Co Tam Kitchen audit report_Excluding transcript (2).docx

Co Tam Kitchen audit report_Excluding transcript (2).docx -...

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1.Executive summary Co Tam kitchen (CTK) was established in late 2011 in District 1, Ho Chi Minh City. It offers authentic Vietnamese cuisine with traditional Vietnamese rural design and familiar atmosphere. Although measuring market share of CTK which is fancy but also traditional Vietnamese restaurant is difficult due to the absence of comparable restaurants around, we were able to calculate its 20% sales growth rate instead. The target market is mainly the white collar office workers in district 1 and upper social class people who want to join superior quality of Vietnamese food. The processes of entire services were illustrated in the blue printing. It analyzes some possible failure points and waiting points through the service process illustration. In case of failure points, there are lacks of parking lot space, wrong bill calculation, bad staff attitude, different food delivery and forgetting exception order. For waiting points, the dish delivery, retrieving vehicle and paying with credit card are possible waiting situations. CTK adopts some special strategies to manage its capacity such as cross training, hiring part time, and creating flexible capacity. Moreover, shifting reservation time and extending opening hours are used in order to meet the demand. However, there is limitations for both demand and capacity management strategy. CTK creates relaxing atmosphere in terms of Russell’s model. Also CTK has chosen brown as their main colour in the outlet with English jazz music while no specific scent. In case of spatial layout and functionality, the CTK is utilizing traditional style. However, there is no sign in the outlet that should guide customers. CTK is currently operating in cycle of failure. It pays the lowest possible wage and offers little training process. Also CTK has narrow job design with low level of skilled employees. In case of service talent cycle, they specially motivate the staff by monetary rewarding whereas empowering front line and hiring right people are simply applied. CTK divides customer into 4 levels to build and explain loyalty foundation. Moreover, CTK created loyalty bond by establishing financial and social bond. In cased of complaint handling and service recovery, the owner directly deals with the complaints by herself to maintain the customer loyalty. For recommendation, CTK need to address some issues such as lack of demand management strategy and attitude problem of the staffs with low level of training. Happy hour promotion strategy is given as recommendation strategy to solve the first issue while frequent staff-owner meeting is suggested for second problem. II/ INTRODUCTION 1. Nature and principles of the service firm.
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Following the cadence of the fast-moving life, there is less and less time for busy people to prepare such a meal for lunch and dinner. Therefore, Co Tam Kitchen (CTK) restaurant, which was established in late 2011 by 3 close friends, was opened to provide authentic Vietnamese traditional foods to the customers. The firm
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  • Spring '14
  • Anh Thu Nguyen
  • Customers, White-collar worker, Part-time, Vietnamese cuisine, Ctk

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