VIET NAM GENERAL CONFEDERATION OF LABOR

TON DUC THANG UNIVERSITY

FACULTY OF BUSINESS ADMINISTRATION

MIDTERM REPORT
SERVICES QUALITY MANAGEMENT
IN THE RESTAURANT – HOTEL
SERVPERF and IPA model application in assessing the
service quality of the Pizza Hut restaurant.

Supervisor name: MSC. Nguyen Hai Nam

Student: Võ Ngọc Thuỵ My - 717H0581
Khương Gia Bảo - 718H1593
Trần Ngọc Quý - 718H1746
Hoàng Khải Vy - 717H0952
Tôn Đoàn Duy Lâm - 717H0120
Nguyễn Thị Thanh Trúc – 717H0658

Ho Chi Minh city, March 2021

GROUP EVALUATION
 ST Percentages
Student Assigned Tasks Signature
T (%)

1 Võ Ngọc Thuỵ My 1.1, 1.2, 1.3 100%

2 Tôn Đoàn Duy Lâm 1.4, 1.5 100%

Nguyễn Thị Thanh

3 Chapter 2, PPT 100%
Trúc

4 Hoàng Khải Vy Chapter 4 100%

5 Trần Ngọc Quý Chapter 4 100%

6 Khương Gia Bảo Chapter 3 100%

Table of Contents
MIDTERM REPORT 1
INTRODUCTION 7
1. OVERVIEW OF PIZZA HUT AEON MALL TAN PHU 9
1.1. Instruction to Pizza Hut: 9
1.1.1. History begin: 10
1.1.2. Key milestones in the development process: 11
1.2. Pizza Hut VietNam: 12
1.3. Pizza Hut Aeon Mall Tân Phú 22
1.4. Field of operation of the Pizza Hut in Tan Phu Aeon Mall 25
1.4.1. The products offered by Pizza Hut Aeon Mall Tan Phu 26
1.4.2. Price 37
1.4.3. Service 39
1.4.4. MARKET SEGMENTATION 42
1.5. Analyze business performance 43
2. Analysis of human resource of pizza hut Aeon mall Tan Phu 43
2.1. Organizational structure of business management 43
2.2.  Organizational structure of Pizza Hut Aeon Mall Tan Phu 51
2.2.1. Human Resources structure by positions 58
2.2.2. Age group of Pizza Hut Aeon Mall Tan Phu 59
2.2.3. The ratio of men and woman 59
2.2.4. The educational level in the business restaurant 61
3. Models of service quality management 62
3.1. SERQUAL model 62
3.2. SERVPERF model 64
3.3. Importance – Performance Analysis (IPA) model 67
3.4. Comparison between the three models 70
4. Model development plan 75
4.1. Information and sampling methods 75
4.1.1. Information form 75
4.1.2. Sampling method 76
4.2. Research process 76
4.3. Methods of collecting information 77
4.4. Methods of developing questionnaires 78
4.5. Analysis method of results 80
4.5.1. Qualitative method 80
4.5.2. Quantitative method 80

LIST OF ACRONYMS
Acronyms Explain
 SERVQUAL Service quality
SERVPERF Service performance
RL Reliability
RE Responsibility
T Tangible
E Empathy
A Assurance

CONTENT OF PICTURE
PICTURE 1.1. THE LOGO OF THE PIZZA HUT THROUGH THE STAGES [1] 7
PICTURE 1.2. PIZZA HUT AEON MALL TAN PHU 18
PICTURE 1.3. AREA INSIDE THE RESTAURANT 19
PICTURE 1.4. PARKING AREA 19
PICTURE 1.5. SEAFOOD PESTO 21
PICTURE 1. 6. SUPREME MEAT LOVER'S 21
PICTURE 1.7. SEAFOOD BLACK PEPPER 21
PICTURE 1.8. SUPREME 22
PICTURE 1.9. PEPPERONI 22
PICTURE 1.10. OCEAN DELIGHT 22
PICTURE 1.11. FISHERMAN'S TUNA 23
PICTURE 1.12. HAWAIIAN PARADISE 23
PICTURE 1.13. CHEESE LOVER 23
PICTURE 1.14. SHRIMP SCAMPI 24
PICTURE 1.15. VEGGIE SUPREME (TOMATO SAUCE) 24
PICTURE 1.16. CHICKEN DELUXE 24
PICTURE 1.17. GARLIC BREAD 25
PICTURE 1.18. ITALIAN SAUSAGE 25
PICTURE 1.19. CALAMARI 25
PICTURE 1.20. CRINKLE – CUT FRENCH FRIES 26
PICTURE 1.21. BBQ CHICKEN WINGS 26
PICTURE 1.22. CHEESY POPS 26
PICTURE 1.23. TUNA BACON SALAD 27
PICTURE 1.24. CRISPY SALMON SKIN SALAD 27
PICTURE 1.25. RAINBOW SALAD 27
PICTURE 1.26. BEEF RATATOUILLE 28
PICTURE 1.27. BAKED CHEESY BACON WITH CORN 28
PICTURE 1.28. SPAGHETTI BOLOGNESE 28
PICTURE 1.29. MARINARA SEAFOOD SPAGHETTI 29
PICTURE 1.30. SEAFOOD BLACK PEPPER SPAGHETTI 29
PICTURE 1.31. CARBONARA SPAGHETTI 29
PICTURE 1.32. FIESTA SEAFOOD RICE 30
PICTURE 1.33. BBQ CHICKEN WINGS WITH GARLIC RICE 30
PICTURE 1.34. SPICY PRAWN FRIED RICE 30

CONTENT OF TABLE
TABLE 2.1. MANAGER LEVEL 37
TABLE 2.2. POSITION IN THE FRONT OF HOUSE 38
TABLE 2.3. POSITION IN THE BACK OF HOUSE 39
TABLE 2.4. HR STRUCTURE BY POSITIONS 39
TABLE 2.5. AGE GROUP 40
TABLE 2.6. THE RATIO OF GENDER 40
TABLE 2.7. THE EDUCATIONAL LEVEL OF STAFF 41
TABLE 3.1. THE COMPARISON OF 3 DIFFERENT MODEL 51

CONTENT OF FIGURE

FIGURE 1.1. NUMBER OF PIZZA HUT RESTAURANTS WORLDWIDE FROM 2010 TO 2019 [2] 8
FIGURE 2.1. HUMAN RESOURCES STRUCTURE OF PIZZA HUT VIETNAM 30
FIGURE 2.2. HUMAN RESOURCE STRUCTURE OF PIZZA HUT AEON MALL TAN PHU 35
FIGURE 3.1. SERVQUAL DIMENSIONS 43
FIGURE 3.2. FIVE DIMENSIONS OF SERVPERF 45
FIGURE 3.3. THE IMPORTANCE-PERFORMANCE ANALYSIS (IPA) MATRIX 48
 INTRODUCTION
In Vietnam, fast food market is really growing. According to a survey on fast food
industry of Nielsen Vietnam (2010), it shows that up to 86% of customers using fast food
are between the ages of 20 and 35. Meanwhile, Vietnam has a relatively small
population. approximately 90 million people with about 65% under the age of 35.
According to experts, the potential of the Vietnamese market is huge, the disposable
income and income level in Vietnam is increasing rapidly. Fast food chains will target the
middle class of Vietnamese, with household incomes in the range of 500-1,000 USD per
month. According to statistics of the Domestic Market Department (Ministry of Industry
and Trade), in the past 8 years, this agency has licensed 148 foreign brands and
trademarks to enter Vietnam. In which, the restaurant sector accounted for the largest
proportion with 43.7%, including 42 fast food brands, cakes, coffee, beverages,
restaurants, grilled hot pot [1]. According to a report by Euromonitor, in 2016 in the
culinary market in Vietnam, fast food industry is currently falling to 3rd place, behind the
growth rate of the restaurant industry and the street food model in the form of mobile
kiosk. However, in terms of total industry value, fast food is still ranked second only after
the restaurant industry.
With the growth in income and increasing people's demand, fast food brands in
other countries see Vietnam as a fertile land to help them make money in this market.
Famous chains for fried chicken such as KFC (USA), Lotteria (Korea) and Jollibee
(Philippines), besides Pizza Hut, Company Pizza, and Pizza 4P, Pizza Domino. However,
it is a fertile land in fast food market, but these brands also have to suffer losses in order
to adjust Vietnamese habits about fast food. They have to adjust from taste, marketing,
service quality to be suitable with Vietnamese culture.
As the Pizza market in Vietnam has many difficulties, investors always suffer "huge
losses" in the pizza market in Vietnam, but this is still the fastest growing segment among
existing restaurant chains. now with the goal of "taking short and long raising".
In order to learn more about the Pizza market in Vietnam and come up with
solutions to the quality of service, our team decided to choose the Pizza Hut brand to be
able to delve deeply about how they do business. Their strategies to reinforce and
improve service quality are being adopted. From there, our team will evaluate and
propose measures to overcome the current mistakes that Pizza Hut is making, so that they
can develop their service quality better.
1. OVERVIEW OF PIZZA HUT AEON MALL TAN PHU
1.1. Instruction to Pizza Hut:

Picture 1.1. The logo of the Pizza Hut through the stages [1]

Pizza Hut (also known as Pizza Hut, Inc.) is an American chain of restaurants with
an international franchise specializing in providing dishes from pizza with different
styles, along with Side dishes include pasta, beef thighs, breadsticks, and garlic bread.
Pizza Hut is a subsidiary of Yum! Brands, (the largest restaurant business in the world).
According to the company's website, there are more than 6,000 Pizza Hut restaurants in
the United States, and more than 18,000 store locations in more than 100 other countries
and territories around the world. On the opening night they gave out free pizza to
encourage and advertise. 
 Figure 1.1. Number of Pizza Hut restaurants worldwide from 2010 to 2019 [2]

Today, Pizza Hut is a franchise brand belonging to the Yum Group! Brands

1.1.1. History begin:

Pizza Hut, based in Dallas, Texas, is the largest pizza restaurant chain in the world,
famous for its thick pizza, “Thin 'N Crispy”, traditional “Hand-Tossed” pizza and “rim".

 With more than 7,500 restaurants in the US and more than 5,600 restaurants in 97
countries and territories around the world, Pizza Hut is known as a favorite pizza brand in
America.

Pizza Hut was founded in 1958 by brothers Dan and Frank Carney in Wichita,
Kansas. When a friend offered to open a pizza shop, they agreed that the ideas could
prove successful, and they borrowed $ 600 from their mother to get started. A business
with partners John Bender rented out a small building at 503 South Bluff in downtown
Wichita and purchased second-hand equipment to make pizzas, Carneys and Bender
opened the restaurant "Pizza Hut," on the opening night. They gave pizza away to
encourage community interest. The restaurant opened, with the opening of the first
franchise in 1959 in Topeka, Kansas. The original Pizza Hut was later moved to the
Wichita State University.

Dan and Frank Carney soon decided that they should have a good standard image.
The brothers contacted architect Richard D. Burke, who designed a distinctive rooftop
shape and standardized layout, in the hopes of competing with ́ ́ Pizza Shakey ', a chain
that has been expanded. on the west coast. By 1972, with 314 stores nationwide, Pizza
Hut was publicized on the New York stock exchange under the symbol of stock symbol
NYSE: PIZ. In 1978, Pizza Hut was acquired by Pepsico - the latter also bought KFC and
Taco Bell. In 1997, three chain restaurants were split into "Tricon", and in 2001 together
with Long John Silver and Restaurant A & W became Yum!. Pizza Hut's oldest
continuous activities in the world are in Manhattan, Kansas, in a shopping and pub
district called Aggieville near Kansas State University

1.1.2. Key milestones in the development process:

195 Pizza Hut's first restaurant opened in Wichita, Kansas

8
195 The first franchise restaurant opened in Topeka Kansas
9
196 The basic design for the independent Pizza Hut was adopted
4
196 The office to operate the first 145 Pizza Hut restaurants opened in Wichita,
6 Kansas The familiar image of a Pizza Hut with a red tile roof was applied
196 The familiar image of a Pizza Hut with a red tile roof was applied
9
197 Pizza Hut has become the number one restaurant chain in the world in terms of
1 both sales and number of restaurants
 197 The 100th international Pizza Hut restaurant opened in Australia. At that time,
6 Pizza Hut had a number of 2,000 restaurants in its entire system
198 hick pizza is introduced to all of its restaurants
0
198 Pizza Hut celebrates its 25th anniversary
3
198 Pizza Hut celebrates its 5000th restaurant. This restaurant was opened in Dallas,
6 Texas
198 Traditional Hand-tossed pizza is featured in all Pizza Hut restaurants
8
199 Pizza Hut became the first restaurant chain designed to allow ordering on the
4 Internet with an experimental model at a Santa Cruz, CA
199 Pizza Hut launched its pizza with a border and immediately brought in record
5 sales
200 Pizza Hut became the first company to deliver pizza to space through delivery
1 through the International Space Station
200 Pizza Hut celebrates the 25th anniversary of thick pizza
5
200 "Cheesy bites" pizza with a rim consisting of 28 cakes inside with cheese
6 connected to form a large crust
200 Pizza Hut became the most loved pizza in America
7
200 Pizza Hut introduces a "phone message access" function that allows customers
8 to order by text message or via their mobile website.

1.2. Pizza Hut VietNam:

❖ Vision:
  Becoming a leading Vietnamese pizza chain restaurant providing pizza with the best
quality, attractive prices, warm service in a comfortable and friendly environment for all
customers

❖ Development history of pizza hut vietnam

08 – 2005 Pizza Viet Nam Company Limited has an investment license.

01 – 2007 The first Pizza Hut restaurant opened at Diamond Plaza - Ho Chi Minh
City
03 – 2008 Pizza Hut opened its first store in Hanoi
11 – 2010 he first PHD restaurant - Pizza Hut Delivery - specializing in delivery
of pizza was opened in Ho Chi Minh City
12 – 2011 The 17th pizza restaurant and the 2nd PHD store opened in Vietnam
05 – 2012 Opened the first Pizza Hut restaurant in Can Tho
08 - 2012 Opened the first Pizza Hut restaurant in Binh Duong

Pizza Hut is one of the many pizza stores with home delivery service and the
leading brand with a combination of on-site dining and door-to-door delivery. Pizza Hut
develops its brand through a franchise, affordable prices are at the heart of the Pizza Hut
brand. 

Pizza Hut chain restaurants in Vietnam: Pizza Hut appeared in Vietnam in 2007
through a franchise. Pizza Hut chain restaurants in Vietnam are invested by two
companies: IFB Holding and Jardin Restaurant Group.

❖ Mission: 

Pizza Hut restaurant mission: to provide a quality and casual meal at almost the
same price as fast food stores. 
 Thanks to the strength of the existing name as well as the financial potential of the
investor, Pizza Hut quickly broke out and became a leader in the pizza segment in
Vietnam's fast food industry.

❖ List of Pizza Hut stores in Vietnam

Pizza Hut Northern region

Pizza Hut store in Hanoi 

1. Phan Chu Trinh - Buy-to-Take Service Delivery Service 32B Phan Chu Trinh, Hoan
Kiem District, City. Hanoi - - Hotline: 19001822

 2. Trung Hoa - Buy-to-Take Service Delivery Service 146 Trung Hoa, Yen Hoa Ward,
Cau Giay District, City. Hanoi - - Hotline: 19001822 

3. Ho Guom Plaza - Buying Service, Take home Delivery Service Hoan Kiem Lake, 110
Tran Phu, Ha Dong District, City. Hanoi - - Hotline: 19001822 

4. BigC Thang Long - On-site Dining Service Take-out Purchase Service Delivery Big C
Thang Long, 222 Tran Duy Hung, Cau Giay Ward, City. Hanoi - Hotline: 19001822 

5. Vincom - On-site Dining Service Take-out Service Delivery Floor 5, Vincom, 191 Ba
Trieu, Hai Ba Trung District, City. Hanoi - Hotline: 19001822

6. Ton Duc Thang - On-site Dining Service Take-out Service Delivery 138 Ton Duc
Thang Street, Quoc Tu Giam Ward, Dong Da District, Hanoi - Hotline: 19001822 

7. Savico - On-site Dining Service Take-out Service Delivery 3rd floor, Savico Mega
Mall, 7-9 Nguyen Van Linh, Long Bien District, City. Hanoi - Hotline: 19001822 

8. Indochina - On-the-spot Dining Service Take-out Service Delivery Shop 114,

Indochina Plaza, Ground Floor, 239 Xuan Thuy, Cau Giay District, City. Hanoi - Hotline:
19001822 
9. Me Linh Plaza - On-the-spot dining Service Buy-to-take Delivery Service Delivery 4th
Floor, Me Linh Plaza, To Hieu, Ha Cau Ward, Ha Dong District, City. Hanoi - Hotline:
19001822 

10. Kim Ma - On-site Dining Service Take-out Delivery Service Delivery 409 Kim Ma,
Ba Dinh District, City. Hanoi - Hotline: 19001822 

11. Royal City - On-site Dining Service Take-out Service Delivery Western cuisine
center, B2-R1-16-17, Royal City, 72A Nguyen Trai, Thanh Xuan, TP. Hanoi - Hotline:
19001822 

12. Times City - On-site Dining Service Take-out Service Delivery 58 Future Street- B1
Floor- Times City Shopping Center- 458 Minh Khai, Hai Ba Trung District, City. Hanoi -
Hotline: 19001822 

13. Thai Thinh - On-the-spot Dining Service Take-out Service Delivery 152 Thai Thinh,
Lang Ha Ward, Dong Da District, Hanoi. - Hotline: 19001822 

14. BigC Artemis - On-site Dining Service Take-out Service Delivery Shop 3 B1,
Artemis Building, 3 Le Trong Tan, Khuong Mai, Thanh Xuan, Hanoi. - Hotline:
19001822 

15. Tran Dang Ninh - On-site Dining Service Take-out Service Delivery 52 Tran Dang
Ninh, Dich Vong Ward, Cau Giay District, Hanoi. - Hotline: 19001822 

16. Linh Dam - On-site Dining Service Take-out Service Delivery BT04-A-TT3- Linh
Duong Street, Hoang Mai District, Hanoi - Hotline: 19001822 

17. Truong Dinh Plaza - On-site Dining Service Take-out Service Delivery 461 Truong
Dinh, Tan Mai Ward, Hoang Mai District, Hanoi - Hotline: 19001822 

18. Xuan La - On-site Dining Service Take-out Service Delivery 28 Xuan La St., Xuan
La Ward, Tay Ho District, City. Hanoi - Hotline: 19001822 
19. Nghi Tam - On-site Dining Service Take-out Service Delivery 143 Nghi Tam, Yen
Phu Ward, Tay Ho District, Hanoi - Hotline: 19001822 

20. Xa Dan - On-site Dining Service Take-out Purchase Service Delivery 159 Xa Dan,
Phuong Lien Ward, Dong Da District, Hanoi - Hotline: 19001822 

21. Eco Green - On-site Dining Service Take-out Service Delivery 286 Nguyen Xien,
Tan Trao Commune, Thanh Tri District, Hanoi - Hotline: 19001822 

22. Ho Tung Mau - On-site Food Service Purchasing Service Delivery Delivery 234 Ho
Tung Mau, Phu Dien Ward, Bac Tu Liem District, Hanoi - Hotline: 19001822 

23. SD Manor Me Tri - On-site Dining Service Take-out Delivery Service Delivery Shop
A003 A016 The Manor, Me Tri Street, My Dinh Ward, Nam Tu Liem, Hanoi - Hotline:
19001822 

24. AEON Ha Dong - On-site Dining Service Take-out Service Delivery Lot number
T171-T172 1st floor - Aeon Ha Dong, Hoang Van Thu residential group, Duong Noi
ward, Ha Dong district, Hanoi - Hotline: 19001822 

Pizza Hut shop in Hai Phong 

1 .. To Hieu - On-site Dining Service Take-out Service Delivery 91 To Hieu, Trai Cau
ward, Le Chan district, city. Hai Phong - Hotline: 19001822 

2. Minh Khai - Buy-to-Take Service Delivery Service 23 Minh Khai, Hoang Van Thu
Ward, Hong Bang District, City. Hai Phong - Hotline: 19001822 

3. Van Cao - On-site Food Service Buy-to-Take Delivery Service Delivery 202 Van Cao,
Dang Giang Ward, Ngo Quyen District, Hai Phong City - Hotline: 19001822

Pizza Hut shop in Quang Ninh

 2-4 New Port, Bach Dang Ward, Ha Long, Quang Ninh - Hotline: 19001822 
Pizza Hut shop in Thanh Hoa PG1-10 New Urban Area, Dien Bien Ward, Thanh Hoa
City, Thanh Hoa Province - Hotline: 19001822 

Pizza Hut shop in Bac Ninh 

The Grand Hotel, 1A Le Thai To, Vo Cuong Ward, City. Bac Ninh, Bac Ninh Province -
Hotline: 19001822 

Pizza Hut in the Central of VietNam

Pizza Hut shop in Dak Lak 

31 Ly Thuong Kiet, Thong Nhat Ward, City. Buon Ma Thuot, Dak Lak - Hotline:
19001822

Pizza Hut store in Da Nang 

1. Phan Thiet - Buy-to-Take Service Delivery Service Hung Vuong I residential area, Phu
Thuy ward, city. Phan Thiet, Binh Thuan - Hotline: 19001822 

2. Le Duan - On-site Dining Service Take-out Service Delivery 319 Le Duan, Tan Chinh
Ward, Thanh Khe District, City. Da Nang - Hotline: 19001822 

3. Nui Thanh - On-site Dining Service Take-out Service Delivery 239 Nui Thanh, Hoa
Cuong Bac Ward, Hai Chau District, Da Nang - Hotline: 19001822 

4. Nguyen Van Thoai - On-site Catering Service Buy to take home Delivery Service 62
Nguyen Van Thoai, My An Ward, Ngu Hanh Son District, Da Nang - Hotline: 19001822 

Pizza Hut shop in Khanh Hoa 

67 Le Thanh Phuong, Phuong Sai Ward, City. Nha Trang, Khanh Hoa - Hotline:
19001822 

Pizza Hut shop in Vinh city 

65 Le Hong Phong Street, Hung Binh, Vinh City, Nghe An - Hotline: 19001822 
Pizza hut Southern region 

Pizza Hut shops in Ho Chi Minh City 

1. Tran Hung Dao - Buy-to-Take Service Delivery Service 38A, Tran Hung Dao, Pham
Ngu Lao Ward, District 1, City. Ho Chi Minh City - Hotline: 19001822 

2. Sky Garden - Buying Service, Take home Delivery Service S20-1, Sky Garden,
Nguyen Van Linh, Tan Phong Ward, District 7, City. Ho Chi Minh City - Hotline:
19001822 

3. The August Revolution - Buying Service brings Delivery Service 731 Cach Mang
Thang Tam, Ward 6, Tan Binh District, City. Ho Chi Minh City - Hotline: 19001822 

4. Nguyen Tri Phuong - Buy-to-Take Service Delivery Service 397 Nguyen Tri Phuong,
Ward 5, District 10, City. Ho Chi Minh City - Hotline: 19001822 

5. Luy Sale Bich - Buying Service brings Delivery Service 941 Luy Ban Bich, Tan Thanh
Ward, Tan Phu District, City. Ho Chi Minh City - Hotline: 19001822 

6. Pham Hung - Buy-to-Take Service Delivery Service 364 Pham Hung, Ward 5, District
8, City. Ho Chi Minh City - Hotline: 19001822 

7. Hau Giang - Buy-to-Take Service Delivery Service 164B Hau Giang, Ward 6, District
6, City. Ho Chi Minh City - Hotline: 19001822 

8. Nguyen Thai Son - Buy-to-Take Service Delivery Service 274 Nguyen Thai Son,
Ward 4, Go Vap District, City. Ho Chi Minh City - Hotline: 19001822 

9. Lottemart - On-site Dining Service Take-out Service Delivery Ground floor, Lotte
Mart, 469 Nguyen Huu Tho, Tan Hung Ward, District 7, City. Ho Chi Minh City -
Hotline: 19001822 

10. Nguyen Trai - On-site Dining Service Take-out Service Delivery 264-266 Nguyen
Trai, Ward 8, District 5, City. Ho Chi Minh City - Hotline: 19001822 
11. Nowzone - On-site Catering Service Take-out Delivery Service 4th Floor, Nowzone,
235 Nguyen Van Cu, District 1, City. Ho Chi Minh City - Hotline: 19001822 

12. Crescent Mall - On-site Dining Service Take-out Delivery Service Delivery 5th Floor,
Crescent Mall, 101 Ton Dat Tien, Tan Phu Ward, District 7, City. Ho Chi Minh City -
Hotline: 19001822 

13. Phan Xich Long - On-site Dining Service Take-out Purchase Service Delivery 93
Phan Xich Long, Ward 2, Phu Nhuan District, City. Ho Chi Minh City - Hotline:
19001822 

14. Pandora - On-site Dining Service Take-out Service Delivery 4th Floor, Pandora, 1/1
Truong Chinh, Tay Thanh Ward, Tan Phu District, City. Ho Chi Minh City - Hotline:
19001822 

15. Quang Trung - On-site Dining Service Take-out Service Delivery 283 Quang Trung,
Ward 10, Go Vap District, City. Ho Chi Minh City - Hotline: 19001822 

16. Vo Van Ngan - On-the-spot Dining Service Take-out Service Delivery 24 Vo Van
Ngan, Truong Tho Ward, Thu Duc District, City. Ho Chi Minh City - Hotline: 19001822 

17. Xo Viet Nghe Tinh - Food service on the spot Buying Service Delivery Service
Delivery 151 Xo Viet Nghe Tinh, Ward 17, Binh Thanh District, City. Ho Chi Minh City
- Hotline: 19001822

18. Mr. Ich Khiem - On-site Food Service Buy-to-Take Service Delivery 45M Ong Ich
Khiem, Ward 10, District 11, City. Ho Chi Minh City - Hotline: 19001822 

19. Nguyen Anh Thu - D12 - On-site Food Service Buy-on Service Delivery Service
151 / 2B Trung Chanh 2, Trung Chanh Hamlet, Hoc Mon District, City. Ho Chi Minh
City - Hotline: 19001822 

20. Aeon Binh Tan - On-site Dining Service Take-out Service Delivery Lot T31, Floor 3
- Aeon Binh Tan, Binh Tri Dong B Ward, Binh Tan District, Ho Chi Minh City - Hotline:
19001822 
21. Etown Cong Hoa - On-site Dining Service Take-out Service Delivery Delivery 364
Republic, Ward 13, Tan Binh District, Ho Chi Minh City - Hotline: 19001822 

22. Pham Van Chieu - On-site Food Service Buy-in Service Delivery Service 82 Pham
Van Chieu, Ward 9, Go Vap District, HCMC - Hotline: 19001822 

23. No Trang Long - On-site Dining Service Take-out Purchase Service Delivery 130 No
Trang Long, Ward 14, Binh Thanh District, HCMC - Hotline: 19001822 

24. Tran Nao - On-site Dining Service Take-out Service Delivery 9 Tran Nao, Binh An
Ward, District 2, Ho Chi Minh City - Hotline: 19001822 

25. Coop Ha Noi Highway - Catering Service Buy to take home Delivery Service
Shop15, Ground Floor CoopMart Ha Noi Highway, District 9, Ho Chi Minh City -
Hotline: 19001822

26. Le Van Sy - On-site Dining Service Take-out Service Delivery 451 Le Van Sy, Ward
12, District 3, HCMC - Hotline: 19001822 

27. Thanh Da - On-the-spot Dining Service Take-out Service Delivery 643 Xo Viet Nghe
Tinh, Ward 26, Binh Thanh District, HCMC - Hotline: 19001822 

28. Pho Quang - On-site Dining Service Take-out Service Delivery 66 Pho Quang, Ward
2, Tan Binh District, City. HCM - Hotline: 19001822 

29. Duy Trinh - On-site Dining Service Take-out Service Delivery 240A - 240B Nguyen
Duy Trinh, Binh Trung Tay Ward, District 2, City. HCM - Hotline: 19001822 

30. AEON Tan Phu - On-site Catering Service Buy to take home Delivery Service G-38A
Ground floor, AEON Mall Tan Phu, 30 Bo Bao Tan Thang, Son Ky Ward, Tan Phu
District - Hotline: 19001822 

31. Thong Nhat - On-site Food Service Purchasing Service Take-out Delivery Service
452 Thong Nhat, Ward 16, Go Vap District, City. HCM - Hotline: 19001822 
32. Liberty District 7 - On-site Dining Service Take-out Service Delivery 542A-544
Huynh Tan Phat, Tan Thuan Ward, District 7, HCMC - Hotline: 19001822 

33. D2 Van Thanh - On-site Dining Service Take-out Service Delivery 164A - 166
Nguyen Gia Tri (old D2 street), Ward 25, Binh Thanh District, City. HCM - Hotline:
19001822 

34. Vo Van Tan - On-site Dining Service Take-out Service Delivery 376A Vo Van Tan,
Ward 5, District 3, HCM - Hotline: 19001822 

35. Do Xuan Hop - On-site Dining Service Take-out Service Delivery 153 Do Xuan Hop
Street, Phuoc Long B Ward, District 9, City. HCM - Hotline: 19001822 

36. Le Van Khuong - On-the-spot food service Buy-to-take Service Delivery 68 Le Van
Khuong, Thoi An Ward, District 12, City. HCM - Hotline: 19001822 

37. Tỉnh lộ 10 - On-site Dining Services Take-out Services Delivery Services 348
Provincial Road 10, Binh Tri Dong Ward, Binh Tan District, City. HCM - Hotline:
19001822 

38. GIGA Mall - Services to Eat on-the-spot Service Buy to Take-Out Service Delivery
5th Floor, GIGA Mall, 240-242 Pham Van Dong, p. Hiep Binh Chanh, Thu Duc District,
Ho Chi Minh City - Hotline: 19001822 

39. Hoang Hoa Tham - On-site Food Service Purchasing Service Take-out Delivery 15D
Hoang Hoa Tham, Ward 13, Tan Binh District, HCMC - Hotline: 19001822 

40. ST Center Thu Duc - On-site Food Service Buy-In Service Delivery Service GF01-03
Level 1 ST Center, 2A Binh Chieu Street, Binh Chieu Ward, Thu Duc District, Ho Chi
Minh City - Hotline: 19001822 

41. Le Trong Tan - On-site Dining Service Take-out Service Delivery 702-702A Le
Trong Tan, Binh Hung Hoa Ward, Binh Tan District, HCMC - Hotline: 19001822 

Pizza Hut shop in Ba Ria - Vung Tau 

1 .. Ba Cu - On-site Dining Service Take-out Service Delivery 256 Cuba, TP. Vung Tau,
Ba Ria-Vung Tau - Hotline: 19001822 

2. 30-4 VUNG TAU - On-site Food Service Buying Service Take-on Delivery Service
455 April 30th Street, Rach Dua Ward, Vung Tau City, Ba Ria - Vung Tau - Hotline:
19001822

3. Le Thanh Duy - On-the-spot Dining Service Take-out Service Delivery 2-4 Le Thanh
Duy, Phuoc Trung Ward, City. Ba Ria - Hotline: 19001822

Pizza Hut shop in Binh Duong 

1. BigC Binh Duong - On-the-spot food service Buy-to-take service Delivery 555B Binh
Duong Avenue, Hiep Thanh Ward, Town. Thu Dau Mot, Binh Duong - Hotline:
19001822

 2. AEON Binh Duong - On-the-spot Catering Service Buy-to-door Delivery Service Lot
S1, Floor 2, TTMS Aeon Mall Binh Duong Canary, No. 1, Avenue Binh Duong, Thuan
Giao Ward, Thuan An Town, Binh Duong Province - Hotline: 19001822 

Pizza Hut shop in Can Tho 

1. BigC Can Tho - On-site Catering Service Take-out Delivery Service Delivery Lot 1,
BigC Can Tho, Hung Phu Ward, Cai Rang District, Can Tho - Hotline: 19001822 

2. Nguyen Thai Hoc - On-site Dining Service Take-out Service Delivery 66 Nguyen Thai
Hoc, Tan An Ward, Ninh Kieu District, City. Can Tho - Hotline: 19001822

Pizza Hut shop in Ca Mau 

03 Tran Hung Dao, Ward 5, City. Ca Mau, Ca Mau province - Hotline: 19001822 

Pizza Hut shop in Kien Giang 127A Nguyen Trung Truc, Vinh Bao Ward, Rach Gia,
Kien Giang - Hotline: 19001822 Pizza Hut shop in Long Xuyen 278 Tran Hung Dao
Street, My Xuyen Ward, City. Long Xuyen, An Giang Province - Hotline: 19001822 
Pizza Hut shop in Dong Nai 

1. Students Bien Hoa - On-the-spot Dining Service Take-out Service Delivery 246 Pham
Van Thuan, Thong Nhat Ward, City. Bien Hoa, Dong Nai - Hotline: 19001822 

2. BigC Dong Nai - On-site Dining Service Take-out Service Delivery Shop 37, Big C
Dong Nai, Long Binh Tan Ward, City. Bien Hoa, Dong Nai - Hotline: 19001822 

3. Lotte Dong Nai - On-the-spot Dining Service Take-out Service Delivery Floor 5, Lot
B03, AMATA Shopping Center, Road 1A, Long Binh Ward, City. Bien Hoa, Dong Nai -
Hotline: 19001822 

4. Ho Nai, Bien Hoa - On-the-spot Dining Service Take-on Delivery Service Delivery
646 Nguyen Ai Quoc, Ho Nai Ward, Bien Hoa City, Dong Nai. - Hotline: 19001822 

Pizza Hut shop in Long An 

Shophouse townhouse number PG-24 (Mai Thi Tot), Ward 2, Tan An City, Long An
Province - Hotline: 19001822

1.3. Pizza Hut Aeon Mall Tân Phú

Open date: 24/12/2017

Address: G-38A Ground - floor, TTTM AEON Mall Tan Phu, 30 Bo Bao Tang Thang,
Tan Phu district, Ho Chi Minh city.

Opening time: Mon-Fri: 10:00

Sat-Sun & holidays: 09:00

Closing time: Mon-Sun: 22:00

Last order: 22:00

Hotline: 1900 1822

Pizza Hut Aeon Tan Phu is located on the ground floor of the food court of Aeon
Mall's commercial complex. As soon as you step into this area, you can easily recognize
the black sign, white letters and red logo containing the characteristic trapezoidal roof of
the restaurant, space and utility at Pizza Hut Aeon Tan Phu 

Pizza Hut Aeon Tan Phu space with spacious and airy views. The design style with
the main color tones is the black tone of the pillar, the brown color of the furniture and
the yellow color of the electric lights create a cozy atmosphere like enjoying food in an
American-style family.

Picture 1.2. Pizza Hut Aeon Mall Tan Phu

Most tables and chairs are arranged in groups of 4, when you go with a family of 6-
8 people, there will be separate tables but not too much with a capacity of up to 70
people, the staff will arrange a seating position with you.
 Picture 1.3. Area inside the restaurant

The parking space belongs to the system of the center so it is extremely spacious,
you will not have to worry about no parking space.

Picture 1.4. Parking area

 The building's air conditioning is cool without the smell of food, strong wifi keeps
you entertained and updates the fastest promotion program. Services at Pizza Hut AEON
MALL TAN PHU:

● Dine-in 
● Takeaway 
● Delivery

1.4. Field of operation of the Pizza Hut in Tan Phu Aeon Mall
❖ Core service: basic products and real products that meet the needs of customers
when they come to the Pizza Hut. The Pizza Hut’s core service is serving pizzas
and other dishes and drinks.
❖ Surrounding service: incremental products and products that support the core
services in meeting the needs and satisfying customers.
✔ Parking service
✔ Music service
✔ Cold space service
✔ Waiting service
✔ Delivery service
✔ Cleaning service
✔ Birthday party service
The production and service supply system of Pizza Hut includes the following
elements: material, technical, and human factors. And the elements in this system are
closely related.
❖ Facility factors:
● In terms of Pizza Hut's core service, there are many physical factors related from
the staff's service processes to the customer service usage process, can be
mentioned as: Pizza, other foods such as rice, fried noodles, etc., food delivery
machine, kitchen, eating utensils (cups, spoons, forks, etc.), spices, BOS
machine, machine walkie-talkie (used to support quick ordering), tables and
 chairs (There are many types of tables and chairs for each group of customers -
sofas, single chairs, children's chairs; a row of chairs waiting for guests when
come buy take out or wait for a table when the store is out of space).
● In a service, price is a tangible factor, which is the amount of money that
customers spend to receive value from the service. Service value here includes
tangible factors such as the product of the service, or the furniture used by the
customer; and intangible elements such as the store's catering and other
surrounding services

1.4.1. The products offered by Pizza Hut Aeon Mall Tan Phu
Here are the products that Pizza Hut is serving customers:
● Pizza
 Picture 1.5. Seafood Pesto

Picture 1. 6. Supreme Meat Lover's

Picture 1.7. Seafood Black Pepper

 Picture 1.8. Supreme

Picture 1.9. Pepperoni

Picture 1.10. Ocean Delight

Picture 1.11. Fisherman's Tuna

Picture 1.12. Hawaiian Paradise

Picture 1.13. Cheese Lover

 Picture 1.14. Shrimp Scampi

Picture 1.15. Veggie Supreme (TOMATO SAUCE)

Picture 1.16. Chicken Deluxe

● Appetizer

Picture 1.17. Garlic Bread

Picture 1.18. Italian Sausage

Picture 1.19. Calamari

Picture 1.20. Crinkle – cut French Fries

Picture 1.21. BBQ Chicken Wings

Picture 1.22. Cheesy Pops

 Picture 1.23. Tuna Bacon Salad

Picture 1.24. Crispy Salmon Skin Salad

Picture 1.25. Rainbow Salad

 Picture 1.26. Beef Ratatouille

Picture 1.27. Baked Cheesy Bacon With Corn

● Pasta & Rice

Picture 1.28. Spaghetti Bolognese

 Picture 1.29. Marinara Seafood Spaghetti

Picture 1.30. Seafood Black Pepper Spaghetti

Picture 1.31. Carbonara Spaghetti

 Picture 1.32. Fiesta Seafood Rice

Picture 1.33. BBQ Chicken Wings With Garlic Rice

Picture 1.34. Spicy Prawn Fried Rice

● Water: Soft - drink

1.4.2. Price                  
Pizza Price
Double Topping Seafood Pesto Pizza From 239.000

Double Topping Ocean Delight Pizza

Double Topping Seafood Black Pepper
Pizza
Veggie Supreme (Garlic – Parsley Butter From 79.000
Sauce)
Seafood Pesto From 119.000
Supreme Meat Lover’s
Seafood Black Pepper
Supreme
Pepperoni From 109.000
Ocean Delight From 119.000
Chicken Deluxe From 109.000
Fisherman’s Tuna From 119.000
Hawaiian Paradise From 109.000
Cheese Lover From 79.000
Shrimp Scampi From 119.000
Cheesy Bites Trio Shrimp From 299.000
Veggie Supreme (Tomato Sauce) From 79.000
Coconut Shrimp (Fully Cheese And Beef From 299.000
Crust)
Starter Price
Garlic Bread 29.000
Italian Sausage 99.000
Calamari 99.000
Crinkle – Cut French Fries 59.000
BBQ Chicken Wings 139.000
Cheesy Pops 99.000
Tuna Bacon Salad 69.000
Crispy Salmon Skin Salad 79.000
Rainbow Salad 89.000
Beef Ratatouille 79.000
Baked Cheesy Bacon With Corn 69.000
Pasta And Rice Price
Spaghetti Bolognese 110.000
Marinara Seafood Spaghetti 110.000
Seafood Black Pepper Spaghetti 120.000
Carbonara Spaghetti 80.000
Fiesta Seafood Spaghetti 99.000
BBQ Chicken Wings With Garlic Rice 99.000
Spicy Prawn Fried Rice 79.000
Drink Price
Coca – Cola 1.5L 42.000
Sprite 1.5L
Fanta 1.5L
Coca – Cola 330ml 30.000
Sprite 330ml
Fanta 330ml
Dasani 20.000
Black Milk Tea 35.000
Peach Tea
Table 1.1. Menu of Pizza Hut
 In general, pizza hut restaurant's menu is quite varied from appetizer to main
course. Includes 15 types of pizza, 12 types of appetizers and 7 types of pasta and rice.
For appetizers, the price of hut pizza restaurant is the same as other fast-food restaurants.
Special pizzas are priced higher from 239,000 for small size and 339,000 for big size, this
price is quite high but the quality and taste of these special cakes are not appreciated by
customers. Along with that high price, customers can consider choosing 4P's Pizza or
Buzza Pizza restaurant
1.4.3. Service
❖ Employee
● Restaurant Operations
✔ Control daily activities by arranging working hours, ordering food and
ingredients, and equipment for restaurant operations.
✔ Control profits and costs by following cash control / security procedures,
maintaining inventory, managing labor, reading financial statements and
taking appropriate action to achieve restaurant goals to be in charge of.
✔ Complete paperwork according to the process and manage on time with
accuracy.
✔ Carry out marketing and promotional programs at the store.
✔ All technical requirements, training documentation and training center
requirements.
✔ Ensure equipment and facilities are maintained through the use of a
preventive maintenance plan based on company standards.
✔ Report infrequent activities and issues with superiors.
✔ Specific discussion during the interview
● Benefits
✔ 13th month salary
✔ Rewarding according to business activities, rewarding for reaching the sales
target
✔ Vacation: 16 days / 1 year
 ✔ Training according to international standards
✔ Social insurance under the labor law
✔ Personal insurance 24/7
✔ General activities: family festival, charity, monthly birthday, sports, team
building, ...
✔ Part time: will have insurance, bonus when working for more than 6 months
✔ Full time: gifts every holiday (women will have more holidays, more gifts)
insurance, 13th salary
● Experience / Skills in detail
✔ At least 2 years of management experience in chain or retail chain food.
✔ Have good communication and customer service skills.
✔ Skill in resolving interpersonal relationships and conflicts, good
communication skills.
✔ Analysis / decision-making skills.
✔ Computer skills.
● Shift
✔ Morning: 7 AM-3PM
✔ Afternoon: 15 PM-23PM
❖ Customer care
✔ On the customer side, Pizza Hut should create a social network fanpage to create
interaction with customers, make Pizza Hut see the wishes and voluntariness of
customers, listen to the feedback from which the restaurant must find a way
customers and improve services so that customers feel most satisfied with the
services that the restaurant brings.
✔ Open goods setup room, answer questions, record and resolve customer feedback
and recommendations. At each store place comments and letters to record
customer opinions.
 ✔ Conducting quarterly checks through handing out questionnaires to customers, so
that the restaurant will know what the restaurant cannot do, customer expectations
and staff mistakes or product quality Eat to eat to overcome the time.
✔ For customers who regularly use Pizza Hut services, they need to keep their
contact information, birthdays ... in order to send a happy birthday message via
gmail, phone number and suggest customers to use the service.
✔ Create an app to accumulate points for customers when eating
Basic type: no reduction
Gold type: discount 10%
VIP type: 15% off
● Earning cards to redeem points: Medium sized pizza, pasta, French fries
❖ Delivery
● Regulations on scope of delivery:
Pizza Hut offers delivery to customers within a radius of 3-5km from the nearest Pizza
Hut Store.
● Delivery fee regulations:

Order value Delivery charges

Under 100,000 VNĐ No delivery

From 100,000 VND and above Free

From 100,000 VND or more and there are products under the
22.000 VNĐ
promotion

• Regulations on delivery time:

✔ Delivery time: Pizza Hut commits to deliver within 30 minutes after receiving an
order.
✔ Regulation on delivery time: 10:00 - 22:00 every day
 ✔ When the goods are delivered to you, please complete the payment and confirm
with the delivery staff first, then please check if the product has any defects or
defects. Please keep your shipping receipt for checking.
Note:
Orders will be automatically canceled if the delivery staff cannot contact the Customer at
the time of delivery (maximum 3 calls and 5 minutes apart).
1.4.4. Market segmentation
❖ Pizza hut's potential competition
● Fried chicken shops such as KFC, Lotteria and Jollibee ... entered the HCMC
fast food market very early so when it comes to fried chicken fast food is still the
first choice.
● Pizza is a rather strange dish compared to most people, especially the elderly
while fried chicken seems familiar and easier to eat.
● Therefore, the fried chicken shops are a worthy competitor to Pizza Hut
● In addition, some restaurants such as Duc Phat and Kinh Do also sell pizza
● Small and soft, about 8,000 to 12,000 / 1. However, these
● This cake is not as good as the pizza Hut's, but absolutely has a price advantage
over Pizza Hut.
❖ Location, pizza hut VietNam's goal customers
● Positioning
Positioning by specific products and services:
✔ Serving all kinds of Pizza in a professional and friendly style
✔ Service features: Warm spaces for family and friends
● Target customers
✔ Young people: Age from 13 to 25 years old
o Active, likes crowds, often gather at restaurants and bars to eat and chat.
o Modern lifestyle
o Enjoy trying new things
 o Prefers to consume fast food in modern stores and pay for the high priced
food.
✔ Young family: (2 generations)
o Age + Parents: From 28 to 40 years old
o Children: From 5 to 12 years old
o Usually go out to eat on weekends
o Prefers to eat and drink in a home atmosphere
o Stable income, paying much attention to the development of children.
1.5. Analyze business performance
Pizza Hut’s revenue statistics are divided into 2 phases:
● First stage: from March to July
✔ Weekdays: income from 10 million to 15 million
✔ Weekends and holidays: income from 25 million to 30 million
● Second stage: From August to February next year
✔ Weekdays: income 20 million – 30 million
✔ Weekends and holidays: income from 50 million – 100 million
● Total revenue for the last 3 years: (December 24, 2017 - December 24, 2020)
                                                S = 36.260.818.486
It can be seen that pizza hut has a very reasonable revenue statistic in 2 cycles. In
the first period, after the Lunar New Year, people tend to be more economical and less
likely to eat out, so the weekday revenue of phase 1 is lower than the 2nd period.
Weekends and holidays among stage 2 also has a big difference compared to stage 1,
which is from 100% - 233%. It can be seen that the reason is because phase 2 has a lot of
big holidays, and is the end of the year so people tend to eat out, as well as go to Aeon
mall Tan Phu to shop.
2. Analysis of human resource of pizza hut Aeon mall Tan Phu
2.1. Organizational structure of business management
Pizza Hut is an individual one-member limited liability company. As defined, a
single-member limited liability company is an enterprise owned by an organization or
individual; The company owner is responsible for the debts and other liabilities of the
company to the extent of the company's charter capital. The structure of Pizza Hut
Company Limited:

Figure 2.1. Human resources structure of Pizza Hut VietNam

❖ Duties and responsibility of each Department (South region)

● Chief Executive Officer:
The Chief Executive Officer (CEO) has overall responsibility for creating, planning,
implementing, and integrating the strategic direction of an organization. This includes
responsibility for all components and departments of a business. It is also the
responsibility of the CEO to ensure that the organization's leadership maintains a constant
awareness of both the external and internal competitive landscape, opportunities for
expansion, customer base, markets, new industry developments and standards, and so
forth.
The CEO is always the highest-ranking executive manager in an organization and
has responsibility for the overall success of the organization, and is the ultimate decision-
maker for a business. Leading, guiding, directing, and evaluating the work of other
executive leaders, including presidents, vice presidents, and directors, depending on the
organization's reporting structure, is also part of the job. 
● Senior Operations Manager (within that area):
Operations managers in this industry are likely to work closely with kitchen staff,
dishwashing team, service members, bartenders, and host staff.  This also enables
managers of operations to role model best practices and behaviors for employees
throughout a restaurant. A large part of an operations manager’s position is also in
training new employees. Training also includes on-going training, and this requires a
manager to identify opportunities and situations where this is required. An operations
manager in food service will also take suggestions from guests and analyze trends in
preferences for making changes or improvements to a particular area of the restaurant.
 Operations manager will be responsible for the overall business functions of
keeping a restaurant or restaurants running. These tasks include ordering, financial
planning, supervising employees, maintaining sanitation standards in public areas and
kitchen or beverage preparation areas, and monitoring safety. Much of the job role also
requires the ability to handle human resources and accounting processes such as hiring
and payroll. Other tasks include monitoring adherence to all laws and safety guidelines
along with analyzing and evaluating costs
● Operations Coordinator (Ops Coordinator):
An operations coordinator is a key person in every business, handling the day-to-
day activities that ensure smooth, efficient businesses processes and functions. The
position may report to one or more executives in an organization, and often supervises or
oversees others.
They handle project management in terms of making work assignments, tracking
progress, writing progress reports and trouble-shooting issues that arise on a daily basis
and charged with making sure staffers have the resources and materials they need to do
their jobs effectively. Operations coordinators may also have some degree of financial
oversight, and may play a role in the recruiting, interviewing, hiring and training
processes, as well as the disciplinary and termination processes
● Assistant Operation Manager:
An assistant operations manager fills in for the operations manager when needed
and is responsible for maintaining business operations in the absence of the operations
manager. They also assist the operations manager by giving constructive feedback to
improve the operations of the business. Assistant operations managers oversee daily
activities, such as staffing, scheduling, and customer relations. They audit and place
orders for equipment or supplies needed by the business, as well as track and report on
budget, costs, and income. They can also be responsible for supervision, training, and
development of staff
● Training and Development Manager (T&D Manager):
✔ Conduct orientation sessions and arrange on-the-job training for new hires.
✔  Evaluate instructor performance and the effectiveness of training programs,
providing recommendations for improvement
✔  Develop testing and evaluation procedures
✔ Conduct or arrange for ongoing technical training and personal development
classes for staff members.
✔ Confer with management and conduct surveys to identify training needs based on
projected production processes, changes, and other factors.
✔  Plan, develop, and provide training and staff development programs, using
knowledge of the effectiveness of methods such as classroom training,
demonstrations, on-the-job training, meetings, conferences, and workshops.
 ✔ Analyze training needs to develop new training programs or modify and improve
existing programs
✔  Train instructors and supervisors in techniques and skills for training and dealing
with employees.
● Restaurant Solution Manager:
Restaurant solution manager is responsible for understanding customers' needs to
ensure businesses meet their needs or change or supplement services that customers need.
Besides, they pay attention to make sure food production process that always ensures
food hygiene and safety. In addition, the restaurant solution manager prepares
alternatives for situations that may occur during business and production. Meet with the
company's executives and discuss product marketing and manufacturing solutions
● Customer Service:
✔ Open and maintain customer accounts by recording account information
✔ Resolve product or service problems by clarifying the customer's complaint;
determining the cause of the problem; selecting and explaining the best solution
to solve the problem; expediting correction or adjustment; following up to ensure
resolution
✔ Respond to customer service requests for restaurant food orders by entering and
verifying customer and menu data
✔ Ability to achieve and maintain performance standards
✔ Support marketing of products
✔ Able to interact with all levels of management and customers in a professional
manner
✔ Assist and mentor new call center representatives
✔ Adhere to company processes and guidelines
● Maintenance:
✔ Build up a systematic, efficient, timely and cost-saving maintenance organization
for all Pizza Hut stores within the area
 ✔ Assist Construction Business Development team for developing, building and
maintaining Pizza Hut Vietnam restaurants according to the latest Market
Development Strategic Plan & Yum’s standards.
● Area Couch:
The responsibility of the regional manager is to lead the day-to-day operations of six
to eight restaurants and provide supervision development training for five to eight general
managers, assist in the recruitment of restaurant general managers, shift managers, and
financial results management. Besides, they also oversee customer service standards as
well as food safety requirements to ensure the restaurant is clean and up to hygienic
standards. In addition, they also assist in developing marketing initiatives and ensure the
implementation of all system policies and procedures.
❖ Operations Committee – Southern Region:
● Marketing:
The story tellers and creators behind industry – leading brand, the marketing team
use bold ideas, consumer insights, and analytics to shape how consumers experience
Pizza Hut. The function of Marketing Department of Pizza Hut involves a scope of
procedures that is concerned with happening out what consumers want and supplying
them the merchandise harmonizing to their privation
Creating promotion program, promotes its merchandises with the aid of media,
creative advertisements are shown on the telecasting pulling people to come to Pizza Hut
● Supply Chain Management:
Support for the group tender process including tenders, evaluation and meetings
with internal users and external suppliers and recommend the results for management
approval; 
Handle process improvement projects for cost savings and profits maximization
through ingredient cost control, group buying and menu reengineering and the
implementation of SCM system;
Oversee inventory and cost control, suppliers management, stock allocation, stock
control on the key group items and strategic partners;
 Responsible for food and non-food items souring and logistics optimization to
support stores and central kitchen operations
● Construction & Maintenance:
Supervise the team to handle the store construction & maintenance project to make
sure the highest quality meet deadline and develops plans and budgets for facilities
projects to support fiscal decision-making.
Supervise the performance of the Contractors / Suppliers and reviews contract plans
and specifications for compliance with appropriate project requirements.
Supervise and reports on all phases of planning and construction. Co-ordinate with
the internal Departments, Designer & all parties involved in the planning, design, and
construction process.
Review, analyze & suggest the Tender Document & Quotation to Management for
selection and suggest the recommendation of store construction & maintenance project to
the Management for selection. Besides, contact & cooperate with Authorized Department
related to C&M projects.
● Quality Assurance:
Main task: Ensuring effective management of food hygiene and safety,
including permits for all shops in the regional Pizza Hut chain, including:
✔ Surveying suppliers periodically and monitoring the improvement of hygiene
and safety procedures for materials.
✔ Training and support to guide suppliers to implement YUM Product Quality
Standards! (will be trained more)
✔ Assisting in raw material quality testing to ensure the requirements are met
✔ Contact for issuance of Food Hygiene and Safety Licenses for the newly
opened (upcoming) Pizza Hut restaurants.
✔ Training courses on Food Safety and health inspection for all new restaurant
staff.
✔ Supporting the restaurant in the process of receiving the Inspectorate for Food
Safety and Environment
 ✔ Perform tasks assigned by direct management.
● Research and Development:
They are responsible for research, planning, and implementing new programs and
protocols into their company or organization and overseeing the development of new
product
● Finance:
Some of the functions of finance section are mentioned: 
✔ Book maintaining: The gross revenues that Pizza Hut makes are recorded by
this section. They record the merchandises that are being sold each twenty-
four hours, which prove to be good to analyze the demographics and do
alterations in the merchandises consequently. 
✔ Net income and loss statements: It besides keeps an history of the net
income or loss of the company
● Human Resources:
The HR department of Pizza Hut is responsible for hiring members of staff which
will involve attracting more employees, assigning them their positions and ensuring that
the employees will perform the task. HR department of Pizza Hut is also responsible for
organizing the people in entire company and also sets the day to day goals for the
organization. The HR team ensures to hire the best talent, sets them up for success, and
rewards them for a job well done.
● Information Technology:
Some of duties of Information Technology department:
✔ Responsibility for operation of IT department.
✔ Daily report to the CEO.
✔ Daily Support and Maintenance IT systems at 95 Stores and Call center.
✔ Regional support: Support for Pizza Hut Myanmar.
✔ Work with JRG Group IT and YUM Asia for align in IT polices and
Guidelines. 
 ✔ Work with Group Audit for improvement system securities and prevent any
risk case. 
✔ IT Strategy and Planning
✔ Optimize systems and reports for adapt with business requirements.
✔ Train & refresh all IT’s applications for company users.
✔ Make a monthly plan for systems maintenance includes Hardware and
software.
✔ Coaching, Training and development for IT staffs and department second
tier position
● Legal & Compliance:
The department responsible for the legal affairs of the business.
Overall, the structure of the company will be divided into 2 blocks: Office and restaurant
block.
● Office department will have the following main tasks:
✔  Responsible for recruiting and training the staff in the restaurant sector
✔  Manage and keep paper records of employees
✔ Monitoring of restaurant activities according to the system standards
✔ Search new markets, come up with business strategies in the company and
chapters promotions, promotions
✔ Contact local suppliers for raw materials 
✔ Maintenance of equipment in restaurant
● Restaurant department will have the following main tasks:
✔ Receive and continue training new employees from the office department
✔ Direct production of products supplied to the market
✔ Manage and keep paper records, periodically report the restaurant’s
business results to the are manager (monthly)
✔ Implement promotion program, which program given marketing
department
 ✔ Manage, process products in accordance with the quality standards given by
the company
2.2.  Organizational structure of Pizza Hut Aeon Mall Tan Phu

Figure 2.2. Human resource structure of Pizza Hut Aeon mall Tan Phu

Position Responsibilities Benefits 

RGM Effectively manage the restaurant ● Health insurance
within the policies and guidelines of ● The tip is divided
the company, ensuring customer equally by each
satisfaction at all times. employee at the end of
the month and divided
Controls day-to-day operations by by the following
scheduling labor, ordering food and formula:
 supplies, and developing the ● Employee Tip =
restaurant team. Average Employee Tip
  * Number of Hours
Controls profit & loss, by following Worked by the
cash control/security procedures, Employee
maintaining inventory, managing ● Average tip = total tip
labor, reviewing financial reports, and per month / total hours
taking appropriate actions. worked
● The bonus will be
Recruits, interviews, and hires or fire divided quarterly, based
team members, conducts performance on the restaurant's
appraisals, takes discipline action, revenue and divided by
motivates and trains the following formula:
● Employee bous = number
Ensures maintenance of equipment, of hours worked *
facility, and grounds through the use average bonus
of a preventative maintenance ● For part-time employees
program there will be insurance
and bonuses for working
Ensures a safe working and customer more than 6 months
experience environment by facilitating ● For full-time employees,
safe work behaviors of the team there will be insurance,
AGM Responsible for providing leadership gifts on holidays (women
in the restaurant - recognizing and have more gifts than
motivating Shift Leaders, Shift men) and 13th month
Managers and Team Members; salary.
coaching and training the team in
order to achieve operational
excellence.

Directly perform hands-on operational

work on an on-going basis to train
employees, respond to customer
service needs and for the purpose of
role-modeling appropriate skills and
behaviors in the restaurant.

Assist in the management of day-to-

day operations by managing labor,
counting and ordering inventory and
supplies and developing the restaurant
team.

Analyze sales, labor, inventory and

controllable on a continual basis and
take corrective action to meet or
achieve daily or weekly margin and
sales growth targets.

Assist RGM in preparing financial

plans.
Recruit and select qualified, high
energy team members using approved
tools and systems.

Assist RGM with staffing plan

development and preparing action
 plans to address in-store issues and
have ability to effectively
communicate these plans to the team.

Train and develop Team Members,

Shift Leaders and Shift Managers.

Work closely with RGM in the case of

corrective actions or terminations.
Shift Standard performance and standard
Leader champs compliance standards 

Security standards are implemented

according to approved specifications
and process standards
Arrange work, maintain quality of
service, regularly clean and protect
safety

Support for management in training

new employees

Monitor effectively team members

and employee distribution work

Support management, support to

manage day-to-day operations by
planning and labor management,
inventory checking, complaint
 handling and team development
Table 2.1. Manager level

FRONT OF HOUSE
Positio Responsibilities Benefits
n
Hostess Welcoming guests, leading ● Health insurance
customers, and answering ● The tip is divided equally by
customers’ questions within each employee at the end of
their area of responsibility the month and divided by the
following formula:
Advise customers on seating ● Employee Tip = Average
position, introduce new Employee Tip * Number of
promotion programs of the Hours Worked by the
restaurant Employee
Cashier Manage customer information ● Average tip = total tip per
and control the ability to serve month / total hours worked
customers ● The bonus will be divided
quarterly, based on the
Answer the phone restaurant's revenue and
divided by the following
Payment to customers formula:
● Employee bonus = number of
Manage money in the cash and hours worked * average bonus
report back to the manager at the ● For part-time employees there
end of the shift will be insurance and bonuses
Server Must come early to check and for working more than 6
clean the furniture according to months
the restaurant’s model ● For full-time employees, there will be
 insurance, gifts on holidays (women
Prepare eating utensils have more gifts than men) and 13th
month salary.
Must clean up, set-up, fill the
counters at the end of the shift to
hand over to the next shift
Rider Delivery the food to the
customer’s order address 
Table 2.2. Position in the Front Of House

BACK OF HOUSE
Position  Responsibilities  Benefits
Pizza Electric mixers, dough sheeter, ● Health insurance
base dough preparation tables, and ● The tip is divided
incubators are used equally by each
employee at the end of
Follow the prescribed recipe the month and divided
Make  From the made pizza base, the Make by the following
position will do the pizza according formula:
to the customer’s choice ● Employee Tip =
Cut Take pizza on the oven, cut pizza Average Employee Tip
into pieces four, six or eight * Number of Hours
according to customer’s choice  Worked by the
Bar Prepare drinks according to the Employee
customer’s choice ● Average tip = total tip
Auxiliary Making appetizers and some main per month / total hours
dishes. The appetizers feature fried worked
food such as French fries, chicken ● The bonus will be
wings, squid, shrimp, in addition to divided quarterly, based
 soups, salads, and spaghetti, on the restaurant's
sandwiches, rice, etc. revenue and divided by
Dish Capture the chemical mixing the following formula:
Washes process, operate machines ● Employee bous = number
of hours worked *
average bonus
● For part-time employees
there will be insurance
and bonuses for working
more than 6 months
● For full-time employees,
there will be insurance,
gifts on holidays (women
have more gifts than men)
and 13th month salary.
Table 2.3. Position in the Back Of House

        2.2.1. Human Resources structure by positions

Position Male Female Age group Total
RGM 1 0 38 1
AGM 2 4 26 - 32 6
Shift leader 1 2 22 - 26 3
FOH Staff 1* 3 3 17 - 19 6
Staff 2* 2 5 20 - 25 7
Staff 3* 1 4 21- 25 5
BOH Staff 1* 0 2 17 – 20 2
Staff 2* 3 1 21 - 25 4
Staff 3* 2 0 21 – 25  2
Total 15 21 36
Table 2.4. HR structure by positions

The table shows that under management from RGM to AGM there are 7 people,
including 3 men, 4 women. People working at this level need a lot of experience as well
as basic knowledge to operate the restaurant operations. The shift leader position requires
work experience, so the restaurant can hire new people or choose employees who have a
long time working at pizza hut, who have a good performance at work, no degree
required. The rest of the staffs are mainly engaged in service and kitchen work.
Employees are rated by stars, to evaluate their performance at work. In FOH, the 1-star
staff accounts for 6 people (the lowest level), the restaurant should have policies to
encourage them to work better, to serve customers better. In BOH, we see 8 staffs
including 5 men and 3 women. With a comfortable workspace, no age limit, and many
benefits when working, flexible working time, this attracts many people who are looking
for a job for themselves.
        2.2.2. Age group of Pizza Hut Aeon Mall Tan Phu
Manager FOH BOH
From 26 to 38 years old From 17 to 26 years old From 17 to 25 years old
Table 2.5. Age group

The table illustrate the ages in different section of Pizza Hut Aeon mall Tan Phu. At
the managerial level, they have to be experienced and knowledgeable about the operation
of the restaurant, so learning and gaining experience must be done for a long time;
moreover at Pizza Hut higher position, the requirement that candidates meets is that they
must have 2 years of experience in the same position, so in this section, the employees
are often older than the staff at FOH and BOH. 
For pizza hut branch in Tan Phu Aeon mall, the FOH and BOH staff are not only
students aged 18, but the age of the staff is also very wide, from 17 to 26 years old.
Working at Pizza Hut is easy to arrange the work schedule, so who want to earn more in
part-time jobs are attracted by Pizza Hut; a job without a degree, they are trained before
starting their work. 
         2.2.3. The ratio of men and woman
Quantity Rate
Male 25 69%
Female 11 31%
Total 36 100%
Table 2.6. The ratio of gender

Percentage of Gender
Female Male

31%

69%

 
In general, there is difference of 38% between the number of female and male
employees of the Pizza Hut Aeon mall Tan Phu. The number of female employees in the
company is 11 people, making up 31%, male employees are 25 people, accounting for
69% of the total number of employees. The lack of balance between male and female
staff can reduce the performance of the restaurant in the high season. Women are
adaptable in customer service jobs, they are more likely to understand customers’ need,
women make up the majority of FOH, they love direct communication with guests, so we
can see that there are more female staff in service area than male staff
With the BOH, their daily duties is not a heavy work, so employer does not take too
seriously whether men or women work in this department. In general, the allocation of
staff to work at pizza hut aeon mall branch is quite reasonable, although it does not
matter whether men or women work in each department, but thanks to the professional
staff selection and training process, they still provide customers with the best service.  

     
  2.2.4. The educational level in the business restaurant
Quantity Rate
Graduated from high school 4 11%
Studying at University 21 5%
Graduated 11 31%
Total 36 100%
Table 2.7. The educational level of staff

The table illustrates that the number of gender in different level in the business
restaurant of Pizza Hut. There are clear differences in the level education that apply for
the position.
From this data, we can see Pizza Hut focuses on young and educated people, because
their lots of benefits: 
● Cost effectiveness: The salary pay for young employee is lower as they tend to
have lower wages than older worker, due to the lack of experience
● Flexibility: Young people can arrange their work schedule flexibly, and more
willing to move and work in different location around the country. In addition,
young people have optimistic thinking and they adapt to the change very easily.
● Eager for learning: employers realize young people more eager to study a new
thing and not burdened by previous experience and ways of doing things,
because they brought up in the digital and internet so they have different ways
 approach to working life to live more independent, flexible and adaptable to
change.
In addition, young people who are current consumers and buyers of goods and
services in the future can provide important market insights, especially in fast changing
markets or depend on world trends. This can help business partly understand the needs as
well as the changing needs and preferences of customers in Gen Z generation.

3. Models of service quality management

3.1. SERQUAL model
The model of service quality, popularly known as the gaps model was developed by
a group of American authors, A. Parasuraman, Valarie A. Zeithaml and Len Berry, in a
systematic research program carried out between 1983 and 1988. The model identifies
the principal dimensions (or components) of service quality; proposes a scale for
measuring service quality (SERVQUAL) and suggests possible causes of service quality
problems.
Cronin and Taylor (1992) in their empirical work controverted the framework of
Parasuraman, Zeithaml and Berry (1985, 1988) with respect to conceptualization and
measurement of service quality, and propounded a performance-based measure of service
quality called ‘SERVPERF’ illustrating that service quality is a form of consumer
attitude. They argued that SERVPERF was an enhanced means of measuring the service
quality construct. The SERVPERF measures quality as an attitude, not satisfaction.
However, it uses an idea of perceived service quality leading to satisfaction. But it goes
further, and connects satisfaction with further purchase intentions.
According to the SERVQUAL model: Service quality = Perceived level - Expected
value. Measure is based on 5 factors, including 22 pairs of questions about:
- Reliability: the ability to perform the promised service dependably and
accurately
- Assurance: the knowledge and courtesy of employees and their ability to
convey trust and confidence
 - Tangibles: the appearance of physical facilities, equipment, personnel and
communication materials
- Empathy: the provision of caring, individualized attention to customers
- Responsiveness: the willingness to help customers and to provide prompt
service

External Factors
influencing
expectation
Tangibles
Expectation
Reliability (Expected
Service) Perceived
Responsivene
ss Service
Gap Quality
Assurance 5
Perception
(Perceived
Empathy Service)
Figure STYLEREF 1 \s 3. SEQ Figure \* ARABIC \s 1 1. SERVQUAL
SERVQUAL Model identifies five gaps that can arise between the customer’s needs and
the service that a company offers:
 Difference between the target market’s expected service and
Knowledge gap management’s perceptions of the target market’s expected
service.
Difference between management’s perceptions of customers
Standards gap exprectation and the transiation into service procedure and
specifications.
Difference between service quality specifications and
Delivery gap
service provided.
Difference between service provided and external
Communications gap
communications to the customers.
Satisfaction gap Difference between customers’ expectation and consumers’
perception of the service.

SERVQUAL has been widely applied in companies around the world, in high class
businesses that have expectations before customers use them. An evidence for application
of SERVQUAL Model is Customer Service of Mobile Operators, Md. Rifayat Islam,
2012: This study tried to explore the dimensions of service quality (SERVQUAL) on the
perceived performance of mobile phone users in customer service. One of the key
challenges of this market is how they satisfy and retain their customers and also manage
service quality, which holds a significant importance to customer satisfaction and their
perceived performance. SERVQUAL model is a widely accepted approach to measure
the difference between customer’s expectation and perception. Conclude that the
Customer Care Centers are not performing up to the satisfaction of the customers and
they need to take corrective steps to minimize these gaps as early as possible. The study
concludes with some recommendations to improve the satisfaction of the customer. 
3.2. SERVPERF model
Cronin and Taylor (1992) in their empirical work controverted the framework of
Parasuraman, Zeithaml and Berry (1985, 1988) with respect to conceptualization and
measurement of service quality, and propounded a performance-based measure of service
quality called ‘SERVPERF’ illustrating that service quality is a form of consumer
attitude. They argued that SERVPERF was an enhanced means of measuring the service
quality construct. The SERVPERF measures quality as an attitude, not satisfaction.
However it uses an idea of perceived service quality leading to satisfaction. But it goes
further, and connects satisfaction with further purchase intentions.
The SERVPERF is a modification of SERVQUAL, and thus uses the same
categories to assess service quality (RATER model):
- Reliability: the ability to perform the promised service dependably and
accurately
- Assurance: the knowledge and courtesy of employees and their ability to
convey trust and confidence
- Tangibles: the appearance of physical facilities, equipment, personnel and
communication materials
- Empathy: the provision of caring, individualized attention to customers
- Responsiveness: the willingness to help customers and to provide prompt
service

Tangibles
Reliability Perception Perceived Service
Responsiveness (Perceived Service) Quality
Assurance
Empathy

Figure STYLEREF 1 \s 3. SEQ Figure \* ARABIC \s 1 2. Five dimensions of

SERVPERF is a variant of the SERVQUAL model first identified by Cronin and
Taylor (1992). On the SERVQUAL scale, customer satisfaction is measured by both
customer expectations and feelings (Service quality = Perceived level - Expected value).
However, on the SERVPERF scale, the quality of the service is only measured by the
customer's perception (Service quality = Perception level). The SERVPERF scale also
uses 22 questions similar to that of the customer feeling in the SERVQUAL model.
However, SERVPERF ignores the question of expectations. Cronin and Taylor (1992)
said that the SERVQUAL model of Parasuraman et al (1988) easily confuses customer
satisfaction and attitudes.
SERVPERF = P
SERVQUAL = P- E
SQ is service quality
P is the individual's perceptions of given service delivery
E is the individual's expectations of a given service delivery
Measuring service quality according to the SERVPERF model by Cronin and
Taylor (1992) is considered a more convenient method, because the questionnaire is
short, saves time and avoids confusion among the respondents. The downside of this
model is that it does not reflect the relationship between user satisfaction and satisfaction
with the quality of service provided. Therefore, although the SERVPERF model has
certain advantages, the studies on customer satisfaction often use the SERVQUAL
model.
The questionnaire of the SERVPERF: The following statements are related to the
enterprise being evaluated aspects:
Tangible (T)
1. The XYZ company has modern-looking equipment
2. Its physical facilities are visually attractive
3. Its employees are groomed and well-dressed
4. The appearance of its facilities is preserved according to the type of service
offered
Reliability (RL)
1. When it promises to do something in a determinate amount of time, it is done
2. When you have a problem, XYZ shows an interest in solving them
3. XYZ is reliable
4. XYZ provides their services in a timely fashion
5. XYZ correctly maintains their records
Responsiveness RE)
1. XYZ does not inform the clients exactly when the services are going to be
executed.
2. You do not receive a fast service from the employees of XYZ
3. The employees of XYZ are not always available to help clients
4. The employees of XYZ are too busy to quickly respond to the requests of the
clients
Assurance (A)
1. You can trust the employees of the company
2. You perceive a sense of safety in your transactions with the employees
3. The employees of XYZ are polite
4. The employees receive adequate support from XYZ to do a good job
Empathy (E)
1. XYZ does not give you individualized attention
2. The employees from XYZ do not give you personalized attention
3. The employees of XYZ do not know what your needs are
4. XYZ does not consider your interests as objectives
5. XYZ does not have favorable service hours for its clients
SERVPERF model used by many different companies, first of all by such as hotels,
banks, hospitals, shops, transport… Service quality plays a significant role in maintaining
and developing sustainable competitive advantage of a company or firm because service
quality influence on customer satisfaction directly. Moreover, SERVPERF model is as a
useful instrument to measure service quality. An evidence for application of SERVPERF
model is transport services are one of the most common services in Vietnam and abroad.
Passenger transport is very popular. For those without a car or travelling in large groups,
such transport is a big convenience. In such quality analysis special types of methods are
used, among which the SERVQUAL method and its variation the SERVPERF method
should be mentioned. The SERVPERF method was used to evaluate the quality of
transport services in the chosen company. In this method the customer does not evaluate
his expectations for the service, but only the final service. Their also indicated which
determinants had the highest positive and negative impact on the quality of these
services.
3.3. Importance – Performance Analysis (IPA) model
The Importance-Performance Analysis (IPA) model was proposed by Martilla and
Jame in 1977. The IPA model is a model for measuring service quality based on the
difference between opinions. client on the importance of the indicators and the
performance level of the service provider's (IP gaps) performance. This model classifies
the attributes of measuring service quality, providing service providers with useful
information about the strengths and weaknesses of the services they provide to
customers. IPA helps businesses determine the importance of service indicators as well as
the strengths and weaknesses of the products / services provided in the market.
Specifically, the IPA development process is accomplished by comparing the two
criteria that form a customer selection decision, namely:
- Relative importance of quality attributes
- The level of performance attributes quality.
According to Barsky (1995), the lowest importance of attributes indicates the
ability to have little effect on the general perception of quality service. On the contrary,
an attribute with a high level of importance will greatly influence their perception. This
model classifies the attributes that measure service quality, providing service providers
with useful information about the strengths and weaknesses of the services they
themselves provide to customers. From there, service delivery administrators will make
the right strategic decisions to improve service quality.
What is the IPA matrix?
Each IPA matrix consists of 4 quarters with the vertical axis showing the
importance level and the horizontal (X) axis showing the performance level as shown in
the following diagram:
 Figure 3.3. The Importance-Performance Analysis (IPA) matrix

Quadrant I: Keep Up the Good Work

The attribute placed in this quadrant has high importance and high performance. It
indicates that the customers value such attribute as relevant to the service they consumed.
Besides, the customers are also satisfied on how the attribute enhances the delivery of
services. Therefore, such attribute must be maintained and exploited to achieve its
maximum benefits as potential competitive advantage. At this point, it is important to
sustain optimum level of resources to suffice its maximum benefits.
Quadrant II: Concentrate Here
The attribute located in this quadrant has high importance, but low performance. It
is an indicative of the critical performance shortfalls whereby the importance attribute
fails to satisfy the customers. In order to ensure good quality of services delivered to the
customers, such attribute should become a priority to be attained first. This situation
requires immediate actions and allocation of additional resources. If it is not immediately
 attained, it may become a major weakness that potentially reduces the level of
competitiveness.
Quadrant III: Low Priority
The attribute situated in this quadrant has low importance and low performance. It
shows the attribute is underperforming, but it requires no further action since it does
nothing to the betterment of the services in the eyes of customers who consumed it. As
such, there is no need for any changes in the efforts or resources allocated. Any extra
efforts and resources spent on the attribute will just go in vain as the attribute has
minimum impact to the consumed services.
Quadrant IV: Possible Overkill
The attribute which falls into this quadrant has low importance but high
performance. It demonstrates the attribute was successfully performed but unfortunately
deemed irrelevant by the customers. At this point, it is important to redefine the need to
allocate more resources toward such attribute. Perhaps it is more beneficial to curtail the
resource allocation and redeploy the efforts to the other attribute that needs immediate
action.
More specifically:
the relationship between the importance (I) and the realization
(P) attributes of the destination is expressed through the
difference (P - I). If (P - I) ≥ 0 indicates good service quality
and vice versa, the service quality is not good when (P - I) <0.
Quality of Service Performance
P - I> = 0 Good
P - I <0 Not good
3.4. Comparison between the three models

SERVQUAL SERVPERF IPA

Model GAP spacing model Performance-based Critical level
evaluation model
 Ignores the question
Question in scale Customer’s expectation
of expectations
The concept of Perception level and Perception level Critical level
service quality expected value
Advantages Model is an analytical Service quality is Simple and effective analysis
tool that allows defined and technique, it is suitable for
managers to measured as an clarifying strengths and
systematically identify "attitude". weaknesses of brands, products,
service quality gaps SERVPERF based and services to help providers
between a range of on results is more effectively reduce weaknesses and
variables that affect efficient than avoid resource waste.
delivery quality. SERVQUAL, as it IPA is more specific, detailed and
Ability to assist directly reduces the superior to SERVQUAL and
managers in identifying number of items by SERFPERF
relevant service quality 50% and the result is IPA helps organizations or
factors from a customer better. businesses determine the
perspective. importance of each quality of
Widely applied in service factor
many different fields
Disadvantages Do not explain clear Not generalized for This model has no specific output
measurement all types of services variables, no questionnaires, so
sequences for There has not been a the research, development of
measuring distances at correlation between questionnaires and surveys take a
different levels customer lot of time.
The questionnaire was satisfaction and
long, confusing, and service quality
misleading for the
respondents.
Table 3.1. The comparison of 3 different model
 After analyzing the advantages and disadvantages of all 3 models, the team
conducted a small survey to choose the right model for the business.

After 5 days of small survey (from January 28 to February 1), the group obtained
182 responses. Of which, only 21 responses (accounting for 11.5%) were customers who
have never used Pizza Hut services. These 21 responses should be excluded because they
are not Pizza Hut's target customers. The remaining 161 answers can be used to analyze,
evaluate and select a service quality model that is appropriate for the business.

According to the survey results obtained by the group, before these customers
came to Pizza Hut, they did not expect too much on the service quality of Pizza Hut
(accounting for 73.9%). There are many reasons why their expectations are not so high at
Pizza Hut. Some of them have experienced Pizza Hut service and maybe they find it
normal, not too special. On the other hand, Pizza Hut is not a brand in their heart, they
can choose Domino's Pizza or Pizza 4P as their own brand and they are always loyal to
those brands. On a 5-point scale, when asked whether to rank brands in the hearts of
customers, Domino's Pizza was rated 4.2 higher than Pizza Hut of 3.8 (R.K. Srivastava,
2011). In addition, Domino's Pizza's ability to grasp trends and interact with customers
through trend changes is much stronger than Pizza Hut's (Wu Hea, Shenghua Zha, Ling
Li, 2013). That is one of the reasons that Pizza Hut is not expected by customers too
much.

When asked, "How much are you willing to spend on a meal at Pizza Hut?" then
there are 111 results (accounting for 68.9%) saying that they are only willing to spend
from 180,000 to 250,000 for a meal at Pizza Hut. Typically, when eating at Pizza Hut,
customers are usually in groups, but are only willing to spend up to 250,000 for a meal.
That being said, with the money they spend, they don't want to ask for too much. People
who are willing to spend more than 250,000 for a meal at Pizza Hut are not many.
Because this is a fast food with many calories, not many people are willing to spend too
much on the service at Pizza Hut.
 After giving questions to survey about the level of customers' expectations, the
results said that for the money customers spent to experience the service at Pizza Hut,
most of them did not expect too much. service quality (more than 60% of customers
choose level 1 and 2). Before they arrive, they don't expect too much, they just care about
the actual experience. When they dine at Pizza Hut, they are particularly interested in
what they receive and how they feel. Therefore, the research team found that the service
quality model most suitable for Pizza Hut is the SERVPERF model.
The SERVPERF model is a model that can be applied to mid-range business
models where the customer has little or no high expectations for service quality. The
team will use a questionnaire consisting of 22 questions around the perception of the
customer and omitting the expectation factor.
But the SERVPERF model is not enough, our team found that the IPA model will
help us to assess in more detail the importance of the factors within the customer's
thinking. Helping businesses will better understand the wants and thoughts of customers.
Moreover, the IPA model also helps businesses improve service quality and eliminate
unnecessary elements. Give customers a more wonderful experience.
For the above reasons, we combine two models because we want to make full use of the
advantages of two models to create the best one. This new paradigm not only tells us
which factors need to be improved, but also tells us how important and current
performance of the factors through the eyes of the customer ... From there, we will
understand where we are in mind of customers and take corrective measures to meet
customer expectations. Thus, the link between businesses and customers will be
increasingly stronger.

4. Model development plan

4.1. Information and sampling methods
4.1.1. Information form

The sample of the survey will be the customers who have been using Pizza Hut
services in Ho Chi Minh City, those customers have been zoned and divided into 2
main groups, the first group is young people. From 13 to 25 years old, with dynamic
and modern personality and have a hobby of going out to eat with friends in
restaurants with quite high prices, the second group is families with relatively young
parents from 28 and 40 years old and have children between 5 and 12 years old and
they are the ones who tend to go out to eat together on weekends and parents have a
decent income and are always interested in the child's experience.

According to chapter 3, group selection SERVPERF and IPA models are the
suitable model to measure the perception of the above two groups of customers
towards Pizza Hut's quality service. SERVPERF model which has a total of 22 items
and the team will take a scale of 5 to measure the customer's perception of service
quality and the sample size will be 110. Therefore, the minimum number of people
that the group will take the survey is 110 people, in order to get at least 110 correct
viewers and don’t work cursory, the group will survey 250 people from 2 customer
groups that the group has updated. Group time will do the survey from March 1, 2021
to April 1, 2021.

The sample size will be calculated using the following formula:

SQi =j=1kPij
 Where: 

SQi = perceived service quality of individual ‘i’ 

 k = number of attributes/items 

 P = Scales of measure for perception of individual ‘i’ with respect to performance of a

service firm on attribute ‘j’ 

4.1.2. Sampling method

After identifying the appropriate model through a small survey with a sample of
about 182 people, the group continued to research the survey method through the
document study of the SERVPERF model, group discussion to edit the questionnaire
set in model, then consult experts (manager of Pizza Hut Tan Phu) to be able to
produce a complete questionnaire and survey twice: the first time, 50 customers ate at
Pizza Hut To check the questionnaire, the second time was the remaining 200 people.

After determining that the number of samples that will have to be surveyed is
250 people, our team will survey the customer group mentioned in the sample
information in such a way that it is an online form (google form) because COVID-19
is still very dangerous. With the online form, we will send the survey in the form on
Facebook, especially with the student community of Ton Duc Thang, but in order not
to confuse the surveyor with other Pizza brands, the group will ask “Have you ever
had a meal at Pizza Hut? If not, you do not need to take the survey. This is also a way
to help us eliminate surveys that do not bring quality information to the group.

4.2. Research process

Before starting the study, like other studies, the group followed 2 steps, first is 
qualitative survey to choose the appropriate model for the assessment of Pizza Hut's
service quality by the group surveyed around 182 and found 161 ate at Pizza Hut and
had questions to measure which customers would rate Pizza Hut's service quality by
their perceptions or expectations, after group surveyed and group received results that
119 surveyed the majority of them rated Pizza Hut by their experience, not based on
expectations. Therefore, the group chose SERVPERF as the most suitable service
quality measurement model in Pizza Hut's service quality assessment and let more
certainty the team used the IPA model to make the data more detailed. Then the group
used a quantitative method with a scale of 5 to be able to survey 250 people with 22
questions belonging to the SERVPERF model through online surveys. But before
entering the survey, the group will survey online 50 samples in advance to verify the
results, when the results of the 50 samples are satisfactory, the group will continue to
survey.

Summarize the research and sampling process

4.3. Methods of collecting information 
Our team will collect information for building questionnaires for the model by
document research, get information from experts (secondary data) and information
about customer perception through the small survey with 182 people (primary data)

• Literature study: An empirical assessment of the SERVPERF scale (SA Taylor, JJ

Cronin Jr - Journal of Marketing Theory and Practice, 1994), SERVPERF versus
SERVQUAL: reconciling performance-based and perceptions-minus-expectations
measurement of service quality (JJ Cronin Jr, SA Taylor - Journal of marketing, 1994)

• Get expert opinion: Conduct discussions with manager at Pizza Hut Tan Phu.

• Survey: Online survey for 182 customers who have used Pizza Hut products and
services.

Secondary data

Information taken from Pizza Hut Tan Phu:

- Overview information of departments of Pizza Hut Tan Phu branch

- Personnel information (kitchen-office-serve)

- Sales per day and month of 2020

Information sources:

- From the manager of Pizza Hut Tan Phu

Primary data

- Survey result of 182 people to choose a suitable model.

- Survey result of 250 people to measure service quality using the SERVPERF model

4.4. Methods of developing questionnaires

To be able to build a complete questionnaire, the group relies on two methods:
qualitative and quantitative. For the qualitative method, the group will be applied twice
 in the following stages: phase 1 uses qualitative methods to create questions for the
survey to choose the appropriate model, stage 2 is after selecting the model is
appropriate, the qualitative method is used to create demographic questions (gender,
age, ...). Then, the group will apply a quantitative method to measure customer
perception through 22 questions of model with a scale of 5.

Steps to develop the questionnaire:

Step 1: Determine the market research target.

The team's research goal is to measure the perception of customers using Pizza Hut
services and products through the SERVPERF model.

Step 2: Identify the target customer.

The group relies on the Pizza Hut's target customers 

Step 3: Determine the survey method.

The group will survey by online method via the google form customers at the Pizza Hut.

Step 4: Define the questionnaire content.

● Demographic question: Collect personal information of responders

● Trap question: Have you ever used a Pizza Hut product?" If the answer is yes, the
responder will continue to answer in the next part, but if the answer is no, the
survey will stop. 
● Main question: Be adjusted from the original English table to Vietnamese table to
suit the circumstances and environment.
Step 5: Determine how to use words and style

The edited question must have clear and easy-to-understand wording, bringing the reader
straight to the point which we want to aim to avoid confusion.

Step 6: Test and adjust if necessary

When the questionnaire is complete, the group will survey and take the first 50 samples
to check, if the results are good and on the right track, the group will continue to take
another 200 samples.
4.5. Analysis method of results
4.5.1. Qualitative method
Qualitative research is an investigative method used in many different scientific
disciplines, not only in the traditional sciences but also in market research and other
contexts. Qualitative research aims to gain an insight into human behavior and the
reasons it influences it. Qualitative methods investigate why and how in decision making,
not just answering the questions of what, where, when. Consequently, small concentrated
samples are often used more than large batches.

Here, the qualitative data is usually in literal form, we cannot calculate the average
data of the qualitative data. In the group study, the qualitative data is also called the
demographic data such as gender and satisfaction questions have not been encoded into
quantitative data.

4.5.2. Quantitative method

Quantitative research method is the collection and analysis of information on the
basis of data collected from the market. The purpose of quantitative research is make
market conclusions through the use of statistical methods to process data. The
quantitative research is appropriate in research on the attitude, opinion, and behavior of
the surveyed person. Quantitative results from one sample group will be generalized onto
a larger sample population.

After taking the results from 22 questions, the group will encode them and use
SPSS to evaluate the scale with Cronbach's Alpha confidence (questions answered with
confidence high reliability, can be used for further analysis, and the correlation
coefficient of the question for the total variable => is the question with the answer
matching the variable).
● This result is intended to determine whether the responses of those considered to
be Pizza Hut customers are really highly accurate, when the indicators have
reached a high level of confidence, the group will based on that to see what
customers are dissatisfied with at the quality of service at Pizza Hut.