Assessment 2: Case Study

Mr. and Mrs. Jones were looking forward to celebrating their 5th wedding anniversary.
in style and had great plans for their special evening. Mr. Jones decided to book a
table for two for dinner at the recently refurbished "Cape Lighthouse", a restaurant
with commanding views over the Coral Sea. To ensure a nice table with views for this
occasion, Mr. Jones had contacted the restaurant two months prior to make a
reservation with a male staff member who appeared to be very professional. The
The booking was then confirmed by telephone with Alex, a waitress, one week prior to the
booked date.
On their anniversary, Mr. and Mrs. Jones arrived at the restaurant; however, they
found there was no booking in their name. Staff were unable to locate any bookings.
information. Mr. Jones was asked who he had spoken to to make the reservation.
and provided the details of the staff; however, this was somehow shrugged off, and they
were asked to wait at the entry to "see whether a table could be arranged".
As it was a Friday night, the restaurant was very busy. Mr. and Mrs. Jones had to wait 15
minutes before they were finally led to a small table at the back of the restaurant near
the kitchen doors. After a further 15 minutes, they were attended to by a drink waiter.
who took their order for an aperitif. The Joneses placed their food and wine orders and
Their entrees arrived after 30 minutes. The white wine to go with the entrees did not
arrive, and the drinks waiter seemed to ignore their eye contact.
The main course for Mr. Jones arrived within 5 minutes after the entrees had been
cleared, however, Mrs. Jones’ meal did not arrive for another 20 minutes.
Mrs. Jones was very upset with the service and was almost on the verge of leaving.
When Mr. and Mrs. Jones went to pay the check on their way out, Mrs. Jones
was expecting an apology from the restaurant staff with regards to their
booking and the delay in the service, unfortunately no one was around even to
talk about it.
Mr. and Mrs. Jones decided that this was their last visit to this establishment.
They would definitely tell their family and friends about their dining experience.
at "Cape Lighthouse".

Your task: Address each of the following questions relating to the case study:

1. Identify Mr. and Mrs. Jones’ customer needs and expectations in this case study. What
would a customer expect not only on an important occasion like the mentioned
anniversary, but on each occasion when visiting an establishment? Customers expectations when
they are visiting an establishment are the very first thing they feel. When they first arrive,
customers expect to be greeted and welcomed. Customers expect the quality of products and
services to be consistent. The impact of Customer service is undeniable. Most of the customers
evaluate their satisfaction from services according to their customer experience. In this case,
since there is a special occasion, a personalized experience, such as wanting a server who is well-
versed in the foods and customs of the area. They want you to cater to them and create an
amazing experience as they eat their meal.

2. What could be the likely effects of this incident for the business and custom down the
track if the customer service issues are not addressed? If the customer service issue is not
addressed this will create a negative review and even negative experience that can be easily
spread to friends and families of the couples. Bad customer service results in clients'
dissatisfaction and builds a negative customer experience. It might have adverse effects on
business, such as decreased customer loyalty and higher customer churn. Poor customer service
is one of the leading reasons customers leave your restaurant with no intention of returning. With
so many choices available in the restaurant sector, today’s food consumer doesn’t have to
tolerate poor customer service. They will simply never return.

3. You are the General Manager of the Cape Lighthouse, and the experience of Mr. and
Mrs. Jones has come to your attention. You are determined to contact the customer to attempt to
resolve the issue and achieve a positive outcome. Draft a letter that clearly outlines the steps you
will undertake to contact Mr. and Mrs. Jones and how you will try to solve the issues. This could
be used as guidance for a telephone conversation for contact).

Draft Letter
Dear Mr. and Mrs. Jones,
We sincerely apologize for any inconvenience you may have experienced due to very poor
customer service that you have experienced on what is supposed to be a special occasion. At
Cape Lighthouse, customer satisfaction is something we take very seriously, and anything less
ensuring you are completely happy is unacceptable. With me and my team again, I sincerely
apologize for the very poor experience you had that day. Following the reasons for the mess, we
would like to invite you for a complimentary Dinner was all free and expense paid for by the
restaurant. If you could please email us, preferred day and time, so we can prepare ahead of time.
He makes sure that everything will be a good experience this time.

Sincerely yours,
The General Manager

4. Considering Mr. and Mrs. Jones’ recent experience, it is important to assess if there are
recurring issues with customer service at the Cape Lighthouse. How will you determine if
Whether this is a one-off issue or if there are persistent problems outline your approach.
Dissatisfied customers usually won’t come back. In fact, we’ve all heard the startling statistics
about how a bad customer service story spreads so much faster than a good one. That’s why it’s
so important to continually take the pulse of your customers’ happiness.
Here are some ways:

1. Ask
The easiest way to find out if your customers are happy is to simply ask them. This can take the
form of a quick question at check-out, such as "Did we measure up to your expectations today?"
or "Is there anything we can improve?" These simple, quick questions can be easily tracked and
may reveal things you haven’t noticed or anticipated. Another way to ask your customers about
their experience is with a quick survey conducted via email or phone.
2. Talk to your employees.
Your employees, or your people, are gold when it comes to great information about your
customers. Make it a regular habit to check in with your employees about how they feel about
how your customers are feeling about your business. If you’ve changed a policy or upped your
prices, get their reaction.

3. Measure Loyalty
Keep a tab on repeat business. It can be your first, very sensitive indicator that trouble is
brewing. If you’re getting great traffic and revenue numbers but are failing to secure repeat
business, there may be something in your customer service processes that doesn’t measure up.
New traffic is increased by sales and promotions, whereas repeat business is increased by great
customer service. When the new traffic decreases and your repeat business isn’t there to take up
the slack, you’re going to be in trouble.

4. Talk to your customers. By talking to them directly, you’ll know what keeps them frustrated
and why.

5. You are required to develop a policy and procedures for each of the following problem areas,
which were evident:

a. Booking
b. Staff Presentation, Greeting, or Hosting
c. Reporting requirements and staff hierarchy (General Responsibilities and
Who is to be contacted in case of an issue? If your industry sector varies
[events, cookery, tourism, accommodation] You may use the hierarchy.
which is commonly relevant to that industry sector.
d. Customer Service Procedures for Service (Orders, timelines, attendance)
e. Dealing with complaints
Each policy needs to include:
 The policy names
 The aim or purpose
 The details of what is included
 The procedures included to achieve the purpose
 What are the requirements to train staff to be able to perform the
 Procedures?
 How will this policy and its effectiveness be monitored and evaluated?
 To whom will this policy be made available? How?

a. Booking
RESTAURANT RESERVATIONS
Cape Lighthouse Restaurant accepts online bookings or bookings via email only. Bookings are
not accepted or confirmed until you receive a confirmation email from us. Due to our intimate
size, we are able to seat just 30 guests at any one time. Reservations can be made up to three (3)
months in advance and up to 48 hours prior to your desired dining time.
 
Dinner reservations begin at 6:30 p.m. 7.30 PM, and we only do one sitting per evening. You are
welcome to arrive at 6 p.m. and enjoy a pre-dinner drink at our bar. Seating: Dining takes place
either in the dining room or conservatory, depending on group sizes. Due to the changing
configuration of reservation numbers, we are unable to confirm or guarantee your placement
within the restaurant.

CANCELLATION POLICY
Due to our intimate size, we require guests to pay a deposit of 50% of their menu costs upon
booking. At least 7 days’ notice of cancellation, reduction in numbers, or change of date is
required to avoid a cancellation fee. If less than 7 days’ notice is given and we are unable to fill
your seats, the following cancellation fees apply (including reductions in numbers and changes
of date).

100% menu price within 72 hours

• 50% menu price within 3-7 days
100% menu price within 72 hours
• 50% menu price within 3-7 days
 100% menu price within 72 hours
 50% menu price within 3-7 days

To help reduce the number of open tables in a restaurant and maximize table turnover, and to
limit the waiting time for paying customers, restaurants began taking reservations. Here are some
ways restaurant reservations are beneficial to owners, staff, and customers. To avoid confusion
or disappointment, it’s important to communicate clear policies with guests who are looking to
book a reservation during peak business hours. You can ask guests to arrive on time or risk
losing their table after 15 minutes. Train staff to communicate any policies on larger groups. For
example, many restaurants don’t accept reservations for groups of eight or more during peak
hours. This policy prevents guests from beingdisappointed with a less than pleasant, slow
experience. The booking policy should be reviewed every week prior to the booking dates. In
this case All necessary booking information and preparation will be met in time and as well as
the concerned people will be notified ahead of time so that the booking will be smoothly done

b. Staff Presentation / Greeting / Hosting

This policy includes as soon as guests walk through the door and you’ve flashed your smile,
offer a welcome greeting. Be respectful. that when a customer feels disrespected by an
organization, it is a "hot button" trigger. Results from a survey of 1,000 consumers showed that
75 percent of respondents said that being disrespected would lead them to avoid doing business
with the establishment again. In the world of fast-casual dining, it only takes a few seconds to
make incoming customers feel respected. In fact, all five tips mentioned here focus on one
common, but important theme: showing respect.

The moment a customer meets your organization for the first time, whether the customer walks
into your office or receives mail from, or talks to an employee over the phone, these first seconds
of initial contact are called, The moment of truth. Greetings can be a moment of truth in many
instances, as it is the first impression a customer may have with the company. And as you know,
you don’t get a second chance to make a first impression. So, it needs to be done correctly, every
single time. Greetings are not just the words we use, but also the acknowledgement we give our
guest
Upon seeing them.

Ways to achieve successful Staff presentations

1. Own it immediately. While you may be tired of hearing the same time-worn cliché repeated
again, it’s true: first impressions matter, especially to customers in a restaurant. Your body
language will set the tone of the entire interaction, so start with a smile. Before even saying the
word hello, make sure your expression conveys the message that you are happy to see the
customer walk through the door. But keep in mind that the key to creating a great first
impression is to smile like you mean it. A genuine smile shows that you care.
 
2. Continue to act quickly but politely in a fast-casual restaurant where the guest approaches the
counter to order; the order-taking should be considered an extension of the greeting. The
customer is still on his or her feet, not situated comfortably, and already "seated," so to speak.
 
After welcoming the customer, politely ask if they would like to try a certain new menu item
you're currently promoting, if applicable. A cheery delivery keeps this quick suggestion from
feeling pushy to the customer.
 
As the owner or manager of your restaurant, training new hires is a huge responsibility. One
might argue that how well an employee performs starts at the training session. When you meet
with your new hires, explain the significance of the procedures and responsibilities you go over
in training. No matter how minor it may be, explain the methodology behind every decision. This
will help trainees. Pick up new information quickly and acclimate quickly to their new working
environment.

Make a list of priorities from start to finish, and don’t forget the small details; it’s the most
inconsequential points that can trip up a new hire. Include the following points:
 How to clock in and out
 How the side work is managed—everything from baking bread to napkin folding
 How food and drinks are run
 How to ring up orders and orders with special requests (like dressing on the side) in
particular.
 Go over the floor plan, so they know the fastest routes through your restaurant.
 Explain the cleaning schedules, if applicable.
  How to present a check
 How to close out a bill with cash and a credit, debit, or gift card This is also the right
moment to explain how to get an item voided from a bill or give a discount.
 How to clean and prepare tables for new guests.
 Describe what the close-out duties are.

c. Reporting requirements / staff hierarchy (General Responsibilities and who is to be contacted

in case of an issue – if your industry sector varies [events, cookery, tourism, accommodation]
you may use the hierarchy which is commonly relevant to that industry sector)
A restaurant business demands energy, attention to detail and a strong sense of hospitality from
its employees, but these qualities are only the start of what's required of a team leader, also
known as a captain. The team leader is responsible for maintaining high standards among the
staff and ensuring a memorably good experience for customers.

In the event of any case the person who can be contacted will be the Front of the House Manager
or the restaurant team leader. Before the General Manager to be contacted and the owner, the
issue will be dealt by the team leaders. Team leaders work on their feet. They are walking,
standing and sometimes hurrying through several busy peak hours with little chance for rest.
 
A good team leader aims to motivate its members. Be a motivational role model and show them
that you appreciate each one of them by simple incentives. Set up programs by being a leader
who focuses on developing your employees’ professional skills, you are telling them that you
appreciate their hard work and commitment, and that you want them to stay for as long as
possible. No one wants to work for a restaurant manager who doesn’t want to inspire and support
their staff. Therefore, make sure you have useful training programs for your waiters, chefs, and
bartenders.

d. Customer Service Procedures for Service (Orders, timelines, attendance)

Customer service is equal parts communication and genuine attention to your diners. When
guests visit your restaurant, you want them to feel welcome. When you treat them with care and
respect while providing an excellent meal, they’ll come back to your restaurant again and again.

ORDERS

Don’t Make Them Wait

If your diners must wait too long for their first round of drinks, appetizer or meal, it really won’t
matter to them that your bartender makes the best martini, or the chef prepared the best steak.
Your diner is already irritated and hungry. You can call this the negative turning point.
Remember that it can be hard to win back your disappointed customer. Avoid disappointing
them at all costs. Make sure you have enough staff on hand, so they never have to wait too long.
If your diner orders a meal that takes a bit longer to cook, let them know in advance. Be
forthcoming and informative. You’ve probably heard the term speed of service. You might even
have a speed of service goal built into your policies. Speed of service is vital to a good dining
experience no matter your restaurant type. Your diners probably have expectations about how
long they’ll have to wait.
TIMELINES

Fix Problems Immediately

Another step in delivering excellent customer service is your finesse at dealing with customer
problems and complaints. No matter how hard you try, something is going to go amiss some time
or another. Whatever the problem, your goal is to please the customer.

It is vitally important that you deal with problems immediately. Don’t let your customer’s anger
linger while waiting to work his way up the management chain. Here are a few tips for dealing
with customer problems