Current Marketing Literature On Waiting Process

Why do customers who order food later sometimes get served their food before customers that have ordered before them? Why does it seem like there is always so many staff on shift, yet so few of them appear to actually be working? After our research is conducted, our readers will be able to understand the answers to these questions. According to Vroom’s theory of performance motivational framework (1964), “Performance = f(Ability × Motivation)”. Our theory is that the Tim Horton’s on campus has poor customer service because the workers have not been adequately trained and therefore lack the ability to perform to the best that they can. The objective of this project is to have our research prove our theory. This is our theory because the location often has slow lines (regardless of how long they are) and each of us in our group have had dissatisfying experiences with orders (we have been served items that we didn’t ask for, our bagels have been burned from being in the toaster too long, etc.). We believe our theory already explains why customers have issues with this specific location’s performance and how it relates to its customer service. “…The delivery of service quality also depends on the extent to which work-unit members are knowledgeable about the product or service, customer needs, and ability to integrate this knowledge to effectively meet the needs of customers.” (Gwinner, Bitner, Brown, & Kumar,

Consumers do, in fact, care about experience. In fact, in many ways the rise of quick-service formats and automated service has actually fuelled a greater desire for good old-fashioned customer service, particularly in face-to-face form.

Although personality may play a role, a majority would get tired or grumpy over time. Tipping on the other hand, makes for a great reward system that favors respectful and hard working staff over those who think of customers as just another burden. In the article “Counterpoint: Customers Reserve the Right to Hold Wait Staff Accountable via Tips” The author summarizes the purpose of tipping by stating it “Enables customers to reward good service and choose not to reward poor service.” This statement, although simple, outlines the negative and positive reciprocation that tipping brings to servers, and will only continue to convince wait staff to improve their stance on work.

For instance, over a period of time the inter-arrival rates had a consistent trend overall but the service times for each customer did not follow the same consistency. The data collected showed transactions involving returns occupied more time, usually in the range of 1.5 to 2 minutes and sometimes more. Transactions that were less than 1.5 to 2 minutes were purchases-only. The environment of the checkout area was taken into consideration. The setup of products in the designated waiting area is a positive way to distract customers from actual waiting time. This arrangement also maximizes store profits as patrons are tempted to make impulse purchases. This was the immediate inherent explanation as to why only one check-out/returns line is used. Although there is a designated waiting area, if service times are slower than the arrival rate, the queue extends past the designated waiting line and blocks merchandise intended to be viewed by customers not in the queue. Blocking off merchandise and the visual image of a line extending past the designated area negatively impact the experience of a customer and the decision to wait in line. The loss of a customer is associated with a cost to Winners. Therefore, for every customer that leaves the system before they have been serviced represents a cost to store management in addition to operating and waiting costs. For this report, only the

A restaurant is a fast-paced and stressful environment, especially when it becomes busy. The client’s inability to manage his stress will have a negative impact on his ability to complete activities in an effecient manner.

The observation took place at restaurant located in Northern Colorado. The environment included a bar, tables and chairs, and hostess a stand. The restaurant utilized an open design. The environment was dark with light lighting. The restaurant was busy, and there was little room to move around. The bar is designed to facilitate conversation. The restaurant is designed for people to sit and enjoy a meal. The restaurant was loud, which can make it difficult for conversation. The restaurant lacked ample space for waiting or sitting. There were three hostess on duty, all using I-pads to take reservations. The approximate wait time at the restaurant was 90 minutes, as such there was little space for those waiting for a table. The bar was at maximum capacity, with all of the seats being filled.

Let’s say there is a line of customers during the lunch rush at your average fast food restaurant. The line is taking extraordinarily long because there is only one person running the register and one person cooking the food. Out of the people waiting in line there is one noticeably irritated about the entire situation, let’s call that person, person A. Now person A is only thinking about themselves, they are hungry and were not expecting such a long line. With every passing moment they become more and more upset about how long it is taking. Once person A finally gets their food they are upset with everything, the people in front of them in line, the person taking their order, and the person cooking to food, they food they got even though it is exactly what they ordered, and they want to talk to a manager. The manager comes out of a back room and listens to the customer complain about the poor service apologizes, and then person A leaves in a

Customers are always occupied plus they don’t have sufficient time for you to relax. The majority of their time is focused on work and other household responsibilities. Indeed, you

The perception of time varies significantly both within and between customer segments as it relates to tolerances for delays in checkout times. Studies indicate that those companies who pay attention to these tolerances for delays by market segments, and capitalize on them with more effective programs for expediting shoppers through queues, can generate higher levels of customer satisfaction over time (Hornik, 1984). It is a well-known fact that shoppers have widely varying tolerances for delays to their check-out times depending on their demographic and psychographic segment affiliations (Mirabella, 2011). Retailers are challenged with creating an effective strategic response to the needs of a multifaceted and often varied series of needs within their demographic and psychographic customer bases. Speed is not enough, it is the accuracy that is most critical to certain segments, while others are very attuned to the experience itself (Mirabella, 2011). Check-out times can be used very effectively as a means to gain greater customer loyalty in all retail establishments. The focus of this specific discussion will be on experiences of working in a Home Depot Store, which is well-known for its Do-It-Yourself (DIY) loyal shoppers.

Customer satisfaction and service quality are the two important components that direct anyone’s attention in every concept related to marketing, services, etc. (Spreng and Mackoy, 2006). In today’s competitive era, the success lies in

What are factors influence to customer purchase behavioral? How is good management system impact to employee performance delivery high quality service?

Waiting line management refer to customers’ personally while waiting in lines before receiving one or more service delivery. (Sridhar, 2015)According to Taylor, a philosopher, waiting line is the time from which a customer is ready to receive the service until the time the service commences. (Yan, 2006) The process of waiting may examine the attitude and behaviour of customer. According to William James, a philosopher, ‘the feelings of boredom will come into being as the time flies’. (Maister, 2005)When waiting for a delivery of service, the interested on services of customer will reduce as time passed.

That’s why the workers in the offices of service providers have to be always on the ball when it comes to their customer service efforts, lest the office in which they work gets less crowded for all the wrong reasons. People who have to wait for a decent period of time can get extremely testy, which means that the patience of the workers can be tested in turn. But the extra effort that the employees demonstrate can make the difference between a satisfied customer and a frustrated one.

We then move to the buying organization and center, where the individual influences occur that is seen between the B2B buyers and sellers. According to Webster and Wind in 1972, “… the decision making process by which formal organizations establish the need for purchased products and services, and identify, evaluate and choose among alternative brands and suppliers” (Henneburg (a), 2014, p. 22). In the organization buying behavior, there are many influential aspects that need to be considered. The main question that must be answered is “Who is involved?” The buying center is made up of five different roles that are vital in the decision-making process. First are the users who are part of the

Unpleasant waiting experience might accompany with customers go through the whole service process, which could lower the overall evaluation of service quality easily. Not only the queuing experience, a number of studies also investigated that queuing time in a service organization significantly influences consumer satisfaction. In general, increasing in waiting time is associated with decreasing in customer satisfaction (Katz, M.Larson & C.Larson, 1991). The graph (Dube, Renaghan & Miller, 1994) below shows the effect of waiting time on customer satisfaction in restaurant industry, and suggests that most consumers do not satisfied if the waiting time is longer than 8 minutes. In addition, another study (Jones & Dent, 1994) examined that 70% of respondents considered waiting time as a major