A critical evaluation of the service quality in the Chinese restaurant industry in Manchester
More than any other industry restaurants rely not only on their end product, which is open to critical palettes, they must also deliver excellent customer service all set in an atmosphere that invites customers to come back time and time again. From the moment that customers either call to inquire, make reservations and arrive the objective is to provide them with a quality dining experience from beginning to end.
Everything that is done in the restaurant from the beginning of the day in selecting fresh vegetables or other items as well as cleaning and preparing the establishment for diners is done to make a good impression and the entire experience is aimed at providing quality service. The same holds true for takeaway Chinese food outlets. They are selling quality ethnic food at a reasonable price with established varieties that the public has become accustomed to over decades. Regardless of whether it is a four star Chinese restaurant or one of the familiar takeaways most of us frequent, the basics of the menu are pretty much the same and tastes the same or close to the same for this dish the world over as it has that familiar ring on one’s palette. It is this overall consistency that denotes the Chinese restaurant industry in New York, Los Angeles, Buenos Aires, Montreal, Spain, Great Britain and globally. As is the case with anything there are those instances and examples that fall short of the general standards being referred to, however these tend to be in the minority.
Manchester is located in the northwestern region of the United Kingdom with a population of 422,302 for the metropolitan borough and is at the heart of what is the large conurbation known as Greater Manchester whose population numbers 2,513,468. A conurbation is known as an urban locale that comprises any number of towns and cities that have merged due to expansion and population growth to form a continuous built up region. The city can trace its beginnings back to AD79 when it started as a Roman outpost called Mancunium. The remnants of these structures can be found at Castlefield. The actual beginnings of Manchester are stated to actually start in 1301 when the Saxon’s granted it a charter.
Home to one of Great Britain’s largest concentrations of ethnic Chinese , Manchester’s Chinatown region expresses the cultural diversity that is Great Britain. This area is home to some of the country’s most renowned Chinese as well as other restaurants. The areas celebrates its ethnic diversity through the Chinese Arts Center as well as the Chinese New Year Celebrations which is considered as a major regional event. As a distinct ethnic minority there are conflicting cultural values as well as social pressures involved in being both Chinese as well as British. The diversity of this ethnic group is shown by the various countries that they have migrated from, mainland China, Hong Kong, Taiwan, Malaysia, Singapore and Vietnam. An understanding of the traditions, cultural and how the Chinese think of themselves offers the most insightful picture of their views on service as well as providing quality in their eating establishments. The value systems that are prevalent in the United Kingdom differ in subtle as well as important ways, and as such will aid in a better understanding of how they approach and look at how they conduct business. This inner view will serve to define the core of the issue as to service quality in one of the Chinese main business occupations – restaurants and takeaway outlets.
Chapter 1 – Introduction
1.1 The Chinese in the United Kingdom
The earliest Chinese to migrate to the United Kingdom in any meaningful numbers occurred during the late 19th and early 20th centuries as they arrived serving as merchant seaman on ships that carried trade from China. They settled primarily in and around the major ports of London, Cardiff, Bristol and Liverpool. The preceding was a result of a series of trade agreements with China that was precipitated by the loss of the exclusive trade agreement the London based East India Company had enjoyed since the 17th century as well as subsequent trade wars. The foregoing, trade wars culminated with the Opium War between 1839 and 1942 with Hong Kong thus becoming a British Colony. Up until 1850 the navigation act stated that United Kingdom crews had to be comprised of a percentage of no less than 75% British. When that act was repelled British ship owners opted to utilize cheap Chinese merchant seaman to increase profits. The foregoing resulted in a dramatic increase in the number of Chinese merchant seaman settling within the country. The cultural differences of these Chinese seaman was significantly different that their British counterparts. They intermarried with British females who commented that:
“When you think of it, in those days all they did was drink…and give out a good battering. But (with Chinese men) …there was always a meal on the table…”
The gentle nature of Chinese men made them attractive to British females, and they were also known for being both caring and generous. The preceding is an important character statement concerning the cultural values of the Chinese. As fathers they were known to be support widows as well as their children without entering into marriage. Chinese men were also known for adopting children as a result of former marriages or other reasons. Accounts of that period recall “…the seaman were very good to the kids.” These accounts of their humanity provide an insight as to important values that translate into a traditional outlook on others. The offspring of these Chinese / British marriages (Anglo-Chinese) acquired the traditions that were taught to them by their Chinese fathers and one of these was the cherished dishes found in Chinese cooking. It is important to note that food is a very important part of Chinese culture, it is placed very highly in many areas of Chinese customs and as such represents a great source of pride and meaning.
1.1.1 Equating Chinese Culture and Service
The preceding historical view is extremely important in understanding that the foregoing cultural importance along with the high regard for life begins to shed light on how these traditional aspects affect the preparation of food for others. In modern day terms this cultural outlook on the how the Chinese revere their tradition of food and food preparation can be found in the “Chinese Healthy Living Centre . Founded in 1987 the Chinese Healthy Living Centre’s main office is located in London, with two main branch offices in Birmingham and Manchester. The Centre’s purpose is to “…reduce the health inequality between the Chinese community and the general population.” The closeness of the Chinese community and the highly placed cultural significance of food and its preparation is illustrated by the preceding statement and provides an extremely developed sense of pride that this cultural group has for food as well as health. This is further shown by the following statement:
“We work closely with government departments…with community groups and individuals to develop services…”
Some of the partnerships this organization has are as follows:
- Department of Health,
- The Food Standards Agency,
- NHS Information Authority
- The Centre runs projects in association with various organizations, such as Health Promotion England, The Association of London Government and Primary Care Trusts
- In addition, they also work closely with The British Heart Foundation, Gamcare and the Hungerford Drug Project and,
- The Centre also provides advice to various groups
It is estimated that there are approximately 3,000 Chinese restaurants and 12,000 takeaways throughout the United Kingdom which are comprised primarily of individuals whom are Chinese, estimated as 80%, with almost all of these establishments being family owned and or run. In April of 2001 there was an allegation that a foot-and-mouth outbreak was triggered by tainted food served at Chinese eating establishments. Highly concerned as well as in some cases outraged Chinese catering associations such as the Yangzhou Association enlisted the British government to intercede. In a statement issued by Agricultural Minister Nick Brown, he stated that:
“…claims that it had been proven the disease came from waste from a Chinese restaurant were untrue.”
The foregoing is an illustration of the high regard in which the British government holds the quality as well a service reputation of this industry segment.
The cultural origins of Chinese cooking and its preparation as well as its significance within traditional customs is important in understanding their outlook in serving the public. As a product, Chinese food is world renowned. This comes from the consistency of taste, preparation, serving and packaging that have been and are experienced throughout the globe. The tastes, look and composition of Chinese dishes may differ slightly from location to location, be it a restaurant or takeaway, but it is recognizable and maintains an overall consistency which the local populace as well as travelers have come to depend as well as count on throughout the globe. Globally, there is a close knit association with their home country, China, which is also manifested in each individual country as well as regions. These various associations help to make the Chinese community an extremely close knit cultural community and as such they understand that tarnishing one’s own reputation diminishes the reputation of the group as a whole.
The preceding view has its origins in the rich Chinese philosophy that traces its roots back several thousand years. And this also extends to the culinary arts as they have spent more than 500 years developing and refining the Chinese approach to herbs and food. As a result the country is one where the appreciation and preparation of food has evolved to the highest level. In the Chinese culture cooking is considered an art, this is in contrast to all other global philosophies which consider food preparation as a craft. Refined over many centuries, historians can trace its origins back to Emperor Fu who taught his people to grow crops, hunt, fish and cook fully twenty centuries before the birth of Christ. Chinese cooking as an art form however, is considered to have started during the great classical age of the Chou Dynasty between 1122 and 249 B.C. Within the Chinese culture are two dominant philosophies, Confucianism and Taoism. Both of these philosophies influenced the development as well as the course of Chinese history and the art of cooking. Emphasis on the enjoyment of life and the art of cooking were key concerns of Confucianism as food and friends are synonymous. In the Chinese culture a gathering of people is considered incomplete as well as improper without food.
Confucius both loved as well as respected the art of food and its preparation. He established culinary standards for table etiquette and most of these are still in practice today. The tradition of small bite sized pieces cut in preparation rather than at the dining table is uniquely Chinese as they consider the utilization of knives when dining to be in poor taste. Confucius also taught that the blending of various ingredients and condiments was at the center of good cooking rather than being able to recognize individual ingredients via taste. The art of matching the flavors of the ingredients is termed ‘harmony’ and that without this blending taste is considered as bland.
Taoism is concerned with the life-giving aspects of various foods whereas Confucianism is interested in taste. Throughout the centuries the Chinese have examined and explored various plants, roots, herbs, seeds and fungus to find key life-giving ingredients. It was the Chinese whom discovered that when vegetables are not cooked properly their nutritional value can be destroyed. Health-wise Chinese cooking is both low-calorie and low-fat which is unlike its Western counterparts. The use of butter, animal fats as well as cheese is kept at a minimum and the food is prepared using poly-unsaturated oils along with milk and cream.
The preceding historical summary of Chinese philosophies is extremely important in understanding the cultural tradition and origins of their cooking and food ingredients as it means that there is an innate quality that results. The Chinese concept of food and friends also provides an understanding of their concept of humanity and service.
1.2 The United Kingdom Restaurant Industry
The restaurant industry in the United Kingdom represents the country’s largest sector in terms of the number of establishments as well as employment. As of 2003 the number of restaurants in Great Britain totaled 62,150 establishments with an annual revenue base of £17 billion . Fully 12 percent of the total work force of 520,000 people are of Asian or Asian British decent with an additional 6 percent consisting of Chinese. The composition of the overall restaurant industry workforce is comprised of young people between the ages of 16 and 19, representing slightly over 25 percent with fully 55% under the age of 55. While statistical figures are not available for the age of the workforce employed in Chinese restaurant and takeaway establishments it can be said that almost no Chinese restaurants are operated by non-Chinese and while there might be a few takeaway outlets owned and operated by non-Chinese, the number would be a very small percentage of the total.
The preceding statements have been made, without the benefit of statistical data as a result of the extreme diversity, care, preparation and skills required to cook Chinese cuisine. The menu for takeaway outlets is limited and mainly consists of food selections that are non-complicated in terms of cooking methodology. Such dishes as egg foo young, pepper steak, sweet and sour pork, noodles, egg drop soup, low mein, chow mein and other takeaway fare can be taught to non-Chinese workers and thus a former restaurant or takeaway chef could very well comprise the ownership of this type of outlet. The same cannot be said for a Chinese restaurant where people look for and expect a Chinese owner as well as chefs.
In general the restaurant industry tends to consist of individuals who are not really qualified in food preparation or the industry with a high percentage holding no qualifications at all. With core occupations in the industry comprised of waiting staff, chefs/cooks, kitchen assistants and managers the qualification statement takes on meaning. Given a workforce composition as indicated it is not difficult to see why the question of quality service would be associated with the overall industry. The ethnic nature of Chinese cooking does not lend itself to the foregoing industry statistic, particularly in the restaurant segment. Given the importance of food in the Chinese culture as well as its global renown non-Chinese chefs/cooks and owners, except in rare instances, would not possess the culinary skill levels to operate such an establishment. Another reason for the foregoing is that Chinese restaurants also tend to be family owned and operated. The restaurant industry, in general, consists of the following categories:
1. Fast Food / Takeaways
These represent outlets such as McDonalds, KFC, Chinese Takeaway outlets, fish and chips shops, sandwich stores, etc.
2. Cafes and Coffee Shops
The basic differences between the two segments within this category are that cafes tend to emphasize food rather than beverages.
3. Mainstream Restaurants
This category includes high street restaurants of moderate to higher price. This is the classification which comprises the majority of Chinese establishments.
4. Fine Dining
These represent the more expensive and exclusive restaurants usually with award winning chefs.
Chinese eating establishments can of course be found in categories 3 and 4, as well as the takeaways that occupy category 1.
Chapter 2 – Service Quality
The concept of service quality is not limited to those times when either owners or employees interact with customers and/or clients, it entails almost every aspect of what one does in the performance of their job or function. Owners of restaurants and fast food takeaways, whether they are active or non active in the business, set the tone for service quality by the manner in which they run their businesses. This can be as simple as how the payroll checks are distributed and when, employee benefits, the way in which they handle day to day routines such as ordering supplies and food, to the way in which they keep their establishments and all things in between as service quality begins at the top. Owners set the tone for service quality even through the individuals they hire. If they secure or have a restaurant manager then the duties and responsibilities assigned to that individual as well as how the owner has indoctrinated him with respect to how things are done, why, the interaction with staff, preparation of the establishment before and during opening hours and the handling of suppliers represent aspects that are just as important as the customers who walk through the door.
Service quality refers not just to the quality and care taken in the preparation and serving of food, the cleanliness of the restaurant, politeness of the staff or any number of public interaction modes. It really begins behind the scenes starting with the first person to open the doors before the posted public opening hours. The end purpose of service quality is to retain current clientele by creating an atmosphere whereby they ‘want’ to return again and again and again. And as for new first time patrons the very first contact, be it via telephone to simply inquire about reservations or hours of operation, or when they first step through the door the overall attention to service quality determines the extent of their feeling of the establishment and helps to determine, along of course with the quality of the food, if they will return again and how soon. The first step in this process, outside of the internal behind the scenes activity, is ‘listening’ to one’s patrons. This leads directly to the second step which is determining their needs, which brings us to step number three addressing those needs and how to meet them. And finally number four, which is providing a warm and friendly atmosphere that encourages dining and a staff that creates the desire to return.
Marvin (1992) in his book “Restaurant Basics – Why Guests Don’t Come Back and What You Can Do About It” sets forth eighteen cardinal rules of service quality to avoid, some of which apply and others which are not germane. It examines such important customer areas as:
- Annoying Impressions,
- Menu Missteps,
- Service Stumbles,
- Culinary Catastrophes,
- Beverage Blunders,
- Restroom Repulsion,
- Family Fiascos,
- Elderly Irritations,
- And Management Mistakes,
as some of the key things to either correct or avoid. Clarke et al (1998) points out the importance of understanding the role service plays in enhancing the customer dining experience. She indicates that fully 80% of all complaints about the service received in a restaurant are concerning poor service rather than the food. A survey study indicated that 23% of respondents indicated “…they would never return to a restaurant with whose service they were dissatisfied…” Bailey et al (1994) illustrates that it is the little things that ones does, or does not do that lead to either failure or success with customers which are mainly a result of communication skills. Pilgrim (2005) states that communication is “…a complex process that requires constant attention…” to avoid words, tone, phrases or other verbal missteps that can frustrate not only managers and owners, but employees as well.
The preceding, in terms of general restaurant establishments, means training in the basics of what makes and creates good customer service is endemic in developing an atmosphere for higher levels of service quality. Marvin (1994) delves further into the restaurant realm in discussing the importance of teamwork within the restaurant business. The sophistication of today’s consumer calls for establishments to pay increased attention to customer service as this is the battleground upon which additional revenues are won. Service quality goes hand and hand with customer service in that they both seek to accomplish the same objective, to satisfy and exceed customer/client expectations. Trends in all industries point to the foregoing. To establish repeat business, the life blood of any enterprise, a company or establishment such as a restaurant, must establish a rapport in its first encounter with a customer and then build upon this foundation each and every time that customer returns. Thinking that a customer’s loyalty has been won simply because he has or does frequent one’s establishment is the tantamount to losing that customer as there are other restaurants vying for the opportunity to win their patronage.
The Chinese philosophy of food and friends provides the owners of these establishments with a cultural edge in that they understand that importance and seek to reinforce customer loyalty by kind, courteous and friendly prompt service. A fact of life is that even in ‘fine dining’ upper level Chinese restaurants the wait for one’s order is comparatively short when compared to ordering at a French, Italian or eclectic establishment. In some quarters the availability of Chinese food as a takeaway item tends to diminish individuals of thinking of Chinese food as haute cuisine, however it is. As one of the oldest food forms the refinement of ingredients, as well as the base level of preparation which is a traditional as well as cultural aspect of Chinese food, allows it to offer some of the most sophisticated selections of healthy, nutritious and culinary tasteful dishes available anywhere.
The preceding is borne out by the following fine dining Chinese restaurants located in and about Manchester:
1. East
Offering an eclectic selection of exceptional Chinese dishes, ‘East’ also includes an extensive 100 bin wine list to compliment such delicacies as sun-dried oyster and sea cucumber. The restaurant consists of a stylish setting that is inviting yet informal in a light and airy Victorian building designed to reflect traditional Chinese design as well as the contemporary utilization of texture and colors.
2. Ho Hos Restaurant
Offering gourmet Chinese cuisine, Ho Hos offers an innovative menu provided by owner Gary Ho who brought together top Thai and Chinese chefs. The preceding has resulted in such specialties Tsing Tsing Scallops, Thai Gai and a full wine cellar. This Hong Kong born restaurateur employs 61 people in a number of establishments and receives high praise from customers as well as the community.
3. Lotus Bar and Dim Sum
Owned by the same individuals who run the well received Yang Sing, the restaurant states ‘…where great style meets wonderful hospitality.” Set in the business district it offers gourmet Chinese food to lunch and after work clientele whose tastes tend to be demanding.
4. Moso Moso
This new establishment in Manchester under the ownership of Raymond Wong is an expansive two story 380 seat masterpiece that offers a menu of 420 Chinese as well as Thai dishes. Armed with an equally extensive wine list as well as a dance floor and video conference facilities it ranks as one of the area’s ‘swankiest’ new restaurants.
5. Choy Hing Village
The sister restaurant of one known by the same name in Warrington, it is famous for its Cantonese seafood as well as Vietnamese style fillet steak and other dishes. This establishment also is spread out over two stories.
6. Glamorous
This ‘glitzy’ super sized restaurant accommodates 600 diners with a largely Cantonese style menu served from an open kitchen where one can see their order being prepared if they so desire. With a two story layout that includes a dance floor and DJ, Glamorous offers its patrons an evening’s worth of entertainment at one location.
7. Pacific
Representing another of Manchester’s two story dining establishments, this one sports two separate kitchens that serve Thai food on the second floor and Chinese on the first. With an extensive 600 bin wine list to accompany its classy Philippe Stark chairs and colorful artwork diners orders are prepared by a team of award winning chefs brought in directly from Thailand as well as China.
The preceding very short sample list provides an understanding of how Chinese restaurants are rated as either exceptional or excellent by the local Manchester Internet dining magazine ‘Sugarvine’. The attributes of a culture that prizes its history of food preparation and its use as a centerpiece for gatherings and social activities underscores the Chinese approach to what they consider an art form, dining. Chinese traditions in hospitality, honor, respect, humanity, and their rich and diverse food culture as well as being part of a tight knit community offers diners a selection of eating establishments where exceptional service quality for them is the norm, rather than something to be strived for. Chinese restaurateurs seek the respect and admiration of their fellow restaurant owners, restaurant associations and community as these are the cornerstones of their customs. This cultural nuance provides the foundation for diners to expect the level of service they receive whenever their dining takes them to one of these establishments. The rarity of seeing a Chinese restaurant that has closed, rather than moved, offers pragmatic proof of the preceding.
Chapter 3 –Literature Review
The examination of “…service quality in the Chinese restaurant industry in Manchester” entailed delving into an understanding of the interesting Chinese culture and traditions to find the answers. The Chinese as a humble and culturally bred people have traditionally been service oriented. Known for establishing and running various business both inside and outside of their immediate communities, they are a proud and close knit cultural group that represent a minority not only in Britain, but in other countries as well. The preceding means that they strive for respect as well as being respected as a result of their actions and endeavors.
The Chinese National Healthy Living Centre helped to provide insight concerning the aforementioned as it is an organization that seeks to “…reduce the health inequality between the Chinese community and the general population.” This statement stems from the closeness of the Chinese community and their understanding that as a minority group they seek to be a viable part of their overall community as well. Actions such as this provide an insight to their thinking and concern for being good community citizens, and this translates into their approach to life as well as business. With close to 3,000 Chinese restaurants and 12,000 takeaway establishments located through the United Kingdom the interesting fact is that approximately 80% of the individuals employed in their eating establishments are of Oriental extraction. The foregoing is due to the unique and cultural aspects of not only how their food is prepared, but public perceptions as well. People who patronize Chinese restaurants expect to see them as the host or hostess, cashier, waiters, and most importantly as the chef or cook. This identification of a cultural group as those best qualified to prepare their country’s culinary dishes is the same as expecting to see French waiters, managers and chefs, or Italians in these capacities in their establishments.
Chang (1977) illustrated that the Chinese consider food as an important aspect of social gatherings as they are seen as incomplete and improper if it is not served. In their culture it is revered as an art form and has been influenced by Confucianism and Taoism. Confucius loved and respected this art and set culinary standards along with table etiquette. The importance in understanding how this relates to service quality stems from this. To the Chinese their cooking is an outward expression of their philosophy of life as well as respect for humanity. Pride in their culture forms the foundation whereby they strive to show this cultural love in their endeavors as well. An overview of the restaurant industry as provided by People 1st (2005) shed light on the general composition of the overall industry. With approximately 62,150 eating establishment in the United Kingdom the 18,000 Chinese outlets (12,000 takeaway and 3,000 restaurants), represent a small yet important segment within the industry. The unique nature of their food as well as its preparation has meant that roughly 80% of the people employed in their establishments are of Oriental extraction. This commonality of culture, language and customs keeps the Chinese eating establishments distinctly Chinese and thus subject to their cultural beliefs. As a result the problems associated with the general industry such as low to non existent qualifications for the food service industry, relatively low age of employees of which 25% are between 16 and 19, high turnover and thus resulting service problems are not found in Chinese establishments. The nature of the industry segment (Chinese restaurants) is not fragmented in terms of ownership or employees. Almost all Chinese restaurants are owned and operated by Chinese. As basically family run or individually run operations they have a long history or training, and qualifications which brings not only qualified owners and employees into their establishments, they consider their profession with the pride one has to be Chinese to fully understand.
Bailey (1995) explains that “…quality service touches our lives in two important ways…”, she states it is by “…the service we give and the service we receive…” Through ongoing research conducted by the authors as well as feedback from readers and other sources Chapter 2 of Bailey’s book included a new section titled “The ABC’s of Getting Good Service.” It explains that it is the ‘little things’ that result in achieving customer satisfaction and that attention to the small details will payoff in repeat customers. Marvin (1992) elaborates further on this in his book that is written from the customer’s point of view. It provides a list of 1,000 pet peeves that are small lapses in service which spell reduced business if left that way. Marvin lists the following as some of the more significant of these:
1. Outside Oversights
This basically explains that customers form an impression of a restaurant before they every enter it and this can cause a number of them to pass it up even though the food and interior atmosphere may be in fact appealing.
2. Annoying Impressions
There are small things that a restaurant can do to actually drive customers away before they ever arrive. A poor telephone answering techniques combined with less than understandable answers to inquiries are major points that can result in potential customer loss. Confusing directions, reservations, exterior appearance and other factors also contribute to this problem.
3. Table Transgressions
Most diners have expectations, whether realistic or otherwise, concerning what constitutes good to excellent service. Poor attention to table settings, cleanliness, inattentive waiters and sloppy busboys can damage even he most excellent meal.
4. Menu Missteps
If it isn’t clear and does not provide the customer with an idea of what the dishes on the menu are, how can they order? A restaurant’s menu is one of its most important marketing and merchandising tools at the point of sale and it needs to be able to communicate with customers. Clear descriptions of various dishes provides them with a level of comfort in ordering what they know, as well as trying something new.
5. Service Stumbles
An experienced, poorly trained or discourteous staff can drive a restaurant out of business.
6. Culinary Catastrophes
Simply means if the delivery is below customers expectations, they will not return.
Marvin (1994) delves strictly into staff issues in his book “From Turnover to teamwork”. He offers advice, tips and techniques to attract as well as hold onto good workers once they have been found, as well as creating an atmosphere that causes employees and prospective employees to want to be a part of one’s establishment. Marvin asks restaurateurs to ask themselves how many employees do not show up for work on a regular basis. He states that it is the owners responsibility to:
- Introduce an effective training program
- Deal with disciplinary problems
- Construct adequate wage and benefit structures
- Strive for excellence
- Conduct performance reviews
- Develop a rapport with the staff
Marvin states that we all have been at establishments where we were impressed with everything that transpired from the time we entered on through after we left. Satisfied customers talk about their dining experience and its effect on their evening after they have paid their bill. The job of every owner is to ensure such conversations result in the decision to return. Pilgrim (2005) adds that this teamwork is a result of effective communication and that the lack of same creates conflict as well as misunderstanding. Pilgrim explains the subtle keys to effective communication through the visual, auditory and kinesthetic/tactile modes.
The various literature reviewed offers insights, advice, instructions and other management techniques to help ensure one’s restaurant is or stays successful. The cultural composition of the Chinese community, as well as its long history of serving the public has its own customs and value systems that incorporate these attributes and thus are manifested in the way they see and approach their establishments. Rarely does one see a Chinese restaurant going out of business. That in itself points to their understanding of quality service.
Chapter 4 – Conclusions and Recommendations
Service quality stems from an understanding that one’s customers are a public manifestation of one’s self. In order to provide levels of service that meet with their expectations, restaurant’s must be critical of each and every aspect of their business all of the time to ensure that the impressions it provides are positive dining experiences from start to finish. That all consuming view includes what employees do from the moment they arrive for work until the last customer leaves and all of the details in between. From sparking windows, to clean and clear signs, understandable menus and most importantly the service and quality of food delivered.
The traditions, culture and customs of the Chinese lend themselves perfectly to this trade as food and its preparation are cornerstones of these values. The net effect of their closed community creates a culture within a culture in any country they are found in outside of China, and entering their establishment is a reflection on who as well as what they are. The Chinese tend to see their performance in business as a way of life and they welcome their diners into that world each day that they are open for business. The importance that is placed upon food, its nutritional values, preparation, taste as well as appearance have been refined for centuries and is one of their most enduring traits. As most of their establishments are family owned as well as run, diners are literally invited into their homes each and every day and they treat these guests in accordance with their customs. Books on service, customer retention, employees and service quality echo what has been and is being traditionally done in those establishments for over a century.
Dining to them is part of an art form that dates back thousand of years to Confucius. The rich philosophy that accompanies this includes a deep respect for life, humanity, respect and pride, attributes which are naturally manifested in what they do, be it a restaurant, cleaners, or any other business they enter. As merchants the Chinese have a long history of understanding trade and successful trade entails being able to create an atmosphere of trust as well as consistency. The public has come to expect the foregoing as a matter of fact in frequenting Chinese restaurants where such an experience remains relatively constant regardless of what establishment one selects. The level of service quality delivered by the Chinese restaurant segment in Manchester as well as throughout the United Kingdom is evidenced by the 18,000 eating outlets throughout the country, 3,000 of which are restaurants. Can one dare to count as many Italian or French bistros to match these numerical numbers? The answer is obvious. Chinese food is as much a part of England as fish and chips, or hamburgers in the United States. We all know what it is, and the disappointments one may have experienced are by and large non-existent. This is not to say that such disappoints do not, have not or will not occur. It is just hard to put one’s finger on them and that speaks volumes.
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