| Summary: | 碩士 === 正修科技大學 === 休閒與運動管理所 === 105 === Restaurant waiting staff of international tourist hotels
— A case study of a Michelin two-star restaurant H
July 2017 Student：Tung Chang Hsu
Advisor: Ke-dian Yan,Yuting Lin
Abstract
Background：Quality of life becomes more and more important to Taiwanese people. People dine to meet the basic need for food no more but to be more particular about the quality of food and the services. As the competitions get fiercer, the ability to provide professional services for the customers becomes an area of focus restaurant management could not overlook. When customers step into a restaurant, the very first contact is waiting service staff. Michelin evaluation emphasizes waiting service staff of customized services, both to the individual professional and customer sensory characteristics. It is necessary to set the restaurant's unique culture and the nature of the work content. Purpose: to study more about the services provided by Michelin-starred restaurants by exploring the waiting services, including the opinions of the restaurant operators and staff of the restaurant industry on the services provided by Michelin two-star restaurants, the job of waiting staff prior to the business hours, the duties and responsibilities of the waiting staff during the operation hours, the work of waiting staff after the business hours, and the complete waiting service flow of Michelin two-star restaurants. Methods: The semi-structured and in-depth interviews with five field waiting service staffs of Michelin two-star restaurants from the international tourist hotels in Kaohsiung were collected. Interview information compiled into a coding manuscript for analyzing, summarizing and deducing. Results: 1. The opinions of the restaurant operators and staff from the industry on the waiting services of Michelin two-star restaurants: through professional skills in emotional communication, the waiting staff pays more attention to finding out the preferences and the habits of their customers and based on which establishes good customer relationship that helps raise revenue. 2. The preparation workflow of waiting staff before hours of operation: turning on the physical facilities and the air conditioner, preparing the counter, confirming the reservations of the day, confirming the pre-orders, preparing for the reservations, pre-service meeting. 3. The service workflow of waiting staff during hours of operation: greeting guests, seating guests, providing water, presenting menus and serving food and drinks, settling bills, seeing guests off, cleaning & setting up tables. 4. The closing workflow of waiting staff after hours of operation: cleaning and tidying up, cleaning tableware and drinkware, polishing tableware and drinkware, stowing tableware and drinkware, setting up tableware for the next dining cycle, turning off and disconnecting the gas cylinder, turning off all physical facilities and the air conditioner, turning off power. Conclusion: We could find that the complete suite of waiting service flow of Michelin starred restaurants is specially designed. Its purpose is to smoothen the workflow of the servers and make the guests feel at home. In addition, it requires the services to include four implications, professional, full of variety, delicate, and delightful, which together make the customers feel being taken care of in every possible way.
Keywords: waiting service, Standard Operating Procedures, Michelin starred restaurant, restaurant operator and staff
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