Evaluation of service quality continuous improvement in coffee shops

Abstract

The business model of coffee shop chains is to copy the successful environment of the first store. This study summarizes the elements and related impact factors of service quality strategies for coffee shop chains to provide a reference for future entrepreneurship. The fuzzy analytic hierarchy process method, which combines analytic hierarchy process and fuzzy set theory, allows for more accurate descriptions of the service quality evaluation process. Next, decision makers were invited to take part in the measurement of service quality for coffee shop chains. A questionnaire was used to collect quantitative data from 37 managers of coffee shop chains in Taiwan. Such findings underscore the importance of recognizing customers' varying preferences. This study tries to fill the gap by assessing the relative impact of service quality by considering various individual differences.

Impact of sustainable management policies on tourism companies' performance: the case of the metropolitan region of Madrid

“…From the external point of view, the existing literature is ample, and two key factors stand out for FP: practices related to the customer (satisfaction and loyalty) and practices related to the external improvement of the company image (Alonso-Almeida, 2012; Bagur-Femenías et al, 2013;Blazquez-Resino et al, 2013;Llach et al, 2013). Internally, employee performance clearly affects customer satisfaction in the tourism sector (Lin, 2012;Yuan, Chang, & Tzeng, 2012) and therefore FP (Alonso-Almeida & Rodríguez-Antón, 2011;Bagur-Femenías et al, 2013).…”

What drives experiential loyalty? A case study of Starbucks coffee chain in Taiwan

“…Unlike service quality, however, there are still few studies shedding light on the experiential quality of specific hospitality participation such as dining in the coffee chain (Chen and Chen, 2010; Wu, 2013, 2014). In order to enable customers to return or revisit the coffee chain, increasing experiential loyalty has become an important issue in the hospitality industry (Wu and Ai, 2016b, c; Yuan et al , 2015).…”

“…There is evidence indicating the importance of these dimensions in the context of coffee chains (e.g. Adinegara and Turker, 2016; Doukoure and Supinit, 2016; Shin et al , 2015; Yuan et al , 2015). The experiential quality literature indicates that these primary experiential quality dimensions should be viewed as higher-order constructs with various sub-dimensions (Brady and Cronin, 2001; Dabholkar et al , 1996; De Rojas and Camarero, 2008; Wu and Li, 2014).…”

“…The experiential quality literature indicates that these primary experiential quality dimensions should be viewed as higher-order constructs with various sub-dimensions (Brady and Cronin, 2001; Dabholkar et al , 1996; De Rojas and Camarero, 2008; Wu and Li, 2014). There is support in the hospitality marketing literature for breaking down the experience into smaller discrete and distinct elements (Yuan et al , 2015). This study extends previous research on experiential quality, in which only a second-order structure is tested.…”

The Impact of Product Quality, Brand Image and Service Quality toward Customer Loyalty

“…Based on the statement above, the hypothesis can be formulated as follows: H2: brand image has a significant positive effect on customer loyalty. Yuan, Chang & Tzeng (2012), Yang, Paoching, Lin, Rofiq, & Davaanyam (2015) and Naderian & Baharun (2015), found that service quality has a significant effect on customer loyalty. Based on the statement above, the hypothesis can be formulated as follows: H3: brand image has a significant positive effect on customer loyalty.…”