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A novel framework for customer-driven service strategies: A case study of a restaurant chain

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  • Chen, Li-Fei

Abstract

Importance–performance analysis (IPA) is a popular customer-driven tool that enables companies to understand market competition and identify improvement priorities for various attributes of products and services. Despite the widespread use of IPA, previous studies have identified specific deficiencies. For example, the managerial improvement directions derived from IPA are potentially misleading because they ignore the asymmetric and nonlinear relationships between attribute performance (AP) and customer satisfaction (CS). Furthermore, the relationship between AP and importance is erroneously assumed to be independent. By contrast, the Kano model offers useful insight into quality attributes based on the asymmetric and nonlinear relations between AP and CS. In this study, a customer-driven framework is proposed, integrating the advantages of traditional IPA and the Kano model to elucidate the market competition position of each service and product attribute, providing strategic improvement guidelines for managers to design service activities. By conducting a case study of a restaurant chain, we demonstrate the effectiveness of the proposed approach.

Suggested Citation

  • Chen, Li-Fei, 2014. "A novel framework for customer-driven service strategies: A case study of a restaurant chain," Tourism Management, Elsevier, vol. 41(C), pages 119-128.
    • Handle: RePEc:eee:touman:v:41:y:2014:i:c:p:119-128
    DOI: 10.1016/j.tourman.2013.09.003
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    References listed on IDEAS

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    1. Lin, Shu-Ping & Yang, Chen-Lung & Chan, Ya-hui & Sheu, Chwen, 2010. "Refining Kano's 'quality attributes-satisfaction' model: A moderated regression approach," International Journal of Production Economics, Elsevier, vol. 126(2), pages 255-263, August.
    2. Azzopardi, Ernest & Nash, Robert, 2013. "A critical evaluation of importance–performance analysis," Tourism Management, Elsevier, vol. 35(C), pages 222-233.
    3. Kurt Matzler & Elmar Sauerwein & Kenneth Heischmidt, 2003. "Importance-performance analysis revisited: the role of the factor structure of customer satisfaction," The Service Industries Journal, Taylor & Francis Journals, vol. 23(2), pages 112-129, March.
    4. Chen, Li-Fei, 2012. "A novel approach to regression analysis for the classification of quality attributes in the Kano model: an empirical test in the food and beverage industry," Omega, Elsevier, vol. 40(5), pages 651-659.
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    Cited by:

    1. Mikulić, Josip & Prebežac, Darko, 2016. "The Kano model in tourism research: A critical note," Annals of Tourism Research, Elsevier, vol. 61(C), pages 25-27.
    2. Hsiao, Yu-Hsiang & Chen, Li-Fei & Chang, Chao-Chin & Chiu, Fu-Hsuan, 2016. "Configurational path to customer satisfaction and stickiness for a restaurant chain using fuzzy set qualitative comparative analysis," Journal of Business Research, Elsevier, vol. 69(8), pages 2939-2949.
    3. Pan, Frank C., 2015. "Practical application of importance-performance analysis in determining critical job satisfaction factors of a tourist hotel," Tourism Management, Elsevier, vol. 46(C), pages 84-91.
    4. Chen, Li-Fei & Tsai, Chih-Tsung, 2016. "Data mining framework based on rough set theory to improve location selection decisions: A case study of a restaurant chain," Tourism Management, Elsevier, vol. 53(C), pages 197-206.
    5. Chen, Mu-Chen & Hsu, Chia-Lin & Huang, Chun-Han, 2021. "Applying the Kano model to investigate the quality of transportation services at mega events," Journal of Retailing and Consumer Services, Elsevier, vol. 60(C).
    6. Kuei-Hu Chang & Yung-Chia Chang & Kai Chain & Hsiang-Yu Chung, 2016. "Integrating Soft Set Theory and Fuzzy Linguistic Model to Evaluate the Performance of Training Simulation Systems," PLOS ONE, Public Library of Science, vol. 11(9), pages 1-29, September.
    7. Kuan-Mien Hsieh & Frank Pan, 2019. "Importance and performance analysis on the investor’s choice of an offshore mutual fund and a bank channel in Taiwan," International Journal of Finance & Banking Studies, Center for the Strategic Studies in Business and Finance, vol. 8(3), pages 01-12, July.

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