Organising haute-cuisine service processes: a case study

Marc Stierand, Joachim Sandt

Research output: Contribution to journalArticle

6 Citations (Scopus)

Abstract

One of the essential aims of service process organisation is to increase the added value for the customer, thereby increasing customer satisfaction and stimulating consumption. In a haute-cuisine context, customers typically have a higher degree of uncertainty as they often lack the experience of receiving and judging quality in a haute-cuisine setting. This article reports on the application of service process organisation in a haute-cuisine restaurant. The case study shows that there is a significant need to reduce back office activities so that interaction with the customer or customer-facing processes can be increased. This can increase the added value for the customer and can result in higher profits for the restaurants as the customer is either willing to pay higher prices or to consume more. Routines should be implemented that align with segmentation and customer data, while undergoing a retraditionalisation of the service through know-how and interaction. Only interaction with, and integration of, the customer adds significant value that can be further expanded by providing an atmosphere where customer and co-customer have the chance to interact.
LanguageEnglish
Pages24-36
Number of pages13
JournalJournal of Hospitality and Tourism Management
Volume14
Issue number1
DOIs
Publication statusPublished - Apr 2007

Fingerprint

segmentation
atmosphere
services
Organizing
Service process
profit
price
consumption
Restaurants
Interaction
Added value

Keywords

  • process management
  • blueprinting
  • haute cuisine
  • restaurant

Cite this

Stierand, Marc ; Sandt, Joachim. / Organising haute-cuisine service processes : a case study. In: Journal of Hospitality and Tourism Management. 2007 ; Vol. 14, No. 1. pp. 24-36.
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Organising haute-cuisine service processes : a case study. / Stierand, Marc; Sandt, Joachim.

In: Journal of Hospitality and Tourism Management, Vol. 14, No. 1, 04.2007, p. 24-36.

Research output: Contribution to journalArticle

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