Improving Service: Managing Response Time in Hospitality Operations

Abstract

Investigates customer attitudes to waiting times in the hotel and restaurant industry, based broadly on Maister′s “psychology of waiting lines”. Results of a survey of 100 customers suggest that customer behaviour is affected by the length of time they have to wait. Also investigates the response times found in typical hotel and restaurant operations managed by Forte plc. Comparison is made between customer attitudes and the firm′s ability to deliver. On the basis of this the company developed ten key action points aimed at improving performance with respect to response times. Explains specific examples of developments in service systems design and delivery in both hotels and restaurants.

An In-Depth Thematic Analysis of Customer Driven Factors Influencing the Purchase Decisions of Guests in Four and Five Star Hotels in Kenya

“…Others also ventured for fast service for the business customer. This supported the view that response time is important in service delivery since it affects customer satisfaction and behavioural intentions (Jones & Dent, 1994). Service speed could affect customer experiences, where delays contribute to unfavourable experiences.…”

“…Service speed could affect customer experiences, where delays contribute to unfavourable experiences. Jones and Dent (1994) emphasised that service speed mattered during arrival, seating, ordering, serving food and drinks and during payment while at the front desk, service delivery speed was important during check-in, check-out, porterage, use of telephone, message delivery and when providing room service. However, an exception to this approach to service can be found in luxurious hotels where the customer accepts slow personalised service which is part of the meal experience and which is done in order to increase the average spend by the guest and justify the high prices charged, as is seen with gueridon service and elite guests (Goodman, 1996).…”

Social regard: a link between waiting for service and service outcomes

“…However, Houston et al (1998) argued that the perceived wait duration approach was only half the story and suggested that attributions about the cause of the wait would also be needed. In a study with restaurant customers, Jones and Dent (1994) found that a smiling face and an apology to customers made waiting more bearable. This dual intervention perspective is pursued further with the focus on how the customer attributed the intervention.…”

The Effect of Process Quality and Outcome Quality on Tourist Loyalty in the Hotel Industry

“…Punctuality and valence are two dimensions of outcome quality developed by Caro and Roemer (2006). However, some factors, such as valence, sociability, and waiting time, are suggested by several studies García, 2007, 2008;Caro and Roemer, 2006;Brady and Cronin, 2001;Jones and Dent, 1994;Ko and Pastore, 2005;Wu and Ko, 2013).…”