Solution
Sarabjeet answered on
Apr 10 2021
Nothing Fancy
(
4/10/2019
) (
)
(
Student Name:
Student ID:
)
Contents
Introduction 2
Confused Corporate Vision (Issue 1) 2
Operations Strategy 3
Quality Control (Issue 2) 4
Total Quality Management (TQM) 6
1. Total Employee involvement 7
2. Process- centred 8
3. Constant improvement 8
4. Fact-based decision making 8
5. Communications 9
Corporate Social Responsibility 9
Building Reputation 10
Know Where It Goes 10
Taking Higher Moral Ground 11
References 12
Introduction
The purpose of this report is to explain to Nothing Fancy's owner why his business is not as successful as expected, and to suggest improvements to customer satisfaction and his profits. The analysis will include a review of the cu
ent Nothing Fancy’s system and identify gaps and deficiencies in its processes to provide an alternative process to improve business management.
Confused Corporate Vision (Issue 1)
Nothing Fancy's most compelling and clear question at the moment is what Nothing Fancy wants to offer to customers and the obvious disconnect between what customers receive. One of the utmost striking mistakes in thebusiness concept of Nothing Fancy is that menus are inscribed in French. Susan Goldstein pointed out in the service concept that “the service provided should work seamlessly and let the customer perceive it co
ectly (because of its design).” There is nothing to promise a simple and 'friendly' dining experience and shared service and seating(Aghdaie&Alimardani, 2015). But they used French to write down their menus, confusing their customers and unnecessarily complicating the service. Second, they used hard white tablecloths and linen napkins (an old-fashioned table setting) to show once again that they don’t know how to communicate their vision to customers.
Defining the service concept is important because it allows us to find out where Nothing Fancy went wrong. Dr. James Heskett, a professor of business logistics at Harvard University, said, "The service concept describes how organizations want their customers, employee shareholders and lenders to be aware of their services." The service concept is an integral part of the service package(Amirteimoori, Kordrostami& Azizi, 2017). This is one of the elements that make up the “buyer benefit package”. Buyer benefit package denotes to the facility provided to the buyer, the environment wherein service is offered, and way in which the buyer is treated.
Operations Strategy
The operational approach is the overall model of the decision-making, shaping long-term competences of any kind of operation as well as its contribution to overall strategy through the coordination of the market demand and operational resources.Based on the information provided, it is unclear whether the owner of Nothing Fancy has taken any form of operational strategy development, although it can be assumed that he does not(Azizi, Amirteimoori&Kordrostami, 2017). With this in mind, the first recommendation that can be made is to establish Nothing Fancy's business and service goals through operational strategy development. The following figure shows the proposed useless fancy operation strategy.
Corporate aim
Marketing Policy
How goods and services qualify in the market and win orders
Operations Policy
Profitable Development
Invest on the industries who workin industrial park throughout the day
Inexpensive, simple and soothing menu and decoration
Free flow dining room design to let table configurations to be altered as required.
Standardise training of staff to make sure service that standards are reliable.
High-service standards
Relaxed safe and useful space which may be accustomed to suit requirements of the location
A functional waiting area for the dinner a
ived for
eakfast, waiting for the table to be available.
Ensure that customers can enter the parking lot and will not be misused by other customers in the industrial park.
Anexclusive dining experience
Allow clients the opportunity to give feedback when needed
Housing training behind to prevent food waste, partial inconsistencies and service processes
Quality Control (Issue 2)
In the customer review of Nothing Fancy, some lack of quality control was pointed out. First, they waited an hour before sitting down, although they had already booked and were told that the waiting time would be much less (Carmignani, 2012). This indicates a failure in the reservation system and poor customer seat control. Second, they noticed that the lights were too dark and the music was too big. Although it can be infe
ed that these elements depend on the customer's interpretation and tastes are different, if this is a common complaint, it is usually a poorly managed or inexperienced situation that does not control the atmosphere of the dining area. Third, Nothing Fancy has several obvious and somewhat wo
ying bad health habits. The restaurant noticed dirty tablecloths, dirty tableware, poorly maintained toilet facilities, and untidy waiters, the restaurant area is still under construction, although it is still open, customers can see it. In addition, although restaurants admit that the quality of food is very high, the amount and timing of their food are inconsistent, indicating further problems with quality control. Quality of service “has become the most differentiated and most powerful competitive weapon of most service organizations”. The quality of service that many people recommend is actually defined by the buyer. Martin (1986) particularly talks about restaurant business and believes that diverse restaurants have their individual unique definition of the service quality and generally focus on meeting customer requirements in their personal way. Furthermore, he suggested that the assessment of the service quality continually considers the blend of service personnel's personality (joy)and serviceprocedures. The program dimension denotes to technical system provided by the service; joy...