Department of Management, School of Business and Economics

Course: MGT360

Summer-2024

SUBMITTED To

Meshbaul Hassan Chowdhury

Lecturer,

Department of Management

North South University

SUBMITTED BY:

Group-2
NAME ID
Sumaiya Jahan Roshni 2122054630
Tasdeque Hossain 2012527030
Abdullah 2121435630

Syeda Anika Tahmin 2131218030

Minhazul Islam 2012833630

Date of Sybmission: 24th November 2024

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 Executive Summary

Dash&Dine, a drive-through restaurant, redefines fast-track dining in a seamless manner in

which the purpose is to serve diners with fresh high-quality meals. They were born to disrupt the
dining experience and deliver fast, tasty food without compromising on quality or choice! With
an innovative drive-through model, Dash&Dine caters to the fast-paced lifestyles of busy
professionals, families, and individuals who want worry-free ways of enjoying great meals. Our
business model focuses on delivering a strong unique service through the prism of sustainability
and efficiency. Dash&Dine employs a highly-trained staff backed by sophisticated technology
that would drive the restaurant's legs of operations, producing three consistent and trustworthy
meals. From the design of process and flow to the training of staff and marketing schemes, it
means focusing on lean operations by Dash&Dine to most effectively address customers' needs
and queries.

While reliability, assurance, responsiveness, empathy, and tangibles are key service dimensions
of Dash&Dine, the management strategy of Dash&Dine is directed, through SERVQUAL,
toward proper measures that track guest satisfaction with operational excellence. Dash&Dine
aims to set the standard for the service space at heightened levels of fast service; every client will
keep a memory and make satisfaction out of every single contact incident. Dash&Dine, through
an exciting mixture of creativity, teamwork, and passion, will build the future of fast meals into
an easy job.

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 Table of Contents

EXECUTIVE SUMMARY ...................................................................................................................1

INTRODUCTION .................................................................................................................................3

SERVICE STRATEGY ........................................................................................................................4

Strategic Service Vision .......................................................................................................................4

SWOT Analysis.....................................................................................................................................6

Porters Five Forces ...............................................................................................................................7

SERVICE DESIGN .............................................................................................................................8

SERVICE ENCOUNTER ...................................................................................................................9

Service Organization............................................................................................................................9

Contact Personal..................................................................................................................................10

Customer’s Expectation.......................................................................................................................10

SUPPORTING FACILITY & PROCESS FLOW ..............................................................................11

Servicescape design elements .............................................................................................................12

Process Flow Diagram.........................................................................................................................14

SERVICE QUALITY .........................................................................................................................16

Servqual Dimension.............................................................................................................................16

Service Quality GAP model.................................................................................................................17

SERVICE FACILITY LOCATION.........................................................................................................20

CONCLUSION ....................................................................................................................................23

REFERENCE .......................................................................................................................................24

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 INTRODUCTION

The salient mission of the organization is to build the basis of a new-age dining experience
delivery, combining service management, strategy, and technology for enhanced customer
satisfaction. The drive-through restaurant is designed specifically for modernity and speed,
catering to the fast-paced lives of customers, ensuring a supply of wholesome food without
compromising on quality and speed, closer to the point of service. Whether you are a busy
business person, busy family member, or simply someone on the go, Dash&Dine creates that
opportunity for classy dining without compromise.

Service management embraces simplicity and efficiency. Customers use an innovative drive-
through system to place orders and receive meals within minutes. The integration of advanced
technology and customer-empowering processes ensures that each touchpoint delivers great
satisfaction and high reliability.

The service strategy of Dash&Dine is firmly based on the tenets of quality, speed, and
convenience. From meal preparation to the final drive-through experience, every aspect has to be
rationalized for further enhancement of customer satisfaction. Creating a trustable relationship
involves more than just serving great food; therefore, we intend to put our attention beyond just
delivering the food. Hence, it gives us an edge in the quick-service restaurant industry,
enhancing our average performance.

Focusing
on service encounters means a customer experience that is positive and memorable throughout
all points of contact used. Sending friendly people through the drive-through window, offering
design intent in our app-all reflect Dash&Dine's commitment to responsive and personalized
customer service. In a fusion of human insight and cutting-edge technologies, we provide the
highest levels of care and professionalism to set expectations apart.

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 SERVICE STRATEGY

The fast-food industry in our country is growing at an exponential rate, specifically in central
urban cities like Dhaka, Chittagong, and Sylhet. Yet, the drive-through restaurant concept
remains untapped here in our country. This presents a great opportunity to introduce a service
that serves the need of convenience-seeking customers, particularly the younger age group and
working-class professionals who value their time.

Strategic Service Vision for Dash & Dine:

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Customer Service Strategy:

1. Employee Training programs:

 We mainly emphasize on speed, friendliness, and problem-solving capability of

the employees.

 Specialized training for managing peak-hour operations as most mistakes tend to

happen during peak work load.

2. Feedback Mechanisms for customers:

 Digital surveys will be held and there will be loyalty programs to encourage
customers to come back.

Marketing Strategy:

1. Brand Awareness Campaign:

 Social media promotions highlighting the advantages and services provided by a

drive-through service.

 Special grand opening discounts for first 100 customers and referral bonuses for
the individuals who will avail the opening discounts.

2. Brand Positioning and moto:

 “Fast, Fresh, Convenient” as the tagline of our service to resonate with busy urban
lifestyles.

3. Customer Retention programs:

 Loyalty programs offering rewards for frequent visits. For example, coupon
punch cards for more orders and free food for the customer.

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SWOT Analysis for Dash & Dine

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Porter’s Five Forces Analysis for Dash & Dine

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 SERVICE DESIGN
Service design is crucial part of developing a new service. It’s like transforming the idea into a
written form based on which the service will be designed in a way that enables customers to
enjoy smooth & reliable service. We also designed a blueprint for our service of our “Drive
Through Restaurant”. The blueprint is shown below,

Let me give a short explanation of our blueprint where food menu with their relevant information
will be shown. Our customers will first encounter a menu box. After selecting food our
customers will communicate with our “On-Stage” clerks through a microphone. Then the clerk
will confirm the order and forward it to the “Back-Stage” kitchen staff. Upon receiving the order,
the kitchen staff will start preparing the order. This whole process will be backed by POS system
through which communication will happen. Then the customer will reach to the service window
and meanwhile the food will be prepared and sent to the “On stage” from the “Back stage”. The
customer will receive the product and approach for payment terminal and pay the bill which will
be received by the “On stage” clerk.

New Service Development

Analyzing consumer preferences and market demands in-depth is necessary to develop a

fictitious drive-thru restaurant that offers creative and effective service. Analyzing rivals, coming
up with unique features like an express lane or a healthier menu, and putting these concepts to
the test are all steps in this process. In-depth preparation and design of service blueprints
guarantee that all communications and procedures are optimized for a seamless customer
experience. The service may be improved and refined to satisfy client expectations and stand out
in the market by deploying it with trained personnel and ongoing feedback loops.

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 SERVICE ENCOUNTER

We will guarantee that we offer our clients an industry-standard service in order to achieve
efficiency and cost leadership. This will enable us to manage client expectations and then work
to surpass them, fostering brand loyalty. Our goal would be to ensure that the customer's
convenience is given top priority. One of the main factors propelling corporate development in
the current era is technology. These days, technology connects everyone to one another.
Therefore, technology is the easiest approach to increase our service and interact with people.

Service Organization

Culture: We will have a customer-focused culture in our cafe. Our managers and employees
would find it easy to understand the culture. They will receive cultural training when they first
start working. This company will concentrate on offering the greatest customer service possible,
setting an example for others to follow.

Empowerment: We support the idea of employee empowerment because we think it will

increase consumer satisfaction. After training is over, we will provide our employees daily
employment decisions and let them choose what they think is best. If someone is lagging behind
or having problems, they will be sent back to training.

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CRM: Regardless of the circumstance, we at our business are committed to making our clients
pleased and stress-free. We shall therefore take Customer Relationship Management very
seriously. CRM software will be used to document our clients' preferences. We will try to
provide them a discount or a service that will draw them to our café more if these customers
come back. This will give our customers the sense that we value them.

Contact Personnel

One of an organization's most important supporting agents is its contact personnel, or employees.
They serve as a go-between for the business and the customer. Therefore, a business cannot
continue if this bridge collapses. Our cafe must thus only hire the best workers. There are two
components to hiring.

Selection: Interviews with the eligible applicants will be the first step in the selection process. To
learn more about the person, we shall ask several fundamental questions. After that, we'll
administer a "Situational Vignette" test. Additionally, the applicants will be asked how they
would respond in a hypothetical scenario. Their ability to communicate with clients, such as how
they will manage various situations or unknown conditions, will be evaluated in the final step.

Training: The chosen individuals will next go through training. The primary focus of their
education will be our organization's customer-focused culture and expectations.

They will also receive instruction on a variety of laws and guidelines. They will next receive
training on how to communicate with customers. The training mostly covers how to deal with a
challenging customer, such as one who makes excessive requests, acts aggressively, uses foul
language, etc., as well as how to explain a service failure to a customer (delay in payment, poor
service, etc.). They will receive training in a variety of communication techniques to solve these
problems.

Customer Expectations

Our café will adhere to a set of criteria for the services we offer, managing our patrons'
expectations while striving to surpass them in subsequent wars. We will offer our clients
specialized services based on their requirements and preferences. We will put our clients'
convenience first, making it simpler for them to do business with us.

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 Supporting Facilities and Process Flow

Supporting Facilities:

Nature and aims of the service organization: The drive-through's aim and goal is to give
consumers rapid & smooth service and a hassle-free experience.

1. Streamlined drive-through lane design: To guarantee that customers receive their

orders quickly, we will create two drive-through lanes to provide a smoother experience.
2. Efficient Communication Tools: We will provide digital displays for order
confirmation, as well as high-quality speakers and microphones, to ensure that customer's
orders are not mistaken.
3. Convenient payment alternatives: We will give clients opportunities to pay using
numerous payment ways such as cash, contactless, mobile apps, etc.
4. Waiting time: We will put a waiting screen so that the next client knows what their
waiting time will be. This will lessen customer dissatisfaction while waiting.
5. Efficient kitchen design: The kitchen and the clerk who will distribute and accept
payments will be close together, allowing the clerk to quickly get the food from the
kitchen and bring it to customers. So, there is minimum staff movement (reduced
motion).
6. Custom orders: If a client has a custom order for food that is not on the menu, we will
instruct them to wait in the parking lot and one of our employees will bring it to them.
This will shorten the wait time for customers behind them.

Land availability and Space requirements: The drive-through's purpose is for cars to flow
effectively and smoothly. Our lanes will be broad enough that a single automobile (sedan, SUV,
convertible) may easily access them.

1. Clear signage: We will use arrows, speed restrictions, and entry and exit signs to direct
consumers through the drive-through.
2. Weather Protection: Above the drive-through sunshades will be placed to shield both
the drivers and the personnel from the sun and rain.
3. Height of the windows: The windows will be at such a height that it is accessible to car
types like sedan, SUV, convertible
4. Technology: The service window clerk will have access to the POS system so that orders
may be effortlessly, immediately, and accurately sent to the kitchen and delivered to the
customers.

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Flexibility: We need to ensure that our restaurant can cope with changes in demand and
incorporate new technologies.

1. Expandable layouts: We will build the lanes such that they may be enlarged in the
future if demand increases. We will also design the kitchen in such a way that it is
modifiable in the future if there is a need to increase capacity.

2. Preorder: During peak hours, we will provide a preorder option where customers may
order their meals via the app and do not have to wait in the drive-through line. To pre-
order their food, customers have to incur extra costs.

3. Kitchen automation: When there is an increase in demand, we will explore automating

the kitchen to process orders more rapidly.

Security: This section ensures the customer's transaction is secure and the appropriate level of
monitoring will ensure the safety of both consumers and staff.

1. POS: We will establish an encrypted POS system at our drive-through. This will ensure
that there is no data breach in the personal information of our clients, including credit
card numbers. Cameras will be installed at the payment window, monitoring and
recording all transactions to ensure accountability and provide evidence in case of
disputes or false claims. Use transaction logs in the POS system to track payments and
eliminate inconsistencies

2. Surveillance cameras: We will install high-resolution cameras at the entry and exit to
watch every car and offer proof in the event of vandalism, theft, etc.

Aesthetics: We will fit our designs to our restaurant's image/theme:

1. Landscaping: We will put landscaping in the drive-through to make it more visually

appealing to customers.

2. Theme: We will utilize bright colours and playful graphics at our drive-through,
indicating that it is a family-friendly restaurant.

Servicescape design elements

Ambient condition:

1. Lighting: Using welcoming bright lights to draw customers in the drive-through. Also,
we will use LED lighting on the drive-through lanes so that customers can readily
identify the lanes.

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 2. Temperature: We will make sure that the kitchen's temperature is under control so that
the food will not turn bad, and that the reception’s temperature is also under control to
ensure that employees are comfortable.

3. Noise: Our restaurant will be situated far from the busy streets so that noises are not
heard, and we will also install high-quality speakers so that customers can easily hear the
clerks.

4. Scent: We will direct the airflow from the ventilation fans towards the drive-through so
that it stimulates the appetites of the customers.

Spatial layout and functionality:

1. Drive-through lanes: The lanes will be broad enough to let one automobile at a time
pass through. Sedans, convertibles, and SUVs are only allowed to enter the drive-
through. The drive-through will have two lanes, allowing for easy customer flow.

2. Menu boards: Large, lighted menu boards will be put up at the entrance to the drive-
through so that customers can choose what to get while they wait. Menu boards will be
placed next to the speaker as customers order. The menu boards will showcase topics
such as today's special, bestsellers, etc.

3. Delivering and payment window: The clerk will accept the clients' orders and
payments; therefore, the clerk's windows will be at the level of the driver's car. The
window will have a minimal distance from the driver to streamline the process.

Signs, Symbols, and Artifacts:

1. Directing signs: We will use various directing signs such as enter, order here, pick up
here, thank you, and come again sign at the exit.

2. Behavioural signs: We will post signs at the drive-through so that consumers may
understand the behavioural guidelines, such as no smoking, please wait, no honking, and
others.

3. Recycle and waste bins: We will offer waste and recycling bins in the parking lot where
the majority of customers will be eating in their automobiles, so that after eating, they
may dispose of their trash in the designated area. There will be a board that says, "Put
your trash here."

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Process Flow Diagram and drive-thru design blue print:

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 SERVICE QUALITY
Service quality defines the capability of a firm to meet and sometimes exceed the needs of its
customers. Quality is more than the basic act of providing service. Service quality calls for
supervising the smooth, enjoyable execution of each element of the customer's experience, taking
into consideration customer needs, speed, accuracy, convenience, and general customer
satisfaction that all contribute to the overall service quality of our drive-through restaurant. These
combine to render each experience effective and pleasurable. That service quality consists of less
waiting time, accurate food preparation, and a welcoming environment at every turn, laying the
base for customer loyalty and the future growth of the business.

Servqual Dimensions

SERVQUAL is a quantitative, structured approach for the measurement of service quality

comprising five basic dimensions: tangible, empathy, assurance, responsiveness, and reliability.
Each dimension literates on a scale the ability of the restaurant to meet the expectation of its
customer with reference to the gap for necessary improvement.

Reliability: It works as a major pillar for high-quality services, emphasizing the importance of
being dependable and consistent in service. To say it differently, restaurant managers must
ensure that customers order exactly what they want, food is properly cooked and orders come at
a convenience for a drive-through restaurant. Customers use drive-thru for convenience;
therefore, punctuality and accuracy are crucial elements. Suppose a customer orders a certain
menu item, only to discover something is missing or there is an error in his order; in such a case,
that customer's likelihood of coming back is weakened. We will make sure that all customers
must experience smooth and consistent visits, irrespective of the time, whether during peak hours
or slow periods.
.
Responsiveness: It is whereby speed and competence of action are executed by an organization

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in meeting the needs of its customers. In the case of our drive-thru, this will mean completing
orders in an efficient manner, while fixing problems in a timely way-such as when an item is
incorrect or takes too long to arrive. It also refers to the staff's ability to respond to customer
demands, including orders changed at the last moment. Since customers prefer drive-thru mostly
because they want a speedy and hassle-free service, any hesitation in doing so may alienate
rather than attract them. Our drive-through restaurant will focus on timely and effective service
which will certainly lead patrons to view our restaurant as a reliable and client-oriented choice
for their dining needs.

Assurance: It deals with the level of professionalism of the employees, their courtesy, and
imparting confidence to clients. This is all the more important for the drive-thru. Our clients need
to be assured through their faith that the personnel of our drive-thru are professional and
competently have prepared their food in hygienic circumstances. A clean and hygienic
environment and courteous interaction will entice customers back and instigate references to us.

Empathy: It comprises considering customers' individual character with sincere concern; even in
a hurried drive-thru situation, acts of compassion-do not matter how small-serve immense value.
Our employees will give particular attention to a customer's unique requirement-whether dietary
restriction or other special requests-will show the customer respect for their individual needs.
There is also responding politely to any complaints raised by customers, highlighting that their
views matter in guaranteeing that motivation and patronage may last forever for our drive-thru.

Tangible: Another category refers to the tangible aspect pertaining to a service's physical
attributes. These include the aesthetic quality of the facilities, cleanliness of the drive-thru area,
appearance of the employees, and quality of food packing. These elements, indeed, have a very
serious impact on the very first impression created in one's mind in a drive-thru situation. We
will provide a neat and attractive drive-through lane which represents professionalism. Another
aspect of confidence will come from when packaged food will be delivered in hygienic and
durable packing, allowing unopened containers of food to reach the intended

Service Quality GAP model

One of the priorities for our drive-thru restaurant is ensuring that the service we offer does not
leave room for customer dissatisfaction. It will be of paramount importance to identify the gaps
between the expectations and the customer's perceivable quality of service. The Service Quality
Gap Model divides the nature of gaps into five categories-market research, service design,
service conformance, communication, and customer satisfaction.

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Gap – 1 (Market Research):

This gap occurs because the organization has done an inadequate amount of research on
customer expectations. Knowing things identified by local consumers, like quickness, food
quality, etc.-would be essential for our drive-thru idea. To minimize misalignment and create
services that dovetail with customer demands, we can engage in focus groups and surveys.

Gap – 2 (Service Design):

This gap is the difference between management's perception of what customers need and how the
actual service is designed. It may arise even if the expectation of the client is accurately
interpreted and not translated into an effective service design. Our focus with the drive-thru
service design will center on creating a seamless experience from the time the guest pulls into the
lane until they take their meal out of the window. The design will also include organized staff
workflows, the visibility of menu boards, clear signage, and ease in payment options. For
instance, if it is identified that clients appreciate quick service, the operational design should
focus on having no bottlenecks in the order processing and meal preparation. Besides, such
contingency planning also offers balance during peak hours and times of comparative heavy
demand.

Gap – 3 (Service Conformance):

This gap happens when the service provided does not conform to the service standards set during
the design phase. This very often occurs as a result of improper training, bad quality assurance,
or malfunctioning operations. In order to curb this gap, we will have to spend on comprehensive
employee-training programs, driven towards satisfying customers while balancing the technical

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skill-serving expectations.

Gap – 4 (Communication Gap):

The communication gap occurs when there is a disparity between what is promised to a customer
and what is provided. Overly optimistic advertising, social media messages, or promotions can
often leave customers feeling disappointed if the service does not match the expectation created.
We will strive to set reasonable expectations throughout all communication channels, in order to
bridge this gap. Our people will be trained to manage consumer expectations during contacts,
and open communication is our priority, such as informing customers of potential delays
particularly during busy times.

Gap – 5 (Customer Satisfaction):

Lastly, a gap that measures the degree of disparity between the perception of the service by the
customers and their expectation. That is the last symptom indicating how well the earlier gaps
got closed. In essence, even when an internal standard was professional in terms of service,
customer satisfaction drops because they probably feel the drive-thru service was unprofessional,
slow, or messed up. Hence, our drive-thru will be dedicated to laying out our service in order to
allow an optimum level of service delivery.

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 SERVICE FACILITY LOCATION

Choosing the right locations was a key decision we made to build our drive-through restaurant
business. Following thorough research and analysis, we pinpointed 300 Feet, Uttara & Gulshan
as the best suited locations to implement part of our idea. These offers also each have their
unique benefits that correspond with our vision to deliver, easy-access high-end dining.

Cross Median Location Model:

Cross median location problem that is practically useful and fairly easy to solve aims at the
location of a facility such as supermarket, shopping centers etc., in order to minimize all users or
customers total travel distance (min–max) from this facility. This is done by determining the
median of x-coordinates (east-west) and y-coordinates (north-south), such that the chosen
centriod will minimize travelling distance for all locations. Cross median location model is
employed to find out central point that help in maximum allocation to entire locations based on
weighted importance. Three locations were analysed using this model:

300 Feet: Wide avenues, existing infrastructure and fast development are making this one of the
most promising locations in Dhaka. This site serves a cross-section of families, professional and
those commuting through this evolving region. Given the wide, multi-lane streets, it is perfect for
establishing a well-ordered drive-through where cars can line up without backing up on
roadways. The existing residential and commercial projects in the vicinity also ensure a growing
clientele, proving to be an ideal long-term proposition in itself.

Uttara: An area bursting with residential and commercial pocket, making it a bustling spot for families,
young professionals, and airport goers alike. With its planned infrastructure and behemoth roads, it is to
be an ideal place for such a drive through eatery as the vehicles flow with great ease in this cosmopolitan.
The area never sleeps as it is home to a number of offices, schools and recreational areas. Being near
Hazrat Shahjalal International Airport gives it added appeal as a stop for travelers looking for quick, good
food, thus factoring in another category of customers.

Gulshan: The zone has high potential for any drive-through restaurants, as there exists constant
population density, high affluence and demand for fast food services. Given the conducive
vehicle counts and heavy utilization of area’s road networks, the place would greatly satisfy the
demand for fast meals since business men, families on vacations and commuters in most cases
are very busy with time. Managing a drive thru would also enhance the element of surprise in the
concept of eating out since this is an innovative and convenient way of savoring premium
culinary delights from the comfort of a car.
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From the graph,
Location 1 (Uttara): (2, 8) weight= 7
Location 2 (Gulshan): (4, 2) weight= 5
Location 3 (300 Feet): (6, 5) weight= 3
n
wi
Median = ∑
i=1 2
7+5+3
=
2
= 7.5

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East to West: X Co-ordinate
Location Co-ordinate (X) Weight Cumulative

300 Feet 6 3 3

Gulshan 4 5 8>7.5

Uttara 2 7

West to East: X Co-ordinate

Location Co-ordinate (X) Weight Cumulative

Uttara 2 7 7

Gulshan 4 5 12>7.5

300 Feet 6 3

North to South: Y Co-ordinate

Location Co-ordinate (Y) Weight Cumulative

Uttara 8 7 7

300 Feet 5 3 10>7.5

Gulshan 2 5

South to North: Y Co-ordinate

Location Co-ordinate (Y) Weight Cumulative

Gulshan 2 5 5

300 Feet 5 3 8>7.5

Uttara 8 7

Final Optimal Location

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As put forth by the cross median model, the optimized location identified is the central point
where the median values of x-coordinates and y-coordinates meet. In this regard,
The median of X coordinate is 4, which is pertaining to Gulshan.
The coordinates median of Y is 5, which is in line with 300 Feet region

Therefore, the best place to be is at coordinates (4, 5). This is a point that minimizes the
weighted distance to all the points which is in turn intended to make the most economically and
fairly accessible location for the facility.

CONCLUSION
Dash&Dine are a successful combination of analysis and planning explaining the quick dining
market requirements, as well as possible within Bangladesh urban scenery. What sets
Dash&Dine apart is the amalgamation of service management principles, an efficient drive-
through system, and a center-of-excellence (COE)-based customer-centric process that leads to
higher convenience, quality and innovation in the dining experience. The cross median location
model has been needed for determine the best siting of our drive-in facilities. To accommodate a
diverse range of customers, we conducted an analysis in seven key areas, including Uttara as
well as Gulshan and 300 Feet containing which allows us proper research to place our service
points where traffic is least and accessibility is highest. Our optimal location of (4, 5) reflects the
direct result of our meticulous approach to planning and efficiency.
Adopting a service strategy, ensuring quality interactions, and operating sustainably, Dash&Dine
seeks to reinvent fast food by providing service that is dependable, quick and above all focused
on the consumer. All our well-planned facilities, efficient systems and focus on the quality
service dimensions are set to ensure that every interaction with the customers is a positive and a
rewarding experience.

Making use of technology, building strategic alliances and creating new systems, Dash&Dine is
not only fulfilling the demand of the current urban population but also building the backbone for
long term growth and operational success. In this quest, we strive to achieve recognition as the
most sought-after drive-through restaurant offering value and comfort coupled with an excellent
gastronomic experience.

REFERENCE

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Mulder, P. (2018, March 4). SERVQUAL Model, a Quality Management Tools | ToolsHero.

ToolsHero. https://www.toolshero.com/quality-management/servqual-model/

https://www.canva.com/design/DAGXP2Sz6Ls/mJCHgQtCUyoLTaTyaayHcA/edit - Used to

make the tables

Bordoloi, S., Fitzsimmons, J. A., & Fitzsimmons, M. J. (2020). Service management:

Operations, strategy, information technology (9th ed.). McGraw Hill.

Google. (n.d.). Google Maps: Dhaka, Bangladesh. Retrieved November 24, 2024, from

https://www.google.com/maps/place/Dhaka/

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