This paper examines the changing nature of the quick-service food industry. From the introduction of the drive-in restaurant to the advent of the fast food industry to the niche market of fast casual dining we focus on the competitive environment that is clearly representative of a growing demand from value conscious consumers. Coupled with the economic growth post World War II, consumer preferences for fast and easy food options fueled the growth of the fast food industry. But not until the 1990's did we see competition for fast food firms from the fast casual niche sparked by changing consumer preferences. Most recently we see a merge between fast casual and fast food firms. We identify the difference between fast casual and fast food firms through a deep analysis of two of the most successful fast casual firms: Chipotle and Panera. By dissecting their cost structures it is clear where these firms succeed and by means of representation where fast casual firms have been most proficient at selling the new market idea. Then we dive into the areas in which fast food firms have adjusted their business models to attain market share back from fast casual firms. Some fast food firms have been successful while others fall by the wayside. Essentially, changing the identity of fast food to not only cheap and fast but also socially dignified and consumer driven. The firms that have been successful have pressured profit margins of fast casual firms and causing them to fast to meld business identities towards fast food firms. The result is a consolidation of the quick service market that has sparked the emergence of larger corporation as it becomes harder to survive.

The purpose of this research was to evaluate consumer response based on two distances (12 and 24 inches) between tables in a fast-casual restaurant. An onsite survey was conducted to measure customers’ cognitive, emotional, and behavioral responses to questions on pleasure, privacy, stress, arousal, comfort, control, customer satisfaction, and future dining intentions based on their experience with the table spacing. Results showed that table spacing has an effect on diner’s pleasure, feelings of privacy, and sense of comfort and control. The results confirmed a strong correlation between customer satisfaction and future behavioral intentions.

Tesis para optar al grado de Magíster en Gestión y Dirección de Empresas / El presente plan de negocio analiza la viabilidad estratégica, operacional y económica de instalar un restaurante fast casual en la comuna de San Miguel, dentro del barrio El Llano, ofreciendo una propuesta clásica de este tipo de negocio, pero al mismo tiempo estudiando alternativas que permitan alcanzar una ventaja diferenciadora respecto de lo presente en el barrio, de manera de alcanzar al cabo del quinto año de funcionamiento, una rentabilidad similar a la del mercado. Para comenzar el proceso, se analizan los factores relevantes del entorno utilizando herramientas de evaluación teóricas, en donde se estudian todos los probables actores y sus variables, cuyo propósito es acotar y comprender los factores relevantes que influyen en la implementación de un negocio de éstas características. El mercado potencial para el negocio propuesto distingue dos segmentos, uno compuesto por quienes habitan dentro de un radio de un kilómetro desde la ubicación del establecimiento y otro compuesto por quienes transitan por el sector, que no pertenecen a la comuna, pero que se dirigen a ella para realizar diversos trámites y actividades. Mediante encuestas, investigación de calificaciones y visitas en terreno se determinó las necesidades cubiertas por la competencia, según los parámetros que evalúan los propios usuarios para detectar las de menor satisfacción y enfocar la estrategia del negocio. Así mismo, se investiga los establecimientos de este tipo de negocios de mayor renombre en la región metropolitana, según las evaluaciones de usuarios, para aprender y replicar sus competencias más significativas. De la información analizada se define el lugar geográfico estratégico para captar la mayor cantidad de mercado, se delimita el mercado objetivo según características etarias y de consumo, se establecen los productos y precios que los clientes están dispuestos a adquirir y las características que debe tener el establecimiento en términos de calidad de servicio, estándares de funcionamiento y calidad. Finalmente, la evaluación económica del proyecto demostró que el negocio no es factible, pues el VAN arrojó un valor negativo en MM$39 utilizando una tasa de descuento CAPM de 10,24%. No obstante, se logra el objetivo en el quinto año de alcanzar una rentabilidad de 5,9%, similar a la de los líderes del mercado en el barrio. El análisis de sensibilidad permite visualizar que aumentar la captura de mercado en un 5,2% permite que el proyecto sea viable, así como también lo permite incrementar los precios de venta en un 4,2%; pudiendo establecer alguna combinación de ambas variables con el fin de obtener un VAN positivo que haga factible el proyecto. Tomando en cuenta las últimas recomendaciones y condiciones descritas se considera un proyecto factible de implementación en términos técnicos, económicos y estratégicos.

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Indiana University-Purdue University Indianapolis (IUPUI) / The study was conducted to examine the communication between the customer and the cashier at the point of purchase in the process of determining the impact of the labeling laws. This study used an inductive qualitative design for data collection and data analysis. Data from this study suggest that calorie counts on menu labels are discussed frequently between the customer and the cashier at the point of sale at fast-casual restaurants. The data found gives us a framework and rationale as to why previous research on the effectiveness of the calorie labeling law in the Affordable Care Act have yet to make a significant impact in reducing consumer’s total daily caloric intake when eating food away from the home and found three specific reasons as to why the calorie labeling law may not be working the way the government intended it to. First, consumers at fast-casual restaurants rely on the cashiers as calorie guides because they are not aware or knowledgeable about the recommended daily caloric intake and often underestimate the total calories in their meals. Secondly, the study’s findings indicate that when restaurants offer lower calorie choices and downsizing options like a “small pita” at Pita Pit instead of a “regular pita”, many consumers buy the downsized item or smaller portion but food chains are not downsizing their signature items. Third, the study examined if the cashiers are trained in any way to discuss new regulations and calorie count/nutritional value and not one cashier was trained specifically about the calorie labeling law and why certain foods on the menu have more calories than others even though they are influencing decision making. Conversations at the point of sale have been routinely ignored in research about the calorie labeling law and this research helps to understand the choices consumers are making with the newly implemented calorie labeling regulation. The results from this study helps us further advance our understanding as to why consumers make the food choices they do while eating at restaurants.