THE IMPACT OF CUSTOMER SATISFACTION ON HOSPITALITY INDUSTRY IN

UGANDA. A CASE STUDY OF HOTEl, AFRICANA

NALUNKUMA ZAINAB

1153-05054-00123

A DISSERTATION SUBMITTED TO THE COLLEGE OF ECONOMICS AND

MANAGEMENT IN PARTIAL FULFILMENT OF THE REQUIREMENT

FOR THE A WARD OF BACHELORS DEGREE IN TOURISM

AND HOTEL MANAGEMENT OF KAMPALA

INTERNATIONAL UNIVERSITY

SEPTEMBER, 2018.

DECLARATION

I, NALUNKUMA ZAINAB do declare that the work herein is presented in its original form

and has not been presented to any other university or any other academic institution for any

academic award whatsoever.

Sign ....... ~~~-- -··· · ·· · ···· Date ... . .1.~~~ J.o.~ )~ .9.! . '? .... . . NALUNKUMA ZAINAB

1153-05054-00123

APPROVAL This is to certify that this work has been done under my supervision and is now ready for

examination with my approval.

Signature .. ~-... . . . . . .. . . . . ... Date ... ~- . . 5.-f-<.ok .. go./J · MRS. OGW ARO EUNICE

Research Supervisor

ii

DEDICATION

First and foremost, I would like to dedicate this work to my sweet loving Mother MRS.

NAKYEYUNE NUBU and my supporting and caring Dad MR. LU!VlU !VlUSA for their

endless love, care and comfort they have accorded to me throughout my entire life.

ACKNOWLEDGEMENT Achieving success in academics including research projects rides on tremendous

contributions from both human and divine support. first of all is the loving care we are

accorded by the almighty Allah, he has granted me favor that saw me through the research

project.

I acknowledge my immediate supervisor Mrs. Ogwaro Eunice whose constant corrections

immensely contributed to the shaping of this research project. your suggestions prompted me

back to books several times to ensure success of this project.

To my family who have me crucial suppmt I needed to concentrate on the research project

thank u may the almighty Allah continue to guide in all your endeavors

iv

TABLE OF CONTENTS

DECLARATION ................................................................................................................. i

APPROVAL ........................................................................................................................ ii

DEDICATION ................................................................................................................... iii

ACKNOWLEDGEMENT ................................................................................................. iv

TABLE OF CONTENTS .................................................................................................... v

LIST OF TABLES ........................................................................................................... viii

LIST OF FIGURES ........................................................................................................... ix

CHAPTER ONE ................................................................................................................. 1

INTRODUCTION ................................................................................................................ 1

1.1 Background of the study .............................................................................................. : ... 1

1.2 Statement of the problem ................................................................................................. 5

1.3 Purpose of the study ........................................................................................................ 6

1.5 Research questions .......................................................................................................... 6

1.6 Significance of the Study ................................................................................................. 6

1.6.1 Academic Significance ................................................................................................. 6

1.6.2 Industry Significance .................................................................................................... 7

1.6.3 Policy Significance ....................................................................................................... 7

1. 7 Scope of the study ........................................................................................................... 8

1.7.1 Subject of scope ........................................................................................................... 8

1. 7.2 Time scope ................................................................................................................... 8

1. 7.3. Geographical scope ..................................................................................................... 8

1.7.4 Sampling scope ............................................................................................................ 8

1.8 Limitations of the study .................. :: ............................................................................... 9

1.9 Operational definitions of key terms ................................................................................ 9

1.1 0. Conceptual framework ............................................................................................... 10

1.10 Explanation of the concept. .............................................................................................. lO

CHAPTER TWO .............................................................................................................. 11

LETERATURE REVIEW ................................................................................................ 11

2.1. The Concept of Customer satisfaction .......................................................................... 11

2.1.1 Components of Customer Satisfaction ........................................................................ 11

2.1.2. Customer Satisfaction Model. .................................................................................... 12

CHAPTER THREE .......................................................................................................... 24

RESEARCH METHODOLOGY ..................................................................................... 24

v

3.2 Research Design ............. ............. .. ......... .. .. .... .. ........ .. ................................................... 24

3.3 Area of study ..................................................... ..... ...... ... ....... .. ....... .......... ........ ... ......... 24

3.4 Study Population ............. ...... ...... ................. .. .... .. .. ....... .. ......... .... ... .......... ......... ... ... .. ... 24

3.5 Sample Size ........... .. ....................... ... .......... .... ................................................. .. .. ........ 24

3.6 Sampling procedure .................. .. ........ .. .............. ................................................ .. ... ..... 25

3.7 Data collection methods and instruments .................................... ......... ... ...... ................. 25

3.7.1 Interview ......... ..... .......................... ....... ...... ......... ... ........ ........ .......... .. .... ............ .... ... 25

3.7.2 Questionnaires . .. .... ... .... ...... .. .... .. .... ....... ..... ............. .... ...... ........ ....... .. ..... ... .. ...... ... .. ... 25

3.7.3 Observations .......... ... ............ ................................... .......... ....... ... ....... .. .... .. .. .......... .. . 25

3.7.4 Documentary ..... .. .. .. ................... .... ........... ........ .. ... ..... ..... ... .. .... ... ....... .. ....... .. .... ... .. ... 25

3.7.5 Editing .. .. .. .... ........ ...... ........ .. ... ...... ............................. ................. .. ............... ..... .. ..... . 26

3.8 Data processing and analysis .... .... ........ .. ..... .. .. ... ....... .. .................................. .. .............. 26

3.8.1 Tabulation ....... .......................... .......... .. ....... .. ............................................................ 26

3.8.2 Data analysis .... ....... .. ....... ... .. ......... .. ..... .. ................................................................... 26

3.9 Ethical consideration ..................................................................................................... 27

3.10 Limitations ofthe Study ........................................... .. .............. .. ........ .. .. .............. .. ..... 27

CHAPTER FOUR .. ........ ................... ....... ............ .. .... ..... ......... ........ ...... ... ................. .. ..... 28

PRESENTATIONS INTEPRETATIONS AND ANALYSIS OF DATA .. .. ..... ......... .... .. 28

4.0 Introduction ................... ...................................... .................................................. ..... ... 28

4.1 Demographic characteristics of respondents ... ...... .......... ........ .. ...... ........ .. ...... ....... ... .. ... 28

4.1.1 Gender ofRespondents ... .............. .. ......... .. ........................... ....... ........ .. ....... .... .. ........ 28

4.1.2 Age of the respondents ................ .. ........ .. .......... .. ............ ..... .. ..... .. ...... .. ....... .. .. .. ........ 29

4.1.3 Marital Status of the Respondents .. .. ........ .... ................... ............. .. ... .... ........ .. .... ....... 30

4.1.4 Education Levels of the Respondents .......... .. ...... .. .. ....... .. ..... .. ...... .. ..... .......... .......... .. 30

4.1 .5 Working experience of respondents .... ........ ... .... .. .......... .. .. ............ ........ .. .. .. .............. . 31

4.3 Factors that affect customer satisfaction in hotel Africana Ltd ................................. .. ... 33

4.4 Barriers to customer care in Hotel Africana Ltd .............................. .. ...... .. ...... .. ....... ...... 34

CHAPTER FIVE ...... ....... ....... ... ............................... .. .. ...... ... ..... ... .. .. ... ..... .. ................ .. .. . 3 5

DISCUSSION OF THE FINDINGS, CONCLUSION AND ..................... .. .... .. .. .... .... .... 35

RECOMMENDATIONS ....... .. ..... .. ...... ........... ..................... .. ..... .. ... .... .... ........... ..... ... ..... 35

5.0 Introduction ... .. .. ..... .. .. ........ .. ............................................... .. ........... .. ...... ... .... ........... ... 35

5.1 Findings on the Demographic characteristics of respondents .. ... .. ...................... ............ 35

5.2 Findings on the strategies used by hotel Africana to improve customer satisfaction ....... 36

5.3 Findings on the factors that affect customer satisfaction in hotel Africana Ltd .............. 37

5.4 Barriers to customer care in Hotel Africana Ltd .......... ...................... ......... ........ .... .. ...... 37

vi

REFERENCES ..... .................. ... ....... .. .. ....... .. ..... ............... ........ .. ........ ... ...... ...................... 42

APPENDICES .. .. ........ ............... ...... .......... .. .... .. ...................... .. .... ..... ......... .................. .. ... 46

APPENDIX 1: QUESTIONNAIRES ............ .... ..................... .. .................. .. .................. ...... 46

vii

LIST OF TABLES

Table 2: Presenting the gender distribution of the respondents who participated in the study ............ 28

Table 3: Showing Respondents' Age Differences ................................................................................. 29

Table 3: Showing Respondents' Age Differences ................................................................................. 29

Table 4. Showing marital status of the respondents .............................................................................. 30

Table 5: Showing Respondents' Education .......................................................................................... .31

Table 6. Showing the working experience of respondent .................................................................... 31

Table 7. The strategies used by hotel Afi·ican Ltd to enhance customer satisfaction ............................ 32

Table 8. Factors that affect customer satisfaction in hotel Africana Ltcl .............................................. 33

Table 9. Barriers to customer care in Hotel Africatla Ltd ..................................................................... 34

viii

LIST OF FIGURES

Figure I: Showing Respondents' Age Differences ............................................................ 29

Figure 2. Showing the working experience of respondent ................................................ 32

ix

1.1 Background of the study

CHAPTER ONE

INTRODUCTION

Globally, the hotel industry has been one of the most competitive industries especially in the 21st

century. For this reason, enhancing customer loyalty is one of the key aspects of enhancing

competitiveness in the industry as well as ensuring business continuity. Lake Kivu Serena Hotel

is one of the major players in the hospitality industry in Rwanda. The hotel has the advantage of

operating under the prosperous Serena group of hotels that enables global marketing of the brand

and developing universal strategies to improve its competitiveness globally. However, operating

under the Serena Group of hotels is not a guarantee that Lake Kivu Serena Hotel will remain

prosperous forever. This is where the question of customer satisfaction and customer loyalty

comes in (Szwarc, 2005).

In the event that customers are satisfied with products or brands, they most likely be-come loyal

customers and keep spreading good word of the hotel. In that marmer, in the event that they are

disappointed, tht:Y will probably switch off brands and talk bad of the brand to different

customers about the hotel. The brand of the hotel is an essential factor that emphatically or

contrarily influences advertising exercises and the image is the main thing that creates a good

impression of the hotel (Pearce & Robinson, 20 11 ).

Nurmine,n (2007) discovered that cost is not the main reason that causes dissatisfaction of

customers. Basically, customer dissatisfaction is mostly caused by offering low quality products

and services to customers. Customer satisfaction assumes an imperative part of your business.

Not only is it the main pointer to quantify client unwaveringness, but also a key purpose of

separation that helps you to draw in new clients in focused business situations (Nurminen, 2007).

Conswner loyalty is a good measure of the quality of services offered to customers. Hotels can

create strategies to improve the quality of their services and products by measuring the level of

their customers' loyalty. In most cases, customer satisfaction lays out a blueprint that can be used

to improve services. It gives the hotel management a reason to understand the needs of their

customers and keep on offering quality services.

1

According to Mathews (2008), the mam difficulty facing most industries is the ability to

continue satisfying their customers while at the same time making huge profits. Competition puts

pressure on many hotel services providers to provide quality ser-vices. Moreover, competition

enhances many ilmovations that are focused on satisfy-ing customers. Along these lines, it is

important for hotels to come up with their own unique ways to meet the needs of their customers

while at the same time making am-ple profits.

According to (Ekpei 2011), Customer satisfaction is a measure of how products or services

supplied by a company meet customer expectations. It refers to the extent to which customers are

happy with the products and services provided by a business. Gaining high levels of customer

satisfaction is very impmiant to a business because satisfied customers are likely to be loyal,

make repeated orders and use a wide range of services oJTered by a business. Customer

satisfaction is the single most impo1iant issue affecting organizational survival. It has the most

important effect on customer retention and in order to narrow it down, focus on customer service

quality as one of the customer satisfaction factors.

The need to satisfy customer for success in any commercial enterprise is very obvious. The

income of all commercial enterprises is derived from the payments received for the products and

services to its external customers. Customers are the sole reason for the existence of commercial

establishments. For customer satisfaction, it is necessmy to establish and maintain ce1iain

important characteristics like quality, fair prices, good customer handling skills, efficient

delive1y and serious consideration of customer complaints. The best way to find whether

customers are satisfied is to ask them. What you ask the customers is important and how when

and how often you ask these questions are also impmiant. However, the most important thing

about conducting a customer satisfaction survey is what you do with their answers.

Providing services those customers prefer is a stmiing point for providing customer satisfaction.

A relatively easy way to determine what services customer prefers is simply to ask them.

According to Gilbert and Horsnell (2008), and Su (2004), guest comment cards (GCCs) are most

commonly used for determining hotel guest satisfaction. GCCs are usually distributed in hotel

rooms, at the reception desk or in some other visible place. However, studies reveal that

numerous hotel chains use guest satisfaction evaluating methods based on inadequate practices to

make important and complex managerial decisions (Bitner, M. J. 20 I 0). The most commonly

2

made faults can be divided into three main areas, namely, quality of the sample, design of the

GCCs, and data collection and analysis (Gilbe1i and Horsnell, 1998). In order to improve the

validity of hotel guest satisfaction measurement practice, Black, K. (20 II) proposed a new

sampling procedure that is a ,quality sample". It reduces non response bias by offering

incentives for completing the questionnaires. The components of their questi01maire are based on

disconfirmation paradigm and expectancy-value theory. In this manner, guests can indicate

whether service will be above or below their expectations and whether they considered a

pmiicular service imp01iant or not. Furthermore, Gilbert and Horsnell (1998) developed a list of

criteria for GCC content analysis, which is adopted in this study as well. Schall (2003) discusses

the issues of question clarity, scaling, validity, survey timing, question order and sample size.

Hotel Africana Ltd, also emphasizes good customer services quality and has established a

customer care desk for its customers demand and guidance. The hotel has a customer care

service policy that caters for customer activities. The activities for which the policy will be

designed include efficient and timely delivery of services, hotel guides, security, customer

attention, pm·king space, 24 hour front desk services, sensitivity and attention to customer needs.

However, with the existence of all efforts to ensure the best services for its customers, the hotel

continues to lose customers to its competitors like Spekc Res01t Hotel and creation of 1'!ew

customers is below target (Report by Anna Mugenyi, Marketing manager in 2009). The Rep01i

revealed that, the customers have complained of high prices for acc01mnodation and customer

neglect. This situation has led to customer dissatisfaction and as a result, they are shifting their

demands and loyalty to other organizations providing similar services in a manner that meets

their expectations.

Fox and Beier (20 I 0), indicated that, the quality of customer service plays a crucial role in the

context of sustained business growth. The relationship between the Hotel and its customers must

be a permanent and enduring one, which needs to be maintained with good quality of services. In

this regard, hotels' should find and tly various customer retention strategies including provision

of specialist advice and ensuring effectiveness and customer friendly services.

Fitzegelad, (20 I 0), believes that as a way of matching customer need, Hotel services have to

solve some customer services challenges such that whenever customers arrive at a service

facility, some of them have to wait before they receive the desired service. This suggests that the

3

customer has to wait for his/her turn, may be in a line and increasing queues hurts customers or

dissatisfies them. It is through such customer service challenges that many of them opt to move

from one Hotel to another seeking for better services.

Indeed, customer satisfaction has for many years been perceived as key in determining why

customers leave or stay with an organization. Many organizations as well as financial institutions

need to know how to keep their customers, even if they appear to be satisfied. suggests that

unsatisfied customers may choose not to defect, because they do not expect to receive better

service elsewhere. Additionally, satisfied customers may look for other providers because they

believe they might receive better service elsewhere (Hill, R. 2008).

Mithani (2011), in similar also believes that customer satisfaction is an important element of

hotel strategy in today's increasingly competitive environment. According to the author, in the

globalized, highly competitive environment, building more unique relationships with customers

is vital for Hotels. When failing to bpild relationship with customers satisfaction will not

represent the foundation. Based on this, customer loyalty can be built in order to develop a

stable, mutually profitable and long-term relationship. The way customers develop the feeling of

satisfaction is commonly explained by the confirmation/ disconfirmation paradigm. Customer

satisfaction is built upon the basis of services encounters (Suhartanto, D. 201 0).

In the hotel industry, satisfaction is usually conceptualized as multidimensional construct

(appearance of facility, atti~de and behavior of staff, decor and atmosphere, business hours,

interest rate, waiting time, execution time, accessibility of the officers, price and quality relation,

hotel's reaction to complaints, promotions of services, communication with hotels (Mithani,

2011 ). It is apparent that superior service, alone, is not sufficient to satisfy customers. Prices are

essential, if not more important than service and relationship quality.

Furthermore, Kaleem & Ahmed (20 1 0), also lamented that service excellence, meeting clients

need, and providing innovative products are essential to succeed the Hotel industry. Hotel

management must identify and improve upon factors that can limit customer defection. These

include employee performance and professionalism, willingness to solve problems, friendliness,

and level of knowledge, communication skills, and selling skills, among others.

4

In the case of Hotel Africana Ltd, it has emphasized good customer care services and customer

satisfaction and thus and has established a customer care desk for its customers demand and

guidance. The hotel has a customer care service policy that caters for customer activities. The

activities for which the policy will be designed include efficient and timely delivery of services,

hotel guides, security, customer attention, parking space, 24 hour front desk services, sensitivity

and attention to customer needs (Magnusson, J., & Sundin, E. 20 15).

However, with the existence of all efforts to ensure the best services for its customers, the hotel

continues to lose customers to its competitors like; Kampala Serena Hotel, Speke Resort Hotel

Munyonyo, Sheraton Kampala Hotel, and thus creation of new customers is below target. The

Report by Anna Mugenyi, Marketing manager in 2009 revealed that, the customers have

complained of high prices for accommodation and customer neglect. This situation has led to

customer dissatisfaction and as a result, they are shifting their demands and loyalty to other

Hotels providing similar services in a manner that meets their expectations.

Speke Resort Hotel, Munyonyo has also provided quality services for its customer base, since it

has a customer care service policy whicq caters for customer activities. These policies include

exclusive accomp10dation, efficient and timely delivery of services, hotel guides, security,

customer attention, parking space, 24 hour front desk services. and anticipation of customer

services. Despite Hotel Africana, efforts to provide the best services to its customers, the hotel

has competitors in the hotel industry like Hotel Africana,, Imperial Royal hotel, Grand Imperial

hotel, etc. Unfortunately, the company c~n barely do much in creating a new market. This is due

to the average to low standards of living of people in Uganda (Chaipoopirutana, S. 2014) ..

1.2 Statement of the problem

Customer satisfaction is considered first priority in hospitality industry where by hotels like hotel

Africana work tirelessly beyond customer expectations to impress different clients who visit the

hotel especially through delivering on promise to maintain customer loyalty since Happy

customers are loyal customers, and thus this is because creating positive relationships can create

customers higher commitment and increase their return rate. Long-term and reciprocally

advantageous relationships between customers and the hotel is becoming progressively important

because of the highly positive correlation between guests' overall satisfaction levels and the

probability of their return to the same hotel (Choi and Chu, 2011 ). Hotel Africana ltd being a

5

service oriented industry has tried to provide quality service to its customers like; keeping

records correctly, caring and individualized attention to customers (Gruen et al, 2010). Despite

all efforts to satisfy its customers the hotel has continued to register increasing numbers of

dissatisfied customers in respect to slow service since customers don' t want to wait for long, and

low levels of responsiveness to customers' complaints. Thus ensuring customer satisfaction can

potentially lead to increased customer retention, thereby increasing customer loyalty and thus

sales and profitability of the hotel at large. Its therefore due to this background that has enticed

me to engage into this study.

1.3 Purpose of the study

The purpose of the study is investigate the impact of customer satisfaction on hospitality industry

in Uganda

1.4 Objectives of the Study

i) To establish the strategies used by hotel Africana to enhance customer satisfaction in hotel

Africana.

ii) To determine the factors that affect customer satisfaction in hotel Africana . .

iii) To examine barriers to satisfaction in Hotel Africana Ltd.

1.5 Research questions

i) What are the strategies used by hotel AfTicana to enhance customer satisfaction in hotel

Africana?

ii) What are the factors that affect customer satisfaction in hotel Africana?

iii) What are the Barriers to Customer care in Hotel Africana Ltd?

1.6 Significance of the Study ·

1.6.1 Academic Significance

fhe study will help to build on my knowledge and understanding of the study variables. It will

1lso help me to gain more skills of conducting research and this will be important to me while in

)ffice or pursuing further studies.

fhe study will help me as a partial fulfilment of the requirements for the award of the degree of

Bachelor of Tourism and Hotel Managen!ent of Kampala International University .

6

The study helped to build on my knowledge and understanding of the study variables. It will also

help me to gain more skills of conducting research and this will be important to me while in

office or pursuing further studies. It will also help me to appreciate the concept of service

quality.

The study will also add knowledge on the existing knowledge about customer care services to

the public. This therefore helped the public recognize and appreciate customer care services. The

public especially customers of the hotels were able to recognize certain customer care services

they are supposed to receive . from services provided.

1.6.2 Industry Significance

To related companies, the study will help to always provide better quality services since it's

directly related to customer satisfaction

To the hotel industry, the study informs efforts to increase the c1Tectiveness of training on staff

training at any hotel in Uganda and Africa at large. Therefore the suggested recommendations

will go a long way in assisting management of Hotel Africana, Hotel to make strategic decisions

as to how to restructure their training programs to match the needs of the dynamic hotel industry.

The hotel clients also stand to benefit from the elevated levels or service quality as recommended

at the end of this report. Better and more affordable packages arc expected to be unveiled in the

industry as it seeks to grow after adopting the recommendations.

The study findings will help to identify and highlight the weaknesses in staff training of Hotel

Africana, and how staff training influences service quality and how to design an appropriate staff

training programmes, and it will be able to compete fully with other hotels both local and

international.

It will also benefit other business service providers to make informed decisions as far as service

is concerned.

1.6.3 Policy Significance

The study is also expected to add knowledge on the existing knowledge about customer care

services to the public. This will help the public recognize and appreciate customer care services.

7

The public especially customers of the hotels will be able rccogmze certain customer care

services they are supposed to receive from service provide

To the Government, the study will help in making policies that are aimed at providing quality

services in the Government owned enterprises.

Hotels, game parks, and reserves, corporate entities, business policy makers and other

researchers will also benefit from this research in making informed decisions when it comes to

quality customer service to satisfy the customers.

The study findings helped to identify and highlight the weaknesses in service quality of Hotel

Africana and how service quality influences customer satisfaction and how to design an

appropriate customer care service programme. This will help Hotel Africana recover its

customers after implementing the necessary customer care services and it will be able to compete

fully with other hotels both local and international.

1. 7 Scope of the study

1.7.1 Subject of scope

The studies mainly shall mainly focus on customer care service quality as the dependent vmiable

and customer satisfaction as dependent variable and effect of customer care on customer

satisfaction.

1.7.2 Time scope

The time frame of study to establish the research was carried out in Hotel Africana in particular

from March to September 2018, since this period was long enough for me to acquire alJ

necessm-y information needed for the study.

1.7.3. Geog1·aphical scope

The study was conducted in Hotel Africana, located on Plot 2 - 4 Wampewo Avenue P.O. Box

10218, Kampala, 0256, UG

1.7.4 Sampling scope

The group of people that are going to be involve are; stockholders, respondent, policy makers in

the state and local chiefs. 8

1.8 Limitations of the study

Because of time constraints, the research was limited only to Hotel Africana for that matter,

which could not allow a comprehensive research on a large scale.

Furthermore, the research was limited to only one hotel while comparison of different Hotels or

different service sectors would have been better.

Also, due to the unique cultural background of the people in the study area, the outcome of the

study may be difficult to replicate in other places.

Another limitation was that, the entire questionnaire given out could not be retrieved for analysis.

1.9 Operational definitions of key terms

Customer care: Customer service is the service provided to customers before, during and after

purchasing and using goods and services.

Tourism: it is travel for recreational, leisure or for business purposes.

Service quality: this means the difference between the customers expectation of service and

their perceived service. In this study, the assessment standards of Zeithaml, Parasuraman& Berry

(1990) will be used, which consist of five dimensions: tangibility, reliability, responsiveness,

assurance, and empathy.

SERVQUAL: this is an instrument for measuring service quality, in terms of the discrepancy

between customers& expectation regarding service offered and the perception of the service

received; Respondents are required to answer questions about both their expectation and their

perception.

Customer expectation: this means uncontrollable factors including past experience, personal

needs, word of mouth, and external communication about hotel service.

9

1.10. Conceptual framework

INDEPENDENT VARIABLES DEPENDANT VARIABLES

CUSTOMER SATISFACTION HOSPITALITY INDUSTRY

• Reliability DEVELOPMENT

• Efficient and timely delivery • Assurance • Improved customers and guests

• Tangibles

• Empathy retention

• Profitability gain • Responsiveness

• Customer loyalty • Price Good customer handling •

• Efficient delivery . .

EXTRANEOUS VARIABLES

• Fluctuation in dollar rates

• Political environment

Source: (Oliver, 2009)

l.llExplanation of the Conceptual framework

The figure above explains the relationship between variables i.e. independent and dependant

variables, in relation to the impact of customer satisfaction on hospitality industry in Uganda. It

therefore shows that custom~r satisfaction is the independent variables which is determined by

factors like; Reliability , Assurance , Tangibles , Empathy , Responsiveness and Price while the

dependent variable Hospitality Industry Development which is measured in terms of

Profitability gain , Efficient and timely delivery , Improved customers and guests retention ,

customer loyalty , fair prices , good customer handling , efficient delivery. However, both

variables are intervened by moderating factors like Fluctuation in dollar rates, Political

environment , etc

10

CHAPTER TWO

LETFRA TURE REVIEW

2.1. The Concept of Customer satisfaction

Customer satisfaction refers to the customer' s perception that his I her expectations have been

met. If the customer's expectations are met, then he is satisfied, if the expectations are surpassed,

then he is delighted, but in the event that they are not met, the customer is dissatisfied (Kotler,

2008). Customer satisfied is achieved when a customer' s expectations are met and this is

largely influenced by the value of customer care provided by the organization (Kotler, 2008)

states that in the service- profit chain, greater service delivery, which results in satisfied and

loyal customers who make repeat purchases and refer other customers to the organization.

2.1.1 Components of Customer Satisfaction

Customer satisfaction has been depicted as the identification and management of moment of

truth. Zemice and Albrecht, who espouses the philosophy of satisfaction, identify three

components of truth namely:

The Service Strategy.

Service st:rategy is the decision about a ·:;ervice that will provide it with a unique identity visa­

Vis competition. It 's also a means for creating shared value through the organization unifying

purpose for management and service priorities for the staff members. To foster customer

satisfaction orientation, a service strategy should be customer centered, enabling the business to

meet the needs, expectations and motivation of target market.

The System;

The system represents the manner in which a service is being delivered. A customer satisfaction

system should be designed to provide a maximum level of ease and convenience to customers.

This could be achieved by conducting a task analysis that identifies the service and enables the

staff to rehearse the performance required to satisfy the customer.

11

The people (employees)

Employees are very crucial component of the moment of truth. Employees determine the quality

of the service to be delivered. The quality of contact and service given, attitude and appearance

of the employees are crucial.

2.1.2. Customer Satisfaction Model.

In a maiden research on the subject of customer satisfaction, a Lancaster team (Zagorica. A. 2013)

grouped the various moments of truth into file interfaces namely:

The management - customer interface: Top management does not often come into contact

with most customers. However, when dealing with key clients, there is contact. It is therefore of

utmost importance that these contacts be well managed. Management would do well to be

cognitive of the general rule which states that the bulk of the company's business comes from a

small number of its customers. ( Goneto, 20 I 0)

The staff-customer interface: The staff that comes into contact with customers on a continuous

basis or by job occupation should consider and understand the customer needs on an individual

basis. Furthermore, staff that does not come into direct contact with customers should be made to

realize that they are supporting those who do come into direct contact with customers.

The management - staff intel'faces: Any organization is only as good as the Caliber of the

people it employs. Due came must therefore be paid to the recruitment, training and commitment

to employees. Welfare is order to foster a customer satisfaction orientation.

The customer system interface: This refers to the process of delivering the services to the

customers. Management has the responsibility of designing and establishing a service delivery

process that is satisfactory to its actual and potential clientele. Management should also make

sure that the environment within the customer is to be pleasant and pot1rays the desired image.

The customer satisfaction model place emphasis on an active information linkage (feedback) top

management and the market management needs to know what customers want.

12

2.3 The strategies used by hotel African Ltd to enhance customer satisfaction

According to Jana & Chandra (Researcher September,), customer satisfaction has become an

important aspect of the hotel industry. Unlike other industries, the hotel industry prospers due to

customers' retention. It is only through customer satisfaction that a hotel can retain its customers.

Basically, customers' loyalty is dependent on the quality of the services that they get in a hotel.

Moreover, the hospitality industry has ~:!xperienced the en-trance of many investors who are

willing to meet all the needs of their customers. Therefore, if customers are not satisfied by the

services they receive in one hotel, they will look for better services elsewhere (Jana & Chandra,

Researcher September,). For a hotel to remain competitive in terms of customers' satisfaction, it

must track the levels of customers' satisfaction. This is where technology comes in. Technology

has been growing over the years and it has helped the management of the hotel industry to track

statistics regarding customer satisfaction. For instance, online surveys are a popular way of

monitoring customers' satisfaction. Through these surveys, the management is able to implement

a continuous improvement of their services and goods based on the needs of customers ·as

expresse~ in their comments or other means of expression (Farah, L. B. 20 12).

(i). Bench-marking:

One of the main strategies used by hotels to enhance customer satisfaction is bench-marking.

Benchmarking enables hotels to learn from other players in the industry and learn what makes

their competitors competitive. In some cases, some hotels may not reveal their secrets to their

competitors. However, the hotel industry does not involve sensitive information. For this reason,

most hotels are willing to share the secrets be-hind their success. Nonetheless, the only thing that

makes some hotels prosper as com-pared to others is hotel innovativeness. Hotel innovation

enables prosperous hotels to create new strategies that enhance a competitive advantage over

their rivals. Benchmarking is easier for chain hotels in that all hotels under the chain are able to

borrow the traditions of the chain and offer similar services irrespective of their geo-graphical

locations. For example, Hotel Africana Ltdinherits the strategies used by other hotels under the

Serena chain and implements them such that a customer may feel the same environment,

services, and goods as that of any other hotel operating under the Serena chain(Tsiotsou &

Goldsmith, 2012).

13

(ii). Willingness to adapt:

To achieve greater heights of customer satisfaction and loyalty, the management must show the

willingness to adapt to the needs of customers. Hotels put a lot effort in understanding customer

needs and fulfilling them end up learning many factors that con-tribute to customer satisfaction.

(Zagorica. A.2013). Customer satisfaction should be given utmost consideration by the

management, because it would be more expensive to draw in new customers that retaining the

existing ones. In order to be fruitful, managers must focus on holding existing customers

actualizing compelling anangements of customer loyalty and steadfastness. This is particularly

valid in the hotel business (Tsiotsou & Gold-smith, 2012).

(iii). Stakeholder involvement:

In hotel industry, customer loyalty 1s mostly enhanced by combined efforts of all the

stakeholders. Therefore, a hotel can only prosper in terms of customer satisfaction by involving

all stakeholders in improving the quality of its services and products. Consequently, investigating

the significance for customers of hotel traits in hotel choice is fundamental. In most cases, this is

achieved by also involving customers in improving the quality of services by showing them that

their suggestions are welcomed (Singh & Dewan, 2009).

(iv). Holding existing customers:

Keeping in mind the end goal to be fruitful in the business sector it is not adequate to draw in

new customers. For this reason, managers must focus on holding existing customers executing

successful anangements of customer loyalty and loyalty. From eateries to hotels and everything

in the middle of, your employment as a cordiality management supplier is to keep up customer

bliss and satisfaction (Overby, 2007). The motivation behind why faithful customers are so

critical is on the grounds that it costs more than three times as much to draw in new cnstomers

than to hold existing ones. In addition, past customers unequivocally impact others by listening

in on others' comments and suggestions. In this setting, managers ought to make it a point to be

on the road to success for staying aware of patterns that their customers take after (AI-Msallam.

S. 2015).

14

(v).Ensuring Consumer loyalty:

Consumer loyalty assumes a critical part inside of yom business. Not just is it the main marker to

quantifY client dependability, distinguish despondent clients, lessen beat and build income; it is

additionally a key purpose of separation that helps you to draw in new clients in aggressive

business situations (Christina, C. 20 II). Remember happy customers are loyal customers, thus

Hotel Africana staff tends to go the extra mile by providing additional items where possible to all

daily clients who visit the hotel, this always tends to impress them and make them come again

any other time. This is because customers are the most important part of the business without

them what would you have focus on them at all times and they will be happy (Hanzaee K,

Mirvaisi N., 20 II) Consumer loyalty is vital to any business. If your clients are satisfied they

will probably buy more from you or from you all the more regularly Clients are the reason we

are good to go and consumer loyalty is the thing that holds them returning.O"Mahoney, 2002) ..

(vi). Nature of management:

The natme of management and customer loyalty are basic clements for accomplish-ment of any

business. From being steady to ensming they get the same wonderful management to doing what

you say you will do, hotel management should not fail in regards to what they offer. Customer

loyalty has been a center of analysts and advettisers as an imperative forerunner of customer

unwaveringness. Some late studies suggest that customer charm conceivably creates more

notew01thy customer steadfastness than satisfaction (Ortinau, D . .1. 2011).

(vii). Customers' experiences:

Customers' experiences are seen all the more seriously and the desires lend to run somewhat

higher than with different items and managements. Long haul and proportionally favourable

connections between customers and the hotel are turning out to be logically essential as a result

of the exceedingly positive relationship between customers' general satisfaction levels. Keeping

in mind the end goal to be effective in providing quality services, a hotel should concentrate on

the quality of services and products and customer satisfaction and loyalty will follow (Sim, Mak

& Jones, 2006). Managers must make ce1tain they have things close by so when their customer

needs them and their items. That is to say that everything ought to be accessible. In this way,

positive connections can make customer's higher duty and expansion their arrival rate Rogers, D.

s. 2015). 15

(viii). Guest connections:

Guest connections are a vital resource of the Hotel Africana Ltd and consumer loyalty is the

main strategy of creating a large network of customer connections. A customer who needs to

constantly sit tight for you to do your part might become tired. regardless of how steadfast, and

endeavour off to your opposition. Keep customers steadfast by concentrating on them at all

times. These days, many hotel managers are challenged by customer satisfaction since some

customers come but fail to return due to their preferences. Therefore, consistent advancement of

hotel innovation and customer quality is the way to effective business technique, because of the

requesting customers (Sim, Mak & Jones, 2006).

(ix). Interests charged:

The accommodation business must charge customers distinctive rates relying upon interest to

stay profitable, in this way successful yield management is inside of the business critical. All

things considered, giving astounding managements and enhancing consumer loyalty are

generally perceived as basic· variables boosting the exhibitions of organizations in the hotel and

tourism industry (Nurminen, 2007).

(x). Service quality:

Basically, high quality enables a principal part for hotels to make progress. It is vital for

management of hotels to have a legitimate thought of what customers' necessities are. Charging

customers more and giving less is not a triumphant blend from a guest satisfaction point of view,

substantially less a triumphant business system (Kirsch, K. (2015). Now and again, customers

are once in a while unwittingly attempting to get however much information as could reasonably

be expected through encounters of diffe:·ent customers to know everything about hotels. In this

way, hoteliers ought to track the levels of consumer loyalty and make changes. Hoteliers must

have the capacity to get large amounts of consumer loyalty by involving customers in developing

a blueprint of what customers need (Johnston, R. 2009).

16

xi) Meet Customer expectations

Hotel Africana normally employs a strategy of making sure that its meets its customers'

expectations since satisfied customers are looking for a memorable experience and an energetic

service, where it matters the most. Businesses need to be aware that it's becoming ever more

popular for guests to leave a review of their experience on a number of feedback sites, whether

their experience will be a good or bad one. Hospitality outlets need to me mindful of this as bad

feedback can be extremely damaging (Boshoff, C. 2014). From receiving quick service to

bending the standard practices such as extending a guest check-out in a hotel or customizing a

menu item in restaurant customers want to feel as if their business is appreciated. To be on the

receiving end o(customers' satisfactory ratings in surveys and among their network, anticipate

their needs and be able to have your staff deliver accordingly (Kirsch, K. (2015).

xii) Innovativeness:

There are yet new viewpoints and · defects to be enhanced in customer satisfact1on,

notwithstanding the many researches about it. For this reason, innovativeness of hoteliers is the

key factor that brings about success in the industry. In this view, the management has the major

role to play in creating the unique techniques that can enhance customer satisfaction (Sim, Mak

& Jones, 2006).

(xi) . Delivering on promise:

One key factor in keeping your guests ~ngaged and coming back is to deliver as you promise.

Thus Hotel Africana normally also uses a strategy keeping its offering deliveries basing on

promises made to clients since any business needs to keep customers and clients happy, but in

the hospitality industry it's so important to keep guests engaged in order for repeat business and

for referral purposes. For the customer to return all you need to do is deliver what will be

promised, if you can exceed expectation where possible this is always a good tool to help gain

referrals (Grzini6, J, 2007) From being consistent to making sure they get the same awesome

service to doing what you say you will do, don't drop the ball when it comes to what you say

you'll offer. Customers are more likely to get frustrated when you reel them in on a big promise.

such as special services or premium products and it's not the case.

17

A void saying that you are luxury if your services are mediocre or in developing gimmicks that

excite customers only to disappoint them throughout the process of working with you (Kamau S.

W &Waudo J. 2012).

xiii) Offering variety Hotel services

This hotel offers a variety of services which consist of various types of room such as Superior

room, Deluxe room, Family suite, and Grande suite. Four restaurants offers many different

dining experiences which are The Bistro (Western style), The Cappuccino Terrace (Italian

cuisine), The M Cafe (Thai and Chinese cuisine), and Ray,s Place (a nightly jazz club).

Moreover, the hotel provides many recreation facilities such as an outdoor swimming pool, spa,

fitness center and sport (Bowen, J.T. and Chen, S. 2011).

xiv) Realisticness:

Remember to be realistic, don't big your business up if it's not 5 star, don't say that it is, as this

only sets expectations for the customer, and excites them only to disappointed when they find out

it's more of a three star standard(Zemke, Neal, Shoemaker & Kirsch, 2015).

xv) Ensuring keeps Feedback:

If a customer is unfortunate enough to have a bad experience, for any reason, you need to make

sure it's made easy and clear for them to tell you about it. At the same time be understanding and

allow them to get it off their chest to you, so they're not inclined to tell someone else. Try hard to

fix the problem communication is key and remember keep calm and try to resolve the situation

so the customer ultimately goes away happy (Hjalagcr, A. &Andersen,S.20 11 ).Excellent

customer care is vitally important in the hospitality industry. It's the first point of contact,

between for example, the hotel guest and the representative of the hotel. It is the first opportunity

an establishment gets to impress and create a lasting great impression (Bastos, J A.R., and

Gallego, P.M 2008).

18

2.4 The factors that affect customer satisfaction in hotel Africana Ltd.

The level of deep analysis and tmderstanding about motivators and knowledge of customer

satisfaction are the key points for the· business success of hospitality services (Gutiererez~

Sanchez et al. 2011 , p. 18). Besides, a small increment in customer satisfaction will enhance

customer loyalty dramatically in hotel industly (Carev, 2008). Room qualities, value and

employee quality are the main reasons that affect hotel customer satisfaction (Choi & Chu,

2001).

(i). Reliability

Reliability in SERVQUAL model is the capability to carry out the service accurately and

dependably as promise (Van lwaarden & Van der Wiele, 2002). Dependably is defined as the

service provider is able to provided what is needed and to be trusted while accurately is defined

as service provider is able to achieve the outputs that are correct. High service reliability refers to

the error-free performance provided by the service provider. For example, charity fund is

distributed rightfully, car is well-tuned after maintenance and train is arriving on schedule.

Reliability is assumed to affect the costs and demand of customers and defined as the probability

that service provider is able to meet the predetermined service standard. (Boronico & Moliver,

1997). Reliability of service includes complaint handling, pricing and promises delivery

(Rahman, Jamil, and Iranmanesh, 2014 ). In handling customer complaint, satisfaction of the

customer can be increased if the employee is capable to solve the problem and is competent

(Bitner et al., 1990). Satisfaction of complain means the satisfaction of the customer to the

service provider's response to the customer's complaint (Stauss, 2002). Besides, customers

compare the expectation and the perception of the company's delivery performance in order to

evaluate their acceptability (Demoulin & Djelassi, 2013).

(ii).Assurance

According to Merriam Webster (n.d.), assurance is defined as the confidence of manner.

Credibility, competence, security, courtesy and attributes of communication are the elements in

service assurance (Parasuramen & Zeithaml, 1985). The ability of company employees use their

courtesy and knowledge to inspire confidence and trust of the customers is the meaning of

service assurance as well (Schneider & White, 2004).

19

The components in assurance can be elaborate as the courtesy embraces admiration,

consideration and politeness. Communication that keeps customers always informed.

Competence refers to the required knowledge and skills to carry out the service. Security means

that free from risk and danger. Lastly, credibility refers to the truthful and trustworthiness

(Romera, C. G. (2014).

(iii). Tangibles

Tangibles in SERVQUAL model refers to the appearance of the personnel, equipment and

physical facilities. For instant, tangibles elements are "eye-catching materials", "visual attractive

physical facilities" and up-to-date facilities" (Van Iwaarden & Vander Wiele, 2002). Tangibles

play an imp01iant role in influencing the service quality and customers can have better

understanding on the service if the service provider can manipulate the tangibles aspects. For

example, the price of the service, the physical service environment and the service provider

appearance (Shaharudrn, Yusof, Elias & Mansor, 2009). Besides, tangibles affect directly on the

perceived service quality and affect indirectly on the other four factors (Reimer & Kuehn, 2005).

Tangibles can be divided into tidiness/cleanliness element which means the tidy and cleanliness

of the tangible component and the comfort element which means the comfort of the service

facilities and environment (Johnston, 1995). Cleaning is known as the removal of inorganic and

organic soil away from the surface (The Centers of Disease Control and Prevention, 2013).

(iv). Empathy

According to Meriam webster (n.d.), empathy is defined as the ability of to understand someone

else's emotions and experiences. In business context, empathy is referring to the individualized

attention and caring that the firm provides to its consumers (Chrestin et a!., 1997). Besides,

ability to know consumers' desire, behavior and feeling is the definition of empathy as well (Lin,

2005). One of the predictor of trust is empathy (Ahearne, Jelinek & Jones 2007). At the initial

phase of relationship building, empathy takes an essential role in building trust. Furthermore,

listening and empathy are essential factors of customer satisfaction (Agarwal, 2005). In hotel

context, empathy dimension is referring to the ability of the employees to provide care and

individual attention to the guests (Lin, 2005). According to Babin, B. (2013), customers in

hospitality want to be treated with empathy, friendliness and kindness.

20

(v).Responsiveness

According to Akbaba (2006), responsiveness in SERVQUAL model refers to the willingness of

the staffs to cany out instant service and assist customers. Customer satisfaction, costs, financial

petformance and customer retention have positive relationship with the responsiveness of the

employees (Sureshchandar et al., 2002). Responsiveness is considered as an ability of a company

to react to the changes of customer needs and wants as well as the changes in the market (Frey,

1998). The key to add new customers to the organization and retain current is emphasizing in

responsiveness. Responsiveness means that the employees are able to anticipate the customer

need and want and react accordingly (Daugherty, Ellinger, & Rogers, 1995). One of the

impotiant factors to create responsiveness is the ability of information sharing since the result of

information sharing enables a company reacts to the customer needs and gains better customer

loyalty (Ramayah & Omar, 2010).

(vi). Price

Besides service qualities, price is also another factor that a!Tecting customer satisfaction toward

budget hotels. According to Kotler & Armstrong (2010), price is the amount of money asks ·it1

payment for receiving a good or service, and the total of the values that customers exchange for

the advantages of having the goods or services. According to Estelami & Bergstein (2006), the

price of a product or service is a major decision variables for both retailer and consumer. The

acconnnodation fee is the majority of tourism expenditure for tourists ("Budget Hotels", 2013).

In hotel industry, price is the important factor that affecting customer's quality perceptions

(Lewis & Shoemaker, 1997). According to Parasuraman, Zeithaml & Berry (1991), guests had

expected higher level of service when they paid more. Price perception has directly influences

toward customer satisfaction (Matzle, Wurtele, & Renzi, 2006). According to Thompson (2005),

consumer perception of having booked a room at a lower price is responsible for customer

satisfaction with the hotel. Price fairness is speak about customers' assessments of whether a

seller's price is acceptable, reasonable and justifiable (Kukar-Kinne, Xia& Monroe, 2007). Price

fairness is an imp01iant measurement in price that helps to develop customer satisfaction (AI­

Msallam, 20 15).

21

2.3 Barriers to customer satisfaction in Hotel Africana Ltd

(i). Overworked Staff:

Overworked staff can be the result of understaffing, layoffs. rapid growth or assigning too many

tasks to too few people. The result is that your staff will quickly lose their energy. Those that

don't will be stretched too thin and no single client will appear as a priority to them. Since your

representatives will have many clients to service, steps will be skipped, staff and customers will

become frustrated and clients will receive insufficient attention to their issues. (, K., Parks, S.C.

2013).

(ii).Under worked Staff:

The exact opposite can have a similar effect on customer service. If your staff is under worked,

they will feel less challenged, under-appreciated and unimportant. Work has a habit of

expanding to fit whatever timeframe is allotted (Calif. DI-IS. 2007). So if your staff is under

worked, case handling turnaround time can drag on longer than reasonably expected, and

customers will get frustrated (Cl1avan, R. B. 2013).

(iii). Having a Non-Caring Culture :

The workplace culture can have a substantial effect on how customer service cases are handled.

If the workplace climate is one where customers are not cared for. where staff doesn't care about

their work, or if the environment is not empowering, your staff will under-deliver whenever

presented with a customer service case. Coyne, K. (2009). This culture prevents your staff from

caring enough about yom customers to make them happy. Customers are not a priority, and the

repercussions of an unhappy client are not apparent to them.

(iv). Poor Accountability:

If the staff is not held accountable for customer service, there is no reason for the staff to try

harder to make sure customers are happy. Your staff can always place the blame elsewhere and

know they can never get in trouble for letting a customer leave unhappy Akbar, M.M. and

Parvez, N. (2009).

22

(v).Insufficient Systems:

If the systems used in working with clients perform poorly, arc slow, contain insufficient data or

doesn't track your client data appropriately, there will always be problem. Customers will get

frustrated very quickly if the turnaround time is long (Kumar, R. S. 2009). Therefore they may

start looking elsewhere (www.entre-propel.com/customer-service) (lddrisu, A. M. 2011 ).

(vi). Communication of Customer Value

Customer satisfaction is the responsibility of everybody in the organisation; from the Manager to

the cleaner. All staff members must always be reminded of how valuable customers are, so your

staff knows how to treat clients in the appropriate and valued manner (AI- Rousan, M. Ramzi

and Mohammed M. 201 0).

(vii). Lack of Incentive

Appropriate incentive to staff who give clients outstanding service. If they are not motivated,

they have no reason to go that extra mile for your customers. Provide rewards, both monetary

and non-monetary to ensure your staff is motivated and empowered enough to want to service

your clients to the best of their abilities (Bowen, T.A. and Brown, S.W. 2011).

(viii).Lack of Understanding about Customer Needs

If there's no data, it is easy to make the claim that you are customer-centric. But it's just words.

Information leads to the realization that Lhere is a gap between what your company is doing and

what your customers are experiencing (Taylor, S. A. (2014). Once this gap is surfaced,

managef!lent is faced with a lot of uncomfmiable decisions about what to change. Reliable

information can lead to meaningful innovation that will find greater customer acceptance and

market success.

(ix). Failure to Deliver on Promise

The old advice of "under promise and over deliver" will be never truer than it is in a world

:iominated by customers. Adjectives and hyperbole can get companies into trouble. Companies

must therefore make sure their marketing claims are aligned with how the customer really sees

the firm (Geronikolas, N. 2012).

23

3.2 Research Design

CHAPTER THREE

RESEARCH METHODOLOGY

The research design descriptive in nature to meet the objectives of the study and was based on

both quantitative and qualitative methods. Therefore, qualitative research design was used in

form of statements assigned to variables that were adequately measured using statements.

Whereas quantitative research method was used in form of numbers and statistics. Qualitative

and quantitative research design that was used include unstructured interviews, group

discussions, structured questionnaires, observation and recording information respectively.

3.3 Area of study

The study was conducted in Hotel Africana Limited located at on Plot 2-4 Wampewo Avenue,

P.O Box 10218, Kampala, 0256, UG.

3.4 Study Population

The study population includes employee staff members and customers of hotel Africana Limited

who provided information on the behaviors of the customers and how they development of the

hotel at large. These involved the hotel staff, and also management within the Hotel.

3.5 Sample Size

The sample size in this study comprised of selected members from the population among the

employees in the Hotel. A total of fifty (113) respondents was selected to participate in the study

from a population of 160. This sample size will be based on Morgan and Krecjie's (1975) table

for determining the sample size of a given population.

Table 1 Sample size

Category Sample Percentage (%)

Employees 90 79.64% Custome'rs 23 20.35% Total 113 100 -

24

3.6 Sampling procedure

I used simple random sampling teclmique in selection of the respondents, meaning that each and

every individual had the same chance of being selected be it male or female. In this procedure,

the respondents were selected at random, and these respondents were identified according to

their willingness and availability to take part in the study.

3.7 Data collection methods and instruments

3.7.1 Interview

I used interviews during research and this involved asking directly face to face the respondent

and direct answers were given to the interviewer. Interview schedules were also used especially

when I need more information from respondents from Hotel J\fricana if they are suspected to

have more additional information relevant for the study.

3.7.2 Questionnaires

This method was conducted usmg self-admir.istered questionnaires with both open ended

questions and the closed-ended questions. In open-ended form, questionnaires were used to get

information from hotel guests, and staff from different departments of the hotel. Using open

ended form, I asked questions relating to the study objectives which allowed the respondents to

give as much information as possible. In close ended form. 1 used questionnaires to get_ all

responses from the respondents. The respondents were determined and guided by the research

questions to the respondents to avoid inelevant information from the respondents. This method

was good especially when the respondents who tend to be busy doing their work and have little

time to attend to external duty.

3.7.3 Observations

Here I was very sensitive in asking questions that seemed to annoy the respondents especially

when the information asked is being observed. Dming the study I used naked eyes to observe the

services, facilities, and products of the area.

3.7.4 Documentary

In this method 9f data collection, I consulted other related literature in books, brochmes,

jomnals, newspapers with some articles of Hotel and customer care. Using documentary methods

::>f data collection, and thus the researcher was able to collect a large amount of data previously

25

collected by others and were not published. Through this method the information that has not

been analyzed was analyzed, published and presented to schools, institutes, colleges and

universities about the different service provisions to tourism in different locations.

3.7.5 Editing

Here I ensured that, all data is completed without any omissions, inconsistency and inaccuracy

during the study. I needed to always check the responses to avoid ambiguity and vagueness to

make sure they are meaningful for coding purposes. I also checked the questionnaires thoroughly

from the beginning to the end making sure that, all questions relate to the expected response.

Manual techniques were necessary for example, rectifying errors that were discovered.

3.8 Data processing and analysis

During data processing I collected information about the study objectives and he visited the

library to read in different books while writing the information into text form. Quantitative and

qualitative research design was used to analyze data. Finally, the data was encoded and edited for

easy interpretation.

3.8.1 Tabulation

I put data into tabular form after coding them. The tally system marks were given, designating

responses to their suitable codes. I then added the tally marks or scores under each category to

establish the number of times each of the different answer was given to each category. This

helped me to draw up a clear conclusion of the research findings.

3.8.2 Data analysis

Data analysis is generally used to show how significant the data collected is data that was

analyzed using different tables and pie chatts. I thus used qualitative methods summarizing the

responses from the key information into tables, percentages and others. This was done manually

because of varying responses whereas editing refers to the process of correcting errors from the

respondents that was collected. Editing was done by checking in the questionnaires to eliminate

etTors and detect omissions to all the questionnaires the research focused on the information in

the frequency tables to analyze and interpret the data.

26

3.9 Ethical consideration

I sought permission from the head of depa11ment of Leisure and hospitality of Kampala

International University. An introductory letter was issued to the local council leader around the

research area to allow me to go ahead with the research.

3.10 Limitations of the Study

I conducted the research under several constraints as follows;

One major constraint was the difficulty in convincing the hotel authority and other employees in

the hotel to be interviewed and the anticipation is mainly because of the fear to expose their

weaknesses to the competitors.

Most of the staff employees of hotel Africana might also be too busy to give substantial time to

the researcher to answer the questionnaires. I pleaded with them to have them interviewed.

The respondents might also happen to lose and misplace the questionnaires and might not

respond them in time. This led me to move to the hotel several times to get back the

questionnaires and also other might be returned totally incomplete.

The time allocated to the study might not be sufficient, which limited her researcher from

carrying, out all in depth investigation of the subject matter in order to meet the dateline for the

research report submission which is a pre-requisite for Graduation.

Lastly, financial insufficiency was also a major resource of hindrance for me to successfully

conduct the whole research process.

27

CHAPTER FOUR PRESENTATIONS INTEPRETATIONS AND ANALYSIS OF DATA

4.0 Introduction

This chapter covers the presentation of the findings according to the themes of the study which

were: to find out the cause of population growth, to establish the effect of population growth on

land use and to investigate the relationship between population growth and land use.

4.1 Demographic characteristics of respondents

Under this section, the researcher was interested in finding out the demographic characteristics of

the respondents. They are presented as follows:

4.1.1 Gender of Respondents

The researcher wanted to know the gender or sex distribution of the respondents and this is

shown in the following table and illustration. This section indicates the both sexes with the

community.

Table 2 : Presenting the gender distribution of the respondents who participated in the study

Gender Frequency Percentage(%)

Males 45 39.82

Females 68 60.17

Total 113 100

Source: Researcher September, 2018

In Table 2, the study findings revealed that the sample constituted of 113 respondents of which

60.71% were Females and the 39.18% remaining were Males. This implies that majority of staff

working in Hotel Africana are females due to the fact that it's a females tend to have more

interest than men in the hotel business and these were distributed in different departments of the

b.otel which include; front office, housekeeping, laundry, kitchen, stewarding, catering and

banquet, F&B service, health club, human resources, security, procurement, finance and others.

28

Table 5: Showing Respondents' Education

Qualification Response Percentage

Certificate 35 30.97

Diploma 64 56.63

Degree 14 12.38

Total 113 100 Source: Primary Data, 2018

Table 5 above, shows that the majority of members interviewed and given questionnaires were

Diploma holders and these were at a response rate of 56.63%, followed by other respondents I

who were certificate holders and these were at 30.97% response rate, while the rest of the

respondents from staff at the hotel had studied short courses in tourism and hotel management,

catering and food production.

4.1.5 Working experience of respondents

Table 6. Showing the working experience of respondent

Items Frequency Percentage (%)

1-12 months 30 26.54

1-2 years 26 23.00

3-5 years 39 34.51

6-10year 18 15.92

Total 113 100% Source: Primary Data, 2018

The research went on to inquire about on how long the respondents in Hotel Africana had

operated or worked in the hotel and thus the findings revealed that majority of staffs working in

Hotel Africana had worked in the hotel for 3-5 years and these were at a percentage rate of

40.54%, followed by another group of respondents who had worked in the hotel for 6-10 years

and these were at 24.32%. However, minority of staff working in Hotel Africana had worked for

only 1-12 months and these at only 13.51% percentage response rate, while some respondents

who had. also worked for 1-2 years were at only 21.62% response rate. This shows that most of

the employee staff working in Hotel Africana had worked for 3-5 years and 6-10years thus

implying that they had enough experience and exposure in the hotel business, which has helped

the hotel to be ranked 5 Stars in its services and class.

31

Figure 2. Showing the working experience of respondent

40

35

30

25

20

15

10

5

0

1-12 months 1-2 years 3-5 years 6-10year

4.2 The strategies used by hotel African Ltd to enhance customer satisfaction

Table 7. The strategies used by hotel African Ltd to enhance customer satisfaction

Strategies Frequency Percentage (%)

Bench-marking 17 15.04

Willingness to adapt 06 5.30

Stakeholder involvement 12 10.61

Holding existing customers 14 12.38

Ensuring Consumer loyalty 11 9.73

Nature of management 05 4.42

Customers' experiences 09 7.96

Guest connections 06 5.30

Realisticness 15 13.27

Delivering on promise 18 15.92

Total 113 100

Source: Primary pata, 2018. .

The researcher embarked on establishing the strategies used by hotel African Ltd to enhance

customer satisfaction and thus majority of respondents suggested that Bench-marking is the best

strategy utilized by the hotel to acquire customer satisfaction with 15.04% followed by

Delivering on promise at a percentage rate of 15.92%.

32

These were followed by some other respondents who emphasised that Realistieness and Holding

existing customers are also basic strategies that are greatly utilized to satisfy its guest and

customers who visit the hotel and these were both at 13.27% and 12.38% respectively. In the

same way 10.61% of respondents suggested that Stakeholder involvement is also a good strategy

that can be employed by the hotel to attract and satisfy its customers followed by Customers '

experiences at 7.96%, Guest connections at 5.30% and Willingness to adapt at 5.30%. However,

4.42% of respondents suggested that Ensuring Consumer loyalty is also another strategy

followed by Nature of management at 9.73% response rates.

4.3 Factors that affect customer satisfaction in hotel Africana Ltd.

Table 8. Factors that affect customer satisfaction in hotel Africana Ltd.

Category Frequency Percentage (%)

Reliability 19 16.81

Assurance 30 26.54 ·-

Tangibles 17 15.04

Empathy 10 8.84

Responsiveness 28 24.77

Price 09 7.96

Total 113 100 Source: Primary Data, 2018

The study went on to establish factors that affect customer satisfaction in hotel Africana Ltd,

and thus the study revealed that Assurance is the major factor that influence customer

satisfaction in the hotel and this was at a response rate of 26.54%, followed by another factor of

responsiveness which was at 24.77%. 16.81% and 15.04% of respondents suggested that

Reliability and Tangibles respectively are also other main factors that affect customer

satisfaction in hotel Africana Ltd. However, minority of respondents from Hotel Africana Ltd

suggested that Price is also another factor that can affect customer satisfaction in their hotel and

this was at 7.96% responses rate followed by the last group of respondents who emphasised that

Empathy also qualifies to be another factor that influenced customer satisfaction at the hotel

which was at 8.84%. This therefore implies that assurance; responsiveness, Reliability and

Tangibles are the major factor which influences the customer satisfaction among Hotel

Africana' s staff towards work.

33

4.4 Barriers to customer care in Hotel Africana Ltd

Table 9. Barriers to customer care in Hotel Africana Ltd

Barriers to customer care Frequency Total Overworked Staff 23 20.35

Under worked Staff 02 1.76 Having a non-caring culture 07 6.19

-Poor Accountability 09 7.96

Insufficient Systems 04 3.53 - --

Poor communication of 18 15.92 customer value

-Lack of Incentive 06 5.31

Lack of understanding about 26 23.01 customer needs

I

-Failure to deliver on promises 18 15.92

Total 113 100

Source: Pnmary Data, 2018

The findings on the barriers to customer in Hotel Africana revealed to us that lack of

understanding about customer needs is major barrier to customer care in Hotel Africana ltd and

this was at 23.01% response rate, followed by overworked Staff at the hotel which was at

20.35%. In the same scenario, another group of respondents from Hotel Africa also revealed to

us that Failure to deliver on promises to customers and also Poor communication of customer

value at the hotel are also other factors which hinder effective customer care at the hotel and both

of them were at 15.92%. However, the smallest population from the respondents at the hotel

suggested that under worked Staff was the weakness barriers which hinder customer care in

Hotel Africana Ltd and this was at 1. 76%, followed by Insufficient Systems and Poor

Accountability can also hinder effective customer care at the hotel and these were at 3.53% and

7.96% respectively. Another respondent from the hotel staff and customers revealed out that

Having a non-caring culture was also a barrier and this was tat 6.19% followed by Poor

Accountability at 7.96% and that these have also affected the smooth operation of the hotel, plus

lack of incentives at 5.31 %. This thus implies that under worked staff, having a non-caring

culture, poor accountability arid insufficient systems are the major barriers to customer care in

hotel Africana ltd in Kampala.

34

CHAPTER FIVE . DISCUSSION OF THE FINDINGS, CONCLUSION AND

RECOMMENDATIONS 5.0 Introduction This chapter marnly dealt with summary of key findings, conclusion and recommendations made

in relation to the impact of customer satisfaction on hospitality industry in Uganda after

conducting the study.

5.1 Findings on the Demographic characteristics of respondents

Findings in Table 2 on the Gender of Respondents revealed that among the respondent

interviewed the females dominated with a percentage rate of 73.54%, while the Males had the

least response rate of 26.54%. This is because the Hotel 1\fricana is mostly dominated by

females almost in every department of the hotel like reception desk or front office, housekeeping,

food and beverage departments which females find easy to adopt to than the men in Uganda.

Findings in Table 3 on the age distribution of respondents revealed that majority of respondents

were found to be in the age group between 21-30 years and this was at percentage response ratt> . .

of 50.44%, followed by respondents in the age bracket of 31-40 years, at a response rate of

30.97%. This therefore a show that the Hotel African is has able bodied, young and committed

staffs who have entirely demonstrated good skills and abilities in improving the performance of

the hotel through offering good services and satisfaction.

Findings in Table 4. on the marital Status of Respondents revealed that majority of respondents

were Single as stipulated with a percentage rate of 84.95%, followed by respondents who were

Married at 11.51%, while the minority of respondents were divorced or separated at a response

rate of 3.53%. It can therefore be deduced that although all marital status categories were

represented, the single respondents dominated in the study.

Findings in Table 5 on the Education/Qualification of respondents revealed that majority of

nembers interviewed and given questionnaires were Diploma holders and these were at a

:esponse rate of 56.63%, followed by other respondents who were Certificate holders and these

..vere at30.97% response rate, while the rest of the respondents from staff at the hotel had studied

;hort courses in tourism and hotel management, catering and food production.

35

5.2 Findings on the strategies used by hotel Africana to improve customer satisfaction

The findings revealed that bench-marking is the best strategy utilized by the hotel to acquire

customer satisfaction as cited by Tsiotsou & Goldsmith, (20 12) that One of the main strategies

used by hotels to enhance customer satisfaction is bench-marking. Benchmarking enables hotels

to learn from other players in the industry and learn what makes their competitors competitive. In

some cases, some hotels may not reveal their secrets to their competitors. He emphasised that

Benchmarking is easier for chain hotels in that all hotels under the chain are able to borrow the

traditions of the chain and offer similar services inespecti ve of their geo-graphical locations.

Delivering on promise was also revealed by the findings as cited by Grzini6, J, (2007) that one

key factor in keeping your guests engaged and coming back is to deliver as you promise. Thus

Hotel Africana normally also uses a strategy keeping its offering deliveries basing on promises

made to clients since any business needs to keep customers and clients happy, but in the

hospitality industry it's so important to keep guests engaged in order for repeat business and for

referral purposes.

The findings also revealed that realisticness and Holding existing customers are also basic

strategies that are greatly utilized to satisfy its guest and customers who visit the hotel as cited by

Shoemaker & Kirsch, (2015) that staff working in hotels should remember to be realistic, don't

big their business up if it' s not 5 star, they should not say that it is, as this only sets expectations

for the customer, and excites them only to disappointed when they find out it's more of a three

star standard.

Findings further revealed that stakeholder involvement is also a good strategy that can be

employed by the hotel to attract and satisfy its customers as cited by Singh & Dewan, (2009)

who stressed out that in hotel industry, cu.stomer loyalty is mostly enhanced by combined efforts

of all the stakeholders. Therefore, a hotel can only prosper in terms of customer satisfaction by

involving all stakeholders in improving the quality of its services and products. Lastly the

findings also revealed that Customers' experiences Guest connections and Willingness are also

utilized by hotels in Uganda especially Hotel Africana to satisfy its customers as suggested by

Tsiotsou· & Gold-smith, (2012) that in order to achieve greater heights of customer satisfaction

and loyalty, the management must show the willingness to adapt to the needs of customers and

by Sim, Mak & Jones, (2006) who showed that customers' experiences are seen all the more

36

seriously and the desires tend to run somewhat higher than with different items and

managements.

5.3 Findings on the factors that affect customer satisfaction in hotel Africana Ltd.

The study went on to establish factors that affect customer satisfaction in hotel Africana Ltd,

and thus the study revealed that Assurance is the major factor that influence customer

satisfaction in the hotel and this was at a response rate of 26.54%, followed by another factor of

responsiveness which was at 24.77%. 16.81% and 15.04% of respondents suggested that

Reliability and Tangibles respectively are also other main factors that affect customer

satisfaction in hotel Africana Ltd. However, minority of respondents from Hotel Africana Ltd

suggested that Price is also another factor that can affect customer satisfaction in their hotel and

this was at 7.96% responses rate followed by the last group of respondents who emphasised that

Empathy also qualifies to be another factor that influenced customer satisfaction at the hotel

which was at 8.84%. This therefore implies that assurance, Responsiveness, Reliability and

Tangibles are the major factor which influences the customer satisfaction among Hotel

Africana's staff towards work.

5.4 Barriers to customer care in Hotel Africana Ltd

The fmdings in Table 4.4 on the baniers to customer care in Hotel Africana Ltd revealed to us

that lack of understanding about customer needs is major barrier to customer care in Hotel

Africana ltd as cited by Taylor, S. A. (2014), once this gap is surfaced, management is faced with

a lot of uncomfortable decisions about what to change. Reliable information can lead to

meaningful innovation that will find greater customer acceptance and market success, and thus

[nformation leads to the realization that there is a gap between what your company is doing and

what your customers are experiencing, followed by overworked Staff as cited by (Parks, S.C.

2013) that overworked staff can be the result of understaffing, layoffs, rapid growth or assigning

too many tasks to too few people.

fhe result is that your staff will quickly lose their energy. Those that don't will be stretched too

:hin and no single client will appear as a priority to them. In the same scenario, anotrhe group of

·espondents from Hotel Africa also revealed to us that Failure to deliver on promises to

;ustomers and also Poor communication of customer value at the hotel are also other factors 37

which hinder effective customer care at the hotel as cited by AI- Rousan, M. Ramzi and

Mohammed M. (20 1 0), customer satisfaction is the responsibility of everybody in the

organisation; from the Manager to the cleaner. All staff members must always be reminded of

how valuable customers are, so your staff knows how to treat clients in the appropriate and

valued manner. However, the smallest population from the respondents at the hotel suggested

that under worked Staff was the weakness barrier which hinder customer care in Hotel Africana

Ltd as cited by Chavan, R. B. (2013) that the exact opposite can have a similar effect on

customer service. If your staff is under worked, they will feel less challenged, under-appreciated

and w1important.

Work has a habit of expanding to fit whatever timeframe is allotted. Calif DHS. (2007) followed

by Insufficient Systems and Poor Accountability can also hinder effective customer care at"the

hotel as cited by lddrisu, A. M. (20 11 ), if the systems used in working with clients perform

poorly, are slow, contain insufficient data or doesn't track your client data appropriately, there

will always be problem. Customers will get frustrated very quickly if the turnaround time is

long. Kumar, R. S. (2009). Another group of respondents from the hotel staff and customers

revealed out that having a non-caring culture was also a barrier this is because This culture

prevents your staff from caring enough about your customers to make them happy. Customers

are not a priority, and the repercussions of an unhappy client are not apparent to them. The

workplace culture can have a substantial effect on how customer service cases are handled. 1f the

workplace climate is one where customers are not cared for, where staff doesn't care about their

work, or if the environment is not empowering, your staff will under-deliver whenever presented

with a customer service case (Coyne, K. 2009).

fhis was followed by Poor Accountability as cited by Akbar, M.M. and Parvez, N. (2009) that If

:he staff is not held accountable for customer service, there is no reason for the staff to try harder

:o make sure customers are happy. Your staff can always place the blame elsewhere and know

hey can never get in trouble· for letting a customer leave unhappy and that these have also

tffected the smooth operation of the hotel, plus lack of incentives as cited by (Bowen, T.A. and

3rown, S.W. 2011, that Appropriate incentive to staff who give clients outstanding service. If

hey are not motivated, they have no reason to go that extra mile for your customers. Provide

38

rewards, both monetary and non-monetary to ensure your stalT is motivated and empowered

enough to want to service your clients to the best of their abilities.

5.5 Conclusions

Based on the empirical findings from the study, it is concluded that, respondents argued that . .

customer care service at Hotel Africana increased the passion to deliver and win. This was

obvious from the fact that the Hotel has been able to offer different products and services that are

unique on a world class. Also, customer care provision has contributed to the organisational

profitability and financial performance from the fact that the hotel has managed to attract large

number of visitors especially tourists from different parts of the world who flood in to explore

the nature, wild life and mountainous peaks of Ruwenzori. Nonetheless, customer service

provision at Hotel Africana has built job confidence among employees from the fact that

employees have been undertaking on-the-job training on customer care service skills something

that has facilitated smooth running of the organisation and reducing complaints from customers.

Furthermore, majority of respondents agreed that the extent to which customer care mechanisms

and strategies implementation at Hotel Africana was termed as very good. This has been so from

the fact that employees perceived the strategies as a tool to raise their customers' satisfaction and

hotel performance. Those who were trained, utilized well their knowledge and skills to attain

work performance something that was interpreted by those provided with the services as very

good, but requiring some improvements because of some reasons to fulfil their obligations for

the enhancement of services. All these conclusions are in line with the theories reviewed that

~reate an environment for the organisation to benefit and carter for customer service.

\.foreover, respondents stated that the available mechanisms and strategies at Hotel Africana

[nclude strengthening the capacity to follow-up cases of unfair treatment of customers and

naking customers to comment on the employees' services. The strategies put by the organisation

1ave enabled it to introduce the feedback mechanism that ensures that customers get feedback on

:he query lodged and escalation where necessru·y.

39

5.2 Recommendations

i). For the case of overworked staff at the hotel, hotel African should consider employing

new able bodied and experienced staff to cater for too many tasks being assigned to the

a small number of employees of the hotel.

ii). The management of hotel Africana ltd should also consider making the working

environment empowering to boost them and gain a feeling of caring about their

customers and thus make them happy.

iii). For the case of insufficient systems, the hotel management should consider installing up

to date systems especially those working with clients. This will thus make them faster,

and make them contain enough date to handle different tasks.

iv). The management of the hotel should consider promoting effective communication of

customer value and thus it should always remind all its staff members about how valuable

the customers are and ths staff should know how to treat clients.

v). For the problem of lack of incenti.ves, the hotel management should always motivate their

employee staff so as to influence them to go that extra mile for their customers, and thus

they should always provide rewards, both monetary and non-monetary to ensure its staff

is motivated and empowered.

vi). For the case of lack of understanding about customer needs, the hotel management

should always make sure that there is availability or data to ensure that there its easy to

make claims that the hotel is customer centTic.

vii). The should cater for the problem of failure to deliver on promise thus the hotel must

always make sure that its marketing claims are aligned how the customer really sees the

hotel.

viii). The hotel should treat its employees as internal customers , thus enhancing their needs

and wants which could enable it to compete well with other competitors ' both locally and

east Africa at large.

ix). Training of employees was found to enhance performance at Hotel Africana. It is

recommended that improvements need to be done to enable up-to-date technology for

customer service provision.

40

x). The hotel should arrange and present streamlined hotel guides who are more

knowledgeable about the hotel. When a few of the hotel guides were asked about the

hotel, they were only conversant with the dining and resting rooms avenues. This is a

limitation to Hotel Africana Ltd.

xi) . The complaints of the customers should be highly regarded. A customer complaint desk

should be established. The hotel will then be more open to external ideas if they handle

the ideas.

xii). As the core focus of Hotel Africana Ltd .is the customer satisfaction. The management of

the hotel should involve the customers while designing the customer care policies.

vii) The employees of Sheraton should be involved in the designing of the customer care

policies as their creativity will be tapped and more ideas will be sprought up.

viii) Available mechanisms and strategies at Hotel Africana strengthened the capacity to

follow-up cases of unfair treatment of customers and making customers to comment on

the employees' services. It is recommended that knowledge provision among customers

is necessary to enable them corporate without hesitations when unfair treatment of

customers occurs.

5.3 Areas of further research

The study focused on the assessment of the impact of customer care on organisation

performance. It is recommended that further studies be done on the following issues;

i) What is the perception of Hotel Africana employees regarding customer service provided to

customers?

ii) To what extent have Hotel Africana · management been able to address customer service provision to win its competitors?

41

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Dear respondent;

APPENDICES

APPENDIX I: QUESTIONNAIRES

I am NALUNNKUMA ZAINAB a student at Kampala International University carrying out a

Research on "the impact of customer satisfaction on hospitality industry in Uganda. A case study

of hotel Africana ". You are kindly requested to spare a few minutes and fill this questionnaire.

This research is purely academic and any information provided will be treated with at most

confidentiality. Thank you for your cooperation.

SECTION A: STAFF OF HOTEL AFRICANA

Please tick where applicable.

1. what is your gender

a) Male

b) Female

D D

2. Which age bracket do you belong?

a) 21-30

c) 41-50

D D

3. What is your marital status?

a) Single D c) Divorced D

b) 31-40

d) 51 and above

b)Married D d) Widowed D

4. Which is your highest level of education?

a) Certificate D c)Degree D Others specify

b) Diploma D

46

D D

5. For how long have you worked with Hotel Africana?

a) 1-12 months D c) 3-5 years D

B. Customer care services (Activities)

b) 1-2 years D d) 6-1 Oyear D

8. List the customer services offered by Hotel Africana

9. Are there strategies in Hotel Africana aimed at giving customers more satisfaction?

I. Yes D ll. No D

111. Not sure D 9. If yes, what are the strategies used by Hotel Africana to increase customer satisfaction?

10. How do you explain customer care services of Hotel Africana?

1. Very poor D ll. Poor D

111. Good D iv. Very good D v. Not sure D

11. Briefly support your answer in (11.) above.

47

12. What do you think needs to be done to improve the effectiveness of the hotel's customer

service?

13. Has the hotel put emphasis on training employees on the imp01tance of customer care

services?

1. Yes D 11. No D

111. Not sure D 14. Do you think that your customers are satisfied with the services you offer to them and

why?

What is your opinion concerning the following questions?

--Statement Strongly Agree Not sure Disagree Strongly

agree disagree -

There are reliable services in Hotel

Africana

Hotel Africana has tight security

The hotel has enough parking space

to accommodate all customers

The hotel offers front desk services

Hotel Africana offers customer

:tllowances. --

Hotel Africana bases on honesty as

.ts business priorities

:tote! Africana staff has good

48

attitude towards satisfying its

customers -

Hotel African limited also considers

time consciousness delivering its

services -

The hotel offers Quick and efficient

transport services

15. The organization of the hotel 's activities has improved the level of customer satisfaction.

1. Yes u. No B .

B ,Give reasons for your answer (15.) above.

SECTION B: STRATEGIES USED BY HOTEL AFRlCANA TO IMPROVE ITS

PERFORiv1ANCES IN THE HOTEL INDUSTRY

Strategies Strongly Agree Not sure Disagree Strongly

agree disagree

Bench-marking

Willingness to adapt - ~

Stakeholder involvement .

Holding existing customers --

Ensuring Consumer loyalty

Nature of management

2ustome.rs' experiences

Juest connections

·-~ealisticness

. )elivering on promise

49

SECTION C: FACTORS THAT AFFECT CUSTOMER SATISFACTION IN HOTEL

AFRICANA LTD.

Statement Strongly Agree Not sure Disagree

agree

Reliability - -

Assurance -

Tangibles

Empathy -

Responsiveness -

Price

SECTION D: BARRIERS TO CUSTOMER CARE IN HOTEL AFRICANA LTD

Statement Strongly Agree No t sure Disagree

agree

Overworked Staff

Under worked Staff

Having a non-caring culture

-Poor Accountability

Insufficient Systems

- - --Poor communication of customer value

Lack of Incentive

Lack of understanding about customer needs

THANK YOU

so

Strongly

disagree

Strongly

disagree

·-