ISES INDUSTRY FORUM CSISG 2015 Q3 RESULTS. F&B and TOURISM INSTITUTE OF SERVICE EXCELLENCE SINGAPORE MANAGEMENT UNIVERSITY

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1 ISES INDUSTRY FORUM CSISG 2015 Q3 RESULTS F&B and TOURISM INSTITUTE OF SERVICE EXCELLENCE SINGAPORE MANAGEMENT UNIVERSITY 1

2 CSISG 2015 Q3 CSISG 2015 Q3 Quick Facts & Sampling Results Overview Results and Highlights of F&B Sector Results and Highlights of Tourism Sector 2

3 The CSISG Score Customer Satisfaction CSISG 1. Overall Satisfaction 2. Ability to Meet Expectations 3. Similarity to Ideal 3

Overview of the CSISG Main Fieldwork Singapore citizens and PRs are interviewed at their homes.

Each respondent answers up to 17 CSISG questions and 24 touchpoint questions about a company

4 Overview of the CSISG Main Fieldwork Singapore citizens and PRs are interviewed at their homes. Homes are selected from a random listing of 40,000 household addresses that match housing profile of Singapore resident population. Departing tourists are interviewed at Changi Airport. All respondents answering for the airport were interviewed at the airport. Each respondent answers up to 17 CSISG questions and 24 touchpoint questions about a company they had recent experiences with. Typically 250 respondents per company would have answered the CSISG questionnaire. 4

5 CSISG 2015 Q3 Quick Facts Sectors Covered Tourism Food & Beverage Survey Period Jul Sep 2015 Total Questionnaires Completed 10,460 Face-to-face at residents homes 6,109 Face-to-face at Changi Airport 4,351 Distinct entities measured 849 Entities with published scores 29 5

6 CSISG 2015 QUARTER 3 results overview

7 CSISG 2015 Q3 Results Overview 69.4 Tourism 70.8 Hotels* 74.3 Marina Bay Sands* 73.1 Shangri-La* 72.6 The Ritz-Carlton* 72.0 Resorts World Sentosa 72.0 Mandarin Orchard 71.3 Swissotel the Stamford 70.3 Grand Hyatt 69.7 Other hotels 70.3 Attractions* 72.1 S.E.A. Aquarium* 71.6 Sentosa 71.6 Singapore Zoo 71.4 River Safari 71.0 Universal Studios 70.7 Night Safari 70.7 Jurong Bird Park 69.9 Adventure Cove 68.7 Other attractions 66.4 Travel & Tour Services 67.1 Food & Beverage 69.4 Fast Food Restaurants* 72.2 McDonalds* 67.6 Burger King 67.5 KFC 64.3 Other fast food restaurants 69.0 Bars & Pubs* 68.1 Cafes & Snack Bars 70.1 Starbucks 68.4 Coffee Bean & Tea Leaf 67.7 Other cafes and snack bars 66.5 Food Courts 69.0 NTUC Foodfare* 67.7 Food Republic 67.0 Koufu 65.9 Kopitiam 66.2 Other food courts 66.2 Restaurants 70.0 Sushi Tei* 69.0 RE&S* 68.7 Crystal Jade* 68.6 Sakae Holdings* 68.0 Minor Food Group 65.7 Other restaurants 7

8 CSISG 2015 Q3 RESULTS Tourism

9 CSISG Tourism Sector Trends Hotels Attractions Tourism 70.8 Hotels* 74.3 Marina Bay Sands* 73.1 Shangri-La* 72.6 The Ritz-Carlton* 72.0 Resorts World Sentosa 72.0 Mandarin Orchard 71.3 Swissotel the Stamford 70.3 Grand Hyatt 69.7 Other hotels Travel & Tour Services Tourism Sector 70.3 Attractions* 72.1 S.E.A. Aquarium* 71.6 Sentosa 71.6 Singapore Zoo 71.4 River Safari 71.0 Universal Studios 70.7 Night Safari 70.7 Jurong Bird Park 69.9 Adventure Cove 68.7 Other attractions 66.4 Travel & Tour Services 9

10 CSISG 2015 Q3 Tourism Attractions Sub-sector Locals who visited attractions in the past three months were asked if they used a corporate pass or enjoyed discounted rates Used corporate pass or enjoyed discounted rate? 79.4% No Yes 20.6% CSISG

11 CSISG 2015 Q3 Tourism Attractions Sub-sector Impact Analysis Impact on Satisfaction 5.0 Expectations Quality Value Perceived Value continues to be a relatively poor driver of satisfaction. Consequently, discounts played a nominal role in moving Attractions CSISG performance. 11

12 CSISG 2015 Q3 Tourism Attractions sub-sector Perceived Overall Quality has the highest impact on satisfaction and loyalty. Specifically, the quality of the product, e.g., the attraction itself and its facilities, has the highest impact on satisfaction. Also, there is little difference in satisfaction between customers who paid full price and those who did not. Coupled with the finding that perceived value is the weakest of the three drivers in moving satisfaction, companies should not expect to delight customers solely on price promotions. Instead companies should work on raising perceptions of quality. 12

13 CSISG 2015 Q3 Tourism Attractions sub-sector Touchpoints (Ordered by decreasing importance to Locals) Average Rating (1 10) Clarity of information displayed 7.7 Clarity of directions 7.7 Friendliness & courtesy of staff 7.7 Staff knowledge 7.8 Ease of getting a ticket 7.6 Ease of getting to the attraction 7.4 Amenities 7.7 Wayfinding 7.8 Cleanliness 8.3 Touchpoints (Ordered by decreasing importance to Tourists) Average Rating (1 10) Clarity of information displayed 7.5 Ease of getting a ticket 7.4 Friendliness & courtesy of staff 8.0 Clarity of directions 7.8 Staff knowledge 7.9 Wayfinding 7.8 Amenities 7.7 Cleanliness 7.6 Ease of getting to the attraction

14 CSISG 2015 Q3 Tourism Hotel sub-sector Touchpoints (Ordered by decreasing importance to Locals) Average Rating (1 10) Check-in process 7.8 Amenities 7.6 Ease of making reservations 7.7 Hotel staff courtesy 7.8 Check-out process 7.8 Helpfulness of staff 7.6 Ease of getting to hotel 7.9 Clarity of directions in hotel 7.8 Cleanliness 7.7 Quality of F&B 7.8 Bill 8.3 Touchpoints (Ordered by decreasing importance to Tourists) Average Rating (1 10) Clarity of directions in hotel 8.0 Hotel staff courtesy 7.8 Cleanliness 7.9 Check-in process 7.5 Amenities 7.8 Helpfulness of staff 7.8 Ease of getting to hotel 7.5 Bill 7.8 Quality of F&B 7.5 Ease of making reservations 7.4 Check-out process

15 CSISG 2015 Q3 RESULTS Food & Beverage

16 CSISG F&B Sector Trends 75 Fast Food Cafes & Snack Bars 78 Bars & Pubs 70 Food Courts 67.1 Food & Beverage 69.4 Fast Food Restaurants* 72.2 McDonalds* 67.6 Burger King 67.5 KFC 64.3 Other fast food restaurants 69.0 Bars & Pubs* 68.1 Cafes & Snack Bars 70.1 Starbucks 68.4 Coffee Bean & Tea Leaf 67.7 Other cafes and snack bars 69.4 Tourism Restaurants 70.8 Hotels* 74.3 Marina Bay Sands* 73.1 Shangri-La* 72.6 The Ritz-Carlton* 72.0 Resorts World Sentosa 72.0 Mandarin Orchard 71.3 Swissotel the Stamford 70.3 Grand Hyatt 2015 Q3 SCORES FOOD & BEVERAGE AND TOURISM Food & Beverage Sector 67.1 Food & Beverage 69.4 Fast Food Restaurants* 72.2 McDonalds* 67.6 Burger King 67.5 KFC 64.3 Other fast food restaurants 69.0 Bars & Pubs* 66.5 Food Courts 69.0 NTUC Foodfare* 67.7 Food Republic 67.0 Koufu 65.9 Kopitiam 66.2 Other food courts 66.2 Restaurants 70.0 Sushi Tei* 69.0 RE&S* 68.7 Crystal Jade* 68.6 Sakae Holdings* 68.0 Minor Food Group 65.7 Other restaurants 16

17 CSISG 2015 Q3 Food & Beverage Restaurants sub-sector Touchpoints (Ordered by decreasing importance to those with reservations) Average Rating (1 10) Quality of food 7.7 Waiting time to be seated 7.9 Time taken to receive menu 7.7 Order process 7.8 Cleanliness 7.7 Ease of reservation 7.6 Staff responsiveness 7.7 Time taken to receive food 7.7 Bill timeliness and accuracy 7.9 Touchpoints (Ordered by decreasing importance to those without reservations) Average Rating (1 10) Waiting time to be seated 6.8 Time taken to receive food 6.9 Order process 7.0 Time taken to receive menu 7.0 Staff responsiveness 6.8 Quality of food 6.8 Cleanliness 7.1 Bill timeliness and accuracy

18 CSISG 2015 Q3 Food & Beverage Restaurants sub-sector Touchpoint analysis revealed that for customers who did not make reservations, attributes that were important to them were primarily time-related, e.g., waiting time and time taken to receive food were the most important to them. For those who made reservations, attributes about the core service of the restaurant, i.e., quality of food, was the most important driver of overall quality. 18

19 CSISG 2015 Q3 Food & Beverage Fast Food sub-sector Touchpoints (Ordered by decreasing importance to Locals) Average Rating (1 10) Staff courtesy 7.2 Quality of food 7.3 Ease of finding seat 7.3 Queue time 7.5 Order process 7.3 Cleanliness 7.6 Accuracy of change 7.5 Touchpoints (Ordered by decreasing importance to Tourists) Average Rating (1 10) Cleanliness 7.6 Ease of finding seat 7.3 Order process 7.7 Accuracy of change 7.6 Staff courtesy 7.7 Quality of food 7.5 Queue time

20 CSISG 2015 Q3 Food & Beverage Food Courts sub-sector Touchpoints (Ordered by decreasing importance to Locals) Average Rating (1 10) Staff courtesy 7.0 Ease of finding seat 7.1 Order taking 7.2 Queue 7.3 Quality of food 7.1 Accuracy of change 7.3 Cleanliness 7.3 Touchpoints (Ordered by decreasing importance to Tourists) Average Rating (1 10) Ease of finding seat 7.5 Staff courtesy 7.9 Accuracy of change 7.8 Quality of food 7.8 Queue 7.6 Order taking 7.8 Cleanliness

21 CSISG 2015 Q3 Food & Beverage Bars & Pubs sub-sector Touchpoints (Ordered by decreasing importance to Locals) Average Rating (1 10) Staff courtesy 7.1 Order process 7.2 Ease of finding seat 7.3 Queue time 7.4 Cleanliness 7.3 Accuracy of change 7.4 Quality of food 7.2 Touchpoints (Ordered by decreasing importance to Tourists) Average Rating (1 10) Ease of finding seat 7.7 Accuracy of change 7.8 Order process 7.8 Cleanliness 7.8 Queue 7.9 Staff courtesy 8.0 Quality of food

22 CSISG 2015 Q3 Food & Beverage Cafes & Snack Bars Touchpoints (Ordered by decreasing importance to Locals) Average Rating (1 10) Staff courtesy 7.4 Ease of finding seat 7.5 Order taking 7.5 Quality of food 7.5 Cleanliness 7.6 Queue 7.5 Accuracy of change 7.5 Touchpoints (Ordered by decreasing importance to Tourists) Average Rating (1 10) Accuracy of change 7.8 Cleanliness 7.7 Queue 7.9 Staff courtesy 7.9 Ease of finding seat 7.6 Quality of food 7.7 Order taking

23 CSISG 2015 Q3 RESULTS overall findings

24 CSISG 2015 Q3 Social Media Use 100% Did not access social media Accessed social media 75% 50% 25% 0% F&B Tourism Expectations 73.1 Expectations 77.7 Expectations 74.6 Expectations 75.6

25 CSISG 2015 Q3 Social Media Use Respondents who used social media prior to their experience with an F&B outlet or a tourist attraction had significantly higher expectations as compared to those who did not access social media to preview the establishment in question. While the proportion of customers preluding their visit with social media reviews is still small, businesses cognisant of its effects and potential to shape expectations (and the eventual consumption experience) can use social media to their advantage. Observations of CSISG data show that customers with high satisfaction tend to have high expectations as well.

26 CSISG 2015 Q3 Overall Complaint Behaviour Complained to the company? Yes 3.3% Complained to the family/friends? No 96.7% Complained to the family/friends? Yes No Yes No 44.7% 55.3% 4.4% 95.7% Likelihood of repurchase Likelihood to recommend

27 CSISG 2015 Q3 Complaint Behaviour Regardless of whether a customer complained to the company or not, if the grievance was communicated to family/friends, this corresponded with low customer satisfaction. Conversely, respondents who did not complain to their friends and families have high customer satisfaction. i.e., Customers who complained to family and friends are less satisfied, less likely to repurchase, and less likely to recommend the product and service. 27

28 CSISG 2015 Q3 Complaint Behaviour Companies should develop processes to suss out customers complaints outside of traditional feedback channels. Customers are more likely to complain to family/friends than the company. Thus, actively soliciting feedback/complaints can serve as an intervention to poor satisfaction scores. The caveat here is all complaints must be adequately resolved for this to be a viable strategy. Enable this change by doing two things for your frontline staff: 1. Remove number of complaints as a negative KPI for frontline staff. 2. Replace this negative KPI with a positive KPI of how well they handle complaints. 28

29 CSISG 2015 Q3 In Summary F&B sector improved year-on-year but Tourism sector did not register a significant change. Customers who used social media for a preview prior to their actual F&B/Tourism experience have higher Expectations levels; use it to your advantage. Proactively seek out disgruntled customers and resolve their grievances; it can improve satisfaction significantly. 29

30 More information The CSISG 2015 Q3 Executive Summary is available on the ISES homepage at ises.smu.edu.sg If you are from a CSISG-measured company, ise@smu.edu.sg with your professional contact information for your complimentary company-specific CSISG score card The ISES Membership Programme provides a comprehensive CSISG benchmarking report for your company along with a host of associated benefits. Apply at ises.smu.edu.sg 30

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