While selling our goods, we paid attention to maintaining the quality of our service for it to compete in the event successfully. The quality was determined by the guidelines of the four quality dimensions. The first dimension that the selling process was focused on is the responsiveness. The responsiveness is compiled of two main components: speed and value. Having both of the components means quickly reacting to any requests while providing the clients with the information needed to progress in their purchase. Those elements are inseparable. Responsiveness was achieved by providing the customer with any required accurate information on the goods, e. g. why is any of the food healthy, what is it made of, etc. While providing responsiveness, we were able to become reliable in the customers’ eyes, therefore meeting the requirements of the second quality dimension. Reliability was mostly caused by reaching for the third quality dimension – assurance – that was supported by the facts. The fourth quality dimension was probably the hardest to achieve. However, the empathy was achieved while trying to ensure reliability. Finally, the tangibility of our products was evident from their nature so the clients could see, touch or taste the products anytime.
All of the five dimensions were then lined up according to their importance from the customer’s point of view from the most important to least. This resulted in the following list: responsiveness, assurance, reliability, tangibility, empathy. Our placement of the dimensions in the list is explained by the belief that this order represents how much of an impact every dimension has on the quality of sales. However, the first gradation that we formed was different. After the event, we were able to revise the list of dimensions applying the experience that we received, therefore placing dimensions otherwise.
Reliability is the most important because customers often require accurate data to ensure that they will be satisfied with the product they are about to purchase. Assurance, in turn, is less important because customers will often decline the detailed specifications supported by statistics and researches. The customer perceives reliability from the perspective of their experience. This means that any client will most likely rely on the company or trader that they have already successfully purchased from. Tangibility is arguable because it is immediately determined by the nature of any product. Finally, empathy is of lesser importance because customers tend not to take into account the ability of the producer to empathize with their customer, instead paying more attention to the quality of the product itself.
Responsiveness and tangibility performed better than other quality dimensions. The dimensions that need to be improved only require this to make them worth of even considering. Therefore, empathy, assurance, and reliability need to be developed to increase the efficiency of the restaurant further. As managers, we made sure that the contentious of the quality of service dimensions’ good performance was insured by emphasizing the dimensions we viewed as the most important in the process of selling. Another contribution to our competitive ability was discovered in our ability to adapt and to learn rapidly from experience. We also evaluated this ability as the most important in the process of ensuring the efficient performance of quality dimensions in our sales. While responsiveness and tangibility provided most of the performance, the percentage of satisfied clients still amounted to 100 percent. There were no dissatisfied customers, and it indicates that our undertaking was successful. Nevertheless, one fortunate performance does not mean that the system is working with maximum effectiveness. Therefore, certain improvements are expected to be made.