Introduction

Lifestyle changes but there are items which in the western world have remained a basic fixture like pub or bar patronage. In some sense as in the UK, bar patronage is partly business and partly cultural with the difference between the two blurred by how service and the nature of business has changed through the years. One aspect of a business enterprise which is important in understanding sustainability of certain businesses is customer satisfaction. Customer satisfaction is a relationship between the client and the business as much as simple satisfaction of requirements and expectations of a particular service or product.

Satisfaction is a complex term and in a business sense it could be likened to a battle which has to be won if the business expects a repeat patronage. In businesses, such as a bar for example, wherein product (drinks and food) is combined with service (bar tendering and serving) the complex of customer satisfaction could be viewed in terms of the physical and intangible satisfaction. In making an agreeable situation for a customer, it is as much behavioral as material.

There are a number of business studies dealing with customer satisfaction and the human side of this complex situation. The author believes that there is a need for further clarification and popular models of customer satisfaction reevaluated as it pertains to the intangibles of businesses such pub or bar.

The significance of a study dealing with perception such as customer satisfaction as it affects business operation is in identifying and measuring the indicators of intangible factors such as what constitute a “nice person” or a “good service.” But once accomplished, such a study could give us valuable insights on what make certain items click and some items will flop. Understanding the dynamics of satisfying clients and winning their loyalty would definitely provide bar and pub owners and other businesses a cutting edge in highly competitive business such as a pub. Readily we come to see a certain business in new light if we go multi-disciplinary and apply psychosocial premises and theories on a particular business enterprise. Symbolic interaction is such a psychosocial construct which could be explored further as it applies to business organization and practices.

Objectives of the Research

The paper tackled a case specific situation, namely, the Raffles Bar and Kitchen which is a two year old establishment located in Cardiff, Wales.

The Research Problem

The paper argues the need for an appraisal of the symbolic meaning of the “pub” and derivative managerial concepts from the perspective of the consumers’ experience. Set against the background on the development of the “pub,” the paper explores the use of semiotics as a means of examining the symbolic meaning of pre-modern, modern and post-modern pub formats. The paper draws on extensive interviews with a stratified purposive sample of customers of pub formats in the north-west of England to undertake a semiotic appraisal of the reason why consumers “think the thoughts they do” about managerial developments of this distinctly social phenomenon.

The theory is based primarily on Mead’s assertion that behavior is determined ultimately by the individuals in a social context with a distinct set of shared thinking represented by symbols which are so ingrained in the everyday life of people that it is altogether almost at the subconscious and automatic response as exemplified by habits or routines.

Applying such a theoretical underpinning to bar management in relation to customer satisfaction therefore necessitates a strong conceptual framework of a re-appraisal of a pub as social enterprise or a lifestyle business. The element of sustainability that of making profit at the end of the day could be viewed as subsumed by the enterprise that is the greater number of patronizing the establishment at the current prices the better for the company.

Customer satisfaction may be the sole reason for winning customers and it may be cloaked in symbology. Bijker introduced the concept of interpretative flexibility and relevant social groups in the process of giving meaning and hence importance to artifacts or technologies such a fully stocked bar for example with the pleasantries modern technology could offer. It is not only the inherent qualities of certain things or items but the meaning associated with it are relevant social groups which determine its usage and importance in certain social settings. The question “What is a good bar?” therefore takes on a new tact once viewed in symbolic interactionist point of view.

It could only be one factor for winning and nurturing customer loyalty, but it could be the strongest factor. Although there are other factors that influence customer loyalty, like attitude and behaviour, customer satisfaction seem to dominate these other factors because the customer’s behaviour and attitude is subject to change once his satisfaction is brought to the fullest. The science of customer satisfaction most of the time influences the memory banks of a customer in the sense that the satisfaction brought about leaves an imprint inside.

Hypothesis

The general hypothesis which the paper wanted to test is that customer satisfaction is a function of bar or bar service staff performance. Though, the paper is mainly qualitative in nature, it is hoped that psychosocial indicators could be identified which when evaluated could give us a fairly accurate basis for rejecting such a hypothesis. As the paper is to a great extent, because of its qualitative and descriptive nature, its approach is compatible with grounded research techniques. Hence, other hypotheses are expected to arise. The main point is being able to show the underlying trends. Trends could be viewed as manifestations of possible relationships between the material and the intangibles such as symbols associated with it.

The Research Venue: Raffles Bar and Kitchen

The establishment under study is located in Cardiff Wales and is owned by a company which operates other branches. The location is proximate with good access from business establishments and a university at its immediate vicinity.

The bar and kitchen which served as the setting of the study offers a combination of traditional and oriental cuisine and its bar section offers a wide selection of cocktails. Sample menu of the bar could be seen in the following:

Cocktails

· bloody mary vodka, tomato juice, worcester sauce & tabasco £3.50
· singapore sling gin, cherry brandy, soda & lime juice £4.50
· screwdriver vodka, orange juice & grenadine £3.50
· sex on the beach vodka, peach schnapps, orange juice & cranberry
· juice £3.50
· long island iced tea vodka, bacardi, tequila, gin & triple sec with
· lemon juice & coke £4.50
· sea breeze vodka, grapefruit juice & cranberry juice £3.50

Significance of the Study

The research is mainly significant because of its attempt to an often ignored subject matter in business management that of perception. It may be a difficult topic to develop given the high subjectivity associated with perceptual studies especially in attempting to pinpoint particular core human value at work. Researchers are normally uneasy with studying something which is quite difficult to quantify and wherein trends or behaviour patterns is all we can observe. But nevertheless this research gap needs to be filled and the author believes that any academic attempt combining theories and principles from different disciplines may be of help in developing approaches and concepts to expound the intangibles at work at given concrete social experience as drinking in a bar.

This research is significant to managers, hotel owners, human resource specialists, researchers and other people interested in understanding the relationship between satisfaction and loyalty or whether one leads to the other. At the same time, this would provide useful advice and suggestion for the future researchers as a reference or research direction.

Review of Literature

Pub and Bar Staff

Definition, Classification, and Evolution of Pub

Though not an ambiguous term, the word pub connotes more than one definition. In fact, the term itself underwent a sort of evolution. The old definition of the word alone has been associated with several meanings, not to mention that it has also transcended towards more modern definitions. The etymology of the word pub came from public house, which was originally defined in 1574 as “any building open to the public (Harper 2001).” The word “pub” is also short for public place (Spitzer 2005). This old definition was then refined in 1669 as “an inn that provides food and is licensed to sell ale, wine, and spirits (Harper 2001).” In 1768, the British slang “pub” was termed synonymous to “tavern” (also a British term), which is a building that is comprised of a bar and public rooms that usually serve light meals (University 2005).

Currently, however, a pub is more commonly known or defined as “a place of business where alcoholic beverages are sold and drunk (Mifflin 2000).” Aside from public house, pub is also considered synonymous to saloon, pothouse, gin mill, and taphouse (University 2005).

As public houses have been popular in the United Kingdom since the 1500s, pubs today possess a rather historic connotation. This nuance also applies to the different types of historic pubs known in the modern age.

Ale houses are historic pubs which were originally enterprises of ale brewers themselves that they manage in their homes. This tradition was promoted by the Danes and the Saxons when they came to Britain after the Romans. The houses which manufacture the best ale supplied ale to their friends and to other neighboring houses. When a new batch is brewed, a garland of evergreens is displayed on a pole by the window, to signify that ale is being sold. Thus the tradition of ale houses began, and they used to be a spot for social gatherings, where peasants and tradesmen were the usual customers (Spitzer 2005).

Although considered as a historic pub, inns, on the other hand, were more inclined to accommodations rather than food and drink. Being good brewers, it was monks who established inns and hostelries near grounds for worship, as they provided accommodations for wool and fur traders as well as pilgrims (British Embassy 2005). It was for this reason that inns used to be closely associated with the Church.

As ale houses and inns housed peasants and traders, taverns were used to be frequented by the upper class. Taverns served food and drink, unlike ale houses which only served drinks, and inns which served meals and drinks and also provided accommodation. Taverns were a custom brought by the Romans, and were originally visited by the upper class in order to be seen, for it was a kind of status symbol then (Spitzer 2005).

Like ale houses and inns, coaching inns also catered to travelers. Coaching inns were visited by travelers for it is a place where they can rest their horses (Spitzer 2005). The Turnpike Acts of 1663 brought good paved roads and also encouraged the construction of large coaching inns along all the main routes throughout the country (British Embassy 2005).

The Romans were among the first ones who introduced the pub tradition in Britain. Their first taverns thus displayed vine leaves to publicize sale of wine in the establishment (Louisiana 2004). However, as vine leaves were unheard of in Britain, the first taverns used the bush as a substitute. Quite ironically, the notion was derived from the old proverb, “good wine needs no bush.”

It is indeed known that the Romans were the first to introduce the idea of taverns, but it is not known exactly when this took place. What is only known is that since then, Britain has seen more than a thousand years of brewing tradition. There appears to be no exact clue as to when and which pub first opened for business. Most probably, it could have just been any of the ale houses which began selling their merchandise in their own homes.

British pubs underwent quite outlandish events as well as some predicaments during the years of old. In 965, King Edgar decreed that there must be only one ale house per village, when he decided that there were already too many establishments in the country (Louisiana 2004). Two centuries later, British pubs were enforced a beer tax, called the Saladin Tithe, which was even raised by King Henry II during that time. In the 13th century, country ale houses became popular because of another tax that was Scot-imposed on ale purchased in towns. Thus, drinkers went to outside towns to enjoy ‘Scot-free’ drinks (British Embassy 2005).

During the Middle Ages, pilgrimages to religious grounds were quite popular thus monasteries became a sort of guest houses that provide lodging, just as wayside inns were constructed around religious sites to accommodate the pilgrims. It was not unusual even then for monks or brothers in the monasteries to indulge in drinking bouts with their visitors, thus these sorts of inns were included in the historic pub tradition.

The pub name The Red Lion became truly popular in the 17th century, when King James VI of Scotland became King James I of England. He decreed that the red lion of Scotland be displayed in all essential establishments, including taverns. The succeeding centuries exhibited the growth of Britain alongside the developments in the pub industry. During the 18th century, coaching inns were at their prime. The 19th century was the age of railways, when many pubs were constructed near railway stations, to accommodate more travelers. The pub industry also helped house construction during this century, for the business gave rise to funds that enabled developers to build rows of adjoining houses, thus leading to the “angle plot” or “T-junction” pubs that have survived until the present day (Channel 2004).

Classification of Pubs

Pubs are definitely in demand in Britain- not only by the people there but also by the tourists. But there are different types of pubs to choose from.

Local Pub

One of them is the local pub. British people usually call this as “my local”. They call it like that not because it is the one nearest to their home but their favorite pub in their community. This particular pub can be usually seen in a residential area, village, or a local town. This kind of pub is usually found in street corners or in the middle of a row of houses. This type of pub is often visited during evenings and weekends since it is located near residential areas and is empty during working days. When it comes to the décor of this pub, a wide variety is available. Sometimes, the decorations are related to the name of the pub. In a local pub, you can see people in different ages and classes since the people within that area come in different variations. When it comes to behavior, people in a local pub are very friendly and sociable since this is the place where the natives and townspeople get the chance to meet and talk. Here, they exchange ideas, gossips, and talk about anything under the sun. Although this kind of bar is located in the local area, you will also feel welcomed because the local publican is very friendly and helpful. When it comes to drinks, the local pub is limited to British drinks such as beer, cider, spirits, etc. Fancy cocktails and other drinks like iced tea are not likely to be available in a local pub. Wines are also limited in local pubs. Food in a local pub may or may not be available. If it happens to be available, only simple foods will be served such as pies, sausages, and sandwiches. However, almost all the local pubs offer chips and nuts.

One of the roles of the local pub is for social bonding that is why pub games are most likely to occur in a local pub. Darts, pool, and dominoes are the most common games played in a pub. When it comes to music, some local pubs have jukebox while others just play CDs. There are also local pubs that have live bands and there are some who just have radio on and some may have none at all.

Family Pub

Another type of pub is the family pub. Since many parents are pub goers and most of them are not able to go to pubs because of their children, family pubs are very suitable for these type of people. Many parents are not able to enter pubs when they are with their children because they are underage. This type of pub allows children under 14 as long as they are accompanied by adults. This is the reason why pubs are so in Britain.
Actually, there are two types of family pub. There is the local family pub and the specialist family pub. The local family pub is a local pub which allows children to enter the pub. This kind of pub is usually found in the suburbs. The specialist family pubs can be found in town centres, roadside, or almost anywhere! When it comes to the time of visiting this type of pub, daytime and early evening would be best. Oftentimes, these pubs have signs or banners that welcome children. The decoration of this pub is not really far from the local pub. Even the specialist pubs still maintain the pub atmosphere even though there are children visitors.

Student Pub

Britain is also famous for its university towns, such as Cambridge, Brighton, Edinburgh, and Oxford. These are only few of the popular tourist venues. They are not only known for scholarships they offer but also for their ‘tourist attractions’. In the university towns, student pubs can be found. Students most likely to go to the pubs that are located near their residence since most of them have no cars. These pubs are decorated with news-sheets, scarves, flags, paraphernalia, photos, posters, and some totems of their sub-culture. Customers of student pubs, generally, are free or democratic, easy-going, and congenial. Privacy has less value to this sociable crowd. Oftentimes, their informality tends to cover their obedience to some pub etiquette.

However, parents of these students have nothing to worry about since student pubs have different service style. It may seem that the publican is lenient to the students but it is assured that he/she imposes parental authority. Furthermore, students, especially those ‘natural leaders’, are also hired by the publican to be bar staff. These students are those who can make others follow.

So far, students’ favorite drink is beer. It is cheaper yet more satisfying than wines. Along with beer, the common food served in student pubs are snacks and ‘pub grub’. More likely, students prefer vegetarian options than normal. Since students has low budget, the prices of these beverages and food are very affordable.

To add to the party atmosphere in the student pubs, traditional games can be found in this type of pub. Very popular among students are darts and pool. These games are no big deal to the students that anyone can easily join them. There are also some pub quizzes being held in student pubs. These are more competitive but still are just friendly games to the students. Aside from these traditional games, recent innovations can also be found in student pubs such as pin-ball machines and other electronic games.

Finally, student pubs cannot be complete without music. Publicans usually play the latest sounds in towns and other customers’ favorites. Since students patronize live music, some pubs feature local and student bands.

Estate Pub

The estate pub is under the local pub. This kind of pub is a true native habitat and has never been reached by tourism. As it is called, estate pubs can be seen exclusively in housing estates. Normally, these pubs are empty during the day because people are at work. Only during evenings and weekends these pub can be found with customers. However, in some areas with higher rate of unemployment, pub-going is most probably during Friday or Saturday evenings or during lunchtime of Sundays.

The structure of the estate pubs is relatively big with two or more spacious bars. Also, these pubs often have large function rooms and a separate room for games. Actually, estate pubs are more functional than artistically satisfying. Oftentimes, the buildings of these pubs can be found hung with several posters and banners of advertisements of events, activities, and other promotions. If these pubs are not yet renovated or redecorated, they would have a scruffy look. Carpets are worn out, furniture and other stuffs are scraped, and other things featured in the pub seem like a living room of an ordinary family. Further, some hand-written notes for regular customers can be found inside the pubs. These are usually congratulating notes to their birthdays and wedding anniversaries. The regular customers are the residents of the housing estate. Very seldom can that pubs be found with strangers, except if there is a special occasion or event. Also, estate pubs’ customers are related to each other.

Like any other local pubs, bar staff in estate pubs are friendly and accommodating. They often call their customers as ‘mate’ than ‘sir’. Customers and staff treat each other equally. Bar staff will not let customers talk to them like servants. There is respect in each person inside the estate pub. In terms of food and drinks, there are no intricate cocktail drinks served in estate pubs. Similar to local pubs, drinks are limited to beer and spirits. The food served is simply ‘pub grub’.

Important elements of estate-pub life are games like darts and pool. However, in some estate pubs, there is a separate room for playing pool. This room maybe has more than one pool table.

When it comes to music played in an estate pub, the publican usually play safe. It is because its customers have varied age and lifestyle. Nevertheless, it would be a loud night when it is time for Karaoke! It is a past-time brought by Japan that involves singing of a person with back-up tapes. Karaoke is very popular in estate pubs. During Karaoke Night, the singing is ‘usually loud and unskilled’. This makes the pub’s atmosphere bubbly and affable.

Bar Staff

As an establishment, pubs, also popularly known as bars, need a staff. Bar staff are commonly known as bartenders. Aside from pubs, bartenders are also hired in clubs, wine bars, cafés, and hotels (LearnDirect 2007). Their job description mainly include serving drinks and other beverages (sometimes even food, but finger foods and snacks usually), mixing cocktails, collecting payments, and sometimes providing entertainment through flaring bottles. Like any other establishment, however, bars need to be maintained in terms of sanitation and stocks. Thus, bartenders may also be required to do the basic stuff such as washing glasses and other bar equipment and/or utensil, emptying and cleaning ashtrays, managing storage of empty bottles, as well as clearing tables and the bar counter regularly (LearnDirect 2007). These jobs must be accomplished daily: before, during, and after operation. Bartenders must also be capable of engaging in conversation with customers, and giving off an aura that is both welcoming and friendly, despite the long hours and the physical fatigue. Bar staff must also be prepared and adept in handling trouble and disputes with or among customers, if they cannot really be prevented, since alcohol usually triggers bold behaviour.

The bar staff is usually comprised by a head bartender, bartenders, and barbacks. Other personnel include the cashier, cooks, waiters, dishwashers, and sometimes even security personnel. Some bars even have flare bartenders, who are trained in flaring bottles and mixing cocktails to entertain customers. The head bartender takes care of the bar needs before and after shift, as well as the management of stocks. The other bartenders assist him in entertaining customers, service, and mixing drinks during operation. Barbacks serve as backup, and they are the ones who usually gather supplies from the storage room during operation, when the bar stocks have almost run out. The bar staff, during operation, take and serve orders, deliver bills and collect payments, buss tables and the bar counter, and even mix cocktails and supply the customers’ other needs. After shift, they also clean up the premises and replace the stocks.

The working hours of bar staff can be long and are usually during evenings onwards. Evenings, especially during weekends, are particularly demanding. Hence, bar staff are required to combat drowsiness, if not get used to the working hours, and be of keen stamina. Full-time employees usually work in shifts, although many bar employees work only part-time. During late 2005, more flexible working hours were introduced. Hence, establishments were provided the possibility of a 24/7 hour opening, thus adjusting the shifts or working hours of the staff (LearnDirect 2007).

It is also an advantage, if not required, for bar people to possess several special skills (LearnDirect 2007). As it is inevitable for bartenders to engage in small talk with customers to maintain the friendly and welcoming aura of the establishment, good communication skills are a plus. An outgoing and fun personality is also an advantage, being that a pub or bar is supposedly a place for leisure, fun, relaxation, and social interaction.

Also, like any establishment, bars usually require their staff to be smart and neat in appearance, for crews must look nice in order to promote a good image of the establishment, if not attract more customers. Bars, in the same way with other establishments with more or less the same merchandise and service, deal with difficult customers every once in a while. The bar staff must be tactful and diplomatic in dealing with such situations, to maintain order within the establishment and prevent trouble that might result to bigger problems such as damages and loss of regular customers. The bar staff must also be physically fit, for the work includes long hours and sustained energy, as the job is also physically and even mentally, if not also emotionally, straining in some cases. A good memory is also an advantage, since bar staff takes and delivers orders (LearnDirect 2007). This is especially applicable in situations wherein several customers have special requests. A good memory will help a bar crew deliver or comply to the requests immediately. Skills in numbers are also an advantage when it comes to collecting payments (LearnDirect 2007).

Generally, as with any employee in any establishment, bar employees must be honest, cooperative and works well in a team, and flexible and capable of adapting to special circumstances.

Training

For training specifics in the field of bartending, the British Institute of Innkeeping (BII) offers courses and gives awards in several areas of specialization in the field such as customer and drinks service, beer and cellar quality, responsible alcohol retailing, Professional Barperson’s Qualification, and conflict management (LearnDirect 2007). Head bartenders, as they are also assigned supervisory responsibilities, may obtain a Personal Licence Holders qualification from the BII.

Alcohol Focus Scotland offers a rather quick training. It offers a ServeWise On-Licence course, a six-hour course split into two units namely, Licensing Law and Introduction to Alcohol, and Alcohol and People Skills (LearnDirect 2007).

In England, apprenticeships are also split into levels, and are available to job seekers under 24 years of age. Apprenticeships are offered in level 2 and advanced apprenticeships, level 3. Apprenticeships also vary among different areas (LearnDirect 2007).

Job opportunities for aspiring bartenders are available not only in pubs or bars, but also in clubs, hotels, restaurants, casinos, and other leisure-catering establishments. Theatre bars, holiday centres, sports clubs, airport terminals, as well as ships, trains and aircrafts may also hire bar staff (LearnDirect 2007).

Promotions are also feasible for bar employees, especially those with excellent skills and hard workers. Bar crews who are truly experienced and well-trained can be promoted to become supervisors, deputy or assistant bar managers, and finally bar managers (LearnDirect 2007).

Salary figures vary greatly among bar employees, depending on the establishment they are working for, as well as the location, type, and popularity of the pub or bar. Full-time employees usually receive a starting salary of about £9,000 annually. Bartenders with experience, on the other hand, can earn up to £16,000. Of course, the regular salary excludes tips (LearnDirect 2007).

Customer Satisfaction

When we talk about public places that offer service to the people, we always associate it with how well we have received service from them, whether they are approachable, friendly and such. We set standards that should be met in order for us to receive a value for our money. This is the underlying concern that we should always consider. Giving the people what they have paid for. Thus, we measure this value for the money with the satisfaction they receive, whether or not the like the service, or the merchandise that we offer.

The Definition of Customer Satisfaction

Customer Satisfaction is one of the most critical and most important aspects to consider when it comes to the concept of costumer service. The level of service should be permanently maintained and should be kept high so that you can be assured that the costumers are pleased with what you give them. You should also meet their demands, not only by your standards, but by their needs. You should be able to give excellent service and assurance that they can rely on you whenever the need be.

Considering the meaning of satisfaction, we could put it in line with the concept of gratification. Gratification is defined as the positive emotional response because of the fulfillment of a certain desire. In the context of pubs, we are considering the concept of the fulfillment of the desire with the immediate need to interact with people, to eat, drink or unwind. In our present time, most of us are living in a fast-paced lifestyle, wherein we always think of work all throughout. We don’t have time for ourselves when we are working, because we are looking towards earning or reaching a goal. But after a few days of tedious work, we always end up wanting to unwind and relax. We often think of rewarding ourselves, and this is where the pubs come in. It offers a place of comfort and relaxation, a recreation area for the tired working class.

The Measurement of Customer Satisfaction

There are also other factors how to achieve the satisfaction of the costumers or the pub-goers. It will be dependent on the quality of the services they provide, the size of the venue, etc. By then, various pubs and bars are classified and ranked based on some grading schemes and characteristics basis. More likely, Human Resource Management makes way for the bar or a pub area to be competent. And competitive success is on their hands. The pubs do such activities that will, and practically had been successful, some events on the hotel itself to attract costumers. Some of these are features wherein family gatherings, get-togethers, parties and many more can be held at the hotel’s lobby. Other hotels do such promotions as discounts and other seasonal promos. In this way, they can pull more costumers to the pubs, or sometimes the can get patrons or pub mainstays. There are a lot of ways to do promotion that these pubs do to be competent within this continuous emergence of hotels that promotes global competition.

Basically, measurement of Costumer relies on what these pubs and bars have to offer. The standards are set among them, depending on what they have to offer, like the food, the drinks, and the bar’s personnel. They will be measured depending on the reaction of the costumers, since they are the ones who are being examined here. It is their interests and welfare that is on the line that is why when you measure costumer satisfaction, you need to have costumer involvement. This may be through surveys that they get to fill up after coming to the place once or twice. It could be in the form of questionnaires that they have to fill in regarding on the improvements of the bar or pub, and more.

The Importance of Customer Satisfaction

Customer satisfaction is an important goal not only for pubs but also for many business institutions. This promotes more costumer turnouts, increasing their recent consumptions of the goods or services that is being offered. This is necessary to promote costumer loyalty among the people availing of their services.

Srinivasana considers some researchers’ viewpoints in her discussion of loyalty. She cited Assael’s definition (1992) of brand loyalty, “a favorable attitude toward a brand resulting in consistent purchase of the brand over time.” On the other hand, she mentioned the four categories of loyalty according to Brown (1952), (1) undivided loyalty, (2) divided loyalty, (3) unstable loyalty, and (4) no loyalty, based on the purchase patterns of consumers. Lastly, she cited that Engel & Blackwell (1982) defined brand loyalty as “the preferential, attitudinal and behavioral response toward one or more brands in a product category expressed over a period of time by a consumer.

However, Brian Woolf, a global leader in loyalty marketing said that there is no universally accepted definition of loyalty only given theories. This is the great challenge the practitioners have to address, he added. According to him, a measurable and understandable definition of customer loyalty will promote harmony on the marketing industry.

Based on a study conducted from 600 individual customers who belong to different customer levels, researchers found out that corporate image have an effect on customer loyalty while customer satisfactions have not. This finding challenges the common notion that customer satisfaction is the proof of customer loyalty

Leisure Satisfaction

The Definition of Leisure Satisfaction

During the earlier days, brewing companies generate profits not only through brewing beers but also through selling their beers in different british pubs that they also happen to own. In that way, not only do they make profite through brewing beers but also through selling to the consumers. Because of this, the government demanded for the breweries and pubs to separate. Because of this requirement, pub owners became more focused on satisfying their customers. Pub owners concentrated on selling to the general public. However, the public continues to become more particular on their wants that’s why pub owners still think of different ways in satisfying their customers. (Pratten 2003)

Leisure satisfaction is basically the measure of how much the individual’s basic needs are satisfied because of leisure. Leisure can come in different forms. Leisure satisfaction determines whether the individual’s needs are attained through leisure.

Leisure Satisfaction Scale (LSS)

It is mentioned above that leisure satisfaction can be measured. There are six scales when measuring leisure satisfaction. They are psychological, educational, social, relaxation, physiological and aesthetic. (Pratten 2003)

Services Marketing Research

Customer Centrality

The centrality of customers in any business holds to be the crucial foundation of the development of the business establishment not only in the immediate timeframe but in the expansion of the business venture in the long run. It is not only the fact that customers are the ultimate outlet of products from which the sales of the goods and services are to traced but also the fact that customers who avail of the products of any business establishment eventually shape its general public image which contributes all the more to the internal and external strength of the establishment. Thus, the core of the business mechanisms found in every industry or corporation is shared or must be shared upon by the perceived role of the customers.

In all these aspects it is inevitable that customers, to a certain level, have to be taken cared of in the sense that the welfare of the customer prior to, upon, and even after purchasing either the services or products being offered should be viewed with a critical share of the attention of the entrepreneur. Prior to the purchase of the products or services being offered, customer centrality can be clearly observed from the treatment given to the customer through an extensive presentation of the background information available, imparting the relative importance of the offered products and expounding on the way in which the goods being offered can address the needs and expectations of the customer. Upon purchase of the item, it is expected that customer centrality is taken to a higher level since the very purchase of the item or service entitles the customer to additional business privileges. The commencement of the transaction and up to the post-transaction gives way to a higher degree of liability on the part of the entrepreneur depending on the tenure of agreement.

Among the firms themselves, internal operations reflect the significance of the customer. The delivery of the products and services to the customer is firmly rooted on the systems integration of the company as the main problem-solving capacity of the firm in addressing the possible demands and the imminent needs of the customers. Careful research and planning is maintained in order to meet an in-depth knowledge implicitly required in eventually fulfilling the satisfaction of customers (Morning Advertiser 2001). Thus, the very internal mechanisms of the companies are not only seen to be designed in such a way that they guarantee the strength of the company in general but are also configured according to the perceived expectations of the customer hence the primacy of the centrality of customers.

Customer Expectations

It is of crucial importance to primarily consider the needs of the customer as well as their likes and dislikes in terms of services and goods to have a better grasp of customer first theory. In essence, having an in-depth knowledge of what it is that the customers are looking for and are capable of purchasing, along with their relative expectations on services, provides the necessary background for a comprehensive understanding of the core value of placing customers first above everything else. Since the very life of any company strongly depends on the marketability of the goods and services they offer, it is therefore necessary for these firms to put premium emphasis on what attracts customers and what pushes them off from purchasing items.

Based on the market survey conducted by Janye Mee in late 2001, customer expectations for a pub could be determined from the following six “moments of truth”: Arrival(e.g. the pub’s appearance and the greeting from bar staff), Order(e.g. Does the bar staff have enough product knowledge and information?), Delivery(e.g. Is the product served in clean glasses or plates at the appropriate temperature? ), Payment (e.g. Is the bar staff swift and efficient? ), Toilets and Facilities(e.g. Are they clean, tidy, and in good order? ), and Departure(e.g. Does the bar staff say thank-you and good-bye to customers? ).(Morning Advertiser 2001) For the most part, the first two “moments of truth” reflects the pub’s preliminary approach towards meeting the consequent responses of the customer. That is, these two are anticipatory remarks which cater the perceived initial and consequent responses of the customers prior to ordering items or services inasmuch as these two initial moments build an immediate image of the pub with regards to the customer’s expectations. The delivery of the ordered and purchased items brings into context the primary reason as to why the customer purchased such items in the sense that the products are in essence what the customer seeks in the pub quite apart from other additional services rendered. Moreover, the manner in which the item is delivered reflects as well the quality of the pub’s service which elicits, in one way or another, certain responses from the customer. These responses may either be favourable or unfavourable on the part of the pub which, in any of these cases, highly defines the business establishment in general. On the other hand, the manner in which the pub collects payments from the customers also has a bearing on the overall satisfaction of the customers. The bar staff has to greatly consider the precise timing and right situation in collecting payments, otherwise the customer, though required to pay for the cost of the purchased items, will tend to reflect hesitance towards the collection of payment. Inasmuch as timing is crucial, the swift and efficient handing of change for payments are of equal significance as well for the reason that it builds a certain short-term relationship between the customer and the staff of the establishment which creates a corresponding image to the pub as a whole. Lastly, both Toilets and Facilities and Departure address the factors which eventually seal the business transaction between the customer and the pub. While a good maintenance of the former helps in assuring that the immediate health concerns of the customers are taken into consideration, the latter does not only help in guaranteeing that the course of the customer’s stay in the pub is without undue circumstances but also assures to a certain degree that the departure of the customer is a sort of a sign for a possible return of the customer.

In particular, the importance of general cleanliness including both of product delivery and toilet maintenance was highlighted in other researches (Jones and Howard 1998; Harrison 2001; CAMRA Press 2004). It must be noted that the cleanliness of toilets highlights the crucial fact that an unpleasant toilet will most likely provide discomfort on the part of the customer and can be an appalling reason for the customer to either leave the pub in utter discomfort or to never return again for reasons that may have a direct effect on the health of the customer. In such a case, standards of sanitation of sanitary practices have to be looked upon by the bar staff in meeting the expectations of the customers. Equally significant is the cleanliness of the product delivered. Unclean products served to customers will elicit negative responses and will greatly affect future clients from purchasing items from the pub. Further, the necessity of the professional product knowledge of the bar staff should nevertheless be stressed (Halstead 2002). In order to have a staff armed with the sufficient knowledge on the alternative choices the customers may wish to look upon, the staff should have the needed background of information with regards to the products they offer in the pub. By acquiring such sufficient knowledge, the bar staff will not have a difficult time addressing the needs of the customers and the efficiency of the staff in providing what it is exactly that the customers are looking for in the pub. Once this is established, it creates as well a friendly atmosphere between the customer and the bar staff in the sense that the fluid identification of the orders of the customer creates a pleasant picture between the staff and the customer. Thus, it is also important that a thorough knowledge of the bar staff with regards to the products the bar offers should nonetheless be treated as one factor in meeting customer’s expectations. Far more importantly, the friendliness of a pub as manifested in a very “welcoming” bar staff (Leech 1995; Zeithaml, Berry et al. 1998; The Publican 2003; CAMRA Press 2004) is of great use in creating a comfortable and warm drinking ambience for customers.

Customer Response

The effect of customer response can be identified with the capability of the establishment to provide the necessary supply for the available demands from the customer (Woodside and Daly 1989; Skinner 2005)Given an increase in the demand from the customers for the supply of products affects the capability of the establishment to fill-in and meet the total quantity of orders through a consequent limit of the establishment’s capacity to supply products for the increase in demand. Thus, the establishment can merely meet orders which exact the amount of available supplies. The possible consequence of this failure to catch-up with the increase in demand is the decrease in the number of customers because of the inability of the establishment to retain customers by supplying all of the demands. A possible effect of this is that customers will look toward the other establishments who still have the available supply of products. Consequently, with the lowering of the demand, the establishment can then be able to readily provide the supply of products to the customer according to the availability of products. With this in mind, costumers acquire a prompt delivery of their demands which eventually boosts the attractiveness of the establishment to these customers and to other possible customers which brings a renewed rise in the level of demand.

Furthermore, even if the establishment holds the most renowned products in the world or in a given geographical area, it does not give further assurance with regards to the preference of the customers. Rather, by having a strong sense of response to the immediate and long-term needs of the customer—depending on what product is being offered by the establishment—customer satisfaction is almost guaranteed and that the longevity of the establishment in the marketplace is seen with higher chances of survival. If the bar staff makes the customers wait before their orders are taken, or if they place customers secondary or subordinate to the rest of the concerns of the bar the result will be that of an establishment having the best products yet lacking the customers to purchase them because of the lack of immediate response given to costumers. It may be the case that the pub offers the best drinks available in the market yet an unsatisfactory customer response pre-empts the customers from eventually taking their orders.

Steve Dorris offers at least five steps as guidelines for the success of the establishment in terms of an efficient customer response bar staff. First of these steps is to “develop a customer response policy”. This initial step is equivalent to a blueprint or outline for the attainment of customer satisfaction. By starting with a mission statement and continuing with the outlining of objectives, procedures and goals and eventually building these aspects customer service experience will be primarily enhanced. Second, it is required to “develop a customer response centre” for it serves as the office or edifice for bringing into actuality the policies formulated in the first step. Further, it functions as the control centre for all the dealings involved within the customer service department. The relative size of this infrastructure may widely vary depending on several factors such as the size of the operations of the establishment and the number of workers and perceived customers. Nevertheless, what is important is that the infrastructure should be essentially patterned according to the needs of the customers and the capability of the establishment in meeting these needs. Moreover, to “develop a customer response service team” is another step to consider. The very components of this team are the primary measure in determining the satisfaction of the customers such that the team is subdivided according to specialties and skills so that every possible customer query is properly met. The next step is to “build or buy a customer response application” which may range from a simple piece of spreadsheet or a relatively small document posted on a bulletin board to complex software which records a database of history of customer responses and client information with regards to the purchases and demands of products. Last but not the least, developing a “customer response reward program” is also a crucial step in building an effective customer response. The core principle behind this step is to keep customers coming back to the establishment and prompt them to continue purchasing the product or other products being offered. The loyalty of the customers—or the so-called “regular” customers—can be maintained and even increased by providing discounts as well as incentives to these loyal consumers and through a pro-active approach to the needs of these people (Woodside and Daly 1989; Skinner 2005).

Far more importantly, customer response management is essentially about the effective and efficient communication between the bar staff and the costumers so as to bridge the demand of the costumer from the capabilities and supplies of the establishment along with the services attached to it (Woodside and Daly 1989; Skinner 2005). From the ability of the bar staff to address the increase in the demand of the costumers to the capacity of the customer response team to assure the possible return of the costumers in the future, customer response indeed holds not only a peripheral role in the survival and expansion of pubs but also a main position in the assurance of the customer’s loyalty to the establishment.

The Establishment and Development of Customer Relationship

Customer relationship which exists between the customer and the business is a factor which maximizes interaction to costumers aimed at generating not only an increase in costumer loyalty but also positive impressions on the business establishment. It essentially entails an awareness of the needs of the costumers and the act of reacting to these needs effectively and efficiently inasmuch as it also helps anticipate and, therefore, understand better and more consistently the demands of the costumer. The result will be a receptive staff capable of effectively responding to these needs (Woodside and Daly 1989; Skinner 2005). The enhancement of customer relationship can also be met through the collection, analysis and use of customer-related information in order to address customers individually at the very least, maximize the satisfaction of customers and, far more importantly, uphold the loyalty of the customers to the company. The very use of these related figures and facts is generally aimed at establishing a refined costumer process in terms of communications and at enabling focused analysis on significant costumers. In order to meet this task, customer-related data are gathered and grouped systematically allowing the company a more refined approach towards meeting costumer demands in specified working contexts (Woodside and Daly 1989; Skinner 2005).

In essence, customer relationship is at the very core of each and every business establishment or company for the reason that, since the customers are the prime payer of the wages of the company, they fuel the primary resources into the business. Thus, the roles of the customers are to be treated with utmost significance.

Service Quality

Service quality, in brief, refers to the difference between ‘customer expectations as to what they want to obtain’ and ‘the real received service or products’ (Woodside and Daly 1989; Skinner 2005). This perception on service quality has been further propelled by a 1985 multi-sector study conducted by Parasuraman, Zeithaml, and Berry (PZB) which gave attention to twelve customer focus group interviews in analyzing the service quality through the responses of the customers, thus leading to PZB’s definition of service quality as the degree and direction o discrepancy between customer’s service perceptions and expectations (Woodside and Daly 1989; Skinner 2005).

From a deeper angle, for service quality to be classified as such there ought to be first the conditions which will bring about the demarcations in service quality. Customer expectations have to be identified first prior to anything else. A premium consideration of the expectations of the customers helps in identifying the necessary steps or course of actions that the company will have to follow in order to address these expectations. Having a definitive knowledge on what it is that the customers desire to obtain in products and services greatly aids the company in creating a blueprint of business transactions they would want to pursue in connection to these expectations. As Zeithaml points out:

…customers use more than just the service outcome or “core” in assessing service quality. Customer assessments are also influenced by the service process and the “peripherals” associated with the service…both outcome and process dimensions influence customer’s evaluation of service quality. In addition, focus group response patterns revealed 10 general evaluative criteria that customers might use, regardless of service sector. These criteria were consistent with previously outlined service constructs, yet constituted a more comprehensive set of dimensions. (Woodside and Daly 1989; Skinner 2005)

What can be generally observed from these claims is that the close association between the expectations of the customers and the actual products they are able to receive in the end construes the quality of service that the company is able to create in the process.

The Servuction Model illustrates the participation of customers is always an integral part of service process no matter in a passive or active way. It used to demonstrate factors that influence service experience, including those that invisible or visible to customers. Invisible part refers to organization and system. Visible part contains three items: inanimate environment, contact personnel, and other customers.

Inanimate environment: All nonliving features display during service encounter.
Contact personnel: Employees other than primary providers who interact with consumers. Service provider: primary provider of core service.
Other customers: in the below chart, it refers to Customer B who is not directly benefited through the service but considered as a part of customer A’ experience.

Bitner (1992) proposed that the physical surroundings within which the service takes place can also influence customer perceptions, so that it can lead to a source of competitive strengths or a possible opportunity to come out top in the trades for those service providers who can obviously differentiate their servicescape from other competitors with an effective management. According to her definition, servicescape is a ‘visual metaphor’ for intangible service, critical in shaping initial impressions through the outward appearance of the service organization.

Service management is the process in which service type companies manage unlike firms which belong in manufacturing and other industries. This term is commonly used in the Information Communication Technology sector (ICT). Knowledge in service management can help firms generate more income (2007).

Methodology

Objectives of the Research

This research seeks to investigate and realize the customer expectation, meaning what kind of service they want to receive, and the methods in which bar staff, as a main contract between the consumers, may help to achieve higher customer satisfaction.

If positive correlation between customer satisfaction and the bar staff’s behaviour could be establish, the bar staff training programme could be properly contextualize with the concrete experiences of the customers. From here, we can then compare the customer expectation with the current bar staff training scheme designed and adopted by the management team in pubs, analyzing the difference between them from which preliminaries of developing a new alternative training strategy via shortening the gaps between customer desire and existing bar staff capabilities and training.

Secondary Research

There are two levels by way which we can approach the secondary research one is the descriptive type of a simple literature review, the other one is interpretative. The secondary research in this paper combined the descriptive by first doing a descriptive presentation of literature review.

Desk research (descriptive) was conducted by examining available information, reviewing past marketing research studies, going through the related literature such as journals, newspapers, magazines, and on-line database on studies with the similar subject. Different concepts, theories and models were also examined to serve as basis in the conceptual framework used in the study.

Different materials from different disciplines including psychology, sociology, business management, human resource management were examined to identify the indicators of customer satisfaction. A multi-disciplinary perspective the researcher believes could define the broad and specific factors which has influence on the level of individual satisfaction. More important, the review of secondary sources may yield a possibility of developing a theoretical framework or perspective in evaluating different models on customer satisfaction. A multi-disciplinary approach is most appropriate in understanding customer satisfaction as it represents a myriad of human and organizational factors.

The secondary research was primarily focused on evaluating these different concepts and models of customer satisfaction (interpretative) from which a framework on pub patronage system (PPS) could be developed.

The research design used in this paper was based on the framework and its elements. The focus questions used in the focused group discussions were formulated based on the framework as well as the questionnaire used in the in-depth interview to measure customer satisfaction and its relationship with the bar staff performance.

Other concern of secondary data collection was getting background information on the locale of the study, on effects on alcohol consumption pattern, cultural patterns in pub patronage, different training modules for bar staff and bar operation and different theories on individual and social behavior.

Developing the general framework of the study

Why people do what they do has been in the short list of questions in the menu of knowledge through the ages. There appeared to be two things which are sources of confusion in trying to answer such questions such as why do people drink and why in pubs and bars?

One is cause and effect relationship and the other is simply by association or coincidental. Obviously in a social setting as a pub, for example, wherein a lot of things are happening at the same time (dynamic atmosphere) the coincidental may not in the long run “coincidental” in a sense that such behaviors (e.g. drinking in pubs) is part of a complex combination of factors which shapes individual decisions (to be in X Pub for example). Culture is a vast intellectual universe of artifacts, ways and beliefs of people. And to explore the possibilities of cause and effects in the “coincidentals” would a tremendous undertaking, hence a need for a dynamic but not tedious method in evaluating customer satisfaction.

Cultural aspects of marketing has been recognized as important but a method to handling cultural related information in relation to marketing models and business operation is yet to be fused and tested. The method in the study has two levels. One is fusing together different models of customer satisfaction as applied to subject matter at hand. This has led to the development of pub patronage system (PPS).

The second level of the method is giving cultural value attributes to each element in the “super model” or pub patronage system (PPS). By doing so, the research would be able to contextualize the bar staff in relation to customer satisfaction.

Theoretical Basis

“Customer first theory” a variation of the “market driven” economies is an accepted principle in business management. It is posited on the idea that consumers have the discerning ability and will ultimately decide which product or services they would patronize.

System theories, one thing which makes system theories powerful is amenability for numerical or quantitative analysis but not without its uncertainties especially the possible impact of a single act in the long run of chain reactions through time. In this study, the qualitative approach to system analysis was used in developing the conceptual framework. If we could establish that a pub operates very much following how a system operates and if bar staffs are integral component of pub operation, then we can with confidence that bar staffs are critical in getting customer satisfaction as much as the material environment in pub has to offer.

Psychosocial Theories

Bandura’s social learning theory which gives emphasis to the importance of role models in learning social behaviours underlines the importance of peer influences which could explain the learning process involve in pub patronage. We take note that pub patronage is a learned behaviour and criteria of satisfaction could be cultural or socially shared beliefs.

Mead’s symbolic interactionism which gives emphasis to learning through symbols underlines the importance of association of certain ways and possibly jargon related to pub patronage.

In effect, the bar or a pub is a social construct symbolic as physical. A toast could translate into more consumption of liquor and increased revenue but it meant a lot to the people toasting a particular event or may be a person. The question is at to what extent are the bar staff responsible in setting the right situation for people to do toasting or other feel good activities which satisfies expectations?

The Research Design

The research design primarily reflects four types of researches which are directional as far as keeping the research focused on its main concern and problem (Fig_ ). The secondary research hopefully would result into a functional model that is, reflective of the subject study. These component studies in the research are related in such as way as the model developed in the secondary research would be the basis for designing how the reflective observation part of the research will be conducted.

The Conceptual Framework of the Development of a Pub Patronage System

Several models were combined and integrated into a pub patronage system. One of these is based on the market survey done by Janye Mee in late 2001, customer expectations for a pub could be determined from the following six “moments of truth”:

Arrival(e.g. the pub’s appearance and the greeting from bar staff),
Order(e.g. Does the bar staff have enough product knowledge and information?),
Delivery (e.g. Is the product served in clean glasses or plates at the appropriate temperature? ),
Payment (e.g. Is the bar staff swift and efficient? ),
Toilets and Facilities(e.g. Are they clean, tidy, and in good order? ), and
Departure(e.g. Does the bar staff say thank-you and good-bye to customers? ).(Morning Advertiser 2001)

These moments of truths could be interpreted as stages in a customer encounter cycle (CEC), which for the purpose of the research would be taken as the basic unit in complex, dynamic and possibly sophisticated business of pubs.

The second model evaluated in the study is the Langeard and Eiglier’s Servuction System Model (1999). Its strength lies in its recognition of environmental factors which could be viewed as artifacts and people interacting in such an environment. This is the visible aspect. Organization and system of how the particular pub is run is the invisible part which is clearly the business part of the enterprise. We take note that items in a pub could be viewed as social constructs and its importance could be related to its symbolic value. Again, there is a functional value of bar stool for example but it would be far valuable in its symbolic content if for example, the stool is where Christopher Marlowe used to sit while drinking in his favourite bar.

Combining the moments of truth as stages in CCC and Langeard and Eiglier’s Servuction System Model (1999), we came up with this initial version (Figure 2):

With introduction of the time dimension to the Servuction model, we could readily glean changes in the customer’s environment both inanimate and people. Thus, we can enumerate for example, the micro environment of the customer limited to his/her orders and intimates or acquaintances (if any).

The third model evaluated was the Bitner’s Physical Evidence and the Servicescape (1992). Bitner (1992) proposed that the physical surroundings within which the service takes place can also influence customer perceptions, so that it can lead to a source of competitive strengths or a possible opportunity to come out top in the trades for those service providers who can obviously differentiate their servicescape from other competitors with an effective management. According to her definition, servicescape is a ‘visual metaphor’ for intangible service, critical in shaping initial impressions through the outward appearance of the service organization.

The Bitner Model considered internal factors working on people in the pub setting such cognitive, emotional and physiological which affects responses or behavior of people (customer and personnel) in a very interactive situation. Take note that the physical environmental dimensions were already integrated in the PPS model, hence we only borrow the internal factors for adaption in the PPS model being developed in this study. Factoring these internal, we have an expanded model of our initial PPS model (Figure 4)

From the emerging model it becomes apparent that the variables or dynamic actions and interactions are happening because of people. And it stressed the importance of the bar staff in keeping the environment and the interaction according to the invisibles, that is as prescribed by organization and system or the general rules and guidelines on the operation of the particular pub while at the same time making quick decisions on the floor as regards to the requests and demands of customers for service.

There are two other models pertinent to the development of the conceptual framework for this study. These models are focused on service quality. Brady and Cronin’s three-dimensional Service Quality Model (2001) identified three dimensions to service quality – Service Environment quality: means the tangible or physical element of the organization, Interaction quality: includes the employees’ attitudes, behaviour, and expertise, Outcome quality: refers to the fulfilment of a customer’s expectations after having used the service (Brady and Cronin 2001).

We take note that the first two dimensions mentioned in the Brady and Cronin model, service environment and interaction are already included in the framework being developed. The third dimesion zeroing on whether expectation is fulfilled or the outcome of the pub experience for the customer is clearly the apex in the pub experience and would leave an imprint on the customer coloring his/her perceptions on the service landscape.

The other model of service quality, the SERVQUAL Model (the Gap Analysis Model) (1998) brought to light five service gaps which may be critical for repeat patronage. Like Brady and Cronin’s model, expectation plays a crucial to understanding the dynamic relations between the customer and the management. This could be seen as parallel set of expectations, customers and management (including the bar staff) on five items where gaps could happen.

The gaps could transpire if the management and custormer expectation do not match or there is significant variance in expectations. From the model’s logic, it is apparent that it would be a negative turn if customer’s expectation is higher than that of management and positive if customer’s expectation is lower than that delivered by management.

We take note that if we incorporate expectation gaps in our emerging model that expectation could be a dynamic process and each stage of the service encounter from arrival to departure has its set of expectation associated with it. Thus, factoring the expectation gap notion to our developing model we have the third expanded model of PPS (Figure __).

Take note that the PPS model only showed the complexity or the number of interrelated factors making up the environment of a customer in a pub setting. One other thing needs to be done and that is determining the measures to be able to apply the model in actual situation. The measures and indicators used in the study was based on the above framework. Actual situations are far more complex that is if we assume that the arrows in the diagram represents packets of symbols which are exchange, processed, exchanged in the complex dynamic of social interaction a social learning experience or engagement.

The importance of determining the measures and validating them in actual research could give the necessary basic for including such items as part of the conceptual model which could be used in developing a training package for bar staff and bar operators. Common objects as symbols could provide us with indicators of feelings and ideas are conveyed and shared between people.

Primary research

Reflective Observation

Structured observation within pubs of consumer behaviour was done by the author unobtrusively recording customer response with a note on how service is delivered. The general guide for observation was the PPS framework developed by the author for the purposes of the study.

Objectives

The general objective of reflective observation is to profile the Raffles Bar and Kitchen in terms of physical layout and service delivery system. Specific objective of the study includes:

Time the basic processes or stages including the taking of orders, delivery and payment.
Sample the stocks and food
Evaluate existing amenities such comfort rooms
Document entertainment or attractions if any

Method of conducting reflective observation

Rapid appraisal techniques using pre-prepared checklist of indicators associated with a bar was the primary method in this part of the paper (Attachment).

Data Collection

The researcher mentally takes note of the presence indicators and the researcher’s impression on the said indicator. The checklist was completed immediately after the reflective observation part. The result of the reflective observation will be used in the focus group discussions and indepth interviews with patrons and bar employees.

Data Presentation and Analysis

Results of the reflective observation were presented in tabular form and statement of observations. It is presented in a narrative form. The researcher mainly used Kolb’s social learning cycle involving reflective observation, active experimentation, abstract conceptualization and concrete experience but with a particular focus on the semiotic instruments used in conveying cross messages between the parties involved in a social interaction involved in a bar setting. The researcher is aware that this approach could be highly subjective but nevertheless common symbols in a bar setting are discernable and how people used such symbols are observable.

The analysis of what is observed then attempted to identify the critical points of interaction where there is a concentration of exchange of symbols (either verbal or non-verbal). It is assumed that in the analysis of the observations, that there is the presence of what Matura describes as the “coordination of behaviour” which is characteristic of communication between individuals. What kind of symbols are used along this process of communication is the basic concern of this part of the study.

Protocole

The researcher was aware that unobtrusive observation may not suit well with other people, and hence the direct observation was limited to physical layout and timing the processes. Noting on how service was delivered was viewed by the researcher as part of the evaluation of the bar which is a public offering. The author has taken the view that the research activity was done in the spirit of academic research and without prejudice to the management of the Raffles Bar and Kitchen.

Qualitative Research

Focus Groups

Focus group discussion is one of the more popular way of researching what and how people view certain issues or concerns but it may or may not reflect the view of the population being studied. Definition of a focus discussion could be very broad as Kitzinger and Barbour observed, “Any group discussion may be called a ‘focus group’ as long as the researcher is actively encouraging of, and attentive to, the group interaction” (Kitzinger 1999). While it suffers as predictor of population behaviour it offers a broader horizon for research as the resource persons invited as participants in the GD are expected to provide “out of the box” views with respect to the research objectives at hand. But on another hand, the researcher also recognizes that the discussion could go out of hand and speculative. Hence, for this part of the paper, unstructured and semi-structured discussion between a moderator and a group of consumers were conducted. Their beliefs, attitudes, motivation, behaviour and preferences with respect to bar patronage were discussed.

The Participants

In this research, 10 student customers (5 females and 5 males, but all of them are 22 years old) were classified into 2 focus groups of 5 students each. Each of the participants has been to the Raffles Bar at least once and pre-selected using simple random techniques. The participants were selected from a group of 100 upper classmen from a university in UK.

It is hoped that the random way the participants were selected had improved the representation of the selected participants in the group discussion.

Objective of the focus group discussion

The general objective of the group discussion is to gain more insight on pub patronage. Specific objectives are:

To present to the discussants the possible factors as identified in the paper affecting customer loyalty to gain their reaction to it. The general model of PPS was presented to the discussants to serve as discussion take off. Possible cultural dimensions or commonalities were ferreted out.
To generate possible relevant items which may be related to customer satisfaction; and
To contribute insights on the conduct of a group discussion.

Method of conducting the focus group

Qualitative research is engaged in with questions which according to Trow “are amenable to being answered using the methods with which we are familiar and in which we have developed skills [Trow, M. (1957) Human Organization, 16, page 33]” Focus group discussion method used in this research make use of the Rogerian approach which is essentially a system of dialogue which is structured so as to clarify first the points of contention of participants in a debate before any counter argument will be presented (Brent 1996). The Rogerian technique has been widely used and accepted as a way of arriving at a consensus or if not fully resolved, the key contentious points are fully clarified including supporting statements and observations.

Data Presentation

Diagrams were used for this part of the paper to present the key points raised and their possible relationships.

The in-depth interview instrument is basically structured to reflect the stages in customer encounter cycle and the four areas of the expectation horizon used in SERVQUAL or Gap Analysis model.

An expectation matrix was generated by cross referencing the stages with the four areas.

Items 1 to 30 are ratings ranging from 1 (highly dissatisfied) to 5 (highly satisfied) on management’s arrangements and their expectations on customer satisfaction in different stages of the customer encounter cycle. These items are compared with items 31 to 60, the measure of expectations or ratings by customers on the same subject matter. A comparative of the responses was done qualitatively to determine whether there are differences or gaps between the expectation horizon of management and customer.

We take note that the numerical rating is only a surface measure and is not sufficient for proper statistical testing. The main method of discourse remains qualitative and descriptive.

Presentation of Results

Results were presented in tabular for to assist in easy discussion of points raised in the study. The presentation of results is mainly narrative and the results are presented according to the logical relationships of ideas.

Results and Discussion

Results of the Reflective Observation

Crowd Gathering Objects

The researcher noticed several items which defines the bar going by its basic definition. The bar itself is wooden long enough to sit around seven to eight people but there were relatively fewer people hanging out and drinking at the bar. There were scattered tables and the vicinity and at the roof top to sit groups. There was also a karaoke corner which has become popular lately and plasma screens. The bar, tables and karaoke were all items which was observed as items where groups of people form.

The bar and tables are old fixtures in bars but the karaoke is a new addition. Here is a case of a technology induced innovation in a bar setting. A karaoke is essentially a recorded accompaniment of certain songs with subtitling of the lyrics for easy singing. It is a sort of crowd participation kind of entertainment popular with groups and has lately become feature of pubs. The subject bar under study has an state of the art component system.

Objects for imbibing cocktails

The wine glass with its sleek and glitzy look comes in different sizes associated with particular cocktails. Thus a brandy glass is differentiated with wine glass. A mug is associated with beer as a shot glass is associated with stronger spirits such as whisky and tequila. This is definitely cultural as different cultures have their own way of social drinking or acceptable drinking behavioural patterns in private as well as in public places.

In the bar under study, the cocktails drinking glasses were more or less standard good quality pieces. Accessories used were mostly glass and including tumblers and shakers may be purposely avoiding the use of those colourful drinking accessories.

The objects create an old feeling atmosphere or something familiar, which is more on the traditional or standard establishment rather than at the experimental.

The objects as micro-environment

The researcher noticed that a table for example could be viewed as micro environment which without the intervention of the pub staff will become cluttered with accessories like plates, utensils, bottles, glasses, loaded ashtrays, empty ice buckets. Such a micro environment at the time of the observation was constantly changing as glasses were lifted off the glass, likewise the bottle which in while was running on empty. That was only for the wine drinkers who were observed by the researcher.

In a span of around two hours, the researcher noticed three bottles of wined downed by a party of four in of the tables at the time the reflective observation was made.

The bar staff as a natural environment in a pub

Of all the environmental items of a customer in a pub, the bar staff is both prominent and subdued and at a glance has no real interaction with the customers aside from their accepted functions in such a set up. In fact the researcher got this feeling that everything in such a setting as a pub given the movements, the sound and lights effects is pre-arranged and regulated in a sort of an unwritten code of behaviour in such a place. The researcher was not able to observe anyone grabbing other people’s wine glass. Groups tend to collapse among the members and each groups appeared to have their set of norms by which they behave and interact with each other and with the bar staff.

The subdued attribute of the bar staff in terms of intervening with group activities was perhaps what makes the bar staff important. The gestures which seem to be amicable like smiles, polite talk are important in creating the ambience but it is in maintaining the order in the micro environment wherein we can appreciate the efficiency and skills of the bar staff. In the seemingly natural flow of orders and rapid clean ups and resetting up of vacated tables back to its original state prior to occupation of a group.

The reasons generated from the discussion were varied and reflect psychosocial factors. The reasons included geographic or location, affordable prices, meet people, see and be seen, to have a good time, to meet some friends, for the drinks, for food.

When queried whether the reasons generated were only particularly true for the subject bar, the participants were in a consensus that the reasons hold true even for other bars and they have tried several other bars. One participant even quipped that it part of his education to bar hop.

One particular reason for going to a bar caught the attention of the researcher, which is to get drunk. One item in the definition of a pub is the serving of inebriating drinks. It goes intuitively that getting intoxicated has its level of satisfaction or having enough. When queried as to the time they got really drunk or had taken the maximum dose, majority replied that they have experienced being intoxicated. What was it in the occasion or any special reason why drink so much, the answers were varied but it has the theme of feeling good at certain moments that drinking more appeared the reasonable thing to do.

When queried as to what possibly could change the mood and the drinking to stop abruptly, there were several important insights which surfaced. One was a terrible disagreement when the night turned sour, usually on prior bad experience in a group.

Another was a desire for a change venue. The reason is not so clear and sometimes just triggered for example as one of the participants observed to check some other place. She added that in their case it was to check out another bar mentioned as cool by some of their friends. This underlines the importance of referrals bar patronage. Another example given why drinking comes to a halt was economic – run out of money. We take note that the participants in the focus group discussions were students who have limited budget and spending more than 50 pounds in a night is considered a big night.

To the focus group discussants attractions in a bar are come ons but not a stronger motivation of going. Karaoke singing in a pub is treated as sort of consensus when usually one of the group of friends would suggest a fun out. Sometimes it could be spontaneous. The important thing appeared to be the company. One participant observed that he was not a good singer and could finish few songs decently. He wouldn’t want to be singing in a karaoke alone without his group of friends. The singing with occasional laughter and bravado is generally considered a fun or feel good experience.

There were even times another responded added that a six pack shared with a friend discretely drunk in parks or parking spaces could be quality fun. This observation underlines the importance of company. Again pointing rather to the direction that satisfaction is an internal thing to a customer or groups of customers and that pub and the bar staff just has to see to it that the flow of fun or feel good experience of the group is not tampered with bad service or any action that would break the atmosphere of the pub as a fun and feel good place. Consequently good attractions enhances the already feel good atmosphere.

When queried as to whether attractions are enough in themselves to go alone and drink in a bar, majority said they would not go prefer to be with a group. One quipped that maybe when older he may acquire the taste as a regular habitué in a bar.

When asked of particular attractions unique to a the particular pub under study, one quipped that the amenities and stocks are enough attraction but then again you have to prepare for it financially, hence somehow making it special.

Indicators of Satisfaction

There were some disagreement and confusion initially on the question of whether they have indicators of satisfaction. Most though acknowledges the effect of alcohol on perception which makes people less inhibited and hence more animate as far as expressing themselves, in some sense the signs of intoxication includes loosening up. When queried whether it was the intoxication or the company which triggered the good feeling, most believed that it was still the company as not all drinking sessions end in feel nice situation. One even offered the advice that it is not good to drink if one is nursing an ill feeling towards someone or something.

Some of the indicators of satisfaction which were identified in the focus group discussion were expectations met or better on the taste of food and drinks, expectations of a good service and expectation of the people one will be meeting in the place.

From the discussions, it appeared that satisfaction is not associated with a singular entity but a combination of indicators or checklist of expectations and even little surprises. When queried whether they associate satisfaction with the feeling of being happy, not all agree that they mean the same time. You can be happy with some things but at the same time disappointed with others. You can still be happy without being satisfied.

From the discussion, satisfaction appeared to be relative to foreseeable event like meeting a friend or drinking your favourite cocktail. There is a preconceived idea or a previous experience to compare the experience. Happiness it appeared is not posited on any expectations and a chance event or happening or an object could be a source of happiness. Meeting an old buddy in a pub it was pointed is a happy occasion but not included in the expectation horizon.

Manifestations of Satisfaction

What was perhaps important in these observations was that there is a complex of emotional and cognitive processes involved at one time which shapes a particular behavioural response. And although it is difficult to pin point how this complex of emotional and cognitive processes were triggered they all colour perceptions that there is the possibility of different outcomes from the same social experience. In other words, the act of drinking with friends if repeated again and again has its unique or special trait which makes it different from other experiences. Here it may be assumed that the bar staff performance, stocks and amenities are constant but satisfaction level of customers may still vary depending on other psychosocial factors.

As for examples of symbols which could be interpreted as signs of satisfaction, gestures such as a smile, a laugh, singing and words like “alright,” “one more round,” “wow” and other interjections were all considered signs of satisfaction or that the night is turning out well enough. Silence and heated arguments were considered by most of the discussants as a bummer.

Expectations From the Bar Staff

Perhaps what was interesting notes based from the discussion tackling this point was that the discussants have no real ideas on what to expect from the bar staff except provide the service and necessary assistance for them to go on with they plan for the night, either to get some food, drink, talk or sing. Though many of the discussants mentioned that they notice delays in the coming of the order or some misbehaviour or disappointment with the service and stocks, the bar staff remains to them anonymous and to some extent a non-factor in the attaining their goal for the night, essentially of having a good time. Yet, the bar staff are recognizable with the manner they dress up (uniform), the way they approach customers and get orders and even the way they deliver the order. The bar staff are the recognizable symbols of service in a pub. This is attested by response to the query of who do you call attention when you want something from the pub? The reply was unanimous, the bar staff. Who else?

Results of Depth Interview

This part of the research compared the perceptions of customers with that of the bar staff. The interview especially of the bar staff were conducted discretely. The bar staff agreed to the interview provided that the researcher would not mention the name of the establishment. The researcher relented so as to give the bar staff a broad leeway to speak freely without encumbrance or fear of being misinterpreted by the bar management.

There are essentially five broad areas wherein the point of views of the customers and bar staff were queried which centred on perception of satisfaction of customers in relation to what is arranged or prepared by the establishment in each stage of the customer encounter cycle. The results were presented in Table _. The entries were ratings from a scale from 1 to 5 with 1 as highly dissatisfied and 5 its polar end or highly satisfied.

The numerical rating is taken in this research as guidepost as the sample is few and insufficient for a thorough statistical analysis.

Conclusion

After conducting this study, the researcher therefore concludes that bar staffs and their performance in British pubs have significant effect in the customer satisfaction.

Any type of business is committed in satisfying customers. Whether it is a service type or a manufacturing firm, their number one goal is to satisfy the consumers. Customer satisfaction sure is a big deal for firms and companies. Since consumer wants have changed over the years, pub owners must think of other ways to satisfy them. This is where the significance of bar staff comes in. The apparent role of the bar staff is to attend to the needs of the consumer (bartending, serving of food, etc.). But the significance of their roles does not only limit to that. Aside from their “basic” job, the bar staff and their ideal characteristics are important during group activities inside the pub. The bar staff gives the customer the “bar feeling”, setting the bar atmosphere, ambience, etc.

However, based on the results of this research, customer satisfaction is not limited to the performance of bar staff. In fact, there are still times that they get disappointed with the staff. Sometimes, their satisfaction relies on the overall service of the pub, like the drinks and food being served. As mentioned earlier, customers have their own reasons and goals in going to a pub. This may be for a change of venue, meeting friends and other people, and to get drunk. Once their aim and expectation in going a pub is met, then they are satisfied.

Also, in a certain part of the research, customers sais that their happiness and satisfaction are two different things. A person can be happy but not satisfied, or a person can be satisfied but not happy. Customers’ satisfaction is very subjective. It primarily depends on his/her expectations and reasons for pub-going and not merely relies on the perfomance of the bar sraff.

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Related Topics

Customer Satisfaction and The Importance of Bar Staff: The Case of British Pubs

Introduction

Objectives of the Research

The Research Problem

Hypothesis

The Research Venue: Raffles Bar and Kitchen

Cocktails

Significance of the Study

Review of Literature

Pub and Bar Staff

Definition, Classification, and Evolution of Pub

Classification of Pubs

Local Pub

Family Pub

Student Pub

Estate Pub

Bar Staff

Training

Customer Satisfaction

The Definition of Customer Satisfaction

The Measurement of Customer Satisfaction

The Importance of Customer Satisfaction

Leisure Satisfaction

The Definition of Leisure Satisfaction

Leisure Satisfaction Scale (LSS)

Services Marketing Research

Customer Centrality

Customer Expectations

Customer Response

The Establishment and Development of Customer Relationship

Service Quality

Methodology

Objectives of the Research

Secondary Research

Theoretical Basis

Psychosocial Theories

The Research Design

The Conceptual Framework of the Development of a Pub Patronage System

Primary research

Reflective Observation

Objectives

Data Collection

Data Presentation and Analysis

Protocole

Qualitative Research

Focus Groups

The Participants

Data Presentation

Presentation of Results

Results and Discussion

Results of the Reflective Observation

Crowd Gathering Objects

Indicators of Satisfaction

Manifestations of Satisfaction

Expectations From the Bar Staff

Results of Depth Interview

Conclusion

Bibliography

Cite this page

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