The Effective Use of Physical Evidence in a Service Environment of Genki - Speech or Presentation Example

The Effective Use of Physical Evidence in a Service Environment of Genki of the of the submitted Table of Contents Table of Contents 2 Slide 2 4 Slide 3 4 Slide 4 4 Slide 5 4 Slide 6 4 Slide 7 4 Slide 8 5 Slide 9 5 Slide 11 5 Slide 12 5 Slide 13 5 Slide 14 6 Slide 15 7 Slide 16 8 Socialiser 8 Differentiator 8 Slide 17 8 Slide 18 8 Slide 19 8 Slide 20 9 Slide 21 9 Slide 22 10 Slide 23 10 Slide 24 10 Slide 25 11 Slide 26 12 Slide 27 12 References 13 Slide 2 Overview of the Company Slide 3 Value Proposition of Genki Slide 4 Physical Evidence of Genki Slide 5 Exterior facility of Genki includes exterior design, signage outside the restaurants for promotion, parking landscape surrounding environment (Bitner & Wang, 2014). Slide 6 Facility Interior of Genki includes the interior decoration, signage and layout of the restaurant, the equipments and the air temperature (Carù & Cova, 2015). Slide 7 Other tangibles include billing statements, stationery (napkins, billing counter stationery, straw for drinks, takeaway packaging boxes and glasses etc), Genki reports, employee uniform, webpage of Genki, brochures for promotional activities and virtual servicescape (Dong & Siu, 2013). Slide 8 Physical Evidence Slide 9 Role of Physical Evidence Slide 11 Servicescapes Slide 12 Lean servicescapes are simpler in operations with low customer touch point. They have fewer equipments, smaller operating space, includes lesser elements of service. Elaborate servicescapes are more complex in nature. High customers touch point, efficient service to increase customer expectation. The Store layout must be according to customer preference. They are more customised to customer taste and needs to positively change customer perception (Jeon, & Kim, 2012). Slide 13 Self-service environment: consumer centric performing the majority of the activities; few or no employee involved. Interpersonal services: Both customer and employee communication and relationship matters. Remote service: Employee only; little or no customer involvement with the servicescape. Hence, Genki exhibits elaborate servicescapes with greater emphasis on the interpersonal service between customers and employees (Kauppinen-Räisänen & Grönroos, 2015). Slide 14 The signage of Genki and its service quality communicates and persuades customers to visit their restaurant frequently. Service quality includes reliability, empathy, responsiveness, assurance and service tangibles. Reliability: Genki’s primary target is customer satisfaction and enhanced customer experience. Therefore, it builds a sense of trust among the customers through their quality service. Empathy: It is the way to relate to the customer need and prioritize their presence to the restaurant. Hence, consumers visiting Genki are made to feel special and their needs are given importance. The target customers of Genki are people who appreciate time and understand its worth. Hence, Genki makes sure that they do not waste their customer’s valuable time initiating to prompt service. Responsiveness: Genki understands their customer preferences hence they try to satisfy them equally. The conveyer belt approach helps them to save time in contacting with individual customer leading to service disparity. Customers have the choice of selecting their menu from the prepared sushi dishes that saves time in selection process. The approach helps them to select from a wide range of prepared menu and customers can judge the dishes, their appearance before selecting their choice. Assurance: The service level of Genki assures its customers and instils a sense of faith on its brand value. They prepare quality food and offer the best service in the sushi food chain market. The service tangibles deal with the physical appearance of Genki. The ambience, lighting, food assortments, music, colour of furnishings, restaurant design and layout are part of the service tangibles that leads to enhancing the physical appearance (Lovelock, Patterson & Wirtz, 2014). Slide 15 The servicescapes helps the employees to identify the importance of service in the organization. It prioritizes its customers to understand the customer preference. These inputs help Genki to structure their service output. In case of Genki, to avoid wastage of consumer time the conveyer belt service approach is initiated. This helps in improving the service delivery system and satisfies larger customer base in a specific time by enhancing service coverage (Lu & Lien, 2014). Slide 16 Socialiser Genki’s service environment facilitates customer-employee interaction as well as customer-customer interaction. Genki’s service approach helps in diminishing barriers in differentiating between customer groups as they provide value for food. The conveyer belt approach helps in standardizing their service. The sitting arrangement is such where consumers sit in rows in front of the conveyor belt and select their sushi dishes from it. Hence, the sitting arrangements and physical proximity is high due to its service process. All consumers of Genki are treated the same and receive equal attention and service facilities (Lucas, 2012). Differentiator Physical evidence and servicescapes of Genki differentiates itself from its competitors by building loyal consumer base (Lucas, 2012). Slide 17 Genki Servicescapes Slide 18 Impact of Physical Evidence on Employee and Customer Slide 19 Ambience helps in communicating the brand Image of Genki. Sushi is cooked from raw items hence, odour management in the restaurant is essential. It affects the customer attitude and behaviour towards the brand. The colour selection stimulates consumer feelings. It beautifies and adds drama to the environment. The yellow colour strengthens optimistic behaviour, brings clarity and enhances mood. The colour red stimulates high energy and passion (Nilsson & Ballantyne, 2014). Slide 20 Restaurant layout enhances customer proximities and helps in building inter-customer relationship. The conveyer belt approach helps in the management to know more about their customer preferences and choice. Bright coloured logo increases customer awareness as the creepy, weird logo attracts on-goers passing by the restaurant (Pareigis, Edvardsson & Enquist, 2011). Slide 21 Internal responses of the customers reflect cognitive behaviour which highlights feelings of the customers the leads to increase in brand knowledge of Genki. Music, temperature and ambience reinforce affective behaviour. Customer feels more refreshed, motivated, rejuvenated. These aspects strengthen the consumer’s commitment towards Genki leading to increased consumer perception and preference (Rosenbaum & Massiah, 2011). Slide 22 All the factors in the diagram are interrelated. Each of the factors in the service environment leads to customer satisfaction. A customer who is satisfied is always loyal to the brand. Through this we can understand why Genki has a strong loyal customer base (Siu, Wan & Dong, 2012). Slide 23 Operational efficiency is measured as the ratio of the inputs required for the functioning of the operational process to the output achieved (Wilson, A., Zeithaml, Bitner & Gremler, 2012). The inputs in Genki are the service delivery activities like order taking, the employees, and time taken for service, the conveyer-belt service approach and the menu planning. The operational outputs for Genki are employee satisfaction, customer loyalty, productivity, innovation, quality, speed and complexity of the delivered service (Wilson, A., Zeithaml, Bitner & Gremler, 2012). Slide 24 The physical evidences have a greater impact on the service delivery process of Genki. It helps in smoother operations. Service delivery leads to increased customer loyalty due to better service. Customers are more comfortable in visiting Genki as they can easily convey their expectations and preferences to the service providers resulting in desired outcomes. Customers tend to feel at home due to the ambience and service facilities. The conveyer belt service approach make it easier for the customers to choose what they want to eat as they do not need to go through the menus and judge each dish before ordering. Employees of Genki are well aware of the customer preferences and the menus of the day are planned accordingly. Simpler service delivery in Genki leads to customer’s repeat visit and they tend to spend more money leading to profit growth. Genki offers dine-in menu, take-away service, home delivery facilities and special offer party set menus (Jeon, & Kim, 2012). Slide 25 The impact of physical evidences on the employees of Genki is such that enables the workflow in a systematic and timely manner. The servicescapes helps in removing complexity in the operational process which makes work easier for the employee. Therefore a happy, stress free employee can give better effort to enhance customer retention and loyalty for Genki by building long-term relationship with its customers. This effort leads to higher business profit and growth which in turn benefits the employees in their growth as they add value to the business. Physical evidences like order taking through iPad and knowledge about the sushi dishes increases the arena of knowledge for the employees and therefore, they can further excel professionally in the restaurant sector (Grönroos, 2011). Slide 26 Conclusion Slide 27 Firstly, customers visiting Genki regularly needs variation in the menu. Therefore, if he visits Genki twice in a week and observes that there are same menus in the conveyer belt from which he needs to choose, he might not prefer to come the next day again. Secondly, the menus are replaced from the conveyer belt every one hour therefore consumers arriving a bit late between the hourly process might have to wait for the next service or would have to choose from the remaining available menus in the conveyer belt. This would lead to customer dissatisfaction and service disparity. Also, some customers may like to order fresh food according to their preference and not select from the service of menus available. Therefore, Genki should follow the “Made to Order” strategy to attract more customers. References Bitner, M. J. & Wang, H. S. (2014). 11 Service encounters in service marketing research. Handbook of service marketing research, 221. Carù, A. & Cova, B. (2015). Co-creating the collective service experience. Journal of Service Management, 26(2), 276-294. 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A social marketing mix for renewable energy in Europe based on consumer stated preference surveys. Renewable Energy, 39(1), 30-39. Mudie, P. & Pirrie, A. (2012). Services marketing management. U.K: Routledge. Nilsson, E. & Ballantyne, D. (2014). Reexamining the place of servicescape in marketing: a service-dominant logic perspective. Journal of Services Marketing, 28(5), 374-379. Pareigis, J., Edvardsson, B. & Enquist, B. (2011). Exploring the role of the service environment in forming customers service experience. International Journal of Quality and Service Sciences, 3(1), 110-124. Rosenbaum, M. S. & Massiah, C. (2011). An expanded servicescape perspective. Journal of Service Management, 22(4), 471-490. Siu, N. Y. M., Wan, P. Y. K. & Dong, P. (2012). The impact of the servicescape on the desire to stay in convention and exhibition centers: The case of Macao. International Journal of Hospitality Management, 31(1), 236-246. Wilson, A., Zeithaml, V. A., Bitner, M. J. & Gremler, D. D. (2012). Services marketing: Integrating customer focus across the firm. USA: McGraw Hill. Read More