Sample Management Paper on Quality in Practice: Understanding the Voice of Customers at Larosa’s Pizzerias

Quality in Practice: Understanding the Voice of Customers at Larosa’s Pizzerias


Larosa Pizzerias is a pizza restaurant that was established in 1954. It grew to a chain of pizzerias with 54 stores located in Cincinnati, Ohio, Northern Kentucky as well as southern Indiana. The hotel offered full services in dine-in, take away as well as home delivery. The business adopted a development strategy with no positive outcomes for 3 years as a result of lack of sound factual data. The management later established a project team headed by the marketing director to give their endorsement for an Italian pizzeria conception that could meet the needs and prospects of its customers (Evans & William 184). The executive management team therefore decided to adopt a strategy known as Voice of Customers (VOC) to collect data. The VOC is a method that entails asking clienteles to express their wishes, needs, likings, sentiments as well as prospects through what they have experienced. Larosa carried out detailed one on one interview with the present and potential clienteles both within and outside of their present market area. Their key aim was to get examples of dinning incidents that clients had experienced plus the good, bad and the ugly incidences (Evans & William 184).

Case study questions and answers

  1. How does VOC differ from other forms of market research into customer needs and expectation? What advantages and disadvantages does it have?

As VOC concentrates on listening to the key requirements of clients, market research provides significant information for the purpose of identifying and analysing the market requirements, size and competition. Thus it helps businesses in the development of a clear and reasonable data that guides product development (Evans & William 184). The advantages of VOC include; ability to acquire accurate data based on clients’ experiences and desires, revelation of clients’ behaviour towards the products and services offered and minimization od the dangers that are linked to formulation and implementation strategies that do not encompass clients’ needs and desires. The disadvantages include; time consuming and high costs (Evans & William 184).

  • What impact did the VOC process have for Larosa?

It was challenging for Larosa to translate the customer voices into actionable terms, however VOC enabled the business to discover the latent requirement of the clients. It had a very effective impact on the business in that it was able to prioritize key requirements of the clients (Evans & William 184).

  • Mock VOC for my school

Interview questions

  1. What was the first impress you had when you came to this school?
  2. Did the school meet your desires?


Group interviewed consisted of 4 males and 4 females.

From the interview, most of the interviewed had good impression towards the school when they first joined. However, in accordance with the students’ desires, the comments revealed that they were unsatisfied with the services that the school should address such as unfriendly staff and poor facilities.

Project: New approaches for measuring customer satisfaction for your faculty and instructors that go beyond the traditional course evaluation process that your school may use

Based on the information in this chapter, one of the new approaches for measuring students’ satisfaction is through conducting students’ satisfaction surveys (Evans & William 175). College instructors can utilize satisfaction surveys to determine student insights of the faculty experience for the purpose of identifying the areas where the faculty is performing well and where it is not performing well. The survey findings can also be used in targeting areas that needs improvements as well as identifying the necessity for new programs. Firming up academic programs forms the basis for well performing faculties, leading to faculty effectiveness and ensuring learners’ success (Evans & William 175).

Students’ satisfaction survey normally gives the understanding as to how faculty excellence and repute is perceived by numerous audiences. The repute of a faculty is based on a number of factors including the dropout rates. The development of a clear understanding of what keeps a leaner satisfied limits the leaner’s attrition and establishes a more sustainable learning environment. Results from conducted student survey, may assistance in proper planning and in setting the goals of the faculty. It may also aid in provision of significant direction for operational objectives as well as program planning. The relation between retaining, leaner’s satisfaction and faculty goals is a strong one. Faculties that utilize survey data in guiding decision making normally develops a clear understanding of the leaners as critical customers and meet their desires and needs more effectively.

The case of the missing reservation


Dona, Mark and the rest of their family traditionally spend their Easter holidays at a huge downtown hotel. This year, as they did in the past, made a reservation in the same hotel 3 weeks before Easter. On the day of the reservation, they arrived a bit earlier than the reservation time; unfortunately, they were disappointed because they missed their reservation slot. The next day, the client wrote a letter to the hotel manager elucidating the entire occurrence. Mark was undertaking a quality management MBA program at a local University where they had just been taught about issues of customer focus and some of the approaches used in similar businesses (Evans & William 194).

Case study questions and answers

  1. Were the hostess’s actions consistent with a customer-focused quality philosophy? What might she have done differently?

The action of the hostess was not consistent with the customer focused quality philosophy as they made the client disappointed of the hotel’s customer focus quality service. If the hostess had made the reservation, then they could have increased customer satisfaction. The hostess might have communicated to the client about their missing reservation slot prior to the day of reservation.

  • How would you have reacted to the letter that Mark received? Could the Total Quality Lead have responded differently? What does the fact that the hotel manager did not personally respond to the customer tell you about the organization, about the individuals involved, about culture?

If I had received the letter, I would have tried to contact the manager in charge to express my disappointment and advised him on importance of customer satisfaction. The total quality lead should have apologized to mark and arrange for an alternative if possible. What the manager did indicated that the hotel management lacked customer communication relation as well as lack of segregation of duties.

Work Cited

Evans, James R, and William, Lindsay M. The Management and Control of Quality. Cincinnati, Ohio: South-Western, 2002. Print