Go to p. 595 in your text and answer the questions in Situation #1. Directions: Do not cut & paste (copy). List the website(s) you summarized You may use two (2) quotes in your report, each no more than one sentence in length. Ensure your report meets all of the following criteria: A minimum of 700 words – your name, class number/title, date, etc. and references do not count in determining word count Double-spaced Times New Roman, 12 pt font size Upload your report as a Word document or .rtf file. situation 1 Christina Poole owns two pizza restaurants in a city with a population of 150,000 and is studying her company’s operations to be sure they are functioning as efficiently as possible. About 70 percent of the venture’s sales represents dine-in business, and 30 percent comes from deliveries. Poole has always attempted to produce a high-quality product and to minimize the waiting time of customers both on- and off-premises. Poole recently read a magazine article suggesting that quality is now generally abundant and that quality differences between businesses are narrowing. The writer advocated placing emphasis on saving time for customers rather than producing a high-quality product. Poole is contemplating the implications of this article for her pizza business. Realizing that her attention should be focused, she wonders whether to concentrate primary managerial emphasis on delivery time. Question 1 Is the writer of the article correct in believing that quality levels now are generally high and that quality differences among businesses are minimal? Question 2 What are the benefits and drawbacks of placing the firm’s primary emphasis on minimizing customer wait time? Question 3 If you were advising Poole, what would you recommend? Question 4 How would your answers to the previous questions be different if Poole sold a $6 pizza? What if the pizza cost $25?

 

Christina Poole Evaluation

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Question 1

Situation one in the outlined circumstance talks about Christina Poole who has two pizza food restaurants and has strategically agreed to that to a more significant degree that the quality of all the food served to clients is kept high. Poole has 70 percent of the entire sales from dining in and the remaining 30 percent from home deliveries and has for a long time concentrated on having the best quality for her esteemed consumers in the less time to service. Ongoing the situation, Christina is held captive between two thoughts of changing the focus from delivering quality food to customers to prompt and quicker deliveries with the aim of enhancing sales and getting more competitive in the market surrounding. It is also clear that the quality of the outlets is somehow similar and is highly known by the customers (Stavrulaki & Davis, 2010). The primary objective of the article has been done through sampling technique and not testing all the outlets within the city; thus, it is evident that Christina Poole has to put more focus on quality as compared to the delivery time.

Question 2

Even though some clients accessing a premise typically are aware of the possibility of having to wait until it is their turn to be served, it is, however, fundamental to consider managing the total time spent in waiting for the customers to be served as a strategic way of enhancing business operations. Client waiting time is strategically viewed as one of the elements that have an effect on consumer’s buying experience to the extent that it can negatively affect the supplying efforts of a product or service. Therefore, if Christina Poole is capable of reducing the waiting time, then she will be able to offer advanced and faster speed for consumers who want to come in, enjoy the excellent company of friends and leave. So instead of many clients having to wait in the long queues to serve, they could go in now get served and move within no minute thus improving the service delivery and customer satisfaction. According to Kokkinou, A., & Cranage, D. A. (2013), more benefits associated with strategic management of customer waiting time includes more clients being served per day which is useful in gaining maximum profits as one of the objectives of any business. There will be more clients being served at a faster pace thus boosting the total profits achieved on a daily basis within the pizza restaurants.  On the other hand, some of the drawbacks that are likely to be experienced include factors such as poor quality of pizza served to clients, clients having the feeling of being rushed, having to acquire more hands to feed the business wants among other factors. Therefore, when these considerations are addressed and prioritized within the industry set up, there is a possibility of greatness in the long run and more customer base.

Question 3

Long waiting times in any restaurant is typically the primary source of consumer dissatisfaction thus there is the urgent need of controlling restaurant table capacity that is generally considered to be a useful operational technique. Poole can incorporate this technique into the business as a way of dealing with waiting times and also have to include minimum cost of expansion. Table management is typically the procedure in which a host directs dining room tables to the clients and to wait for staff stations (Kokkinou & Cranage, 2013). This procedure is capable of increasing the level of revenue through enhancing table turnover; thus, Christina Poole can strategically consider incorporating this method into her pizza business. Other opinions including cooking procedures and times, oven temperatures ought to be monitored for any adjustments or to find out if there are high temperatures that could lead to the production of similar results in a lesser amount of time. Thus, Poole needs to focus on these aspects in the effort to try and control the business and increase its service delivery.

Question 4

The cost of the pizza should not be a significant factor to consider since quality should have no difference due to a higher or lower value. It is like going to Backyard Burgers or Culver’s that are both regarded as burger restaurants. The two are typically priced the same, and in my opinion, Culver’s knows how to handle its customers with quick service delivery with efficient coordination between the workers and the customers.

 

References

Kokkinou, A., & Cranage, D. A. (2013). Using self-service technology to reduce customer waiting times. International Journal of Hospitality Management, 33, 435-445.

Stavrulaki, E., & Davis, M. (2010). Aligning products with supply chain processes and strategy. The International Journal of Logistics Management, 21(1), 127-151.