MKTG 1268

Service Quality
Group Assignment

MKTG 1268 - Service

Quality
SHUNJI MATSUO PREMIUM

Done by:

MKTG 1268
Service Quality
Group Assignment

Table Of Contents
1. Executive
Summary..............................
2. Introduction..
3. Organizational
Description...........................................................................
3.1. Marketing and Business
Objectives .................................................
4. Marketing
Mix..............................................................................................
5.1. Product.
5.1.1 Core Product.................................................................
5.1.2 Flower of
Service.....................................................................
5.1.3 Facilitating Supplementary Services
5.1.4 Enhancing Supplementary
Services...........................................
5.1.5 New Service Development
5.2. Price..............................................................................
5.2.1. Pricing
Tripod..............................................................................
5.2.2. Rate Fencing..
5.3. Place...........................................................................................
........
5.4. Promotion...................................................................................
...
5.5. Physical Environment
..
5.5.1. Ambient conditions..................................
5.5.2. Spatial layout
5.6. People........................................................................................
..........
5.7. Process
5.7.1. Blueprint.
5.7.2. Key Failure Points
5.7.3. Key Operational Challenges..
5.7.4. Service Process Redesign
6. Conclusion..
References

MKTG 1268
Service Quality
Group Assignment

1. Executive Summary
This report includes our analysis on the services provided by Shunji Matsuo Hair
Studio. The flagship store of the Shunji Matsuo group of salons focuses on
enhancing the beauty of your hair. The decision has been made to revamp the
existing Ngee Ann City Shunji Matsuo outlet into Shunji Matsuo Premium that
aims to provide highest service quality to customers.
This report provides an overview of the industry the company is in, its
segmentation and position in the industry based on the varied services offered.
The 7Ps of service marketing mix would also be used to assess the point of
where each of their services stand based on their product, price, place,
promotion, physical environment, people and process. It would be further
explored through the process of identifying the companys pricing and promotion
techniques in attracting customers. The exploration on how the physical
environment of different themed rooms affects customer experience during the
service. A service blueprint has also been developed to allow a straightforward
understanding of their services. Finally making recommendations in areas, this
can be enhanced to increase customer satisfaction and experience.
In conclusion, Shunji Matsuo Premium will be able to deliver the all in one service
including an unforgettable customer experience based on evaluation. However,
there is a constant need to upgrade and enhance the services provided.

2. Introduction
Background of organization
Shunji Matsuo Hair Studio is the flagship store of the Shunji Matsuo group of
salons focused on enhancing the beauty of your hair. It is based in Japan, which
later introduced franchise stores internationally.
Founder of Shunji Matsuo Hair Studio establish the store in Singapore to
incorporate the latest Japanese-influenced international styling, perming and
coloring techniques to deliver beautiful, versatile hairstyles that match
personality, lifestyle needs and personal preferences of each individual customer.
As Singapore economy is flourishing therefore Singaporeans have higher
spending power. Hair care products have increased by 5% in 2012 (Euromonitor,
2013), hence showing customers willingness to pay more for hair maintenance.
Shunji Matsuo Hair Studio is positioned as a high end hair service compared to
regular hair salons. As shown below, Shunji Matsuo is able to charge for their
services but their prices are paired with the experience of hair stylists.

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Figure 1 - Prices of the services Shunji Matsuo at Ngee Ann City offers
Introduction to Proposed New Service
Our team has decided to revamp the current Ngee Ann City Shunji Matsuo outlet
into Shunji Matsuo Premium that aims to provide highest service quality to
customers. It will be an all-in-one outlet where you can have medicure and
pedicure, hair treatments and make up services. Other supplementary services
will include drinks and pastries, room themes, personalized packages, personal
iPads to keep customers entertained at all times.
Driver
Experience

Regular hair salons only provide standard hair service but with Shunji Matsuo
Premium, customers are able to experience personalized services which will treat
the customer like a Queen or King. With supplementary services to enhance
the service quality, customers would be able to compare the difference between
regular hair salons and Shunji Matsuo Premium outlet.
Trend

In general, the spending powers of Singaporeans are increasing; customers are

able to experience the better service quality in salons to differentiate
competitors. The trend for convenience have been one of the top concerns for
Singapore, hence Shunji Matsuo Premium outlet will cater to all their needs in
one place. It will allow customers to save time on travelling and solve their
physical needs.

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3. Organizational Description
Shunji Matsuo hair studio is a professional group of salons run by a Japanese hair
stylist, with chains of outlets in Singapore and other Asia countries. They offer
Japanese cutting-edge hair techniques with latest international styling; perming
and coloring technologies to create suitable hairstyles that fit the personality and
personal appearance of each customer.
Unlike other normal salons that we see in shopping centres and neighbourhood
areas; for example Kimage, Storm, NEXT and Toni & Guy, Shunji Matsuo offers
fashion shows, seminars and educational events in Singapore which
differentiates them from comeptitors.

Figure 2 Shunji Matsuos hair show

3.1 Marketing and business objectives
Shunji Matsuo markets them in a way whereby they provide a wide range of
Japans top professional hair care products. They brought in Japanese styling
trend and experience to Singapore and often keep us updated through seminars
and talks.
The concept of Shunji Matsuo is to focus on enhancing the beauty of clients hair
by offering comprehensive range of premier services that fulfill their mind and
heart.
For our new service concept, the target segment for Shunji Matsuo Premium is
for all genders that are willing to spend to improve their appearance. Out of all
outlets, we select the outlet located at Ngee Ann City as the outlet for our main
focus to establish a new service package.
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Figure 3 Shunji Matsuo at Ngee Ann City

Our idea is to introduce a new level of exclusive one-for-all service to clients who
will be able to enjoy professional hairstyling, make-up and nail services all at
once with enjoyable supplementary services with relaxing ambience. This service
package is especially catered to clients who need to attend functions or
corporate events frequently and do not have sufficient time to go for several
appointments at different locations in a day. This is the one-stop solution for
clients as it is less time consuming and ensures smooth service delivery. We
believe that the service will bring a total different experience for the customers
as they will not only just receive a haircut, but also with good services to keep
them entertained and feel pampered. We would like to gain customers trust that
with the new exclusive services, they will receive professional makeover of their
hair, nails and makeup to look stunning and smart for occasions and events
along with high quality services, promoting brand loyalty.
This new concept targets working professionals with age ranging from 20 to 60
years old who likes to pamper themselves and improve their appearance with
new hairstyles, new nail color and well done makeup, and whose job scope
requires them to doll up and look good frequently. Not forgetting customers who
attend functions. Customers will have to go through the same process as current
Shunji Matsuo in Ngee Ann City, which is appointment based only. Firstly, they
will call in or email to book an appointment, and list the type of services they
want and preferred stylists. Staffs will then appoint the preferred stylists to the
appointments if there is any, or appoint the stylists that best cater to their
needs, and plan the schedules.

4. Marketing Mix
4.1 Product and Branding
Shunji Matsuo originated from Japan as one of the popular hair salon with various
awards in the industry. We will re-brand the new outlet to Shunji Matsuo Premium
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to provide exclusive service treatments in enhancing service experience towards

customers. The new outlet will provide additional treatments and services for
customers who wants top-notch quality service.
Core Product
Shunji Matsuo offers all-in-one salon service that provides hair treatments,
manicure and pedicure treatments, and make up service. Customers are offered
VIP exclusive treats with additional service such as pastries and premium to
welcome customers, personal iPads to keep customers entertained at all times.
Flower of Service

Figure 4 Flower of Service

From above diagram, we have chosen consultation, hospitality and exceptions for
our enhancing supplementary services for Shunji Matsuo.
Consultation
The consultants of Shunji Matsuo will provide consultations on packages,
treatments and services to better understand customers needs and give quality
advices and recommendations. Customers will be assigned each a consultant in
providing assistance and service. Furthermore, customers are also able to
consult with consultants via email or phone calls.
Hospitality
Shunji Matsuo consultants welcome customers by warm greetings, and provide
customers a walk-through of the facilities. Customers will be seated at a relaxing
lounge and will be given a relaxing moment to enjoy the relaxing ambience while
consultants provide drinks and pastries to customers, before starting the
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consultation. Customers are given a personal iPad throughout the service to

better enjoy their service experience.
Exceptions
Customers will be given personalized service throughout his/her experience. For
example, music, themes of rooms, customizable packages and selecting of
service providers. All customer requests are given case-by-case priority to
provide top-notch service in serving the customer.

4.2

Price

4.2.1 Pricing Tripod

Using the pricing tripod, our team emphasizes on the value to customer. This
leg relates price to the value perceived by customer. Different customers have
different perceived values and they will pay more if they perceive the service as
worth the value. Consumers often use price factor to determine the quality of
goods and services. Thus, they would expect more for a product or service with
higher price charged.
4.2.2 Rate Fencing

Rate Fences

Physical

Basic product

Ambience

Non-Physical

Service level

Transaction
characteristic
s
- Reservations

Consumption
characteristics
- Location
-Time of service

Physical rate fences: Ambience, basic product and service level.

In addition to allow customers to have a relaxing and therapeutic experience of
calm and tranquillity while providing an extensive series of premium services
that fulfils clients hair, mind and heart, Shunji Matsuo Premium extends the
basic products with hair makeover, manicures and pedicures and makeup
services. Furthermore, supplementary services such as beverages and pastries
provided plus personal iPad with Wi-Fi to keep the customers occupied during the
service will give them a sense of satisfaction and thus, leading to a positive
experience.
Non-physical rate fences: Transaction and consumption characteristics.
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Transaction characteristics

Group Assignment

Reservations:
Customers nowadays are unwilling to waste time on nonvalue adding activities such as waiting in a queue. Therefore by
having this call in reservation, it can reduce waiting time and result
in happier and more satisfied customers. We can also schedule the
appointments against the resources more efficiently.
Consumption characteristics
Location:

Price varies among different flagship stores. In comparison, the

pricelist in Shunji Matsuo Hair Studio at Ngee Ann City is higher than
Shunji Matsuo Hair Salon at 313 Somerset even though both stores
are located in town. One of the reasons behind is due to the
different concepts of the store which caters to different needs of the
consumers. Therefore at Ngee Ann City, the services which we
offered in Shunji Matsuo Premium aim to attract majority of the
customers who have a more generous spending on better quality of
service.

Time of service:
One way to reduce the excess demand at peak periods is to
charge the package price at a higher rate during these periods and
to give promotions on the non-peak period.
Figure 1 and 2 is the price comparison between Ngee Ann City and 313 Somerset
respectively. As shown below, women haircut standalone range between SGD70
SGD100. Taking into the quality of our service with the rate fence, supplementary
services as well as market rate for manicure and makeup service, we are pricing
the package at SGD300 during non-peak period and SGD350 for peak period in
order to gain profit. With that, customer will feel that the price is justifiable even
before they tried the services.

Figure 6 - Pricing for Shunji Matsuo Hair Studio at Ngee Ann City

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Figure 7 - Pricing for Shunji Matsuo Hair Salon at 313 Somerset

Figure 6 and 7 is the price comparison between Ngee Ann City and 313 Somerset
respectively. As shown above, women haircut standalone is range between
SGD70 SGD100. Taking into the quality of our service with the rate fences, iPad
with wifi to keep our customers occupied while they enjoy the service as well as
market rate for manicure and makeup service, we are pricing the package at
SGD300 during non-peak period and SGD350 for peak period in order to gain
profit. Customers will feel that the price is justifiable even before they tried the
services.
4.3 Place
This nature of service will be based on customers going to the service
organization. Thus the convenience of the location must be put into a great
consideration. This is the reason why we chose Ngee Ann City as our ideal
location. It is based in the busiest and most centralized part of Singapore,
Orchard Road. This enables all customers to have the luxury of not having travel
to a very far venue and avoid waste of precious time.
The nature of brick and mortar channel chose would be at the multi-purpose
facility where it features other types of services such as offices and production
spaces. As our target audience is the working professionals, the location selected
is centralized and close to where customers work or live. Transportation to the
location needs to be a breeze and this can be accomplished with the very
extensive local public transport that Singapore has, travelling has been reduced
to its simplest.

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The service delivery can be done through an online website that can be created,
where all the information for this service can be found. It saves the trouble of
needing to call the hotline and make an appointment, which can be time
consuming. This service delivery can also be done anytime, anywhere at the
customers convenience. This online website can also be integrated into a mobile
site which provides an easier access for customers to book their appointment on
the go.

Figure 8 Flower of service

It is cost effective to outsource the additional services, which we would like to
include. These are supplementary service elements, which includes nail and
makeup services. Our staff will provide the core services, which is hair styling,
and third parties will help complete the offering that is experienced by the
customer. The experience has to be flawless to retain customer loyalty and trust.
The challenge would be how effectively and efficiently this service can be
provided, as walk ins for this all-in-one service would be difficult as the
supplementary services are out sourced.

Figure 9 Flower of Service

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4.4 Promotion and Education

4.4.1 Who
The marketing communication strategy is targeted at working professionels
ranging from 20 to 60 years old with above average income. This market
segment allows Shunji Matsuo Premium to attract these targeted customers who
are exploring new salons that give better service experience.
4.4.2 Where
The marketing communication strategy is through internet communication
channels. We will promote Shunji Matsuo Premium services on company website,
social media such as Facebook, Twitter and Instagram and search engines. We
will also invite influential bloggers such as Shanice Koh (below photo) to promote
our services to the public.

Figure 10 Singapore blogger Shanice Koh promoting the service

Our PR team will also have daily tips on hair maintenance on our Facebook page
to educate public on hair protection. This creates public awareness for hair
maintenance habits and positive look on Shunji Matsuo brand. Public can share
the tips with their friends which links them to Shunji Matsuo page.

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Figure 11 Hair tips on Shunji Matsuo Facebook page

4.4.3 When
The marketing communication strategy aims to communicate and promote daily
through social media platforms. Existing customers will be updated monthly on
exclusive promotion deals for treatment packages.
4.4.4 What
The marketing team will be responsible for creating promotion deals and
message to attract customers. As shown below Shunji Matsuo introduces
promotion deals through social media.

Figure 12 Shunji Matsuo promotions on Facebook page

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4.4.5 Why
The marketing communication strategy aims to promote Shunji Matsuo brand
and services to the public. Social media platforms as shown below also help to
create a community to share hair tips and trends. It creates long-term benefits in
positioning its brand in the higher class.

Figure 13 Images showcasing their brand on fashion show on Facebook page

4.4.6 Marketing Promotional Plan
The marketing team will be responsible for pushing out marketing collaterals
such as figure 14 through offline and online platforms. Posters and flyers will be
distributed to customers to increase awareness for the new premium outlet. The
article will also be featured in women magazines and social media to reach out
to greater audiences.

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Figure 14. Marketing poster for new outlet

In order to increase brand loyalty and retaining existing customer, we aim to
have marketing campaigns for existing customers such as birthday promotions.
It allows customer to feel the service sincerity throughout their stay with Shunji
Matsuo Premium. It creates a differentiation strategy to allow customers to feel
and compare the differences in service between Shunji Matsuo Premium and
regular salons.

Figure 15. Birthday promotion

4.5 Physical Environment

4.5.1 Ambient Conditions

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Salons are a place where customers usually go to pamper themselves with a

change of hairstyle or nail color, hence it is a must to have an ambience that
creates a relaxing atmosphere.
Relaxing music, preferably of Bossa Nova or Jazz can be played in the
background. A considerable amount of tracks should be kept in order to also
keep staff, who are in the salon most of the day, from boredom due to the
repetition of tracks.
Salons are usually filled with different scents such as hair dyes, treatment cream,
shampoo. Some of these products produce scents which can be too strong for
customers within the premises. It would reflect well on the salon to place
humidifiers or diffusers around in the salon to remove the strong scents away.
Customer would enjoy staying in the salon for extended periods of time.
The colour scheme of the salon should reflect the professionalism of the salon.
Customers usually enter the salon with the desire to be pampered and to relax. It
is essential for the salon to be visually pleasant and have a relaxing ambience. It
is recommended to have the studio painted with cool colour to calm customers'
minds while waiting or while receiving good quality services. For Shunji Matsuo
Premium, customers are able to choose their preferred themes of makeup room,
keeping customers happy and lifting their moods.
4.5.2 Spatial Layout
In order to present a sleek, modern and professional image, the layout in Shunji
Matsuo
Premium will have an open and modern concept, including storage
spaces that have cabinets fixed onto the walls. Other than that, the spatial
layout should also be functional which allows staffs to work effectively. For
example, drying towels should be within easy access from the shampoo area and
storage spaces at each seat so that stylists are able to reach for their essentials
easily.
There are many movements in a salon, especially with our proposed new
services. Hence it is essential for the customers as well as the staffs to move
around in the salon easily without congestions in a case of a busy day.

4.6 People
Service personnel is extremely important to a service business as they are the
first point of contact between customers and the business. Lovelock et al. had
stated that service personnel carry the great responsibility of being the
representative of the service, especially because they are the most visible part of
the service. (Lovelock et al., 2009)
Service personnel who treats customers needs as their own can create customer
loyalty. (Combs et al., 2006) In order for service personnel in the service to be
providing the best service to customers, the human resource policies of the
service firm must be service-enhancing. For Shunji Matsuo to be a serviceenhancing environment to work in, it must operate within the cycle of success.
Competitive benefits packages attract quality service personnel. The job scope of
each staff should be varied so that they are able to rotate between roles making
sure that the staff are not bored doing one task over and over again. Training and
coaching are also provided to help service personnel keep up with their service
quality when dealing with customers.
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Supervisors should put emphasis on the service that service personnel provides,
instead of rules that binds them to a certain behaviour. Service personnel should
be given the freedom to enhance customer experience in a way that is moral.
Service personnel will in turn feel empowered and trusted, thus putting in more
effort to provide the best service.
With motivated service personnel who are empowered to enhance customer
experience, Shunji Matsuo would be able to keep turnover rates low and create a
base of loyal customers.

4.7 Process
4.7.1 Blueprint

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Timeline
Service Standards & Scripts

MKTG 1268 Service Quality

Attractions

Entry
Group Assignment

Engagements

Exits

F
Customers
comingbooking
for appointments.
Customers attracted by advertisements,
website,
and Facebook
Customersposters,
call in or
go
through
online
to make reservations
After all the services
are done, show custom
Taking orders for beverages
and pastries.
W

Front

Physical Evidence
Serve drinks first at lounge before showing customer to seat.
Line of Interaction
Show customers to seat, re-confirm services selected,
and
note down
Staff
arrange
with customer
customer preferences
for their nex
Staffs in the
shop to
go through
list and advice appointment date, time, name and types
ofto
services.
making
queries
on schedule
Facebook.
StageContact person Customers
(Visible Actions)
W

Staffs to ask for feedback to increase custo

Staffs in the shop answer queries and confirm appointment asking questions such as date, time, name and types of services.

Stylists to offer professional advises.

Serving of beverages and pastries ordered at each interval of services.

Line of Visibility
Contact person
(Invisible Actions)

Preparation
of to
items
needed for service required.
Note down feedbacks to analyze and imp
Staffs answering queries on Facebook.
Managers to allocate
stylist
reservations.
Sort the order of staffs
F attending to the customer based on the services selected.

Back Stage

Maintenance of website and updating of outlet hotlines.

Updating the advertisements,

posters, and
website,
facebook.
Procurement,
arrangement
& book-keeping
of stocks.
overall cleanliness of lou
Line of Internal
Check online reservations
add in and
to schedule
list. (Call back customer
if schedule
clash and to re-arrange
again.Maintain
Design new posters and advertisements.

Maintaining overall cleanliness of outlet.

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4.7.2 Key Failure Points
Point 1 -

Customers appointment clashes with the service provider

such as stylists
Schedule.

Recommendations:

There is a system that staffs will be able to view and

advice the available date and time of the service provider.

Point 2 -

Customers appointment details are wrongly recorded via

phone reservations.

Recommendations:

Ensure that staffs are attentive to the information

provided by the customers during phone reservations and
ensure that staffs confirm with customers the correct
appointment details by repeating the final details recorded.

Point 3 appointment.

Shortage of manpower on the day of customers

Recommendations: Ensure managers have proper time management and good

planning of the schedule of their manpower to cater to
shorthanded days when staffs go on urgent leave or on
medical leave. Train staffs on good multi-tasking skills with
minimal mistakes.
Point 4 scheduled under.

Stylist missed her appointment with customers that are

Recommendations: Stylists to check their schedule frequently in a weekly and

daily basis. With any updates in their schedule, they will
receive a sms notification notifying them about the updates.
Point 5 -

Customer did not turn up for her appointment.

Recommendations: Staffs to give customers a call an hour before their

appointments to remind and confirm whether they will turn
up for their appointments.
Point 6 -

Customer came at another timing.

Recommendations: Staffs to give customers a call an hour before their

appointments to remind them of their appointments. In a
case of an event when customers want to make changes to
the date or time, staffs will look at the stylists schedule and
make amendments to the appointment.

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4.7.3 Key Operational Challenges
Key operational challenges
Dial in phone reservation
Upholding image and trend

Customer turning up late or early for appointment

Outlet and lounge maintenance

Poka - yokes
Train staffs to have pre-script an
for reservation, to be attentive to
taking down of wrong details.
Send staffs for regular fashion tr
enough exposure and knowledge
and suitable image, regardless o
up to suit the occasion and even
Make sure that there are enough
daily operations.
Ensure that the standard and cle
maintained daily and is highly pr

4.7.4 Service process redesign

We suggest producing a more comprehensive website to have double channels
for customers to do booking. Currently, phone bookings will increase waiting time
when they have large volumes of calls coming in. This causes customers to have
a bad impression and loses his/her trust to the brand.
We suggest introducing our enhanced system for online reservations whereby
customers can book their appointments and at the same time promoting the
brand and services through the website, creating brand awareness. At the
website, the customer will key in their name and contact number and choose
their preferred appointment date, then type of service, and preferred stylists with
ranks and prices listed. After selecting their stylist, the stylists available timings
on the selected date to choose from will be displayed. Customers can then add
other types of services by repeating the same procedure and submit when they
have checked. The system will validate all the fields and upon completion,
customers will receive a sms notification from the staff confirming the
appointment.
Staffs will give customers a call in any event when they are unable to
accommodate to their appointment time or date and suggest changes to be
made.
Our current channels of phone booking and online booking only allow customers
to book the date, timing and types of services preferred online. They have to
wait for staffs to call back for confirmation which causes waiting time and is
tedious for the staffs when we have large volume of online bookings.
Thus we believe that implementing the new enhanced online appointment
booking procedure via the website will shorten the waiting time for customers
who are unable to book their appointment through phone reservations and
dismiss chances of going for competitors. This new procedure helps to better
enhance service quality and also increase the value of service that is perceived
by the customers.

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5. Conclusion
There are several strengths of our proposed new service. Firstly, it is a one-stop
solution for clients who need to attend corporate functions or events yet do not
have sufficient time to go for several appointments in a day. Secondly, customer
can reduce waiting time with reservations made prior to the visit. In this way, we
can also ensure smooth service delivery with proper time and resource planning.
Thirdly, customers are able to enjoy better service experience with beverages
and pastries served two times each before consultation and during intervals of
services. On top of that, a personal iPad is also provided to keep them occupied
throughout the service.
Nevertheless, our proposed new service also faces some weaknesses. Staffs
have to be trained to take orders and provide good service quality as well as to
keep the lounge tidy and presentable. Shortage of manpower might arise due to
customers turning up late for appointments. However, these can be improved
with better training and better management of the team.
All in all, after analysing our new service concept with the help of 4Ps and
strategies such as flower service, pricing tripod, rate fences, marketing
communications and breakdown of process with key failure points in the
blueprint, our team feel that this all-in-one flagship store is a feasible concept
and that there is a likelihood of success.

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References
Better Health Channel 2012, Body image and diets, Better Health Channel,
viewed 16 July 2012,
<http://www.betterhealth.vic.gov.au/bhcv2/bhcarticles.nsf/pages/Body_image_an
d_diets?
Shunji Matsuo Salon 313 2011, viewed 15 March 2014
<http://www.shunjimatsuo313.com.sg/>
Singtel Digital Media Pte Ltd 2014, viewed 20 March 2014
<http://stylplus.insing.com/feature/nail-salons-we-love/id-a9733f00>
Effectively managing service chain organizations, 2006, Combs, James G.,
Ketchen Jr, David J., Ireland, R.Duane, Organizational Dynamics, Vol 5, No 4, pp.
357-371
Best Place Singapore 2014, viewed 23 March 2014
http://www.thebestsingapore.com/best-place/shunji-matsuo-hair-studio/

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