| Line | In their study of whether offering a guarantee of |
| service quality will encourage customers to visit a | |
| particular restaurant, Tucci and Talaga have found | |
| that the effect of such guarantees is mixed. For | |
| (5) | higher-priced restaurants, there is some evidence |
| that offering a guarantee increases the likelihood of | |
| customer selection, probably reflecting the greater | |
| financial commitment involved in choosing an | |
| expensive restaurant. For lower-priced restaurants, | |
| (10) | where one expects less assiduous service, Tucci and |
| Talaga found that a guarantee could actually have a | |
| negative effect: a potential customer might think that | |
| a restaurant offering a guarantee is worried about | |
| its service. Moreover, since customers understand a | |
| (15) | restaurant’s product and know what to anticipate in |
| terms of service, they are empowered to question its | |
| quality. This is not generally true in the case of skilled | |
| activities such as electrical work, where, consequently, | |
| a guarantee might have greater customer appeal. | |
| (20) | For restaurants generally, the main benefit of |
| a service guarantee probably lies not so much in | |
| customer appeal as in managing and motivating staff. | |
| Staff members would know what service standards | |
| are expected of them and also know that the success | |
| (25) | of the business relies on their adhering to those |
| standards. Additionally, guarantees provide some | |
| basis for defining the skills needed for successful | |
| service in areas traditionally regarded as unskilled, | |
| such as waiting tables. |
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