The Importance of the Servicescape

Servicescape is a term coined by Mary Jo Bitner in 1992 which comprehends the main dimensions of the service environment including ambient condition, space/functionality and sign, symbols and artefacts and how those affect customers as well as employees. This paper summarises the effect of the service environment based on Bitners (1992) framework explaining the environmental dimension refereeing by three responses: cognitive, emotional and physiological. This framework will be used to evaluate Outback Steakhouse, a restaurant in North Strathfield, New South Wales. Finally the strategic role of the physical evidence in the servicescape and its management for a sustainable future will be discussed. When people visit a place such as hotels, bars, or restaurants, they make a decision or purchase that goes beyond getting basic products that supply necessities of food or drinks. Those decisions are influenced by the environment that surrounds the customers. Lovelock (2004, p. 8) argues that due to the intangible nature of the service products, service knowledge is gain through the experience the actual service itself. How this environment is designed to help or influence the customer to live the experience becomes more important every day for managers. In the case of the Outback Steakhouse, what the customer is paying for is more than the actual meal. His/Her decision to go back or recommend the place is based on much more than the quality of the food. The servicescape impacts buyer behaviour in three important ways. According to Bitners (1992) framework of servicescape, these points are:
- Ambient Conditions:

Temperature, air quality, noise, music and scent, among

others, can be used to improve significantly customer satisfaction and/or to increase the desire for the service itself. (Lovelock 2004, p.286). In the Outback Steakhouse, the restaurant is fully air conditioned to maintain a steady temperature of around 24 C all year round. The air conditioning also keeps air circulating, keeping an optimal air quality. Probably what invites customers the most is the mouthwatering smell of

cooking ribs. Therefore, no other aromas are used. The volume of the music, and the noise level in general, might be considered higher than average, but rather than a failure, this is done with the intended purpose of recreating the lively environment of an outback barbecue. The type of music selected is also directed at the generation x demographics; this segment of the population tend to be ascending in the career ladder and have an income that allows them to afford a 50 dollar per person meal.
- Space/Functions: Layout, equipment, and furnishing can be the differentiating factor

among competitors and also help attract a particular demographic. (Lovelock 2004, p. 286). The Outback Steakhouse is quite a large restaurant, decorated, as its name indicates, in true Australian outback style. The half timbered, half brick walls are interrupted with very tall windows covered with wooden blinds for an outback feel. It has very high ceilings and no dividing walls, only steel columns covered with wooden panels at the base. The open plan design makes it a place for meeting with friends and family rather than romantic encounters.
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Signs, Symbols and Artefacts: The Outback Steakhouse is decorated with boomerangs, didgeridoos, aboriginal warrior shields and landscapes, which may make it attractive to the suburban population. At the front door, customers are welcome with a huge neon sign with the restaurants name. However, the restaurant does not take full advantage of the signage opportunities. Coasters, napkins, or placemats are either unmarked or display the logos of sponsoring companies such as credit cards or beverage suppliers.

The Physical environment may help to form positive feelings and attitudes in customers and employees. The physical and psychological impact of the atmosphere on customer, employees, and the firms operation must be considered in the design of the service environment (Hoffman 2008, p. 213). Servicescapes are relevant because they influence the consumer cognitively, emotionally and physiologically. While servicescapes cannot be considered as directly responsible for customers behaviour,

they certainly exert some influence over their conscious and subconscious perceptions that ultimately lead to behaviour and decision making (Bitner 1992, p.62). The cognitive dimension forms the individuals perceptions of the servicescape. What the individual sees in the environment gives her or him a preconceived concept or an idea about the service. According to Hoffman (2008, p.211) the physical environment communicates with the customer, telling him/her how well the provider can satisfy his/her needs. The overall physical environment of the Outback Steakhouse send the message of a well-established business offering high quality products in a laid back environment. Depending on their status, customers may categorise it as expensive or as good value for money. Emotionally, the restaurant creates a lively mood and a relaxed attitude from the customers, not requiring fancy outfits. Physiological, the place is comfortable inviting the customer to stay for long periods. There is room to sit and move about comfortably to and from the table. It also allows for catering for people with special needs and mobility limitations. Similarly, employees create an image of their company based on the physical conditions of the servicescape, including details such as office size, and type of furnishing which may lead the employee to form opinions about his/her role and importance in the company, and how s/he compares to other employees. (Bitner 1992 p 62). In the case of the Outback restaurant, while the size, layout, and furnishings give the impression of a solid company, during the job, employees find out that they lack facilities for dressing, keeping their belongings, eating or having breaks, which may generate discomfort and a difficult working environment. Emotionally, the Outback is a fast-paced working environment, which may result more stressful due to the loud music and level of noise. Physiologically, working at the Outback is very demanding since the distance from the kitchen to the tables is considerable, especially when it needs to be covered dozens of times in a night carrying heavy dishes. This is alleviated by the use of carrying trays and the size of the aisles, which allow for easier mobility. In general, the responding behaviour of customers to the overall servicescape is positive. Along the years the Outback has formed a loyal customer base on who visit regularly and spend considerable amounts of money, attending in large groups and

spending an average of one to two hours or more at each visit. Regarding employees, there are differences between the kitchen and the waiting staff. While the kitchen staff is relatively stable, the waiting staffs rotation is considerable high. This may obey to other factors such as low salaries, temporary nature of the job, and peer interaction. An important point of discussion in the servicescape is the role of the physical evidence. Due to the intangibility of service, service quality is often difficult for consumer to evaluate objectively. (Hoffman p 200). Customers tend to support their judgments from the concrete evidence that is implied in the service to develop their appraisal. When developing servicescape, physical evidence is comprised, the first one is Facility Exterior that includes exterior design, parking, and signage. (Hoffman p 216) In the case of the restaurant one example is that they dont use their logo in the coasters, instead they have the image of a credit card, what doesnt happen in a five star hotel, the firm identifies itself and tries to remain in the guests mind. Secondly, the facility interior include elements such as order and distribution or the inside element, work tools that can be used in the direct way to served the client (Hoffman p216) for example like when the waiter uses handheld devices to take the orders in the restaurant, signage, layout, air quality and temperature and the last one are other kind of tangible that includes business card, stationary, billing statement, employee appearance, uniform (Bitner 1992). The use physical evidence varies according to the kind of business. Hoffman (2008) states that it doesnt matter what kind of business is run all firm need to manage the servicescape in term of managing their physical evidence including Packaging, Facilitating the service Process, Socializing employees and customers and a means for differentiation. Packaging means how the firm sells its intangible nature. The customer utilizes the firms physical evidence to take the service like it was a good and the environment reinforce of image of place. (Hoffman 2008). Hoffman states that facilitating the service Process, is the way how customer is involved in the process. The physical evidence explains the client the script of the business

supported with information consigned in menus or other printed like brochure. Once in the place like the Outback Steakhouse the costumer see the signs, where wait for the table, what is the way to the restroom and never is in contact with what happen backstage (kitchen). (Hoffman 2008).The patrons would learn the script easily; all the process is shown to the client since the moment that they arrive at the place. The customers have to do the line, later the host verifies the booking or tries to assign a table. Once at the table, the waiter gives them the menu. The patrons know what they have to do at the moment when they arrive at the restaurant; in this part the cognitive aspect is clear. How long they have to wait for a table already booked or just assigned in that moment becomes the emotional factor. Whether or not the client has a reservation, this time is crucial and emphasises the perception of the service. If they have to wait, the environmental conditions become more important. Good music, waiting area comfortable and adequate temperature is crucial. The restaurant Outback has a clear script and good environment; however, the waiting area is small and uncomfortable. In the process of Socializing the purpose of process is to project a consistent image to the public which becomes the employees responsibility when he or she is in contact with the customer. In the service environment is clear the role of the participant, the firm present its people with uniform, it facilitate the information for the client at the moment of evaluate the service provided. (Hoffman 2008) Another important aspect is called a means for differentiation. The appearance of personnel and facilities can also serve as differentiating factor. Make renovation in the place often is seen like an improvement in the image of the firm in the mind of the consumer, (Hoffman at all 2008). In the restaurant Outback, once the main is in the table the server has to ask for client satisfaction, in a negative answer he or she has to reprocess the order, (cook more of if overcook change the food). In the Hurricane a differentiating factor may be when the customer asks for a plate of pork ribs; once the plate is at the table the server puts a bib around the clients neck. In the Malaya a white napkin is used, the server verifies that the napkin is on the clients legs before the plate is run to the table, all the firms look for and aspect that add value to the service.

Servicescape has become a crucial aspect which managers have to deal with at the moment to run a business such as a hotel, restaurant or even a hospital. Through the servicescape the firm needs to increase the possibilities of success combining both external marketing and internal organization goals. Therefore, the service environment combines important aspects that affect both customers and employees and those have been studied and classified such as cognitive, emotional and physiological. With the understanding of the servicescape and all its implications managers can guarantee the appreciation of clients and employees.

References Bitner, M. J. Journal of Marketing Vol 56 (April 1992) 57-71. Sevicescape: The impact of Physical Surrounding on Customer and Empolyees. Hoffman, K. D. And Batenson, J. E. G 2006, Service Marketing: Concepts, Strategies and Cases, 4th edn, South-Western Cengage Learning Publisher, United State of America pp. 221-221: Managing the Firms Physical Evidence. Jones P 2008 (ed) Handbook of Hospitality Operation and IT [electronic resource], Butterworth, Oxford UK pp 43-58: The Servicescape Lazarus, R.S 1999. Emotion and Adaptation. Oxford University Press. New York

Lovelock, C. And Wirthz, J 2004, Service Marketing: People, Technology, Strategy and, 5th edn, Pearson Prentice Hall Upper Saddle river, New Jersey USA: pp. 285- 305. Planning the Service Environment. Paula, F. B. And Schdder E., Scent in the Marketing place: Explanation a Fraction of Olfaction. Journal of retail 75, No. 2 (1999): 243-262