first place visited was located right in the London port near the Tower
Bridge on a Friday evening, with a friend. We are smokers, so we were pleased to discover they had
heaters outside, so we could stay at a table there. The first moment of truth was the waitress welcoming
us at the entrance, inviting us to take a seat and handing us the menus in a very friendly manner. We
ordered one drink each, and our order came within only 4 minutes, nicely presented and carefully served,
even though there were between 40-45 clients inside. Contrasting the place to its competitor,
Whetherspoons, the first differences observed were the existence of a smoking terrace and the waiting
service. Our ashtray was not collected during our stay, though, which is a minus for them as outside was
windy and ash started to spread around. Advertisments regarding food promotions were displayed at the
entrance.
Entering the local, the music was relaxed and the environment was not very noisy. The lights
were turned quite low, and even though the number of customers was big, the place still offered a kind
of intimacy. Every member of the staff was dressed with the same “uniform”. When asking for
directions to the toilet, I could easily find a member of staff, which was happy to help me. The toilet was
clean and with a fresh smell. The amount of light matched the one in the restaurant, so there was to
discomfort when entering.
One “moment of truth” that I found very important was when an extremely drunk man came to
the entrance asking for a certain place (no one understood which). He started to become very aggressive,
saying he is going to break the empty bottle he was holding and “teach them a lesson”. Me and my
friend were sitting right near the entrance, so he turned to us asking about the place – none of us
understood. That was the moment when the waiter to whom he man was talking earlier made a step
forward and tried to politely invite the man outside and suggest ways in which he could find what he
was looking for. After he man left, he politely excused to us for what happened, and asked if he could
bring us something. What I found very important is that even though the man was rude and aggressive,
the waiter was calm all though the conversation, maintaining his professional attitude.
When asking for the bill, it came within 7 minutes, and the change within 4. Our visit lasted
about 45 minutes
My second visit to the restaurant was at the New Street Birmingham location, at 3 o’clock in the
afternoon, on a Thursday. I went straight into the restaurant and asked for a latte. Wanting to challenge
their flexibility, I asked if I could pay at the bar. I chose to sit on the terrace as it was a sunny day, and
my order came within 3 minutes. The service quality and environment was similar to my previous
experience, only this time there were only 6 customers, a couple outside and 4
customers inside, so the place seemed empty. I asked if I could have a look at the
full menu, and it was quickly brought to me. Prices were higher than
Wetherspoons’, but considering the waiting service and the French specific of the
restaurant, I considered them to be justified. The looks of it was similar to its
competitor’s, and it was not very varied in terms of choices of food – but they had
good meal deals. Wanting to test their service even further, I asked about the
opportunity of booking some tables for an event, and within only 2 minutes I was
talking to the manager, who was very welcoming and gave me all the relevant
information. However, when I asked for a business card with the number I could

15. call, instead of receiving something to match the high quality of service received so far as well as my
future expectations, I received a small, ripped piece of paper. I was a bit disappointed to find they
missed this thing out. Still I can say I was pleased with the experience and service I received during my
25 minutes visit.
The 3rd visit took place at the Bullring location of Café
Rouge, on a Friday, at 12:00 (noon). I went alone, and
even though I wasn’t welcomed right at the entrance it
took only 1 minute until a waiter came to me with the
menu. There were approximately 30 people inside, out of
which one family with a little child, only 6 people under
30 and the rest 40+, even some old people having their
breakfast. The “Menu Rapide” promotion was advertised
outside. On the terrace were about 10 people, most of
them being around 30. The family with the child entered
just after me, and the waiter immediately brought the
child a chair, while one of his colleagues brought him a
balloon.
Ten minutes was my waiting time until I ordered.
The waiter seemed disappointed in finding out I only
wanted a coffee. My order was brought within 3 minutes,

16. but by another waiter. I was surprised to see that the glass was way smaller than the one I received at the
New Street location of the same coffee. Within a quarter of hour, the restaurant was 70%-80% full
capacity. No music could be distinguished anymore because of the buzzing of people. More small
children were present now, and they affected the other customers’ experiences including mine, yelling
and making noise. However, everybody seemed to have a nice experience. The food for the lady staying
at the table next to mine was brought within 7 minutes, and was very nicely presented. It was not long
until the music was turned a bit louder, and a smooth jazz melody could be identified now among the
buzzing around.
In terms of smell, at times it could be sensed a smell of fish or seafood, but it was not disturbing.
The wide windows are giving a sense of natural lighting and, together with the mirrors on the walls, a
sense of space. All waiters were attentive with everybody, smiling, and I was not disturbed at all from
my process of taking notes, with all the observation papers on the table, right in the middle of the
restaurant – Might be a bad thing, though. When I was about to leave – at 13:00, two customers entered
and there was no free table for two. However after one or two minutes one freed, and a waiter instantly
started cleaning it and invited them to sit.
I asked for the bill and it came within 2
minutes. This time I was surprised,
compared to the other locations. A
feedback/business card was holding the
receipt, and the name of the waitress was
on the back. I asked if I could talk to the
manager, revealing my real purpose for
being there. The manager came within 2
minutes, very friendly, but explaining me he
was very busy at the moment. However he
listened to me and gave me a brief answer to
my question – what were their main focuses
in Cafes, and what was their on-stage service
blueprint. His answer was: “We are very
attentive with the customer service and good
quality food. Regarding the service, we provide
it through an 8-step program, nothing special
but that shows attention towards our customers.
Meet & Greet, Bring Menu, Take order for
drinks, Bring drinks & take starters/mains order,
Bring the mains and ask for a 2nd drink, etc”. I
thanked him and right after, he started working
along with the waiters for arranging the tables. I
found that very fair—play, working along with his
subalterns. The visit took me in total 70 minutes.

17. 6.b Customer Feedback
Unda & Andreea, UCB students
Unda and Andreea are two University College Birmingham 1st year Students, aged 19 and 20,
studying Culinary Arts Management. They were asked on analyzing Café Rouge service and
environment in different stages of the day. These are their opinions:
Café Rouge is a restaurant positioned on various places around Birmingham but we have evaluated the
one located in the Mailbox. We were able to analyze Café Rouge during the 3 stages of the day
(morning-afternoon-night).
Although its appearance might seem ordinary, once you’ve walked in you will be welcomed and shown
to your table. From what we’ve seen, Café Rouge’s staffs’ main priority is guests’ satisfaction. After 3
minutes (time in which we were supposed to decide what we should order), the waitress came to take
our order. Unfortunately, we weren’t able to figure out what we’ve wanted, therefore, 5 minutes later
she came back, smiling and willing to take our order again. We were pleasantly surprised to find out
that it only took 4 minutes each time to bring our drinks but Café Rouge lost some points when we
waited almost half an hour for the first course meal.
The moment when Café Rouge is at full capacity is in the afternoon. Staff members are walking around
quickly, taking everybody’s orders and making sure they are treated with the best care and of course
with a smile. Even though being at full capacity surely means profit, it seemed that the waiters were
slightly overwhelmed by the number of customers, therefore we received the first course meal in
about half an hour, which might not seemmuch, but it was not a pretentious meal to cook.
The mornings and nights in the life of Café Rouge are the same to some extent. In the mornings, Café
Rouge is preparing to welcome even more customers and during the night, the exact opposite. The
mornings for Café Rouge are easy to handle as it has a manageable number of clients. The orders are
brought on time and the atmosphere is relaxed. The same applies during the night as they serve the
remaining clients.
In my opinion, Café Rouge lacks a few aspects in terms of comfort. The vintage furniture (the tough
chairs and the visually dull tables) is not making the meal more enjoyable. However, the choice of paint
and colors (for both furniture and walls) is quite pleasant for the eye, the pale yellow paint on the walls
combined with the dark wood creates a perfect atmosphere. The French theme is present everywhere
in the restaurant, beginning with the French-named courses (also translated in English) and ending
with the eighteen century paintings. What is more, mirrors were hanged on the walls in order to make
the room seem bigger.
Café Rouge provides a welcoming ambience and it definitely portrays an intimate atmosphere but the
closed-positioned tables and chairs, don’t allow this privilege to happen. When not at full capacity,

18. Café Rouge seems the perfect place for a first date. The welcoming staff and the care they provide
each customer with certainly add a few extra points in comparison with their rivals.
Although the chairs can cause some level of discomfort over the course of time, Café Rouge
compensates with its well-trained staff and the willingness they are showing towards their clients. All
in all, the ambiance created by the calm and soothing music, the nice and welcoming atmosphere that
surrounds each client and the smiles on each staff member surely wins every clients heart.
8.References
- Beever, C. (2011) 4 P’s of Marketing Available at
http://candicebeever.wordpress.com/2011/01/10/4-ps-of-marketing/ (Accessed 2nd of April, 2014
- Booth, E. (2014) The 7 P’s of traditional Marketing from a Digital perspective Available at
http://www.digitangle.co.uk/blog/the-7-ps-of-traditional-marketing-a-digital-perspective/
(Accessed 2nd of April, 2014)
- Bullring (2014), Café Rouge, Birmingham, UK
Available at http://www.bullring.co.uk/eating/restaurants/cafe-rouge (Accessed 20th of March,
2014)
- Café rouge restaurant photo (2014) Available at http://www.caferouge.co.uk/french-
restaurant/bromley(Accessed 31rd of March, 2014)
- Calabria, T. (2004) An introduction to personas and how to create them Available at
http://www.steptwo.com.au/papers/kmc_personas/index.html (Accessed 25th of March 2014)
- Chris Gibson (2009), Using SERVQUAL Analysis to Assess the Customer Satisfaction level of
the Oregon HIDTA ISIC Analytical Unit, Available at
http://www.pdx.edu/cps/sites/www.pdx.edu.cps/files/Using%20SERVQUAL%20to%20assess%
20the%20customer%20satisfaction%20level%20of%20the%20Oregon%20HIDTA%20ISC%20
alan%20%20-%20Chris%20Gibson-1.pdf (Accessed 20th of March, 2014)
- Clatworthy, S. (2014) Sevice Innovation: AT-ONE book Available at http://www.service-
innovation.org/about/ (Accessed 31rd of March, 2014)
- Executive Woman Photo (2013) Available at http://www.drivingir.com/services/the-ambitious-
executive-development-program Accessed 2nd of April, 2014)
- Logopedia, Café Rouge logo
Available at http://logos.wikia.com/wiki/File:Cafe-rouge-431x300.gif (Accessed 3rd of March,
2014)
- Menu Photos (2014), Available at
o http://www.theprintworks.com/eat__and__drink/offers/try_the_cafe_rouge_evening_set_
menu_offer_10.50_for_2_courses/
o http://www.theprintworks.com/the_place/offers/new_cafe_rouge_set_lunch_and_dinner_
offer/
o http://www.mcarthurglen.com/uk/cheshire-oaks-designer-outlet/en/the-brands/cafe-
rouge/
(Accessed 2nd of April, 2014)
- Module Lecture Slides, delivered by Prof. Barny Morris, Room G417

19. - Oliver, M, Hegeman, J, Lee, K (2009) Service Blueprint of Presby Neuro Clinic Available at
http://kipworks.com/upmc_holisticbook.pdf (Accessed 30th of March, 2014)
- Riley, J. (2012) Business Strategy Available at
http://www.tutor2u.net/business/strategy/stakeholders-introduction.html (Accessed 1st of April,
2014)
- Thoughtsinlittleboxex.com (2012) Café Rouge Bayswater testing the new low-cal menu
Available at http://thoughtsinlittleboxes.com/2012/02/28/cafe-rouge-bayswater-testing-the-new-
low-cal-menu/ (Accessed 3rd of March, 2014)
- TripAdvisor.com (2011-2014) Customer reviews on Café Rouge
http://www.tripadvisor.co.uk/Restaurant_Review-g186402-d731865-Reviews-or10-
Cafe_Rouge_Birmingham-Birmingham_West_Midlands_England.html#REVIEWS (Accessed
31rd of March, 2014)