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Q1. You are planning to launch a multi-cuisine Quick-serve Restaurant which shall serve different varieties of food ranging from fast food to south Indian, Italian, north Indian, Chinese. To maintain the quick-serve spirit, the restaurant intends to create quick-serve counters with separate billing stations for each cuisine. Each of these cuisine counters shall separately take the orders, do the billing and serve the quick bite menus. Create a service blueprint for this QSR. (10 Marks)
Q2. Discuss the role and relevance of four potential gaps within a service organization which may lead to a fifth and most serious gap – that is the customer gap.
Explain with illustrations. (10 Marks)
Q3. Village Volvo is the ‘new kid’ in the town. It represents an effort by two former Volvo dealer mechanics to provide quality repair service on out-of-service Volvos at a reasonable cost. Of their 22 years of training and experience with local Volvo dealers, they have earned a reputation and a following of satisfied customers that makes such a service operation feasible to deliver. Their operation is to provide clients with ‘custom car care’ service that is unavailable at other dealers. They have set aside specific times each week when clients drive in for routine services such as tune-ups and oil changes. However, for diagnosis and repair of specific problems, they encourage clients to schedule appointments.
At the time of appointment, the mechanic may take a short test drive with the client to make sure that both understand the area of concern. Another source of information available to the mechanic is the ‘Customer Care Vehicle Dossier’ (CCVD). This is a continuing file of each vehicle that it services and this history can help the mechanic diagnose problems and also provide a convenient record on the warranty service etc. The owners are also considering the use of CCVD as a way of ‘reminding’ customers that routine maintenance procedures may be due.
At present, Village Volvo has no provision for ‘alternate transportation’ for the customers. A ‘shuttle service’ two or three times a day is also being considered, as the owners feel that their suburban location may deter some clients. A waiting room is also available with a television set, comfortable chairs, vending machines for tea / coffee and soft drinks, magazines and newspapers etc. This facility is almost exclusively used by clients who come during the ‘drop-in’ hours for quick routine jobs such as tune-ups etc.
The owner mechanics do no repairs between 7 and 8 am and 5 and 6 pm because these are ‘heavy customer contact’ hours. As repairs are done, the owner mechanic make note of any other problem that might need attention in the future. This is recorded in the CCVD for future use. This is also intimated to the customer, may be in the form of a ‘reminder’ postcard sent to them.
All small parts that have been replaced are placed in a clean box in the car. Care is taken throughout the repair process to keep the car clean and the inside is vacuumed as a courtesy before pick up. The Village Volvo owners have developed a network of other service providers who assist in recycling used parts and waste products and to whom they can refer clients for work that is not a part of Village Volvo’s services such as body work, alignments, reupholstering etc. The owners are also considering the possibility of offering a mini course on weekends to teach clients what they can do to attain their 2,00,000 miles Volvo medal.
- Discuss the appropriate customer segments that Village Volvo should target and it’s positioning strategy to reach out to these target segments(5 Marks)
- Evaluate the expanded marketing mix for Village Volvo (5 Marks)