Shanmuganathan.docx
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Shanmuganathan.docx as PDF for free.
More details
- Words: 6,539
- Pages: 53
S.NO
CONTENTS INTRODUCTION OF THE STUDY STATEMENT OF THE PROBLEM OBJECTIVE OF THE STUDY
CHAPTER -I SCOPE OF THE STUDY LIMITATION OF THE STUDY RESEARCH METHODOLOGY CHAPTER -II CHAPTER-III
REVIEW OF THE LITERATURE PROFILE INDUSTRY PROFILE COMPANY PROFILE
CHAPTER -IV
DATA ANALYSIS & INTERPRETATION
CHAPTER -V
FINDING,SUGGESSION & CONCLUSION FINDING SUGGESSION CONCLUSION
CHAPTER -VI
QUESTIONNAIRE
CHAPTER -VII
BIBLOGRAPHY
PAGE NO
Introduction: The 'Customer is the king!'. And, if we believe this timetested and accepted philosophy, then we also know as to how difficult it is to make the 'King' happy. The newage customer is ighly demanding as far as expectations of hospitality services from hotels. Human interaction is an important part of managing all facets hotel operations. Each interaction between the customer and the hotel staff plays an important role in customer’s unique experience at the hotel. Therefore, human interaction is the key to making a customer feel like a king. Following are the typical characteristics of a modern hotel customer: Young, highly qualified and globally exposed General knowledge and social conscio usness is high . Expectations of quality of service and hygiene are very high. More and more women are also the potential customers Work life involves long working hours Customer come from diversified national and cultural backgrounds . Modes of interaction have dramatically increased ‘ Voice response applications are replacing human responders . We may look at the visit of a customer to the hotel as a project i.e. it is unique, temporary, and evolving. Research indicates that Emotional Intelligence (EI) is a key determinant in guarantying a project’s success. In such an environment, it is not surprising to see that the hotel personnel with higher EI easily surpass many of their senior colleagues. Also, in the hotel environment, the total experience of the customer is directly affected by the team work of all concerned. Thus, individual contributions merit lesser significance than the ability of people to work with ALL stakeholders. To repeat, people skills are at the heart of customer satisfaction. The journey of EI commences with discovering more about ourselves, understanding emotions of others, and realizing their impact in the work environment. Organizational success is heavily dependent on ability to create an Emotionally Intelligent work environment. In era of rapid change and high competition, Emotionally Intelligent workforce is the most valuable asset of any organization.
A two day programe titled “Customer Satisfaction in Hotel Industry : Role of Emotional Intelligence” is being organized for the Managers of Hotels, under the aegis of Continuing Education and Quality Improvement Programe of the Indian Institute of Technology Bombay, Mumbai. Customer satisfaction is a business philosophy which tends to the creation of value for customers, anticipating and managing their expectations, and demonstrating ability and responsibility to satisfy their needs. Quality of service and customer satisfaction are critical factors for success of any business (Gronoos, 1990; Parasuraman et al., 1988). As Valdani (2009) points out: enterprises exist because they have a customer to serve. The key to achieve sustainable advantage lies in delivering high quality service that results in satisfied customers (Shemwell et al, 1998). Service quality and customer satisfaction are key factors in the battle to obtain competitive advantage and customer retention. Customer satisfaction is the outcome of customer’s perception of the value received in a transaction or relationship, where value equals perceived service quality, compared to the value
expected from transactions or
relationships with competing vendors (Blanchard & Galloway, 1994; Heskett et al., 1990; Zeithaml et al., 1990). In order to achieve customer satisfaction, it is important to recognize and to anticipate customers' needs and to be able to satisfy them. Enterprises which are able to rapidly understand and satisfy customers' needs, make greater profits than those which fail to understand and satisfy them (Barsky & Nash, 2003). Since the cost of attracting new customers is higher than the cost of retaining the existing ones, in order to be successful managers must concentrate on retaining existing customers implementing effective policies of customer satisfaction and loyalty. This is especially true in the hotel industry. Nowadays one of the biggest challenges for managers in the hotel industry is to provide and sustain customer satisfaction. Customer requirements for quality products and service in the tourism industry has become increasingly evident to professionals (Lam & Zhang, 1999; Yen & Su, 2004). Guest relationships are a strategic asset of the organization (Gruen et al., 2000) and customer satisfaction is the starting point to define business objectives. In this context, positive relationships can create customer’s higher commitment and increase their return rate. Longterm and reciprocally advantageous relationships between customers and the hotel is becoming progressively important because of the highly positive correlation between guests' overall satisfaction levels and the probability of their return to the same hotel (Choi & Chu, 2001). Hotels are increasing their investments to improve service quality and the perceived
value for guests so as to achieve better customer satisfaction and loyalty, thus resulting in better relationships with each customer (Jones et al., 2007). Relationship quality has a remarkable positive effect on hotel guests’ behavior: it creates positive word of mouth (WOM) and increments repeated guest rates (Kim et al., 2001). In this paper, after a review of the main literature on customer satisfaction and retention in the hotel industry, we confront a real case (Hotel Sporting Club of Cefalù, Sicily, Italy) and analyze, using a qualitative methodology, whether there is a positive correlation between the customer oriented business philosophy, adopted by the management of Sporting Club, and the achievements obtained in terms of customer satisfaction. We study the case of Sporting Club Hotel using the critical incident approach (Hayes, 2008) with semi-structured and unstructured interviews (Lindlof & Taylor, 2002), that we performed to both management and customers. Our empirical study gathers information by the combined use of different interview methodologies in order to evaluate the influence of customer oriented business philosophy on customer satisfaction. We analyze the results to highlight eventual gaps among managers' expectation and results and to evaluate the overall customer satisfaction level for the hotel and the specific one for each service supplied. We conclude discussing the results and proposing improvements in customer satisfaction management for the hotel.
OBJECTIVE OF THE STUDY This program will help the hotel managements in enhancing customer satisfaction through development of an Emotionally Intelligent work environment. Objectives of this program are: Revisit the human interaction points in customer life cycle . Realize the importance of improving interpersonal skills. Understanding the “essence” of Emotional Intelligence (EI) . Realize the need for EI in enhancing customer satisfaction. Recognizing the impact of EI on the team environment . Roadmap towards enhancing the EI skills.
SCOPE OF THE STUDY A study only covers the BANANA leaf (namakkal)city for our survey. customer satisfaction is the most common objective in the study. The study is related only to the customer satisfication.And also this study only applicable for BANANA leaf hotel. Through this study the hotel will be able to improve their service,quality,customer response, and employee satisfaction according to customers expects .
LIMITATION OF THE STUDY The time period was limited and the study has to be conducted within a short span As employee perception keeps changing, the findings of the study may not hold good in tne long run Respondents are not answering truly another limitation of the study. Data was collected only through questioners, so personal bias on involved in this study
RESEARCH METHODOLOGY Research Framework and Hypotheses In order to verify the relationship between the independent and dependent variables, four hypotheses were developed. The framework for the study was adopted and modified from the empirical study by kannan. (2002) depicted below illustrates the relationship between career development, compensation & rewards, job security and working environment Research implies the study & exploring knowledge to get the new ideas. Research methodology is a way of solving the research problem systematically. Research Method & Research Methodology, these are two different but related terms. Research Method is a part of Research methodology. The scope of Research Methodology as defined by Kotler1 “When we talk of research methodology, we not only talk of research methods but also consider the logic behind the methods we use in the context of our research study. We should explain why we are using a particular method or technique and why we are not using others so that research results are capable of being evaluated either by the researcher himself or by others.” This says that the research design depends upon some common design questions like what to study, why to study, where to study & what type of data is required. The need is to follow the systematic step-by-step approach to solve a research problem. As pointed out by Rozakis that “ Before you begin your research, I recommend that you draft a working outline”. Every research must start with a predefined & clear-cut objective. This requires that research objective should be defined clearly & planning should be done to get the answers to what, why & where type questions. Chapter 3 : Research Methodology Research objective falls into following categories3 : a) Exploratory or Formulative research studies – To achieve new insights of a concept b) Descriptive research studies – To analyze characteristics of something.
c) Diagnostic research studies – To determine the frequency with which something occurs. d) Hypothesis testing research studies (experimentation research) – To test the relationship between variables (Corelational research) Types of Research : a) Descriptive research & Analytical Research b) Applied Research & Fundamental Research c) Quantitative Research & Qualitative Research d) Conceptual Research & Empirical Research e) Other research categories – Simulative Research, Laboratory Research, Historical research, One Time Research, Longitudinal Research etc. Descriptive Research – It include survey & fact-finding enquiries of different kinds. Here researcher has no control over variables. The researcher only reports that what has happened & what are happening. Only method suitable for this research is Survey Method . Analytical Research – Such type of research uses the available information as the base to make the further critical evaluation. Applied Research – Applied research implies for the action research. This research is intended for finding some solution to the problem Fundamental Research – As its name indicate this type of research is made for performing the basic or pure research. It is a theoretical research. Quantitative Research is based on the measurement of some quantity or amount. This can be done by i) Inferential Experimental approach or ii) Simulation Approach. Qualitative Research is concerned with the quality phenomenon. Conceptual Research is related to some idea or theory or concept. Empirical Research is based on experience or observation. It is data base research also called as Experimental Research. Here the researcher has full control over variables under study. A best way is to test the given hypothesis. The researcher has used the Qualitative Research approach with Hypothesis testing research study to test the relationship between mobile service parameter variables from customer perception and their association with Overall Customer Satisfaction of mobile services.
Chapter –II LITERATURE REVIEW In the past, tourism has been often considered as the natural outcome of environmental and cultural resources of a specific territory. In this view, the role of hospitality enterprises cannot influence demand levels and is merely limited to the supply of services to tourists. Le Blanc & Nguyen (1996) suggest that marketing efforts should be directed to highlight the environmental characteristics of the location in order to attract new customers. The constant increase of demand of touristic services, and the request for higher standards by the guests, has enforced the competition among hospitality suppliers and highlighted how the attractivity of the touristic destination is influenced by the standards of the services provided by the local hotels. In this scenario, providing high quality services and improving customer satisfaction are widely recognized as fundamental factors boosting the performances of companies in the hotel and tourism industry (Barsky & Labagh, 1992; Le Blanc, 1992,; Le Blanc et al., 1996; Stevens et al., 1995, Opermann, 1998). Hotels with good service quality will ultimately improve their profitability (Oh & Parks, 1997). In a competitive hospitality industry which offers homogeneous services, individual hoteliers must be able to satisfy costumers better then their counterparts (Choi & Chou, 2001). To obtain loyalty and to outweigh other competitors, hotel providers must be able to obtain high levels of customer satisfaction for the service supplied. There are several studies that analyze the needs and the desires of tourists. A research by Wuest et al. (1996) defined the perception of hotel attributes as the degree to which guests may find various services and facilities critical for their stay in a hotel. Hotel's attributes such as cleanliness, price, location, security, personal service, physical attractiveness, opportunities for relaxation, standard of services, appealing image, and reputation are recognized as decisive by travelers to assess the quality of the hotel (Atkinsons, 1988; Ananth et al., 1992; Barsky & Labagh, 1992; Cadotte & Turgeon, 1988; Knutson, 1988; McCleary et al., 1993; Rivers et al., 1991; Wilensky & Buttle, 1988). According to a survey carried out by Barsky & Nash in 2006, regarding the main hotel chains worldwide, between 2002 and 2005, the importance of loyalty programs for guest's decision on where to stay increased from 32% to 34%. Although the search for new locations is certainly the most important factor for many tourists, several studies highlighted that there is a good portion of customers that chose to repeat their holidays' destination, showing a certain degree of loyalty (Oppermann, 1998; Fyall et al., 2003). These studies on tourists' loyalty indicate five Main factors which affect the repetition of the trip to the same tourist place: The Desire To Reduce The Risk Of Making A Mistake When Choosing An Alternative Destination; The Chance To Meet The Same People Again ; The Emotional Affection To A Specific Place; The Possibility To Explore The Place Better ; The Desire To Show The Place To Other People. Hoteliers need to fully acknowledge which service attributes are most likely to influence customers’ choice intentions (Richard & Sundaram, 1993). Customer satisfaction practices can help them to identify the crucial.
CHAPTER –III INDUSTRY PROFILE
INTRODUCTION The hotel industry is encountering a highly competitive environment worldwide. The formulations of a marketing strategy, strengthening of hotel operations, and upgrading the quality of service have become essential not only for profitability, but also for a hotel’s survival (Hwang & Chang, 2003). According to the Taiwan Tourism Bureau, the hotel classification system consists of two groups which are the international tourist hotels and ordinary tourist hotels. The international hotels are four-star or five-star equivalent hotels, while ordinary tourist hotels are three-star equivalent hotels. In 2002, there were 62 international tourist hotels which could be classified as independent operations and chain operations (including international and domestic) in terms of ownership and management in Taiwan. Chain operations included the types of franchise chain, management contract, and membership. The independent operation hotel means that an investor owns (or leases) and runs the hotel. According to Abdullah et al. (2009) establishes that the hotel industry has been recognized as a potential prospect in the growth of the service industry in Mumbai. However, the growth of hotel industry is impeded by the high turnover rates of employees who worked in the hotel industry. Hotels that provide higher salaries, strong reputation, and benefit-in-kind can easily retain their employees because the employee satisfaction is achieved. Employee satisfaction is the employees who enjoying their positions and feels rewarded for their efforts will ultimately be the most successful, as well as the most beneficial to their companies. Employee satisfaction is also used to describe the employees’ happiness, contented, fulfilling their desires and needs at work. Employee satisfaction is a factor in employee motivation, employee goal achievement, and employee morale in the workplace. A mediocre employee would like to stay in the organization if the employee satisfied with the workplace environment. Moreover, the longer an employee works for a company, the more valuable they are becoming, especially in the service industry. Heskett et al. (1997) as cited in Abdullah (2011) stated that, staff training programs can helps to create the employees satisfaction and loyalty. Besides, according to Sturgeon (2006) also agrees that training is one of the main drivers of employees’ satisfaction. From here, researchers also know that an industry which offers training programme to their employees may increase their employee satisfaction.
The employee satisfaction will directly affects the employee loyalty in hotel industry. Employee loyalty can be described in terms of a process, where certain attitudes give rise to certain behaviors. Loyalty has two dimensions which is internal and external. Loyalty is a fundamentally of an emotional attachment. The internal dimension is the emotional components. It includes the feelings of caring, of affiliation and of commitment. Employer must understand their employees feeling and the employees who are facing any problem can consult with counselors that provide by the employer. This can increase the employees’ loyalty to the employer by reducing the turnover rate. Next, external dimension has to do with the way loyalty to manifests itself. This dimension is comprised of the behaviors that display the emotional component and is the part of loyalty that changes the most. According to Rider (1998) as cited in Mehta et al. (2010) found that trust, loyalty and related norms may have a crucial economic role to play and it does not follow that regulation should be used to foster their development. In addition, according to Cunha et al. (2002) state that the relationships of the interplay between culture, structure and leadership which are managed to build employee loyalty. These processes are effective because the employees reinforce with one another. Finally, according to Heskett et al (1997) as cited in Abdullah (2011) stated that the model chain of relationships between profits and growth are linked to the customer loyalty while customer loyalty is linked to customer satisfaction, in turn, customer satisfaction is linked to service value while service value is linked to employee productivity, whereas employee productivity is linked to employee loyalty, employee loyalty is in turn linkedto employee satisfaction, and employee satisfaction is linked to internal quality of work life. A hotel is an establishment that provides lodging paid on a short-term basis. Facilities provided may range from a modest-quality mattress in a small room to large suites with bigger, higher-quality beds, a dresser, a fridge and other kitchen facilities, upholstered chairs, a flatscreen television and en-suite bathrooms. Small, lower-priced hotels may offer only the most basic guest services and facilities. Larger, higher-priced hotels may provide additional guest facilities such as a swimming pool, business centre (with computers, printers and other office equipment), childcare, conference and event facilities, tennis and/or basketball courts, gymnasium, restaurants, day spa and social function services. Hotel rooms are usually numbered (or named rooms in some smaller hotels and B&Bs) to allow guests to identify their room. Custom-decorated rooms in some boutique, high-end hotels, make the stay more memorable. Some hotels offer meals as part of a room and board arrangement. In the United
Kingdom, a hotel is required by law to serve food and drinks to all guests within certain stated hours. In Japan, capsule hotels provide a tiny room suitable only for sleeping and shared bathroom facilities. The precursor to the modern hotel was the inn of medieval Europe. For a period of about 200 years from the mid-17th century, coaching inns served as a place for lodging for coach travelers. Inns began to cater to richer clients in the mid-18th century. One of the first hotels in a modern sense was opened in Exeter in 1768. Hotels proliferated throughout Western Europe and North America in the early19th century, and luxury hotels began to spring up in the later part of the 19th century. Hotel operations vary in size, function, and cost. Most hotels and major hospitality companies have set industry standards to classify hotel types. An upscale full-service hotel facility offers luxury amenities, full service accommodations, on-site restaurant(s), and the highest level of personalized service, such as a concierge, room service and clothes pressing staff. Full service hotels often contain upscale full-service facilities with a large number of full service accommodations, on-site full service restaurant(s), and a variety of on-site amenities. Boutique hotels are smaller independent, non-branded hotels that often contain upscale facilities. Small to medium-sized hotel establishments offer a limited amount of on-site amenities. Economy hotels are small to medium-sized hotel establishments that offer basic accommodations with little to no services. Extended stay hotels are small to medium-sized hotels that offer longer-term full service accommodations compared to a traditional hotel. Timeshare and Destination clubs are a form of property ownership involving ownership of an individual unit of accommodation for seasonal usage. A motel is a small-sized low-rise lodging with direct access to individual rooms from the car park. Boutique hotels are typically hotels with a unique environment or intimate setting. A number of hotels have entered the public consciousness through popular culture, such as the Ritz Hotel in London. Some hotels are built specifically as a destination in itself, for example at casinos and holiday resorts. Most hotel establishments are run by a General Manager who serves as the head executive (often referred to as the "Hotel Manager"), department heads who oversee various departments within a hotel (e.g., food service), middle managers, administrative staff, and line-level supervisors. The organizational chart and volume of job positions and hierarchy
varies by hotel size, function and class, and is often determined by hotel ownership and managing companies. In Mumbai, the hotel industry has been recognized as a potential prospect in the growth of the service industry. Mumbai government’s determination is to tap the potential of the tourism industry. For 2007, the number of foreign tourists who visited Mumbai exceeded the 20 million target set by the government. In terms of revenue, this industry earned RM46.1 billion which surpassed the targeted revenue of RM44.5 billion1. As part of the tourism industry, the hotel sector is entrusted with a significant role to continuously assist the Mumbai government in realizing the economic potential of the industry (Kasim & Minai, 2009). The labor force in hotel and restaurant industry is about 800,500 (“Guna Tenaga Employment, 2009). In addition, based on the statistics by Mumbai Association of Hotels (2011) from 2007 to 2010 the number of tourist arrival has increased from 20.9 million to 23.6 million and this was followed by the increment in the number of hotels and motels from 1567 to 2005. However, the growth is impeded by the high turnover rates of employees in the hotel industry. Many organizations in the hotel industry face difficulties in retaining employees since the organization unable to identify the factors which contribute to employee satisfaction and the resultant loyalty. Retention experts said that hotels spend thousands dollar to train for each new employee to replace a seasoned worker who leaves every year. It is no longer a startling fact that the cost of losing an employee is between half and one-and-a-half times their annual salary (CHA International, 2009). So, recruiting new staff is a time consuming and expensive exercise that directly affects the organization’s bottom line. The hotel industry has higher turnover rate issue from the loyalty of employees towards the company. This may linked with the employees’ Employee satisfication that the company given. Therefore, organizations should be concerned about their employees’ level of Employee satisfication because employees’ satisfaction increases employee retention. Robert Habeeb who is president of First Hospitality Group in 2001 says that, “If you treat your employees more like hotel guests, you will reduce turnover. Then employees will treat hotel guests better, which spreads good buzz, encourages repeat visits and voila, makes the business more profitable” (Mcconnell & Huba, 2001).
however employee loyalty is a dependent variable in this research. In this research, researchers have extracted few factors of employee satisfaction which affects employee loyalty from previous research as independent variables in this research. Researchers aim to ensure that the relationship of the factors in the employee satisfaction and employee loyalty in Hotel Industry. Therefore, the specific objectives of this research are to find out the relationship of those factors of employee satisfaction and employee loyalty in hotel industry. The factors of employee satisfaction extracted from previous research are career development, compensation and benefits, job security and workplace environment.
COMPANY PROFILE Komala Vilas extends its 74 years legacy of delivering authentic complete South Indian experience in Kolkata, India. Banana Leaf, a venture of Komala Vilas, presently a 110 seat restaurant on a sprawling spread of 3500 sq feet of comfortable seating was started in 2002 with the concept of “south Indian food … served fresh”. Banana Leaf delivers hygienic, fresh authentic south Indian cuisine. The Kitchen at Banana Leaf is a spacious automated unit – which has been very careful designed and detailed to meet Health & Food standards. The accomplishments used are amongst the best available in the market to deliver quality and healthy food to its customers. The Chefs at banana leaf are from South India – to deliver unadulterated authentic South Indian cuisine. Apt restaurant temperature, ambient lighting conditions, pleasant décor, comfortable seating arrangement and backed by a dedicated team of workers, chef and management who are working around the clock striving to take care of every intricate needs to provide its customers with the complete pleasurable experience. The menu at banana leaf – extends beyond idly, vada and dosas – the generic purview at large about South Indian cuisine. The cuisine with the evolving world has evolved and married varied different accomplishments, style of preparation, cooking and serving methodology. The menu includes a vast variety of authentic taste as well as the evolved variations of South Indian cuisine mixed with regional delicacies and the evolution of south Indian cuisine as a whole. We invite you to a pleasurable, affordable, hygienic, fresh food experience at banana leaf.
CHAPTER –IV DATA ANALYSIS AND INTERPRETATION
TABLE NO 1 TABLE SHOWING AGE OF RESPONENTS TABLE
AGE Cumulative Frequency Valid
MALE
Valid Percent
Percent
19
76.0
76.0
76.0
6
24.0
24.0
100.0
25
100.0
100.0
FEMALE Total
Percent
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 76% of the responents are male & 24% of the respondents are female Thus the most of the respondents are male.
CHART NO 1 CHART SHOWING AGE OF RESPONENTS CHART
TABLE NO 2 TABLE SHOWING OCCUPATION OF RESPONENTS TABLE
OCCUPATION Cumulative Frequency Valid
Percent
Valid Percent
Percent
STUDENT
8
32.0
32.0
32.0
SELF - EMPLOYEE
9
36.0
36.0
68.0
PROFESSIONAL
5
20.0
20.0
88.0
HOUSE WIFE
3
12.0
12.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 32% of the responents are student & 36% of the respondents are self employee&20% of the responents are professional&12% of the respondents are house wife Thus the most of the respondents are self employee
CHART NO 2 CHART SHOWING OCCUPATION OF RESPONENTS CHART
TABLE NO 3 TABLE SHOWING MARITAL STATUS OF RESPONENTS TABLE
MARITAL STATUS Cumulative Frequency Valid
MARRIED UNMARRIED Total
Percent
Valid Percent
Percent
16
64.0
64.0
64.0
9
36.0
36.0
100.0
25
100.0
100.0
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 64% of the responents are married & 36% of the respondents are unmarried Thus the most of the respondents are married
CHART NO 3 CHART SHOWING MARITAL STATUS OF RESPONENTS CHART
TABLE NO 4 TABLE SHOWING SERVICE,FOOD&ATMOSPHERE OF RESPONENTS TABLE
SERVICE, FOOD&ATOMOSPHERE Cumulative Frequency Valid
Percent
Valid Percent
Percent
EXCELLENT
8
32.0
32.0
32.0
GOOD
7
28.0
28.0
60.0
AVERAGE
6
24.0
24.0
84.0
POOR
4
16.0
16.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 32% of the responents are excellent & 28% of the respondents are good&24% of the responents are average&16% of the respondents are poor Thus the most of the respondents are excellent
CHART NO 4 CHART SHOWING SERVICE,FOOD&ATMOSPHERE OF RESPONENTS CHART
TABLE NO 5 TABLE SHOWING HOW FREQUENTIY DO YOU VISIT THE RESTAURANT OF RESPONENTS TABLE
HOW FREQUENTLY DO YOU VISIT THE RESTAURANT Cumulative Frequency Valid
MONTHLY
Percent
Valid Percent
Percent
12
48.0
48.0
48.0
WEEKLY
8
32.0
32.0
80.0
RARELY
5
20.0
20.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 48% of the responents are monthly& 32% of the respondents are weekly&20% of the responents are rarely Thus the most of the respondents are monthly
CHART NO 5 CHART SHOWING HOW FREQUENTIY DO YOU VISIT THE RESTAURANT OF RESPONENTS CHART
TABLE NO 6 TABLE SHOWING WHICH FOOD DO YOU WANT MORE OFTEN IN RESTAURANT OF RESPONENTS TABLE
WHICH FOOD DO YOU WANT MORE OFTEN IN RESTYAURANT Cumulative Frequency Valid
Percent
Valid Percent
Percent
VEGETARIAN
7
28.0
28.0
28.0
NON VEGETARIAN
8
32.0
32.0
60.0
3
10
40.0
40.0
100.0
Total
25
100.0
100.0
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 28% of the responents are veg& 32% of the respondents are non veg&40% of the responents are both Thus the most of the respondents are both
CHART NO 6 CHART SHOWING WHICH FOOD DO YOU WANT MORE OFTEN IN RESTAURANT OF RESPONENTS CHART
TABLE NO 7 TABLE SHOWING WHICH SOURCE MADE YOU TO BY GOOD FROM RESTAURANT OF RESPONENTS TABLE
WHICH SOURECE MADE YOU TO BUY GOOD FROM RESTAURANT Cumulative Frequency Valid
BILLBOARD
Percent
Valid Percent
Percent
8
32.0
32.0
32.0
10
40.0
40.0
72.0
FRIENDLY
4
16.0
16.0
88.0
4
3
12.0
12.0
100.0
25
100.0
100.0
NEWS PAPER
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 32% of the responents are bill boart& 40% of the respondents are news paper&16% of the responents are friently&12%% of the responents are others Thus the most of the respondents are news paper
CHART NO 7 CHART SHOWING WHICH SOURCE MADE YOU TO BY GOOD FROM RESTAURANT OF RESPONENTS CHART
TABLE NO 8 TABLE SHOWING WHY DO YOU TO BY GOOD FROM RESTAURANT OF RESPONENTS TABLE
WHY DO YOU TO BUY FROM RESTAURANT Cumulative Frequency Valid
Percent
Valid Percent
Percent
LOW PRICE
9
36.0
36.0
36.0
BETTER TASTE
7
28.0
28.0
64.0
9
36.0
36.0
100.0
25
100.0
100.0
VARIETY OF PRODUCT VARIOUS Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 36% of the responents are low price& 28% of the respondents are better taste&36% of the responents are variety of product various&12%% of the responents are brand others specify Thus the most of the respondents are low price &variety of product various
CHART NO 8 CHART SHOWING WHY DO YOU TO BY GOOD FROM RESTAURANT OF RESPONENTS CHART
TABLE NO 9 TABLE SHOWING WILL RESTAURANT IS PROVIDE MORE TYPE OF FOOD IN ONE FOOT CATEGORY OF RESPONENTS TABLE
WILL RESTAURANT IS PROVIDE MORE TYPE OF FOOD IN ONE FOOD CATEGORY Cumulative Frequency Valid
Percent
Valid Percent
Percent
YES
12
48.0
48.0
48.0
NO
5
20.0
20.0
68.0
NOT MONEY
4
16.0
16.0
84.0
NONE
4
16.0
16.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 48% of the responents are yes& 20% of the respondents are no&16% of the responents are not money&16% of the responents are none Thus the most of the respondents are yes
CHART NO 9 CHART SHOWING WILL RESTAURANT IS PROVIDE MORE TYPE OF FOOD IN ONE FOOT CATEGORY OF RESPONENTS CHART
TABLE NO 10 TABLE SHOWING HOW IS THE SPACE IN RESTAURANT FOR MOVING GROUNT FOR PEOPLE OF RESPONENTS TABLE
HOW IS THE SPACE IN RESTAURANT FOR MOVING GROUND FOR PEOPLE Cumulative Frequency Valid
Percent
Valid Percent
Percent
ITS FREE SPACE
13
52.0
52.0
52.0
NOT FREE SPACE
5
20.0
20.0
72.0
SMALL SPACE
4
16.0
16.0
88.0
CONGESTED
3
12.0
12.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 52% of the responents are its free space& 20% of the respondents are not free space&16% of the responents are small space&12% of the responents are congested Thus the most of the respondents are its free spce
CHART NO 10 CHART SHOWING HOW IS THE SPACE IN RESTAURANT FOR MOVING GROUNT FOR PEOPLE OF RESPONENTS CHART
TABLE NO 11 TABLE SHOWING WILL THE RESTAUANT PEOPLE AS TO REMAINING OF INTIMATION THEIR FOODS DISCOUNTS OF TODAY SPECIAL & PRICE & TASTE TO ALL COSTOMER IN PLACE OF RESPONENTS TABLE
WILL THE RESTAURANT PEOPLE AS TO REMAINING OF INTIMATION THEIR FOODS DISCOUNTS OF TODAY SPECIAL & PRICE & TASTE TO ALL CUSTOMER IN PLACE Cumulative Frequency Valid
Percent
Valid Percent
Percent
YES CLEARLY INTIMATING
11
44.0
44.0
44.0
NO CLEARLY INTIMATING
5
20.0
20.0
64.0
YES INTIMATION AT ALL
3
12.0
12.0
76.0
SOME ONLY INTIMATING
6
24.0
24.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 44% of the responents are yes clearly intimating& 20% of the respondents are no clearly intimating &12% of the responents are yes intimation at all &24% of the responents are some only intimating Thus the most of the respondents are yes clearly intimating
CHART NO 11 CHART SHOWING WILL THE RESTAUANT PEOPLE AS TO REMAINING OF INTIMATION THEIR FOODS DISCOUNTS OF TODAY SPECIAL & PRICE & TASTE TO ALL COSTOMER IN PLACE OF RESPONENTS CHART
TABLE NO 12 TABLE SHOWING HOW IS THE COSTOMER SERVICE DEPARTMENT IN RESTAURANT IS IT EFFECTIVE IN PROVIDING SERVICE OF RESPONENTS TABLE
HOW IS THE CUSTOMER SERVICE DEPARTMENT IN RESTAURANT ,IS IT EFFECTIVE IN PROVIDING SERVICE Cumulative Frequency Valid
Percent
Valid Percent
Percent
FAST SERVICE
12
48.0
48.0
48.0
SLOW SERVICE
9
36.0
36.0
84.0
NOT SUFFICIENT SERVICE
2
8.0
8.0
92.0
NOT GOOD SERVICE
2
8.0
8.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 48% of the responents are fast service& 36% of the respondents are slow service &8% of the responents are not sufficient service&8% of the responents are not good service Thus the most of the respondents are fast service
CHART NO 12 CHART SHOWING HOW IS THE COSTOMER SERVICE DEPARTMENT IN RESTAURANT IS IT EFFECTIVE IN PROVIDING SERVICE OF RESPONENTS CHART
TABLE NO 13 TABLE SHOWING WILL RESTAURANT OFFER ANY SPECIAL DISCOUNT ON PRICES OF RESPONENTS TABLE
WILL RESTAURANT OFFER ANY SPECIAL DISCOUNT ON PRICES Cumulative Frequency Valid
YES SEASON WISE
Percent
Valid Percent
Percent
12
48.0
48.0
48.0
NO SPECIAL OFFER
13
52.0
52.0
100.0
Total
25
100.0
100.0
SERVICES
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 48% of the responents are yes season wise service& 52% of the respondents are no special offer Thus the most of the respondents are no special offer
CHART NO 13
CHART SHOWING WILL RESTAURANT OFFER ANY SPECIAL DISCOUNT ON PRICES OF RESPONENTS CHART
TABLE NO 14
TABLE SHOWING ARE YOU WAITING FOR LONG TIME ALL THE BILLING SECTION AT RESTAURANT OF RESPONENTS TABLE
ARE YOU WAITNIG FOR LONG TIME ALL THE BILLING SECTION AT RESTAURANT Cumulative Frequency Valid
Percent
Valid Percent
Percent
YES
18
72.0
72.0
72.0
NO
7
28.0
28.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 72% of the responents are yes& 28% of the respondents are no Thus the most of the respondents are yes
CHART NO 14
CHART SHOWING ARE YOU WAITING FOR LONG TIME ALL THE BILLING SECTION AT RESTAURANT OF RESPONENTS CHART
TABLE NO 15
TABLE SHOWING HAVE YOU WANT ANY FOODS AT RESTAURANT JUST BY VISITING FIRST TIME OF RESPONENTS TABLE HAVE YOU WANT ANY FOODS AT RESTAURANT JUST BY VISITING 1ST TIME Cumulative Frequency
Percent
Valid Percent
Percent
YES
14
56.0
56.0
56.0
NO
7
28.0
28.0
84.0
NOT FIRST TIME
1
4.0
4.0
88.0
MORE THAN 2 TIMES
3
12.0
12.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 56% of the responents are yes & 28% of the respondents are no &4% of the respondents said not first time & 12% of the respondents are said more than 2 times Thus the most of the respondents are yes
CHART NO 15 TABLE SHOWING HAVE YOU WANT ANY FOODS AT RESTAURANT JUST BY VISITING FIRST TIME OF RESPONENTS CHART :
TABLE NO 16 TABLE SHOWING ARE YOUR INTENTIONS TO RE ENTER THE RESTAURANT OF RESPONENTS TABLE :
WHAT ARE INTENTIONS TO RE ENTER THE RESTAURANT Cumulative Frequency LOW PRICE PRODUCT QUALITY & AVAILABILITY CUSTOMER SERVICE SEASONAL OFFERS & DISCOUNT AMBIENCE Total
Percent
Valid Percent
Percent
13
52.0
52.0
52.0
3
12.0
12.0
64.0
3
12.0
12.0
76.0
2
8.0
8.0
84.0
4
16.0
16.0
100.0
25
100.0
100.0
INTERPRETATION : From the above table ,it depicts that 52% of the responents are low price & 12% of the respondents are no & 12% of the respondents product quality & 8% of the respondents are said more than seasonal offers & 16% of the respondents are said ambience Thus the most of the respondents are low price
CHART NO 16 CHART SHOWING ARE YOUR INTENTIONS TO RE ENTER THE RESTAURANT OF RESPONENTS CHART :
TABLE NO 17 TABLE HOW IS RESTAURANT MAINTAINING PRODUCT QUALITY & QUANTITY COMPARE TO OTHER RESTAURANT TABLE :
HOW IS RESTAURANT MAINTAING PRODUCT QUALITY & QUANTITY COMPARE TO OTHER RRESTAURANT Cumulative Frequency
Percent
Valid Percent
Percent
GOOD
6
24.0
24.0
24.0
NORMAL
9
36.0
36.0
60.0
NOT GOOD
6
24.0
24.0
84.0
POOR
4
16.0
16.0
100.0
25
100.0
100.0
Total
INTERPRETATION : From the above table ,it depicts that 24% of the respondents are good & 36% of the respondents are normal & 24% of the respondents product quality & 16% of the respondents are said poor Thus the most of the respondents are normal
CHART NO 17 CHART HOW IS RESTAURANT MAINTAINING PRODUCT QUALITY & QUANTITY COMPARE TO OTHER RESTAURANT CHART :
TABLE NO 18 TABLE SOWING HOW DO YOU FEEL AFTER EAING AT RESTAURANT TABLE :
HOW DO YOU FEEL M AFTER EATING AT RESTAURANT Cumulative Frequency LED VERY SATISFIED
Percent
Valid Percent
Percent
11
44.0
44.0
44.0
SATISFIED
7
28.0
28.0
72.0
NOT SATISFIED
7
28.0
28.0
100.0
25
100.0
100.0
Total
INTERPRETATION : From the above table ,it depicts that 44% of the respondents are go led very satisfied & 28% of the respondents are satisfied & 28% of the respondents not satisfied & 16% of the respondents are said poor Thus the most of the respondents are normal
CHART NO 18 CHART SOWING HOW DO YOU FEEL AFTER EAING AT RESTAURANT CHART :
CONTENTS INTRODUCTION OF THE STUDY STATEMENT OF THE PROBLEM OBJECTIVE OF THE STUDY
CHAPTER -I SCOPE OF THE STUDY LIMITATION OF THE STUDY RESEARCH METHODOLOGY CHAPTER -II CHAPTER-III
REVIEW OF THE LITERATURE PROFILE INDUSTRY PROFILE COMPANY PROFILE
CHAPTER -IV
DATA ANALYSIS & INTERPRETATION
CHAPTER -V
FINDING,SUGGESSION & CONCLUSION FINDING SUGGESSION CONCLUSION
CHAPTER -VI
QUESTIONNAIRE
CHAPTER -VII
BIBLOGRAPHY
PAGE NO
Introduction: The 'Customer is the king!'. And, if we believe this timetested and accepted philosophy, then we also know as to how difficult it is to make the 'King' happy. The newage customer is ighly demanding as far as expectations of hospitality services from hotels. Human interaction is an important part of managing all facets hotel operations. Each interaction between the customer and the hotel staff plays an important role in customer’s unique experience at the hotel. Therefore, human interaction is the key to making a customer feel like a king. Following are the typical characteristics of a modern hotel customer: Young, highly qualified and globally exposed General knowledge and social conscio usness is high . Expectations of quality of service and hygiene are very high. More and more women are also the potential customers Work life involves long working hours Customer come from diversified national and cultural backgrounds . Modes of interaction have dramatically increased ‘ Voice response applications are replacing human responders . We may look at the visit of a customer to the hotel as a project i.e. it is unique, temporary, and evolving. Research indicates that Emotional Intelligence (EI) is a key determinant in guarantying a project’s success. In such an environment, it is not surprising to see that the hotel personnel with higher EI easily surpass many of their senior colleagues. Also, in the hotel environment, the total experience of the customer is directly affected by the team work of all concerned. Thus, individual contributions merit lesser significance than the ability of people to work with ALL stakeholders. To repeat, people skills are at the heart of customer satisfaction. The journey of EI commences with discovering more about ourselves, understanding emotions of others, and realizing their impact in the work environment. Organizational success is heavily dependent on ability to create an Emotionally Intelligent work environment. In era of rapid change and high competition, Emotionally Intelligent workforce is the most valuable asset of any organization.
A two day programe titled “Customer Satisfaction in Hotel Industry : Role of Emotional Intelligence” is being organized for the Managers of Hotels, under the aegis of Continuing Education and Quality Improvement Programe of the Indian Institute of Technology Bombay, Mumbai. Customer satisfaction is a business philosophy which tends to the creation of value for customers, anticipating and managing their expectations, and demonstrating ability and responsibility to satisfy their needs. Quality of service and customer satisfaction are critical factors for success of any business (Gronoos, 1990; Parasuraman et al., 1988). As Valdani (2009) points out: enterprises exist because they have a customer to serve. The key to achieve sustainable advantage lies in delivering high quality service that results in satisfied customers (Shemwell et al, 1998). Service quality and customer satisfaction are key factors in the battle to obtain competitive advantage and customer retention. Customer satisfaction is the outcome of customer’s perception of the value received in a transaction or relationship, where value equals perceived service quality, compared to the value
expected from transactions or
relationships with competing vendors (Blanchard & Galloway, 1994; Heskett et al., 1990; Zeithaml et al., 1990). In order to achieve customer satisfaction, it is important to recognize and to anticipate customers' needs and to be able to satisfy them. Enterprises which are able to rapidly understand and satisfy customers' needs, make greater profits than those which fail to understand and satisfy them (Barsky & Nash, 2003). Since the cost of attracting new customers is higher than the cost of retaining the existing ones, in order to be successful managers must concentrate on retaining existing customers implementing effective policies of customer satisfaction and loyalty. This is especially true in the hotel industry. Nowadays one of the biggest challenges for managers in the hotel industry is to provide and sustain customer satisfaction. Customer requirements for quality products and service in the tourism industry has become increasingly evident to professionals (Lam & Zhang, 1999; Yen & Su, 2004). Guest relationships are a strategic asset of the organization (Gruen et al., 2000) and customer satisfaction is the starting point to define business objectives. In this context, positive relationships can create customer’s higher commitment and increase their return rate. Longterm and reciprocally advantageous relationships between customers and the hotel is becoming progressively important because of the highly positive correlation between guests' overall satisfaction levels and the probability of their return to the same hotel (Choi & Chu, 2001). Hotels are increasing their investments to improve service quality and the perceived
value for guests so as to achieve better customer satisfaction and loyalty, thus resulting in better relationships with each customer (Jones et al., 2007). Relationship quality has a remarkable positive effect on hotel guests’ behavior: it creates positive word of mouth (WOM) and increments repeated guest rates (Kim et al., 2001). In this paper, after a review of the main literature on customer satisfaction and retention in the hotel industry, we confront a real case (Hotel Sporting Club of Cefalù, Sicily, Italy) and analyze, using a qualitative methodology, whether there is a positive correlation between the customer oriented business philosophy, adopted by the management of Sporting Club, and the achievements obtained in terms of customer satisfaction. We study the case of Sporting Club Hotel using the critical incident approach (Hayes, 2008) with semi-structured and unstructured interviews (Lindlof & Taylor, 2002), that we performed to both management and customers. Our empirical study gathers information by the combined use of different interview methodologies in order to evaluate the influence of customer oriented business philosophy on customer satisfaction. We analyze the results to highlight eventual gaps among managers' expectation and results and to evaluate the overall customer satisfaction level for the hotel and the specific one for each service supplied. We conclude discussing the results and proposing improvements in customer satisfaction management for the hotel.
OBJECTIVE OF THE STUDY This program will help the hotel managements in enhancing customer satisfaction through development of an Emotionally Intelligent work environment. Objectives of this program are: Revisit the human interaction points in customer life cycle . Realize the importance of improving interpersonal skills. Understanding the “essence” of Emotional Intelligence (EI) . Realize the need for EI in enhancing customer satisfaction. Recognizing the impact of EI on the team environment . Roadmap towards enhancing the EI skills.
SCOPE OF THE STUDY A study only covers the BANANA leaf (namakkal)city for our survey. customer satisfaction is the most common objective in the study. The study is related only to the customer satisfication.And also this study only applicable for BANANA leaf hotel. Through this study the hotel will be able to improve their service,quality,customer response, and employee satisfaction according to customers expects .
LIMITATION OF THE STUDY The time period was limited and the study has to be conducted within a short span As employee perception keeps changing, the findings of the study may not hold good in tne long run Respondents are not answering truly another limitation of the study. Data was collected only through questioners, so personal bias on involved in this study
RESEARCH METHODOLOGY Research Framework and Hypotheses In order to verify the relationship between the independent and dependent variables, four hypotheses were developed. The framework for the study was adopted and modified from the empirical study by kannan. (2002) depicted below illustrates the relationship between career development, compensation & rewards, job security and working environment Research implies the study & exploring knowledge to get the new ideas. Research methodology is a way of solving the research problem systematically. Research Method & Research Methodology, these are two different but related terms. Research Method is a part of Research methodology. The scope of Research Methodology as defined by Kotler1 “When we talk of research methodology, we not only talk of research methods but also consider the logic behind the methods we use in the context of our research study. We should explain why we are using a particular method or technique and why we are not using others so that research results are capable of being evaluated either by the researcher himself or by others.” This says that the research design depends upon some common design questions like what to study, why to study, where to study & what type of data is required. The need is to follow the systematic step-by-step approach to solve a research problem. As pointed out by Rozakis that “ Before you begin your research, I recommend that you draft a working outline”. Every research must start with a predefined & clear-cut objective. This requires that research objective should be defined clearly & planning should be done to get the answers to what, why & where type questions. Chapter 3 : Research Methodology Research objective falls into following categories3 : a) Exploratory or Formulative research studies – To achieve new insights of a concept b) Descriptive research studies – To analyze characteristics of something.
c) Diagnostic research studies – To determine the frequency with which something occurs. d) Hypothesis testing research studies (experimentation research) – To test the relationship between variables (Corelational research) Types of Research : a) Descriptive research & Analytical Research b) Applied Research & Fundamental Research c) Quantitative Research & Qualitative Research d) Conceptual Research & Empirical Research e) Other research categories – Simulative Research, Laboratory Research, Historical research, One Time Research, Longitudinal Research etc. Descriptive Research – It include survey & fact-finding enquiries of different kinds. Here researcher has no control over variables. The researcher only reports that what has happened & what are happening. Only method suitable for this research is Survey Method . Analytical Research – Such type of research uses the available information as the base to make the further critical evaluation. Applied Research – Applied research implies for the action research. This research is intended for finding some solution to the problem Fundamental Research – As its name indicate this type of research is made for performing the basic or pure research. It is a theoretical research. Quantitative Research is based on the measurement of some quantity or amount. This can be done by i) Inferential Experimental approach or ii) Simulation Approach. Qualitative Research is concerned with the quality phenomenon. Conceptual Research is related to some idea or theory or concept. Empirical Research is based on experience or observation. It is data base research also called as Experimental Research. Here the researcher has full control over variables under study. A best way is to test the given hypothesis. The researcher has used the Qualitative Research approach with Hypothesis testing research study to test the relationship between mobile service parameter variables from customer perception and their association with Overall Customer Satisfaction of mobile services.
Chapter –II LITERATURE REVIEW In the past, tourism has been often considered as the natural outcome of environmental and cultural resources of a specific territory. In this view, the role of hospitality enterprises cannot influence demand levels and is merely limited to the supply of services to tourists. Le Blanc & Nguyen (1996) suggest that marketing efforts should be directed to highlight the environmental characteristics of the location in order to attract new customers. The constant increase of demand of touristic services, and the request for higher standards by the guests, has enforced the competition among hospitality suppliers and highlighted how the attractivity of the touristic destination is influenced by the standards of the services provided by the local hotels. In this scenario, providing high quality services and improving customer satisfaction are widely recognized as fundamental factors boosting the performances of companies in the hotel and tourism industry (Barsky & Labagh, 1992; Le Blanc, 1992,; Le Blanc et al., 1996; Stevens et al., 1995, Opermann, 1998). Hotels with good service quality will ultimately improve their profitability (Oh & Parks, 1997). In a competitive hospitality industry which offers homogeneous services, individual hoteliers must be able to satisfy costumers better then their counterparts (Choi & Chou, 2001). To obtain loyalty and to outweigh other competitors, hotel providers must be able to obtain high levels of customer satisfaction for the service supplied. There are several studies that analyze the needs and the desires of tourists. A research by Wuest et al. (1996) defined the perception of hotel attributes as the degree to which guests may find various services and facilities critical for their stay in a hotel. Hotel's attributes such as cleanliness, price, location, security, personal service, physical attractiveness, opportunities for relaxation, standard of services, appealing image, and reputation are recognized as decisive by travelers to assess the quality of the hotel (Atkinsons, 1988; Ananth et al., 1992; Barsky & Labagh, 1992; Cadotte & Turgeon, 1988; Knutson, 1988; McCleary et al., 1993; Rivers et al., 1991; Wilensky & Buttle, 1988). According to a survey carried out by Barsky & Nash in 2006, regarding the main hotel chains worldwide, between 2002 and 2005, the importance of loyalty programs for guest's decision on where to stay increased from 32% to 34%. Although the search for new locations is certainly the most important factor for many tourists, several studies highlighted that there is a good portion of customers that chose to repeat their holidays' destination, showing a certain degree of loyalty (Oppermann, 1998; Fyall et al., 2003). These studies on tourists' loyalty indicate five Main factors which affect the repetition of the trip to the same tourist place: The Desire To Reduce The Risk Of Making A Mistake When Choosing An Alternative Destination; The Chance To Meet The Same People Again ; The Emotional Affection To A Specific Place; The Possibility To Explore The Place Better ; The Desire To Show The Place To Other People. Hoteliers need to fully acknowledge which service attributes are most likely to influence customers’ choice intentions (Richard & Sundaram, 1993). Customer satisfaction practices can help them to identify the crucial.
CHAPTER –III INDUSTRY PROFILE
INTRODUCTION The hotel industry is encountering a highly competitive environment worldwide. The formulations of a marketing strategy, strengthening of hotel operations, and upgrading the quality of service have become essential not only for profitability, but also for a hotel’s survival (Hwang & Chang, 2003). According to the Taiwan Tourism Bureau, the hotel classification system consists of two groups which are the international tourist hotels and ordinary tourist hotels. The international hotels are four-star or five-star equivalent hotels, while ordinary tourist hotels are three-star equivalent hotels. In 2002, there were 62 international tourist hotels which could be classified as independent operations and chain operations (including international and domestic) in terms of ownership and management in Taiwan. Chain operations included the types of franchise chain, management contract, and membership. The independent operation hotel means that an investor owns (or leases) and runs the hotel. According to Abdullah et al. (2009) establishes that the hotel industry has been recognized as a potential prospect in the growth of the service industry in Mumbai. However, the growth of hotel industry is impeded by the high turnover rates of employees who worked in the hotel industry. Hotels that provide higher salaries, strong reputation, and benefit-in-kind can easily retain their employees because the employee satisfaction is achieved. Employee satisfaction is the employees who enjoying their positions and feels rewarded for their efforts will ultimately be the most successful, as well as the most beneficial to their companies. Employee satisfaction is also used to describe the employees’ happiness, contented, fulfilling their desires and needs at work. Employee satisfaction is a factor in employee motivation, employee goal achievement, and employee morale in the workplace. A mediocre employee would like to stay in the organization if the employee satisfied with the workplace environment. Moreover, the longer an employee works for a company, the more valuable they are becoming, especially in the service industry. Heskett et al. (1997) as cited in Abdullah (2011) stated that, staff training programs can helps to create the employees satisfaction and loyalty. Besides, according to Sturgeon (2006) also agrees that training is one of the main drivers of employees’ satisfaction. From here, researchers also know that an industry which offers training programme to their employees may increase their employee satisfaction.
The employee satisfaction will directly affects the employee loyalty in hotel industry. Employee loyalty can be described in terms of a process, where certain attitudes give rise to certain behaviors. Loyalty has two dimensions which is internal and external. Loyalty is a fundamentally of an emotional attachment. The internal dimension is the emotional components. It includes the feelings of caring, of affiliation and of commitment. Employer must understand their employees feeling and the employees who are facing any problem can consult with counselors that provide by the employer. This can increase the employees’ loyalty to the employer by reducing the turnover rate. Next, external dimension has to do with the way loyalty to manifests itself. This dimension is comprised of the behaviors that display the emotional component and is the part of loyalty that changes the most. According to Rider (1998) as cited in Mehta et al. (2010) found that trust, loyalty and related norms may have a crucial economic role to play and it does not follow that regulation should be used to foster their development. In addition, according to Cunha et al. (2002) state that the relationships of the interplay between culture, structure and leadership which are managed to build employee loyalty. These processes are effective because the employees reinforce with one another. Finally, according to Heskett et al (1997) as cited in Abdullah (2011) stated that the model chain of relationships between profits and growth are linked to the customer loyalty while customer loyalty is linked to customer satisfaction, in turn, customer satisfaction is linked to service value while service value is linked to employee productivity, whereas employee productivity is linked to employee loyalty, employee loyalty is in turn linkedto employee satisfaction, and employee satisfaction is linked to internal quality of work life. A hotel is an establishment that provides lodging paid on a short-term basis. Facilities provided may range from a modest-quality mattress in a small room to large suites with bigger, higher-quality beds, a dresser, a fridge and other kitchen facilities, upholstered chairs, a flatscreen television and en-suite bathrooms. Small, lower-priced hotels may offer only the most basic guest services and facilities. Larger, higher-priced hotels may provide additional guest facilities such as a swimming pool, business centre (with computers, printers and other office equipment), childcare, conference and event facilities, tennis and/or basketball courts, gymnasium, restaurants, day spa and social function services. Hotel rooms are usually numbered (or named rooms in some smaller hotels and B&Bs) to allow guests to identify their room. Custom-decorated rooms in some boutique, high-end hotels, make the stay more memorable. Some hotels offer meals as part of a room and board arrangement. In the United
Kingdom, a hotel is required by law to serve food and drinks to all guests within certain stated hours. In Japan, capsule hotels provide a tiny room suitable only for sleeping and shared bathroom facilities. The precursor to the modern hotel was the inn of medieval Europe. For a period of about 200 years from the mid-17th century, coaching inns served as a place for lodging for coach travelers. Inns began to cater to richer clients in the mid-18th century. One of the first hotels in a modern sense was opened in Exeter in 1768. Hotels proliferated throughout Western Europe and North America in the early19th century, and luxury hotels began to spring up in the later part of the 19th century. Hotel operations vary in size, function, and cost. Most hotels and major hospitality companies have set industry standards to classify hotel types. An upscale full-service hotel facility offers luxury amenities, full service accommodations, on-site restaurant(s), and the highest level of personalized service, such as a concierge, room service and clothes pressing staff. Full service hotels often contain upscale full-service facilities with a large number of full service accommodations, on-site full service restaurant(s), and a variety of on-site amenities. Boutique hotels are smaller independent, non-branded hotels that often contain upscale facilities. Small to medium-sized hotel establishments offer a limited amount of on-site amenities. Economy hotels are small to medium-sized hotel establishments that offer basic accommodations with little to no services. Extended stay hotels are small to medium-sized hotels that offer longer-term full service accommodations compared to a traditional hotel. Timeshare and Destination clubs are a form of property ownership involving ownership of an individual unit of accommodation for seasonal usage. A motel is a small-sized low-rise lodging with direct access to individual rooms from the car park. Boutique hotels are typically hotels with a unique environment or intimate setting. A number of hotels have entered the public consciousness through popular culture, such as the Ritz Hotel in London. Some hotels are built specifically as a destination in itself, for example at casinos and holiday resorts. Most hotel establishments are run by a General Manager who serves as the head executive (often referred to as the "Hotel Manager"), department heads who oversee various departments within a hotel (e.g., food service), middle managers, administrative staff, and line-level supervisors. The organizational chart and volume of job positions and hierarchy
varies by hotel size, function and class, and is often determined by hotel ownership and managing companies. In Mumbai, the hotel industry has been recognized as a potential prospect in the growth of the service industry. Mumbai government’s determination is to tap the potential of the tourism industry. For 2007, the number of foreign tourists who visited Mumbai exceeded the 20 million target set by the government. In terms of revenue, this industry earned RM46.1 billion which surpassed the targeted revenue of RM44.5 billion1. As part of the tourism industry, the hotel sector is entrusted with a significant role to continuously assist the Mumbai government in realizing the economic potential of the industry (Kasim & Minai, 2009). The labor force in hotel and restaurant industry is about 800,500 (“Guna Tenaga Employment, 2009). In addition, based on the statistics by Mumbai Association of Hotels (2011) from 2007 to 2010 the number of tourist arrival has increased from 20.9 million to 23.6 million and this was followed by the increment in the number of hotels and motels from 1567 to 2005. However, the growth is impeded by the high turnover rates of employees in the hotel industry. Many organizations in the hotel industry face difficulties in retaining employees since the organization unable to identify the factors which contribute to employee satisfaction and the resultant loyalty. Retention experts said that hotels spend thousands dollar to train for each new employee to replace a seasoned worker who leaves every year. It is no longer a startling fact that the cost of losing an employee is between half and one-and-a-half times their annual salary (CHA International, 2009). So, recruiting new staff is a time consuming and expensive exercise that directly affects the organization’s bottom line. The hotel industry has higher turnover rate issue from the loyalty of employees towards the company. This may linked with the employees’ Employee satisfication that the company given. Therefore, organizations should be concerned about their employees’ level of Employee satisfication because employees’ satisfaction increases employee retention. Robert Habeeb who is president of First Hospitality Group in 2001 says that, “If you treat your employees more like hotel guests, you will reduce turnover. Then employees will treat hotel guests better, which spreads good buzz, encourages repeat visits and voila, makes the business more profitable” (Mcconnell & Huba, 2001).
however employee loyalty is a dependent variable in this research. In this research, researchers have extracted few factors of employee satisfaction which affects employee loyalty from previous research as independent variables in this research. Researchers aim to ensure that the relationship of the factors in the employee satisfaction and employee loyalty in Hotel Industry. Therefore, the specific objectives of this research are to find out the relationship of those factors of employee satisfaction and employee loyalty in hotel industry. The factors of employee satisfaction extracted from previous research are career development, compensation and benefits, job security and workplace environment.
COMPANY PROFILE Komala Vilas extends its 74 years legacy of delivering authentic complete South Indian experience in Kolkata, India. Banana Leaf, a venture of Komala Vilas, presently a 110 seat restaurant on a sprawling spread of 3500 sq feet of comfortable seating was started in 2002 with the concept of “south Indian food … served fresh”. Banana Leaf delivers hygienic, fresh authentic south Indian cuisine. The Kitchen at Banana Leaf is a spacious automated unit – which has been very careful designed and detailed to meet Health & Food standards. The accomplishments used are amongst the best available in the market to deliver quality and healthy food to its customers. The Chefs at banana leaf are from South India – to deliver unadulterated authentic South Indian cuisine. Apt restaurant temperature, ambient lighting conditions, pleasant décor, comfortable seating arrangement and backed by a dedicated team of workers, chef and management who are working around the clock striving to take care of every intricate needs to provide its customers with the complete pleasurable experience. The menu at banana leaf – extends beyond idly, vada and dosas – the generic purview at large about South Indian cuisine. The cuisine with the evolving world has evolved and married varied different accomplishments, style of preparation, cooking and serving methodology. The menu includes a vast variety of authentic taste as well as the evolved variations of South Indian cuisine mixed with regional delicacies and the evolution of south Indian cuisine as a whole. We invite you to a pleasurable, affordable, hygienic, fresh food experience at banana leaf.
CHAPTER –IV DATA ANALYSIS AND INTERPRETATION
TABLE NO 1 TABLE SHOWING AGE OF RESPONENTS TABLE
AGE Cumulative Frequency Valid
MALE
Valid Percent
Percent
19
76.0
76.0
76.0
6
24.0
24.0
100.0
25
100.0
100.0
FEMALE Total
Percent
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 76% of the responents are male & 24% of the respondents are female Thus the most of the respondents are male.
CHART NO 1 CHART SHOWING AGE OF RESPONENTS CHART
TABLE NO 2 TABLE SHOWING OCCUPATION OF RESPONENTS TABLE
OCCUPATION Cumulative Frequency Valid
Percent
Valid Percent
Percent
STUDENT
8
32.0
32.0
32.0
SELF - EMPLOYEE
9
36.0
36.0
68.0
PROFESSIONAL
5
20.0
20.0
88.0
HOUSE WIFE
3
12.0
12.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 32% of the responents are student & 36% of the respondents are self employee&20% of the responents are professional&12% of the respondents are house wife Thus the most of the respondents are self employee
CHART NO 2 CHART SHOWING OCCUPATION OF RESPONENTS CHART
TABLE NO 3 TABLE SHOWING MARITAL STATUS OF RESPONENTS TABLE
MARITAL STATUS Cumulative Frequency Valid
MARRIED UNMARRIED Total
Percent
Valid Percent
Percent
16
64.0
64.0
64.0
9
36.0
36.0
100.0
25
100.0
100.0
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 64% of the responents are married & 36% of the respondents are unmarried Thus the most of the respondents are married
CHART NO 3 CHART SHOWING MARITAL STATUS OF RESPONENTS CHART
TABLE NO 4 TABLE SHOWING SERVICE,FOOD&ATMOSPHERE OF RESPONENTS TABLE
SERVICE, FOOD&ATOMOSPHERE Cumulative Frequency Valid
Percent
Valid Percent
Percent
EXCELLENT
8
32.0
32.0
32.0
GOOD
7
28.0
28.0
60.0
AVERAGE
6
24.0
24.0
84.0
POOR
4
16.0
16.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 32% of the responents are excellent & 28% of the respondents are good&24% of the responents are average&16% of the respondents are poor Thus the most of the respondents are excellent
CHART NO 4 CHART SHOWING SERVICE,FOOD&ATMOSPHERE OF RESPONENTS CHART
TABLE NO 5 TABLE SHOWING HOW FREQUENTIY DO YOU VISIT THE RESTAURANT OF RESPONENTS TABLE
HOW FREQUENTLY DO YOU VISIT THE RESTAURANT Cumulative Frequency Valid
MONTHLY
Percent
Valid Percent
Percent
12
48.0
48.0
48.0
WEEKLY
8
32.0
32.0
80.0
RARELY
5
20.0
20.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 48% of the responents are monthly& 32% of the respondents are weekly&20% of the responents are rarely Thus the most of the respondents are monthly
CHART NO 5 CHART SHOWING HOW FREQUENTIY DO YOU VISIT THE RESTAURANT OF RESPONENTS CHART
TABLE NO 6 TABLE SHOWING WHICH FOOD DO YOU WANT MORE OFTEN IN RESTAURANT OF RESPONENTS TABLE
WHICH FOOD DO YOU WANT MORE OFTEN IN RESTYAURANT Cumulative Frequency Valid
Percent
Valid Percent
Percent
VEGETARIAN
7
28.0
28.0
28.0
NON VEGETARIAN
8
32.0
32.0
60.0
3
10
40.0
40.0
100.0
Total
25
100.0
100.0
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 28% of the responents are veg& 32% of the respondents are non veg&40% of the responents are both Thus the most of the respondents are both
CHART NO 6 CHART SHOWING WHICH FOOD DO YOU WANT MORE OFTEN IN RESTAURANT OF RESPONENTS CHART
TABLE NO 7 TABLE SHOWING WHICH SOURCE MADE YOU TO BY GOOD FROM RESTAURANT OF RESPONENTS TABLE
WHICH SOURECE MADE YOU TO BUY GOOD FROM RESTAURANT Cumulative Frequency Valid
BILLBOARD
Percent
Valid Percent
Percent
8
32.0
32.0
32.0
10
40.0
40.0
72.0
FRIENDLY
4
16.0
16.0
88.0
4
3
12.0
12.0
100.0
25
100.0
100.0
NEWS PAPER
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 32% of the responents are bill boart& 40% of the respondents are news paper&16% of the responents are friently&12%% of the responents are others Thus the most of the respondents are news paper
CHART NO 7 CHART SHOWING WHICH SOURCE MADE YOU TO BY GOOD FROM RESTAURANT OF RESPONENTS CHART
TABLE NO 8 TABLE SHOWING WHY DO YOU TO BY GOOD FROM RESTAURANT OF RESPONENTS TABLE
WHY DO YOU TO BUY FROM RESTAURANT Cumulative Frequency Valid
Percent
Valid Percent
Percent
LOW PRICE
9
36.0
36.0
36.0
BETTER TASTE
7
28.0
28.0
64.0
9
36.0
36.0
100.0
25
100.0
100.0
VARIETY OF PRODUCT VARIOUS Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 36% of the responents are low price& 28% of the respondents are better taste&36% of the responents are variety of product various&12%% of the responents are brand others specify Thus the most of the respondents are low price &variety of product various
CHART NO 8 CHART SHOWING WHY DO YOU TO BY GOOD FROM RESTAURANT OF RESPONENTS CHART
TABLE NO 9 TABLE SHOWING WILL RESTAURANT IS PROVIDE MORE TYPE OF FOOD IN ONE FOOT CATEGORY OF RESPONENTS TABLE
WILL RESTAURANT IS PROVIDE MORE TYPE OF FOOD IN ONE FOOD CATEGORY Cumulative Frequency Valid
Percent
Valid Percent
Percent
YES
12
48.0
48.0
48.0
NO
5
20.0
20.0
68.0
NOT MONEY
4
16.0
16.0
84.0
NONE
4
16.0
16.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 48% of the responents are yes& 20% of the respondents are no&16% of the responents are not money&16% of the responents are none Thus the most of the respondents are yes
CHART NO 9 CHART SHOWING WILL RESTAURANT IS PROVIDE MORE TYPE OF FOOD IN ONE FOOT CATEGORY OF RESPONENTS CHART
TABLE NO 10 TABLE SHOWING HOW IS THE SPACE IN RESTAURANT FOR MOVING GROUNT FOR PEOPLE OF RESPONENTS TABLE
HOW IS THE SPACE IN RESTAURANT FOR MOVING GROUND FOR PEOPLE Cumulative Frequency Valid
Percent
Valid Percent
Percent
ITS FREE SPACE
13
52.0
52.0
52.0
NOT FREE SPACE
5
20.0
20.0
72.0
SMALL SPACE
4
16.0
16.0
88.0
CONGESTED
3
12.0
12.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 52% of the responents are its free space& 20% of the respondents are not free space&16% of the responents are small space&12% of the responents are congested Thus the most of the respondents are its free spce
CHART NO 10 CHART SHOWING HOW IS THE SPACE IN RESTAURANT FOR MOVING GROUNT FOR PEOPLE OF RESPONENTS CHART
TABLE NO 11 TABLE SHOWING WILL THE RESTAUANT PEOPLE AS TO REMAINING OF INTIMATION THEIR FOODS DISCOUNTS OF TODAY SPECIAL & PRICE & TASTE TO ALL COSTOMER IN PLACE OF RESPONENTS TABLE
WILL THE RESTAURANT PEOPLE AS TO REMAINING OF INTIMATION THEIR FOODS DISCOUNTS OF TODAY SPECIAL & PRICE & TASTE TO ALL CUSTOMER IN PLACE Cumulative Frequency Valid
Percent
Valid Percent
Percent
YES CLEARLY INTIMATING
11
44.0
44.0
44.0
NO CLEARLY INTIMATING
5
20.0
20.0
64.0
YES INTIMATION AT ALL
3
12.0
12.0
76.0
SOME ONLY INTIMATING
6
24.0
24.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 44% of the responents are yes clearly intimating& 20% of the respondents are no clearly intimating &12% of the responents are yes intimation at all &24% of the responents are some only intimating Thus the most of the respondents are yes clearly intimating
CHART NO 11 CHART SHOWING WILL THE RESTAUANT PEOPLE AS TO REMAINING OF INTIMATION THEIR FOODS DISCOUNTS OF TODAY SPECIAL & PRICE & TASTE TO ALL COSTOMER IN PLACE OF RESPONENTS CHART
TABLE NO 12 TABLE SHOWING HOW IS THE COSTOMER SERVICE DEPARTMENT IN RESTAURANT IS IT EFFECTIVE IN PROVIDING SERVICE OF RESPONENTS TABLE
HOW IS THE CUSTOMER SERVICE DEPARTMENT IN RESTAURANT ,IS IT EFFECTIVE IN PROVIDING SERVICE Cumulative Frequency Valid
Percent
Valid Percent
Percent
FAST SERVICE
12
48.0
48.0
48.0
SLOW SERVICE
9
36.0
36.0
84.0
NOT SUFFICIENT SERVICE
2
8.0
8.0
92.0
NOT GOOD SERVICE
2
8.0
8.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 48% of the responents are fast service& 36% of the respondents are slow service &8% of the responents are not sufficient service&8% of the responents are not good service Thus the most of the respondents are fast service
CHART NO 12 CHART SHOWING HOW IS THE COSTOMER SERVICE DEPARTMENT IN RESTAURANT IS IT EFFECTIVE IN PROVIDING SERVICE OF RESPONENTS CHART
TABLE NO 13 TABLE SHOWING WILL RESTAURANT OFFER ANY SPECIAL DISCOUNT ON PRICES OF RESPONENTS TABLE
WILL RESTAURANT OFFER ANY SPECIAL DISCOUNT ON PRICES Cumulative Frequency Valid
YES SEASON WISE
Percent
Valid Percent
Percent
12
48.0
48.0
48.0
NO SPECIAL OFFER
13
52.0
52.0
100.0
Total
25
100.0
100.0
SERVICES
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 48% of the responents are yes season wise service& 52% of the respondents are no special offer Thus the most of the respondents are no special offer
CHART NO 13
CHART SHOWING WILL RESTAURANT OFFER ANY SPECIAL DISCOUNT ON PRICES OF RESPONENTS CHART
TABLE NO 14
TABLE SHOWING ARE YOU WAITING FOR LONG TIME ALL THE BILLING SECTION AT RESTAURANT OF RESPONENTS TABLE
ARE YOU WAITNIG FOR LONG TIME ALL THE BILLING SECTION AT RESTAURANT Cumulative Frequency Valid
Percent
Valid Percent
Percent
YES
18
72.0
72.0
72.0
NO
7
28.0
28.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 72% of the responents are yes& 28% of the respondents are no Thus the most of the respondents are yes
CHART NO 14
CHART SHOWING ARE YOU WAITING FOR LONG TIME ALL THE BILLING SECTION AT RESTAURANT OF RESPONENTS CHART
TABLE NO 15
TABLE SHOWING HAVE YOU WANT ANY FOODS AT RESTAURANT JUST BY VISITING FIRST TIME OF RESPONENTS TABLE HAVE YOU WANT ANY FOODS AT RESTAURANT JUST BY VISITING 1ST TIME Cumulative Frequency
Percent
Valid Percent
Percent
YES
14
56.0
56.0
56.0
NO
7
28.0
28.0
84.0
NOT FIRST TIME
1
4.0
4.0
88.0
MORE THAN 2 TIMES
3
12.0
12.0
100.0
25
100.0
100.0
Total
SOURCE : PRIMARY DATA INTERPRETATION : From the above table ,it depicts that 56% of the responents are yes & 28% of the respondents are no &4% of the respondents said not first time & 12% of the respondents are said more than 2 times Thus the most of the respondents are yes
CHART NO 15 TABLE SHOWING HAVE YOU WANT ANY FOODS AT RESTAURANT JUST BY VISITING FIRST TIME OF RESPONENTS CHART :
TABLE NO 16 TABLE SHOWING ARE YOUR INTENTIONS TO RE ENTER THE RESTAURANT OF RESPONENTS TABLE :
WHAT ARE INTENTIONS TO RE ENTER THE RESTAURANT Cumulative Frequency LOW PRICE PRODUCT QUALITY & AVAILABILITY CUSTOMER SERVICE SEASONAL OFFERS & DISCOUNT AMBIENCE Total
Percent
Valid Percent
Percent
13
52.0
52.0
52.0
3
12.0
12.0
64.0
3
12.0
12.0
76.0
2
8.0
8.0
84.0
4
16.0
16.0
100.0
25
100.0
100.0
INTERPRETATION : From the above table ,it depicts that 52% of the responents are low price & 12% of the respondents are no & 12% of the respondents product quality & 8% of the respondents are said more than seasonal offers & 16% of the respondents are said ambience Thus the most of the respondents are low price
CHART NO 16 CHART SHOWING ARE YOUR INTENTIONS TO RE ENTER THE RESTAURANT OF RESPONENTS CHART :
TABLE NO 17 TABLE HOW IS RESTAURANT MAINTAINING PRODUCT QUALITY & QUANTITY COMPARE TO OTHER RESTAURANT TABLE :
HOW IS RESTAURANT MAINTAING PRODUCT QUALITY & QUANTITY COMPARE TO OTHER RRESTAURANT Cumulative Frequency
Percent
Valid Percent
Percent
GOOD
6
24.0
24.0
24.0
NORMAL
9
36.0
36.0
60.0
NOT GOOD
6
24.0
24.0
84.0
POOR
4
16.0
16.0
100.0
25
100.0
100.0
Total
INTERPRETATION : From the above table ,it depicts that 24% of the respondents are good & 36% of the respondents are normal & 24% of the respondents product quality & 16% of the respondents are said poor Thus the most of the respondents are normal
CHART NO 17 CHART HOW IS RESTAURANT MAINTAINING PRODUCT QUALITY & QUANTITY COMPARE TO OTHER RESTAURANT CHART :
TABLE NO 18 TABLE SOWING HOW DO YOU FEEL AFTER EAING AT RESTAURANT TABLE :
HOW DO YOU FEEL M AFTER EATING AT RESTAURANT Cumulative Frequency LED VERY SATISFIED
Percent
Valid Percent
Percent
11
44.0
44.0
44.0
SATISFIED
7
28.0
28.0
72.0
NOT SATISFIED
7
28.0
28.0
100.0
25
100.0
100.0
Total
INTERPRETATION : From the above table ,it depicts that 44% of the respondents are go led very satisfied & 28% of the respondents are satisfied & 28% of the respondents not satisfied & 16% of the respondents are said poor Thus the most of the respondents are normal
CHART NO 18 CHART SOWING HOW DO YOU FEEL AFTER EAING AT RESTAURANT CHART :
More Documents from "Suganya Ganya"
Shanmuganathan.docx
May 2020 2