Managefirst Customer Service

Front 1

Service

Back 1

What restaurant and food service employees provide.

Front 2

Hospitality

Back 2

How services are performed

Front 3

High Quality Customer Service

Back 3

Consistently exceeding customers expectations

Front 4

Nature of Service

Back 4

what you do and how well you do it.
timeliness, organization, efficiency, uniformity, correctness

Front 5

Personal Interactions

Back 5

How you treat people when you provide service

Front 6

Standard

Back 6

Criteria for behaviors/practices of an operation that represent the norm.

Front 7

Process

Back 7

Series of operations that bring results. ie hiring, training, evaluating

Front 8

Task

Back 8

Responsibility, function or procedure.
Part of a process

Front 9

Customer loyalty

Back 9

Customer's preference over others

Front 10

Competitive Point of Difference

Back 10

Perceived or actual difference between any 2 things used to influence a customers buying decision

Front 11

Cost-Benefit Ratio

Back 11

dollar value of benefits divided by dollar value of cost to achieve those benefits.

Front 12

Moment of Truth

Back 12

Any time a guest comes into contact with any aspect of the organization and gets an impression of the quality of service (positive or negative)

Front 13

Cycle of Service

Back 13

Accumulation of moments of truth

Front 14

A high-quality customer service system is supported by . . .

Back 14

processes and tasks.

Front 15

Customer loyalty is . . .

Back 15

achieved by providing the product and service the customer expects.

Front 16

Restaurant managers believe that good customer service is important to their operations because it can

Back 16

decrease marketing expenditures.

Front 17

A competitive point of difference is the . . .

Back 17

actual or perceived difference between any two things that influence customers

Front 18

All of the following are competitive points of difference for an operation except the . . .

Back 18

financial

Front 19

The impact of customer service primarily affects which aspects of a restaurant?

Back 19

A. Marketing, staffing, and profit

Front 20

Higher levels of customer service result in . . .

Back 20

increased customer loyalty.

Front 21

The cycle of service is . . .

Back 21

all the customer’s moments of truth from the beginning to the end of a visit.

Front 22

Anupa’s favorite sushi restaurant offers a hot towel at the beginning of the meal, and the server always pleasantly says, “We are very pleased to have you with us this evening.” This is an example of . . .

Back 22

hospitality.

Front 23

All of the following are part of high-quality customer service

Back 23

A. generating profit.
B. exceeding expectations.
C. identifying customer expectations.

Front 24

A customer is . . .

Back 24

influenced by a product or service.

Front 25

A high-quality customer service system considers

Back 25

both the internal and external customer.

Front 26

In a systems management approach

Back 26

you must be aware of cross-functional issues.

Front 27

A high-quality customer service system can lead to which of the following?

Back 27

A. customer satisfaction 100%

Front 28

The result of the service-profit chain is

Back 28

B. revenue growth and profit. 100%

Front 29

According to the service-profit chain, all of the following increase customer satisfaction,

Back 29

A. employee development programs.
B. employee productivity improvements.
C. employee rewards and recognition programs.

Front 30

The loop aspect of the service-profit chain refers to

Back 30

reinvesting in a high-quality service system

Front 31

To ensure the best chance to provide high-quality customer service,

Back 31

the internal and external customer must be valued equally. 100%

Front 32

Which of the following is NOT a supportive process for helping employees perform their job?

Back 32

increasing efficiency by “easing back” on safety rules and sanitation regulations 100%

Front 33

The starting point for developing a process for identifying customer expectations is

Back 33

internal service quality (in the service-profit chain).

Front 34

The “four rights” of internal service quality are

Back 34

hire, train, compensate, and retain.

Front 35

The following have been identified as major concerns of the internal customer except

Back 35

meeting the manager’s demands

Front 36

Communicating employer expectations to potential employees can

Back 36

lead to a reduction in employee turnover.

Front 37

The expectations of the internal customer

Back 37

should be a serious consideration of the operation.

Front 38

Customer service expectations of the external customer

Back 38

can be influenced by moments of truth

Front 39

Asking your bartenders how they like the new longer hours on Thursdays is an example of

Back 39

getting feedback from internal customers

Front 40

Collecting feedback from the customer should be

Back 40

management’s responsibility

Front 41

All of the following are ways to identify staff who can deliver prompt, friendly, and courteous customer service except:

Back 41

using the supportive processes of the service-profit chain.

Front 42

Determining customer’s expectations is important because

Back 42

you need to know what they are in order to satisfy them.

Front 43

All of the following are tools for identifying external customer expectations

Back 43

observation and questioning

demographic analysis.

conversation

Front 44

All of the following are tools for identifying internal customer expectations expect

Back 44

focus groups

Front 45

Gathering feedback from external customers is important because

Back 45

it lets you know how well you are doing

Front 46

You should obtain all the following types of feedback from internal customers except

Back 46

their satisfaction with suppliers

Front 47

You should obtain all the following types of feedback from external customers

Back 47

their satisfaction with the facility’s cleanliness.

their satisfaction with the food you served

their satisfaction with the service they received