Bridging the Perception Gap between Management and Customers on DINESERV Attributes: The Korean All-You-Can-Eat Buffet

Abstract

Our study is based on the premise that there are differences between the key service attributes that restaurant managers prioritize and crucial DINESERV attributes that are important to customers’ perception of their experience at a restaurant. This paper investigated the perception gap between operators and customers on the service attributes of Korean all-you-can-eat buffet restaurants, and it suggests strategic alternatives to bridge this perception gap. To investigate this perception gap, we first used the analytic hierarchy process (AHP) to determine the priority ranking of the service attributes that restaurant managers employ for enhancing customer satisfaction. Second, we used the importance-performance analysis (IPA) methodology to reveal the importance that customers place on individual restaurant service attributes and how they affect customer satisfaction. Finally, this paper integrated AHP and IPA to scrutinize the perception gap between managers’ prioritization and customers’ view of the importance of DINESERV attributes. The theoretical contribution of this study is the proposed integrated AHP-IPA model that combines the manager and customer perspectives. This model differentiates our study from previous studies that analyzed operator prioritizations and customer perceptions separately. Furthermore, we offer strategic alternatives for managing service attributes that are suitable for multiple types of buffet restaurants, including hotel, specific, and casual buffet restaurant types that are categorized by the food served and service procedures employed.

The Effects of Fast Food Restaurant Attributes on Customer Satisfaction, Revisit Intention, and Recommendation Using DINESERV Scale

“…Like Kim and Choi [31], we investigated which factors-such as food quality, service quality, atmosphere and interior, and price and value-affect customer satisfaction, which, in turn, determines revisit intentions and likelihood of recommendation, using a factor analysis and a regression analysis.…”

“…Kim et al [42] found that the five restaurant factors-food quality, service quality, price and value, atmosphere, and convenience-had a significant impact on the customer's satisfaction with dining facilities [43]. Kim and Choi [31] used four factors-food quality, service quality, interior, and price and value-to investigate the perception gap of service attributes between operators and customers. Like Kim and Choi [31], we investigated how four factors-food quality, service quality, atmosphere and interior, and price and value-affect customer satisfaction, which, in turn, determines revisit intentions and likelihood of recommendation, using a factor analysis and a regression analysis.…”

“…Kim and Choi [31] used four factors-food quality, service quality, interior, and price and value-to investigate the perception gap of service attributes between operators and customers. Like Kim and Choi [31], we investigated how four factors-food quality, service quality, atmosphere and interior, and price and value-affect customer satisfaction, which, in turn, determines revisit intentions and likelihood of recommendation, using a factor analysis and a regression analysis. Table 1 shows the four service factors of restaurants used in this study and related results in previous studies.…”

Business Coaching: Implementation of Service Quality and Social Media Promotion Improvement in Indonesian MSMEs’ Restaurant

“…In order to measure the service quality in restaurant, Stevens, Knutson and Patton [14] then modify the SERVQUAL by developing the DINESERV instrument. This measurement tool then used by many authors to assess the restaurants' service quality, recently it was used in Indonesia [15], Korea [16], and even Italy [10].…”

“…Those provided strategies were based on big and fully established firms which have capabilities to apply such strategies. Service operator's perspective [16] and firms' capabilities [18] shall be taken into account in determining service quality improvement strategy. Several strategies that can be used by MSMEs are including strategic use of complaints, standardizing tasks and service delivery, technical and interpersonal training [18], and introducing a customer oriented service to its employees [19].…”