Questions for Discussion 1. What were the customers actually saying in the four responses given in this case? Translate them into customer requirements using actionable business language. 2. In addition to your responses to question 1, the voice of the customer process identified the follow- ing customer requirements: food and drinks at their roper temperature, fresh food, meeting the unique needs of adult guests as well as families, exceeding service expectations, an easy to read and understand menu, and caring staff. Suggest how these customer requirements can be translated into production and service delivery processes and activities. 3. Conduct a similar mock voice of the customer pro- cess for your school or college. What did you learn? ROSIE'S PIZZERIA 73Rosie's Pizzeria is a privately-held chain of neighbor-hood pizzerias with over 50 locations in the Midwestthat offers full-service dine-in, carryout, and home deliv-ery. Rosie's competes against such national chains asPizza Hut, Papa John's, and other local restaurants, yetholds a 45 to 50 percent share in its market area. As partof a new strategic planning process, Rosie's identifiedgrowth as a key strategic goal. Because the local marketwas essentially saturated, however, the executive man-agement team worked on strategies for growing thecompany for three years and produced no tangibleresults. One of the reasons for the impasse was thelack of sound, factual data. The executive managementteam had developed three growth strategies, but couldnot agree on which one to follow because of a lack of afact-based foundation for the decision.A project team was formed to tackle this issue,and was given complete latitude to make any recom-mendation for an Italian/pizzeria concept based on cus-tomer needs and expectations. The team consisted of themarketing director (team leader), two executive vice pre-sidents, the director of operations, two franchise owners,an external strategic business partner, and the CEO, whowas the team sponsor. The team felt it was necessary tofully understand the voice of the customer. To do this,they ventured out into the community to ask consumersto express their needs and expectations through theirexperiences. The team completed numerous in-depth,one-on-one interviews with consumers both inside andoutside of their current market area to provide examplesof dining incidents these individuals had experienced,seeking "the good, the bad, and the ugly." Here aresome responses from customers of current competitorsand potential competitors in other markets.1. "So there I was, like herded cattle, standing on thehard concrete floor, cold wind blasting my anklesevery time the door opened, waiting and waitingfor our name to be called."2. "And then I saw a dirty rag being slopped arounda dirty table!"3. "The manager said, “That's not a gnat, that's blackpepper,' so I said I know the difference betweenblack pepper and a gnat, black pepper doesn'thave little wings on it!"4. "When they're that age, going to the bathroom is afull-contact sport-they're reaching and grabbingat everything, and you're trying to keep themfrom touching anything because the bathroom isso dirty."Questions for Discussion1. What were the customers actually saying in the fourresponses given in this case? Translate them intocustomer requirements using actionable businesslanguage.2. In addition to your responses to question 1, thevoice of the customer process identified the follow-ing customer requirements: food and drinks at their proper temperature, fresh food, meeting the uniqueneeds of adult guests as well as families, exceedingservice expectations, an easy to read and understandmenu, and caring staff. Suggest how these customerrequirements can be translated into production andservice delivery processes and activities.3. Conduct a similar mock voice of the customer pro-cess for your school or college. What did you learn?

Question

Questions for Discussion                                                                                                                                             1. What were the customers actually saying in the four responses given in this case? Translate them into customer requirements using actionable business language.                                                                                                         2. In addition to your responses to question 1, the voice of the customer process identified the follow- ing customer requirements: food and drinks at their roper temperature, fresh food, meeting the unique needs of adult guests as well as families, exceeding service expectations, an easy to read and understand menu, and caring staff. Suggest how these customer requirements can be translated into production and service delivery processes and activities.     3. Conduct a similar mock voice of the customer pro- cess for your school or college. What did you learn? ROSIE'S PIZZERIA 73Rosie's Pizzeria is a privately-held chain of neighbor-hood pizzerias with over 50 locations in the Midwestthat offers full-service dine-in, carryout, and home deliv-ery. Rosie's competes against such national chains asPizza Hut, Papa John's, and other local restaurants, yetholds a 45 to 50 percent share in its market area. As partof a new strategic planning process, Rosie's identifiedgrowth as a key strategic goal. Because the local marketwas essentially saturated, however, the executive man-agement team worked on strategies for growing thecompany for three years and produced no tangibleresults. One of the reasons for the impasse was thelack of sound, factual data. The executive managementteam had developed three growth strategies, but couldnot agree on which one to follow because of a lack of afact-based foundation for the decision.A project team was formed to tackle this issue,and was given complete latitude to make any recom-mendation for an Italian/pizzeria concept based on cus-tomer needs and expectations. The team consisted of themarketing director (team leader), two executive vice pre-sidents, the director of operations, two franchise owners,an external strategic business partner, and the CEO, whowas the team sponsor. The team felt it was necessary tofully understand the voice of the customer. To do this,they ventured out into the community to ask consumersto express their needs and expectations through theirexperiences. The team completed numerous in-depth,one-on-one interviews with consumers both inside andoutside of their current market area to provide examplesof dining incidents these individuals had experienced,seeking &#34;the good, the bad, and the ugly.&#34; Here aresome responses from customers of current competitorsand potential competitors in other markets.1. &#34;So there I was, like herded cattle, standing on thehard concrete floor, cold wind blasting my anklesevery time the door opened, waiting and waitingfor our name to be called.&#34;2. &#34;And then I saw a dirty rag being slopped arounda dirty table!&#34;3. &#34;The manager said, “That's not a gnat, that's blackpepper,' so I said I know the difference betweenblack pepper and a gnat, black pepper doesn'thave little wings on it!&#34;4. &#34;When they're that age, going to the bathroom is afull-contact sport-they're reaching and grabbingat everything, and you're trying to keep themfrom touching anything because the bathroom isso dirty.&#34;Questions for Discussion1. What were the customers actually saying in the fourresponses given in this case? Translate them intocustomer requirements using actionable businesslanguage.2. In addition to your responses to question 1, thevoice of the customer process identified the follow-ing customer requirements: food and drinks at their proper temperature, fresh food, meeting the uniqueneeds of adult guests as well as families, exceedingservice expectations, an easy to read and understandmenu, and caring staff. Suggest how these customerrequirements can be translated into production andservice delivery processes and activities.3. Conduct a similar mock voice of the customer pro-cess for your school or college. What did you learn?

Accepted Answer

Customer satisfaction specifies the degree or measurement of the level to which a customer is happy…