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FCSI EF UPDATE


Report from Dan Jin I


n the hospitality sector, service experiences are not much used to match customers' demand and service


providers’ supply in terms of creating value for both parties. Accordingly, this study examines the business logic throughout three objectives to build a level of advocacy, 1. brand-identification, 2. employee facilitation, and 3. customer outcomes that powerfully distinguish business strategies.


The foodservice industry provides a


During the first stages of the pandemic, FCSI Educational Foundation received a grant application from Dan Jin (above), a graduate student doing her thesis on consumer behavior in the restaurant industry. She was examining customer touch points in relation to food and service in the restaurant industry. The Foundation board was enthusiastic about this grant application because:


it would provide original research into


an area that would be beneficial to the consultant community it would allow the applicant to complete her graduate degree it would support an individual who may consider a future career as a foodservice consultant.


She delved much deeper into the touch points than has been done so far, exploring many variables that influence the customer experience against what company training manuals and videos desire of employees. Here she shares a summary of her findings.


unique setting to investigate because it has clear definitions about its business model (e.g., ethnic, fast food, fast- casual, casual dining, premium casual, family-style, fine dining, etc.), which are sufficient for undertaking all possibilities of the value proposition, from delivering and communicating to acknowledging. Analysis of semi-structured interview responses indicated general themes in terms of the business model: quick service, interactive service based on recommendations, and interactive service based on accommodations. First, customer journey mapping


is structured as a sequence of phases: the customer journey starts with "the moment of truth". Knowing that a service failure has the potential to damage "the moment of truth", the results of my study indicated that service providers' facilitation can yield a considerable range of emotional and physical inputs within their sphere, depending on the corresponding business model. This means the business ability of foodservice operations, should not be restricted by the type of business model or its predominant service delivery methods. Instead, service operations should focus more on the diversity in value conceptualization, which can construct a service experience with multiple co- creation practices. Additionally, foodservice businesses


14


encourage customers to provide feedback. Customers' complaints can be another way to measure customer engagement with the firm after a service failure. Specifically, hospitality firms can reduce the costs they otherwise would squander on situations that are not appreciated by their customers. In doing so, service organizations can improve the service recovery without depleting customers' emotions (e.g., psychological losses of self-esteem, social support, and self-efficacy), due to the stress of service failure. Neglecting the role of customers during the service recovery may lead to incomplete service recovery or biased evaluations of service outcomes. Last, my survey findings demonstrate that when the service provider's facilitation complies with business logic and brand commitment, customer-brand identification can be strengthened, which further leads to positive referral and repatronage behaviors. Therefore, the boundary condition of service provider facilitation and customer-brand identification are considered driving forces of service recovery success because they turn the challenges of service failure into "opportunities to elevate" customer service outcomes.


Recommendations for industry Frontline service providers need to be trained to identify the early warning signs of customer dissatisfaction in the aftermath of a service failure. It is essential to align the mutual expectations of the interacting service systems (i.e., to reduce the discrepancies between these mutual expectations) or be prepared to recover from the occurrence of misuse.


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