• Journal of the Korean Society of Food Culture
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• v.23 no.2
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• pp.184-193
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• 2008

The purpose of this study was to determine the detailed customer satisfaction and dissatisfaction factors of family restaurants in Korea, and to then classify the factors into 3 groups, inlcuding core service, quality service, and basic service. ‘Core service’ represents the critical factors that generate both satisfaction and dissatisfaction; ‘quality service’ generates only satisfaction; and ‘basic service’ generates only dissatisfaction. This categorization is based on Herzberg’s motivation-hygiene theory (1976) as well as Cadotte & Turgeon (1988). Based on the characteristics of the three groups, differentiation strategies in managing customer service were suggested to the family restaurant managers. A qualitative research method, termed the critical incident technique (CIT), was used in the study. This method helps researchers find new factors or attributes by grouping key issues from the anecdotes (critical incidents) and then categorizing common factors from the key issues. This research categorized key satisfiers and dissatisfiers into 33 factors, which were from 402 critical incidents described by 261 respondents. Eleven factors (response to service failures, food taste and quality, attention paid to customers, coupon/mileage point/discount card, customer’s ordinary requests, waiting, food diversity, food price, facility sanitation, checking out, customer’s special requests) were classified into core service, which required maximum management not regarding the level of customer satisfaction. Six factors (employee attitude, event, education and explanation, complementary food, customer’s mistakes, attention paid to children) were classified into quality service, which required differentiation strategy management. Finally, nine factors (speed of food service, employee’s mistakes, food sanitation, atmosphere and interior, seating, forcing orders, parking, other customers, reservations) were classified into basic service, which required minimum management at the level of the industry standards.

• Archives of design research
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• v.17 no.3
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• pp.283-292
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• 2004

Today's fast-paced world is becoming increasingly characterized by technology-facilitated transactions. Growing numbers of customers interact with technology to create service outcomes instead of interacting with a service firm employee. Self-service technologies provide technological interfaces that enable customers to produce a service independent of direct service employee involvement. To investigate on the customer satisfaction with self-technological based product design in Subway. I used the critical incident technique developed by Flanagan(1954) with quantitative measures of attributions. In this research, it results that customers are considered more important the value of technological-function and easy to use than the aspect of automated machine. It is likely that the technological aspect of many self-service options has a unique influence on customer perceptions of self-service encounters. Also, Research has shown that customer's needs are defined as situations in which external environmental factors add a sense of urgency to the transaction and saved time. On the other hand, customers realize that their favorable image of self-technological based product follows as ; first, customers prefer to the simple & modern image on the aspect of product design, secondly, customers prefer to the hitech-functional image to do its job fast in a short time by automated technology on the aspect of functional service, thirdly, customers prefer to the comfortable and sanitary image to be suitable for the underground circumstance.

• Journal of Korean Society for Quality Management
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• v.38 no.3
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• pp.378-390
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• 2010

From the perspective of employees working for public service agencies, we analyzed the causal relationship between service quality, relationship quality, design quality, customer satisfaction, and trust in public services. We conduct statistical analyses on the quality attributes we derived from a critical incident technique(CIT) analysis and build a measurement model, which has a second-order hierarchical structure. Survey data was collected from social work, childcare, and healthcare services. Using a structural equation modeling method, we identify a causal model and simultaneously estimate factor loadings and path coefficients. We find that all the quality dimensions are antecedents to satisfaction and then satisfaction precedes trust. The results show that service quality and design quality mediate in parallel the effect of relationship quality on satisfaction and both relationship and design qualities have stronger effects on satisfaction rather than service quality.

• Journal of the Korean Society of Food Science and Nutrition
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• v.35 no.8
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• pp.1088-1096
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• 2006

The purpose of this study was to identify the service encounter blueprint by types of restaurants in order to manage moment of truth when customers who visit a restaurant encounter services. The service encounter blueprint gives an overall picture of the service provision to visualize an entire service process and its integrated structure. The blueprint is used for service process analysis technique. The random samples of 15 customers were observed by types of restaurants and the records were collected for three-days' observation. Interviews were performed by 3 managers, 3 service encounter employees, 3 cashiers, 3 cooks and 10 customers by types of restaurants. After drawing the first service blueprint, it was revised by the interview with the 3 managers and 6 service encounter employees. In this paper, restaurant service processes are reviewed and analyzed. By use of service blueprint, the processes are analyzed to find a fail point, customer wait, employee decision. As a result of making a blueprint of service encounter by types of restaurant, blueprints of fine-dining restaurants and family restaurants were similar, while fast-food restaurants showed a little difference. In particular, difference was indicated in a point where interaction of service encounter occurred. Difference was indicated depending on types of restaurants. Therefore, the efforts to improve this problem were needed. The blueprint is a map or flowchart (called a process chart in manufacturing) of all transactions constituting the service delivery process. The results showed that service encounter blueprint can be used to improve the service process in the restaurant's encounter.