night club management journall

8/3/2019 Night Club Management Journall

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Kostas E. Sillignakis www.sillignakis.com

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Late Entertainment Venues industry: How Nightclubs maymeasure Customer Satisfaction and how the industry may addbusiness value and create competitive advantage by using SixSigma model The Breeze Nightclub case study.

By Kostas E. Sillignakis

CONTENTS PAGE

INTRODUCTION p.1

1.0 THE BREEZE NIGHTCLUB CASE STUDY p.1

2.0 MANAGEMENT SYSTEM DESIGN p.1

2.1 ROLES AND RESPONSIBILITIES p.2

3.0 THE TRANSFORMATION PROCESS MODEL p.4

3.1 OPERATIONS MANAGEMENT CYCLE p.5

3.2 FUNCTIONS AND PROCESSES p.5

4.0 CUSTOMER SATISFACTION IN NIGHTCLUB INDUSTRY p.6

5.0 PRODUCT & SERVICE ATTRIBUTES IN A NIGHTCLUB EXPERIENCE p.7

6.0 MEASUREMENT OF CUSTOMER SATISFACTION p.7

7.0 QUALITY MANAGEMENT SIX SIGMA p.9

8.0 APPLICATIONS OF SIX SIGMA TO BREEZE CASE ACTION PLAN p.11

9.0 LIMITATIONS AND DRAWBACKS p.13

CONCLUSION p.13

Figure 1.1: Organisational Chart of Breeze Nightclub p.14

Figure 1.2: Transformation Processes p.15

Figure 1.3: The Nightclub Cycle p.15

Figure 1.4: A Framework for Nightclubs Operations Management p.16

Table 1.0: Functions and Processes in Breeze Nightclub p.17

Table 2.0: Product/Services attributes in a Nightclub Experience p.18

REFERENCES p.19


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INTRODUCTION

For the purpose of this researched report we will use the Breeze Nightclub case study as a

vehicle to demonstrate current operational issues and challenges within the late

entertainment industry, and we will conclude with recommendations and an action plan,

giving guidelines of how those type of operations may add business value to their

organizations and how to gain competitive advantage.

We will start by describing and analyzing the type of operations carried and the operation

processes within nightclubs. We will then focus on customer satisfaction and how it would

be measured. Identifying critical success factors, and how a competent operations strategy

may assist to achieve the organizations objectives.

1.0 THE BREEZE NIGHTCLUB CASE STUDY

Breeze Nightclub is a relatively new business, operating at about two years. It is located at

the best spot upon the seaside of the capital of Crete in Greece. It is an investment of about

3 million euros and for its 2 past years of operations is the busiest and most successful

nightclub of the island. It is an open air nightclub, with 3000 square meters operational

space. The capacity of the place could reach 2500 customers on busy nights and an

average daily turnover is 40000 euros. Even though of its success, the last 2 months the

nightclub has a significant drop of business revenue and venue capacity.

2.0 MANAGEMENT SYSTEM DESIGN

The diverse services and complex organization of a night entertainment venue require an

effective management system designed according to a careful developed plan. The

management system for nightclubs must be comprehensive, encompassing all necessary

management activities and all aspects of available or potentional resources for example food

and beverage products, labor, equipment, energy, time (Flynn et al, 2000). The

organizational structure of nightclubs varies from property to property, even when size,

levels of service, type and other categorical descriptions seem similar (Ninemeier, 1986).

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While each nightclub is different, certain divisions, departments, functions and

responsibilities may be viewed as typical. On Figure 1.1 we may see the organizational

chart of Breeze nightclub, and the way roles and responsibilities of its 95 full time

employees have been designed.

2.1 ROLES AND RESPONSIBILITIES

As we observe on the organizational chart on Figure 1.1, General Manager has the

responsibility of all processes and operations through out the organization including those

services that have been outsourced for cost efficiency reasons. We should mention here

that shareholders in nightclub industry traditionally, they are involved on the decision making

process and even on the operations management (Flynn et al, 2000). Nevertheless, on the

Breeze case, authority of decision making has been clarified in advance, therefore the

General Manager has the authority of controlling all functions except those related to

Financial Investments. Deputy Manager is a key person who will communicate the strategy

between the management board and the whole organization and will have a more hands

on role on the operation. The Executive Chef will be responsible for food orders and food

storing, plus its typical responsibilities for efficient usage of resources, menu design and food

preparation. The Executive Chef would be responsible to supervise all other Kitchen staff

and stewards. Security supervisor is a very crucial and responsible role in nightclubs. Due to

nature of the business, the operation hours, the consumption of alcohol by customers, and

the competitive relationships with other nightclub, this person should have very good

managerial, communication and customer service skills. This person will supervise all

security and valet (parking) services staff plus he will ensure the safe and secure operations

inside and outside the premises. The restaurant supervisor will be responsible for the

smooth operations in the restaurant and make sure that service reach or exceed the

operational standards, prior set. Bar supervisor is the person who will deliver and

communicate efficiently the products to customers. One of his/her main responsibilities is to

ensure that resources such as beverages, people, money, equipment are handled and

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controlled with the best possible way. In big scale nightclub operations bartender could be

the cashier himself or another person could be dedicated for cashiering duties. In the case of

Breeze there was no separate cashiers hired. That was decided for 2 main reasons. The

first is for cost efficiency and the second for having Bar supervisors motivated and

empowered. Waiters A would be responsible to serve drinks on the tables or to the people

wouldnt be able to reach the Bars due to be overcrowded or maybe they would find it more

convenient to be served where they stand. Waiters A should control their assistants and

make sure that service standards have been met or exceed. The Public Relations (PR)

supervisor should make sure that most of repeated or VIP customers has been greeted

during the night and gathering feedback from the customers. Any negative feedback should

be communicated to the Deputy or the General Manager in order correction action to been

taken. PR supervisor would be responsible for bookings and allocation of customers by

controlling the hostess during the night. DJs and musicians would be responsible to deliver

the best possible quality of sound and vision effects plus the best selection and mix of music.

Purchasing and storage supervisor would be responsible for food and beverage orders,

storing and inventory control. Purchasing supervisor would not be though, responsible for

closing deals with suppliers, as this is a very crucial and sensitive procedure with regards of

price, quantity, quality and further offers to be gained, and thus General Manager should be

involved. Outsourcing services are important to be controlled with maximum efficiency as

well. Even if most of them does not get involved during the operation hours of the nightclub

sometimes they may. For example the IT services may be needed following a crash of a

system during the night. Therefore, good communication and good relationship should be

maintained with all outsourcing services partners.

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3.0 THE TRANSFORMATION PROCESS MODEL

The overall objective of operations is to use a transformation process to add value and

create competitive advantage (BPP Learning Media, 2006:292). The main idea of the

framework Figure 1.2, is that various resources will be inserted and will be transformed into

products and/or services for customers (BPM Learning Media, 2006; P. Harris, 1995; Verma

& Thompson, 1999; Edwards & Ingram (1995). Within the nightclub industry, this product

and service delivery takes the form of a physical interaction between employee and

customer, but it could get much more complex than that (we will analyse customer

satisfaction later on this report). As we see in Figure 1.2 the main resources used in

nightclub industry are: People, Money, Time, Procedures, Energy, Facilities, Equipment, and

Inventory (Ninemeier, 1986). Those resources will be transformed during the operational

hours into services, experiences, feelings, (such as excitement, joy, pleasure, love, dance)

and physical products (such as food and drinks). Due to the nature of the business

transformed outputs may involve illegal services and products such as prostitution and

drugs.

However, the nightclub industry, being a service industry, must take account of the particular

nature of the products and services offered, namely:

they are perishable and cannot always be inventoried;

they cannot usually be stored or kept for later use or consumption;

they are often diverse and personalized in nature;

demand can be difficult to determine and may fluctuate quite considerably,

most services cannot be transported and must be provided or utilized on site;

most services have a high labour input (Edwards & Ingram (1995).

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3.1 OPERATIONS MANAGEMENT CYCLE

Operations Management involves the design, implementation and control of the above

processes (BPM Learning Media, 2006). If the total product is to be administered effectively,

nightclubs managers need to acquire an understanding of the complete process involved in

planning, implementation and control, including knowledge of the design and development

stages (P. Harris, 1995). The basic concepts which underpin operations in the nightclub

industry are exemplified in the integrated systems approach to business organizations

Edwards & Ingram (1995). Business systems may be viewed as cycles made up of inputs

and outputs, an approach applicable to nightclub sector (Figure 1.3).

3.2 FUNCTIONS AND PROCESSES

A much-quoted source by Sasser et al. (1978) cited in Johns N, & Lee-Ross (1996), places

operations on a continuum according to the proportion of goods or services in the

product. This continuum has been applied to a wide range of different service industries

and the concept is reviewed by Shams and Hales (1989); P. Harris (1995); Edwards &

Ingram (1995). These authors propose that, in fact, the goods and services components

of service packages are integrated and inseparable. Therefore, for the purpose of this report

we will use the framework for the Hospitality Operations Management cited in P. Harris

(1995) and we will adapt it onto the Breeze Nightclub case study (Figure 1.4, see also

Table 1.0), suggesting that it could be used by most of nightclubs in the industry due to the

holistic interrelations of the late entertainment venue organisations. For efficient results of

services and products all functions should be integrated, interlinked and aligned to the

business strategy of the organisation.

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4.0 CUSTOMER SATISFACTION IN NIGHTCLUB INDUSTRY

In todays competitive environment one of the most important goals of corporate cultures is

retaining and satisfying current and past customers. Experience shows that only consumer

oriented organizations can achieve this goal (Pizam & Ellis, 1999). These companies focus

on the needs and wants of specific target groups and then work hard to maximize

satisfaction with the product or service being offered(Vavra, 1997:12). Customer satisfaction

is considered as a necessary condition for customer retention and loyalty and therefore

helps in realizing economic goals like turnover and revenue (Reichheld & Aspinal, 1994;

Scheuing, 1995). Customer satisfaction is a psychological concept that involves the feeling

of well-being and pleasure that results from obtaining what one hopes for and expects from

an appealing product and/or service (WTO, 1985). Customer satisfaction is the leading

criterion for determining the quality that is actually delivered to customers through the

product/service and by the accompanying servicing (Vavra, 1997). Satisfaction reinforces

positive attitudes toward the brand, leading to a greater likelihood that the same brand will

be purchased again. Dissatisfaction leads to negative brand attitudes and lessens the

likelihood of buying the same brand again (Assael, 1987:47). Unlike material products or

pure services, most Nightclub experiences are an amalgam of products and services.

Therefore it is possible to say that satisfaction with a Nightclub experience is a sum total of

satisfactions with the individual elements or attributes of all the products and services that

make up the experience. Jiang Y. & Wang C. L., (2006) argue that affect will have different

impacts on consumers' quality evaluation and satisfaction, depending on the hedonic or

utilitarian products/services. On Hedonic products/services the feeling of pleasure may have

a positive influence on the evaluation of whether the service meets certain standards or

whether it has the ability to satisfy the needs. Therefore, feelings and emotions, which will

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give pleasure to Nightclubs customers, will have a critical role to their overall satisfaction

and experience.

5.0 PRODUCT & SERVICE ATTRIBUTES IN A NIGHTCLUB EXPERIENCE

There is no uniformity of opinion among marketing experts as to the classification of the

elements in service encounters. Reuland et al. (1985:142) suggest that hospitality services

consist of a harmonious mixture of three elements: the material product in a narrow sense

which in the case of a Nightclub is the food and beverages; the behaviour and attitude of

the employees who are responsible for hosting the guest, serving the meal and beverages

and who come in direct contact with the guests, and the environment, such as the building,

the layout, the furnishing, the lighting and the sound quality in the Nightclub. On Table 2.0

we have identified all products and services attributes which may define a quality Nightclub

experience. Those attributes considered being the critical success factors of Nightclub

operation and we will now attempt to find ways measure customer satisfaction in nightclubs

based on those values.

6.0 MEASUREMENT OF CUSTOMER SATISFACTION

Perhaps the primary reason for taking the time to measure customer satisfaction is to collect

information, either regarding what customers say that needs to be done differently or to

assess how well an organization is currently meeting its customer needs (Vavra, 1997:28). A

secondary, but no less important function of customer satisfaction measurement in nightclub

enterprises, is that by surveying customers, an organization is demonstrating its interest in

communicating with its customers; finding out their needs, pleasures, displeasures and

overall well-being (Pizam & Ellis, 1999). Measurement is a key principle to managing

processes with the need to identify trends, assess stability, determine whether customer

requirements are actually met and drive improvement (Armistead & Machin, 1997). There

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are several ways to assess the quality of services and customer satisfaction through

subjective, or soft, measures of quality, which focus on perceptions and attitudes of the

customer rather than more concrete objective criteria. These soft measures include

customer satisfaction surveys and questionnaires to determine customer attitudes and

perceptions of the quality of the service they are receiving (Hayes, 1997:2). Furthermore, the

soft measurement systems may use information gathered by direct feedback from the

customer, or even measure the complaints and compliments in the organisation. Financial

data such as profit margins, turnover or venue capacity may be used as an indicator of guest

satisfaction but that would be risky as this kind of information could be manipulated and

misinterpreted. Benchmarks against the competitors also could be used as a comparison

and identification of customer satisfaction.

On Breeze case study, soft measurement systems of customer satisfaction had been used.

Direct feedback from customer by front line employees, management and shareholders,

have been consistently gathered and analysed. Furthermore, customer complaints and

compliments was all reported and noted to the management board for further analysis.

Financial ratios and drop of venue capacity was the indicators, alerted shareholders and that

was the main reason of hiring a new General Manager.

The report would suggest that a planned and structured customer survey using the main

attributes identified in Table 2.0 would be a very efficient and helpful tool for managerial

decisions at that time. Something that unfortunately didnt happened due to other priorities.

Nevertheless, by using all the other soft measurement methods mentioned above, the

management came up with results identifying the main drawbacks, challenges and issues,

believed to be the reason of customer dissatisfaction. The main attributes of customer

dissatisfaction referred to two main categories:

i) Material Product: The main issues were food & beverage consistency with

regards mainly on food appearance, flavor and incorrect temperatures.

ii) Behavior & Attitude of employees: The main problems related with employees

behavior and attitude was lack of courtesy, professionalism, promptness and

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knowledge. Inefficiency of speed and quality of service had been identified, as

well.

There is a logical explanation for this all. There were two key positions in the whole

operation that related to the business underperformance. The previous General Manager,

had an attitude problem himself, and therefore he was in a continual conflict with the

employees. Thus, has as a result, the qualified and experienced employees who were able

to find another job easily they all left. As a result, only the unqualified and inexperienced

employees had been left on the operation. The remaining employees didnt have the

knowledge, or experience to satisfy customers needs and requests. The other person

responsible for the existing situation was the Executive Chef. He had attitude problems as

well, and he used to get in conflict with all kitchen staff and the waiters interacted with

Kitchen. This situation had forced employees to create subgroups and subcultures within the

operation, creating a huge organizational problem. There were incidents, employees

physically fighting each other or arguing and shouting in front of the customers. The

organization had been left with no team spirit, no motivation, no vision and objectives, no

support and guidelines. In such an organization it is not difficult to understand that most

operational issues identified as customers dissatisfaction attributes was highly interlinked to

the organizational chaos of the enterprise. Immediate action and reconsideration of business

strategy needed in order to put the business back in track.

7.0 QUALITY MANAGEMENT SIX SIGMA

Quality management has long been established as an important strategy for achieving

competitive advantage. Traditional quality initiatives such as statistical quality control, zero

defects, and total quality management have been key initiatives for many years. Six sigma

can be considered as a recent quality improvement initiative that has gained popularity and

acceptance in many industries across the globe (Jiju et al, 2005) Six sigma is a powerful

business strategy that yields a dramatic reduction in defects, errors, or mistakes in service

processes (Antony, 2005). It is a powerful methodology developed to accelerate improvement

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in service quality by focusing relentlessly on reducing process variation and eliminating non-

value added steps or tasks (Kwak and Anbari, 2006). Improved processes lead to improved

customer satisfaction, increased productivity, increased market share, business profitability,

and so on. Six sigma provides managers with the strategy methodology, infrastructure, tools

and techniques to change the way businesses are run (Antony and Banuelas, 2002).

Service-oriented businesses adopting Six Sigma business strategy will have the following

benefits:

improved cross-functional teamwork across the entire organisation;

transformation of organizational culture from fire-fighting mode to fire-prevention

mode;

increased employee morale;

reduced number of non-value added steps in critical business processes through

systematic elimination, leading to faster delivery of service;

reduced cost of poor quality (COPQ) (costs associated with late delivery, customer

complaints, costs associated with misdirected problem solving, etc.);

increased awareness of various problem solving tools and techniques, leading to

greater job satisfaction for employees;

improved consistency level of service through systematic reduction of variability in

processes; and

effective management decisions due to reliance on data and facts rather than

assumptions and gut-feelings.

There are two main aspects of the six sigma strategy that are not emphasised in other

business improvement methodologies and total quality management (TQM), and thus Six

Sigma framework has been chosen in order to create an action plan for Breeze nightclub,

which will add value to the business and create a competitive advantage. First, six sigma

has been very successful in integrating both human aspects (culture change, training,

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customer focus, etc. which are the main issues of customer dissatisfaction in Breeze case)

and process aspects (process stability, variation reduction, capability, etc.) of continuous

improvement. Second, six sigma methodology (define-measure-analyse-measure-control or

DMAIC for short) links the tools and techniques in a sequential manner (Jiju et al, 2005).

8.0 APPLICATIONS OF SIX SIGMA TO BREEZE CASE ACTION PLAN

Step 1:Management commitment(Coronado and Antony, 2002; Goh, 2002). Almost all the

literature reviewed agrees that this factor is a must for successful six sigma implementation.

This has to be top-down rather than initiated by a particular department or from the ground

(Goh, 2002). Therefore, the management board and the shareholders should restructure the

business organisation and they are responsible for change in attitude of individual

employees. Moreover, in Breeze case all dysfunctional or problematic employees should

be identified and quarantined or replaced.

Step 2:Education and training(Johnson and Swisher, 2003; Coronado and Antony, 2002; Goh,

2002). Education and training help people understand the fundamentals, tools, and

techniques of six sigma. Customer service training and Team building seminars, are the

main priorities for Breeze case. Thereafter, technical skills trainings (wine training,

mixology, service sequence, etc.) would be very useful from Breeze employees.

Step 3: Cultural change (Caulcutt, 2001). Six sigma is considered a breakthrough

management strategy and it involves the adjustment of a firm's values and culture. In some

cases, substantial change to an organization's structure and infrastructure needs to take

place (Coronado and Antony, 2002). As we have already mentioned Breeze nightclub has

major cultural issues. Attitude and behaviour of employees need to be adjusted and aligned

to the overall business strategy. The two previus steps will be critical to the efficient change

of organisation culture.

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Step 4:Customer focus(Coronado and Antony, 2002; Goh, 2002). Customer focus is one of

the major requirements in applying six sigma. This is emphasized in terms of critical to

quality characteristics. Six sigma is highly sensitive to requirements for customer satisfaction

(Goh, 2002). Therefore, the whole organisation should become more customer driven. All

functions and processes should be redesigned in order to be more focused onto customer

satisfaction. Decentralisation and employee empowerment would also help the nightclub

business to be more flexible and more customer focused.

Step 5: Measurement of Customer satisfaction (Sehwall and DeYong, 2003). A consistent

system of customer satisfaction measurement should be developed. A customer

questionnaire should be developed and distributed in such a way that the organisation will

have official analysed customer feedback at least once per month. A report should be

prepared by the management boeard in order to be presented at the general staff meeting

once per month. Thus, everyone in organisation will be aware about their performance.

Step 6: Financial Benefits: Financial benefits as a measure of achievement makes it easily

understandable for employees and help them to relate to six sigma project outcome (Goh,

2002). Financial results should be communicated with employees probably at the general

staff meeting once per month. It would be wise, management board to develop a reward

programme linked to organisation performance in order to motive and reward staff efforts.

Step 7: Re-engineering of functions and processes. A very critical step of operational

success, is for the management to identify processes that are defective and even replace,

simplify or develop them. As we explained on step 4, all re-designed processes should

customer focused.

9.0 LIMITATIONS AND DRAWBACKS

Even though, Six Sigma is a powerful framework for business transformation, it has its

limitations, as well. Nightclub organisations are complex operations with processes and sub

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processes which is difficult to be standardized. Therefore, management and employees

should always be ready to use their creative thinking techniques and to be flexible with their

decisions. Training and development of employees is a huge investment of money and time,

which if not managed efficiently may result in total losses of resources. Due to nature of the

business, nightclubs recruitment usually consisted by low level educational background

employees. Therefore, it may be difficult for some of them to follow complex procedures and

functions.

CONCLUSION

Late entertainment venues, such as nightclubs, are very complex operations with multistage

functions and processes. The nature of business, due to the operational hours, the

consumption of alcohol and other substances, the clientele quality and employees skills,

could become a very difficult operation to manage. On the other hand competition is high,

and because it is an industry that follows trends, it is very risky and unstable. Therefore,

multi talented managers needed in order to plan and design processes, implement, monitor,

and evaluate them, and at the end of the day to be successful. Total quality models such as

Six Sigma, if used in the nightclub industry may add value to the business and create a

competitive advantage. And this is because, there are not many nightclub operations using

such sophisticated techniques and procedures. Late entertainment venues operations,

continuously evolving and changing trying to follow trends of music, fashion, alcohol, leisure

preferences, etc. making the industry, one of the most challenging fields of academia

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Shareholders GM

Deputy Mgr.

Exec. Chef

Kitchen Staff& Stewards

Security Sup.

Security andValetServicesStaff

RestaurantSup.

RestaurantStaff

Bars Sup.

Bar Staff

Waiters A

Ass. Waiters

PR Sup.

Hostess

PurcSup

RecMatStaf

OUTSO

IT Services Cleaning Services Accounting Maintenance &Engineering

Po

Figure 1.1:Organisational Chart of Breeze Nightclub


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Legal

Figure 1.2: Transformation Processes (adapted by BPM Learning Media, 2006)

TransformationProcesses

SERVICES

CONSUMERMARKETS

PRODUCTSINPUT RESOURCES Equipment

Material

Money

Labour

Energy

Time Information

EVALUATION

MONITORING

CORRECTIVEACTIONORPLANNINGDESIGNSERVICE

PRODUCTION PURCHASING

Figure 1.3: The Nightclub Cycle (adapted from Edwards & Ingram (1995))


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Figure 1.4: A Framework for Nightclubs Operations Management (adopted by P. Harris,1995)

Entertainment

(DJs, Artists)

Security

Service

BARS

Kitchen

Restaurant

Purchasing

Marketing &Promotions

PublicRelations

Training &

Development

QualityAssurance

InventoryManagement

StaffManagement

ProcessDesign

CapacityUtilization

NIGHTCLUB OPERATIONS MANAGEMENT


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Table 1.0:Functions and Processes in Breeze Nightclub

Business Functions

Public Relations: Bookings, Media & Press control, Customers Services, Local authoritiescommunication, Social responsibility

Marketing & Promotions: Events organising, Sell the product, Segment Market, DevelopMarketing strategy mix, Promote Events, design and decorations, promotion material, Web Sitecontrol, Newsletter

Purchasing & Materials: Communicate with Suppliers, Orders, Receiving, Storing, Inventorycontrol

Primary Functions

Restaurant: Food operations service and control, money transactions

Kitchen: Food ordering, Food receiving and Storage, Food production,

BARS: Beverage operations, preparation and service, preparation and pass it to waiters, moneytransactions,

Service: Taking orders and deliver the drinks, Keep area tidy and clean, Money transactions

Security: venue capacity control, control customer entrance, dress code, control female-maleratio, prevent illegal activities on the premises, ensure trouble-free operations, parking control,valet services, monitor CCTV,

Entertainment: Music selection and mix, Sound quality, Visual effects, Dance performances

Management Functions:

Capacity Utilization: Forecasting, profit engineering, operating statistics, linear programming

Process design: Billing and cost control systems, costing methods, control cycle

Staff Management: Labour scheduling, payroll control, productivity, staff costs

Inventory Management: Stock policy and control, periodic control reports

Quality assurance: Standard costs and yields specifications, good inwards control

Outsourced Functions

IT Systems: IT strategy development aligned with business strategy, implementation and settingof IT systems, maintenance and control, emergency support

Accounting: control of payments and receivable, management report preparation, balancesheets, Profit and Loss accounts

Cleaning: PEST control, cleaning procedures

Maintenance: Pool Maintenance, Equipment Maintenance, Electrical devices and lighting,building maintenance.


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Table 2.0: Product/Services attributes in a Nightclub Experience

MATERIAL PRODUCT

Quality of F&B Portion or Measures size

Variety of Menu/Beverages

F&B Consistency

Range of tastes, textures,aromas, colors

Correct F&B temperatures

Appearance of F&B

Price ofmeal/drinks/services

Quality of advertisement

materials. Sound & Vision Equipment

IT Facilities

ENVIRONMENT

Cleanliness of Nightclub Location & Accessibility

Size & Shape of Rooms

Overcrowd ness

Furniture and Fittings

Decoration and Color Scheme.

Availability and shape of Chairs,Stools, Stands & Tables.

Sound Quality - Acoustics

Vision and Lighting effects

Spaciousness of Nightclub

Neatness of Nightclub Employees appearance

Availability of Parking

Hours of Operation

Female:Male ratio

Quality of clientele

Branded Venue Name

DJ name

Reservation System

Accuracy of Bill

Littering outside Nightclub

Security & Safety Drugs

Crime/Violence

Entrance Queuing time

BEHAVOF EMP

F

A

P

C

C

A

E

P

Rre

EH

K

Ea

S(Cc


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