assessment 2 hanuri western sydney

First, identify a service that you think needs improvement. Provide a short description. Identify the problem in reference to theory. 2. Research the service and problem. – a) Including what users think and feel about the existing service. – b) Desk research what can you fnd out about your issue 3. Defne target markets and user personas. – a) Building personas – b) Building empathy with your personas 4. Brainstorm solutions. – a) Ideas generation – b) Filtering ideas – c) Building a solution 5. Develop and test low f prototype (you do not need to produce your solution; you need to have thought it through in suffcient detail to be able to explain your idea to users in order to complete the next step). – a) Test with users – b) Obtain feedback – c) Modify prototype taking into account the feedback you have received and your own ideas 6. Test and evaluate hif prototype (a more detailed concept as close to the actual solution you propose as possible). – a) Test with users in class presentation – b) Obtain feedback – c) Modify prototype taking into account the feedback you have received and your own ideas about what is feasible and appropriate 7. Design a better service. With reference to academic research justify why this is an improvement.

Assessment 2 Hanuri Western Sydney

The Service Enterprise (Western Sydney University)

Assessment 2 Hanuri Western Sydney

The Service Enterprise (Western Sydney University)

Table of Contents

1.0 Introduction 4

2.0 The problem of Hanuri 4

3.0 Research the service and problem 5

3.1 The user’s thoughts and feelings about the existing service 5

3.2 The desk research about the issues - what can you find out about your issue 8

4.0 The target customers of Hanuri 9

4.1 Building user personas of Hanuri’s target market 9

4.2 Building empathy with the personas 9

5.0 The target customers of Hanuri 11

5.1 Ideas generations 11

5.2 Filtering ideas 11

5.3 Building a solution 12

6.0 The low-fi test prototype 12

7.0 The hi-fi test prototype 14

8.0 The design of better service for Hanuri 16

REFERENCES 18

APPENDICES 20

1.0 Introduction

Hanuri is a Korean fast-food chain in Vietnam that offers a wide variety of traditional and

modern Korean-style foods at an affordable price Founded in 2009, it was among the first

restaurants that introduced Korean cuisine to the Vietnamese populace Up to 2021, there are a

total of six branches, all located within Ho Chi Minh city Hanuri's service could be illustrated in

the following service blueprint

Figure 1 Hanuri Service Blueprint

This report aims to provide the process that our group built to improve the service of

Hanuri restaurant by applying the principles and tools of service design thinking

2.0 The problem of Hanuri

Hanuri has come into operation for more than ten years and become a renowned

restaurant to Korean food enthusiasts in Ho Chi Minh city However, through the team's field

trip, survey, and online reviews, we have determined that the restaurant has confronted the major

problem: finding the optimal solution to manage production capacity and demand The Gaps

Model, defined by Parasuraman et al (1985), conceptualizes service quality as a comparison

between customer expectations and perceptions Skålén and Fougère (2007, p 110) further added

that the model's significance is "representative for gaining insights into customer's demands and

desires." In total, two main dilemmas, both related to the policy gap, led to Hanuri's difficulty

over managing the scale of production and demand

The first predicament for Hanuri's operation is the food making duration varies between

dishes Normally, meals served at Hanuri vary from 8 minutes up to 25 minutes, despite not in

the rush hour This delay caused a sense of dissatisfaction among customers, as the restaurant did

not deliver the "fast food" at the expected period The underlying root cause of this time

discrepancy lies in the restaurant's small space design that limits the kitchen space and its

production capacity

The second difficulty stems from Hanuri existing single queuing system, which prolongs

the order-taking process and adversely impinges the customers' in-store experience during peak

hour when heavily demand overloads (see Appendix A and B) Wirtz and Lovelock (2018)

suggested that the order-taking process should be "polite, fast, and accurate, so customers do not

endure unnecessary mental or physical effort" Besides, Lovelock et al also noted that "queues

are basically a symptom of unresolved capacity management problems" (2015, p 205)

3.0 Research the service and problem

3.1 The user’s thoughts and feelings about the existing service

A survey was conducted to measure the customers’ satisfaction level towards Hanuri and

identify some common hindrances According to the results, 53.5 percent of respondents said

they have been to Hanuri in the last 3 months (Figure 2) and 44 percent of them would like to

return to Hanuri again in the next week Furthermore, Figure 3 showed that more than a half of

the participants reviewed Hanuri’s service as “somewhat satisfactory” However, the rest showed

they were unsatisfied with the service, as illustrated in Figure 4

Figure 2

Figure 3

Figure 4

Figure 5

According to customer reviews on Foody, a local food destination review application on

mobile phones, Hanuri’s service was rated with an average of 7.3 points Satisfied customers said

they are content with the taste of food and food dressing On the other hand, many people

complained that their time waiting for their dishes made their experience unenjoyable, as

illustrated in Figure 6

Figure 6 Customers’ reviews.

In general, Hanuri’s customers have mixed feelings regarding Hanuri’s service, which is

demonstrated by the higher “somewhat satisfied” rate In fact, the negative reviews accounted for

a majority of respondents, which was caused by their dissatisfaction with Hanuri’s previously

mentioned problems Although the customers are still willing to pay for Hanuri’s service, they

believed that Hanuri should do more to create a better service experience Hence, Hanuri should

prioritise on improving its service to answer its loyal diners' expectations in the future

3.2 The desk research about the issues - what can you find out about your issue

According to the GAP Model of Service Quality, Hanuri’s problem over managing

demand and supply capacity caused by problems related to the policy gap (Gap 2) Wirtz and

Lovelock (2018) stated that gap 2 is the contrast of customers' perception and the standard that is

created for the service delivery by the executives To save the investment cost, Hanuri chose to

design a small space with only one order counter, leading to the long waiting line when it comes

to the peak hour and long waiting time for the customers' dishes to be served These issues drive

to the most two serious gaps: perception gap (Gap 5) and service quality gap (Gap 6), which

directly affect customers' judgment about Hanuri's service

4.0 The target customers of Hanuri

4.1 Building user personas of Hanuri’s target market

From the primary and secondary data, we concluded that most of Hanuri’s customers are

undergraduate and students who love Korean traditional food or want to try the food that is

representative of Korean culture They usually come to the restaurant in a group of more than

two people who like hanging out with friends, colleagues We interviewed and selected three

typical user personas among Hanuri’s target customers The reasons for these customers to visit

Hanuri are mainly due to safe and appetising food, affordable price, and high service quality

4.2 Building empathy with the personas

Looking at the first user personas, Khanh is highly price-sensitive and likes to eat good

food As a high school student who has to attend extra classes, Khanh has limited time to have

his meal Hanuri can easily meet their demand to customers like Khanh because most Hanuri's

dishes are affordable and adjusted to suit Vietnamese taste Because Khanh enjoys hanging out

with his friends, Hanuri can be an ideal destination because the restaurant family-style interior is

suitable for groups of 4 to about 8-10 people However, it is also nearly impossible for Hanuri to

serve customers in a group during peak hour like lunch or dinner due to a lack of tables and

chairs

In the case of Thao Nguyen, the second user persona, besides wanting a good meal,

service quality and food quality are another two important criteria for her dining choice One

common complaint shared between these two personas is their dissatisfaction with Hanuri's long

food waiting time, which resembles our group primary research result This particular service

performance gap is what caused dissatisfaction among Hanuri's customers

5.0 The target customers of Hanuri

5.1 Ideas generations

After gathering all valued opinions and recommendations of survey respondents, online

reviews, and through observations during our field trip, our team brainstormed and came up with

the following solutions:

 Recruit more employees

 Apply self-order kiosks (SOK)

 Redesign the physical queuing system

 Waiting-line entertainment

 Cleaning routine

 Apply more paying methods

5.2 Filtering ideas

Haruri has three main problems that affect the customer waiting process As previously

mentioned, it is difficult to change their servicescape due to the restaurant's policies Besides, it

is even more challenging to change the kitchen's acreage To do that, Hanuri is required to reduce

the size of the customer's dining area, which is also a narrow space On the other hand, the

queuing system is a problem that can be solved as the restaurant's policy or space does not

constrain it Therefore, we have to look for practical solutions to shorten the waiting line process

and improve transactions' speed

5.3 Building a solution

After filtering out all possible ideas, our team picked out two solutions that we thought

could solve Hanuri's current problem: adopting self-ordering kiosks (SOKs) and redesigning the

restaurant queuing system

6.0 The low-fi test prototype

Placing a SOK beside the existing cash register and adding one waiting line located

parallelly with the old one at the service counter can help Hanuri's customers to be more

timesaving when experiencing service at the restaurant Basically, SOK will replace another real

front-line employee role inside the new queue configuration (Figure 7)

Figure 7 Parallel lines to multiple servers - Hanuri’s queue system after redesigning.

Figure 8 The kind of self-order kiosk normally (Blackwell, 2019).

Lovelock et al (2015) states that the advantages of parallel lines to multiple servers that it

offers more than one serving station and enables customers to freely choose one of several lines

in which to wait More often, the customer prefers to wait at a shorter waiting line Given

Hanuri’s situation, the redesign of the current queuing system can help to improve customer’s

satisfaction by reducing customer’s agitation and dissatisfaction subject to the long waiting line

at busy times of the day as before Besides, customers are also able to directly build their orders

and payments only with a few simple taps on the Kiosk’s touch screen (Sakovich, 2019),

contributing to cutting down the amount of waste time for waiting in line and unnecessary

interactions Transaction in terms of ordering and paying occurs faster so that the waiting line

moves quicker, and the customers no longer have to wait a long time in the queue, and in turn,

making them happier As a result, the restaurant can get more orders thanks to this improvement

With these two prototypes, we expect Hanuri is able to improve the way it handles rush hour in

the future

7.0 The hi-fi test prototype

After presenting our low-fidelity prototype in class, we received some feedback from the

lecturer and other classmates Although the SOK and changing line configurations can reduce the

order-taking time, it cannot reduce the food waiting time In fact, these solutions create a whole

new problem, which is prolonging the waiting time Because when shortening the queuing time

and order time, customers can order faster, which increases the number of orders Hence, the

chefs would get overloaded with these orders, making customers wait longer to be served

Therefore, to solve the demand management problem, we have brainstormed and created two

new prototypes based on everyone's feedback and recommendations

First, we will offer a special promotion campaign for designated dishes during peak

hours We set a list of dishes that customers usually choose in two peak hours, then offer golden

hour promotions including discounts on designated dishes and group combos These items and

combos are changed according to weekdays to help customers have more choices and avoid the

boredom of fixed menus When discounts are applied to quick and easy recipes that share

common ingredients during rush hour, it can incite patrons' desires for said menu items This

effective use of discounts allows Hanuri to manage its kitchen capacity to ensure a seamless

service even with peak customer demand Therefore, managing demand and capacity is easier,

and customer experience can be increased by serving them faster Additionally, promotions and

discounts can also have neurologic effects on human psychology A study conducted by Dr Paul

J Zak, a professor of neuroeconomics at Claremont Graduate University, showed that receiving

discounts can positively impact people's happiness, promote positive health, and increase the

ability to handle stressful situations (Loechner, 2012) Essentially, when customers can save

money at Hanuri, they are more likely to feel happier about its service When customers feel

satisfied, they are more likely to spend more at the restaurant and return more frequently

Second, we will launch a pre-order service through Hanuri's own website and mobile app

Until now, Hanuri has no official website or mobile app Designing a brand's own website and

mobile app not only enhances its credibility, but also increases brand awareness and interaction

with customers The most notable advantage of using a pre-order service is no lost customers

during rush hour Often, the slow ordering process from the menu, food preparation, and waiting

for the bill are the main causes of service delays Hanuri can eliminate this inefficiency with a

pre-ordering app, which helps increase table turnover by bypassing the ordering process, food

preparation, and checkout altogether This service process is outlined in Figure 9

Figure 9 Timeline for Pre-Order to Dine-In

With the pre-order service, customers can order and choose when to eat through pre-order

service anywhere and anytime But to avoid the situation where guests have booked but not come

to eat, we require them to pay or deposit half of the amount in advance We provide many forms

of online payment through e-wallets and internet banking to help customers have more options

check-in with the staff to enjoy the food Besides, pre-ordering gives the chef more time to

prepare and pre-cook the dishes with the aim of faster serving and reducing waiting time Staff

can also manage the number of pre-ordered orders to avoid running out of tables when customers

arrive at the restaurant Moreover, knowing customer order beforehand also helps Hanuri provide

a better dining experience and effectively manage its kitchen inventory to reduce food wastage

Additionally, according to Statista (2018), just having an order-ahead service can directly impact

a customer's restaurant selection

8.0 The design of better service for Hanuri

The addition of a pre-ordering service provides a method for Hanuri to communicate with

its customers and help Hanuri offer efficient and accurate service, which can become Hanuri's

competitive advantage According to Customers 2020: A Progress Report (2020), customer

experience would become the key brand differentiator at the end of 2020, rather than price and

product Hence, to ensure that the customer experience at Hanuri always remains at a satisfactory

level, Hanuri's diners’ expectations must always be met throughout all three stages of service

consumption: pre-purchase, consumption, and post-encounter stage Overall, the application of

restaurant promotions and pre-ordering service in Hanuri's service design can help the brand

balance the scale of demand and production to improve its backstage efficiency and enhance the

prospect of satisfying a customer