Cette étude vise à comprendre comment les leviers stratégiques de la gestion des revenus en restauration sont utilisés par les restaurants à service complet en période de reprise après la sixième vague de la Covid-19. Elle permet également de découvrir si les restaurateurs à service complet ont recours à de nouvelles pratiques de gestion des revenus en restauration et ainsi, de contribuer à la mise à jour de la littérature sur la gestion des revenus en période post pandémie. Le contexte théorique de cette étude a été développé en se basant sur un examen évolutif de la littérature en gestion des revenus suggéré par (Denizci-Guillet, 2020). En effet, un examen de l'évolution de la gestion des revenus en restauration à travers une ligne de temps de 1989 à 2021 met en évidence le recours à différentes pratiques. Ces pratiques ont été regroupées notamment par Rohlfs (2021a, 2021b, 2021c) en deux grandes catégories : les pratiques d'optimisation de la gestion de la demande (segmentation, prix de vente, tarification dynamique, ingénierie des menus et prévision de la demande) et les pratiques d'optimisation de la gestion de l'offre (gestion de la capacité, combinaison des tables, surréservation, gestion de la durée des repas, canaux de distribution), ainsi que les indicateurs de mesure de la performance. Afin d'explorer l'évolution des pratiques, une étude qualitative exploratoire a permis de récolter des données sur les pratiques de gestion des revenus en restauration auprès de neuf répondants qui représentaient cent-quarante restaurants de type casual et fine dining en période de reprise après la sixième vague de la Covid-19. Le dixième répondant n'étant pas gestionnaire de restaurant, il a été interrogé en tant qu'expert en restauration. Ce travail vient compléter les résultats des recherches antécédentes sur les pratiques de gestion des revenus en restauration, en mettant en évidence de nouvelles pratiques de la gestion des revenus en restauration. Telles que, les ressources humaines, la diminution du menu et la vente de plats à emporter. En conclusion, cette recherche a atteint son objectif en observant que les restaurants à service complet ont utilisé différemment les pratiques de gestion des revenus en restauration en période post-Covid-19 : telle que, la gestion de la durée des repas. De plus, les résultats ont mis en évidence un nouveau levier à prendre en considération dans la gestion des revenus en restauration, c'est la main-d'œuvre. D'autre part, les restaurants à service complet ont eu recours à des pratiques inhabituelles de gestion des revenus en restauration; plus particulièrement, la diminution du menu et la vente de plats à emporter. / This study aims to understand how the strategic levers of restaurant revenue management are used by full-service restaurants in the recovery period after the sixth wave of Covid-19. It also makes it possible to discover whether full-service restaurateurs are using new restaurant revenue management practices and thus contribute to updating the literature on revenue management in the post-pandemic period. The conceptual framework was developed based on the variables identified by Denizci-Guillet (2020) in an evolving review of the revenue management literature across a timeline from 1989 to 2021. Those variables were grouped according to Rohlfs (2021a, 2021b, 2021c) categories: namely, demand management practices (segmentation, selling price, dynamic pricing, menu engineering and demand forecasting) and supply management practices (capacity management, table combining, overbooking, meal duration management, distribution channels), as well as performance measurement indicators. To explore the evolution of practices, an exploratory qualitative study collected data on restaurant revenue management practices from nine respondents who represented one hundred and forty casual and fine dining restaurants in times of recovery from the sixth wave of Covid-19. As the tenth respondent was not a restaurant manager, he was interviewed as a restaurant expert. This work complements the results of previous research on revenue management practices in restaurants, by highlighting new practices in revenue management in restaurants. Such as, human resources, shrinking the menu and selling takeout. In conclusion, this research achieved its objective by observing that full-service restaurants used restaurant revenue management practices differently in the post-Covid-19 era: practices such as, managing the duration of meals for example. In addition, the results have highlighted a new lever to be taken into consideration in the management of restaurant revenues, it is the workforce. On the other hand, full-service restaurants have resorted to unusual restaurant revenue management practices; in particular, the reduction of the menu and the sale of takeaways.

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The United States has implemented many policies to target obesity. Recently, the U.S. Food and Drug Administration has mandated that restaurants must label the calorie content of the food they provide on menus and menu boards. Previous literature suggests that this policy will cause a small subset of consumers to improve the nutritional quality of the food they consume. Restaurants’ responses to the policy are not as well studied but existing literature suggests that menu items become slightly healthier after the introduction of various local policies. This paper seeks to assess the impact of a nationally-instituted nutrition labeling policy on fast-food nutritional content. We find evidence that restaurants both improve the healthfulness of pre-existing food items and introduce new food items of substantially lower nutritional quality.

Sales forecasting is an essential tool for the planning function of corporate restaurant management. Accurate sales forecasts allow functional areas, such as marketing, advertising, human resources, and finance, to effectively develop programs to advance the company. Examples of these programs include budgets, promotion and advertising campaigns, training programs, and capital equipment proposals. Research in restaurant sales forecasting will aid restaurant corporations in properly allocating resources for more efficient utilization. Utilizing a descriptive sales forecasting benchmarking model developed by Mentzer et al. (1996; 1999), and adapting the model into the restaurant industry, the research sought to determine the relationship that the dimensions of the sales forecasting benchmarking model (functional integration, approach, systems, and performance measurement) had with level of accuracy of the sales forecast and level of managers'; satisfaction with the sales forecasting process. The adapted model addressed two research questions. The first question was what is the relationship of the four dimensions of the sales forecasting benchmarking process (Mentzer et al., 1996; 1999) with the level of accuracy of the sales forecast in the commercial restaurant setting? The second question was what is the relationship of the four dimensions of the sales forecasting benchmarking process (Mentzer et al., 1996; 1999) with the level of managers' satisfaction with their sales forecasting process in the commercial restaurant setting? A qualitative research methodology combining McCracken's (1988) 4-step method of inquiry and Strauss & Corbin's (1990) grounded theory research methodology allowed investigation of this phenomena. Two propositions guided the research and a scheme was developed that allowed for analyzing the company participants based on the constructs of functional integration, approach, systems, and performance measurement, level of accuracy of the sales forecast and level of managers' satisfaction with the sales forecasting process. The analysis revealed that there was a relationship between the dimensions of the sales forecasting benchmarking model and the level of managers' satisfaction with the sales forecasting process. The analysis also revealed that the constructs of performance measurement and level of accuracy of the sales forecast might actually be one construct. Another dimension emerged, training, and scenarios were developed to relate training to the original dimensions. Recommendations were developed based on the research findings and hypotheses were developed based on the propositions. The findings suggest that there is a positive correlation between the dimension of the sales forecasting benchmarking model and the level of managers' satisfaction with the sales forecasting process. That is to say the more evolved a company may be in a dimension, the higher the level of managers' satisfaction with the sales forecasting process. / Ph. D.

The "Dine To Your Heart's Content" program was assessed from points of view of selected patrons and restaurateurs in Virginia. Restaurateurs were interviewed and patrons responded to a mail questionnaire. Patrons were divided into four groups: 1)those following a heart healthy diet due to a physician's recommendation, 2)those with a self reported family history of heart disease, 3)those expressing interest in heart disease, and 4)those who expressed little or no interest in heart health. The frequencies with which patrons dined away from home, dined in restaurants offering this program, and complied with a heart healthy diet when dining out were analyzed. There were no significant differences among groups relative to these factors. The perceived degree of benefit provided by this program also was investigated. Those expressing little or no interest in heart health reported receiving significantly less benefit from the program than the other groups (p<0.02). Restaurateurs' perceptions of the wants and needs of these patrons and of the advantages and disadvantages of this program were explored. The perceived needs for nutrition training for restaurateurs and their waitstaff also were examined. Ninety-six percent of the restaurateurs expressed a need for nutrition education. Patrons, restaurateurs, and waitstaff were tested for knowledge of food composition relative to fats and oils. The average score was 6.2 out of 13 points with no significant differences in scores among groups. Major recommendations suggested for this program include: l)assistance to restaurateurs in the identification of appropriate menu items and in communicating menu attributes positively, and 2)improved nutritional education for both patrons and waitstaff to increase awareness and understanding of the program. / Master of Science

Yes / With a long history and strong culinary heritage, time-honored restaurants are often associated with the phenomenon of nostalgia. However, research on nostalgia and nostalgic experiences in time-honored restaurants is largely absent. This study built a framework for nostalgic experiences to understand nostalgia triggers as antecedents and consumers’ revisit intention as the outcome. A survey of 366 residents in Beijing and Shanghai, China, revealed that nostalgia triggered by food and service staff significantly evoked consumers’ memories, and the food and restaurant environment stimulated the communitas component of nostalgic experiences. Memory had a positive effect on both communitas and positive emotions, while communitas had a positive effect on positive emotions. Finally, positive emotions resulted in significantly increased revisit intention.

Yes / This study aimed to test multiple constructs of authenticity (i.e., true-to-ideal, true-to-fact, and true-to-self) and examine the structural relationships among authenticity perception, perceived value, positive emotions, and revisit intentions. Gilmore and Pine’s authenticity model suggests that authenticity is strongly related to customers’ trust. Customers perceive chain restaurants as more credible than independent ones. Thus, this model contradicts the widespread argument that independent organizations reflect authenticity. Further investigation is needed to verify the relationship between restaurant ownership type and authenticity perception. Data were collected from 491 Chinese ethnic diners and analyzed using structural modeling analysis. All three authenticity dimensions have significant influence on overall authenticity perceptions. Furthermore, individuals’ authenticity perceptions affect revisit intentions through perceived value and positive emotions. Additionally, the ownership type of ethnic restaurants moderates the effects of the three authenticity dimensions on overall authentic dining experiences. Thus, ethnic restaurateurs should emphasize different authenticity dimensions for uniquely positioned restaurants.

Yes / Purpose – The extant gastronomy literature has rarely examined a connection between authentic gastronomic experiences and destinations. Specifically, ethnic enclaves, which are unique gastronomic and cultural destinations providing ethnic cuisine and cultural experiences to visitors, have been under-researched. Thus, the current study aims to address this knowledge gap. Design/methodology/approach – Employing a 2 (history: long vs short) x 2 (location: Central Business District [CBD] vs rural; main street vs alleyway) x 2 size/ownership type (big vs small; chain vs independent) between-subjects design, two experiments were conducted using a sample of 557 British consumers to test the effect of history, location, and size of ethnic enclaves and ethnic restaurants on consumers’ authentic cultural and gastronomic experiences in a UK context. Findings – In Study 1, ethnic enclave’s size affected consumers’ authentic cultural experiences. In Study 2, restaurants’ history and ownership type positively influenced consumers’ authentic gastronomic experiences. Both studies consistently reported the positive relationship between authentic experiences and behavioral intentions. Practical implications – For ethnic enclaves, the management team may consider expanding the size of ethnic enclaves to increase consumers’ authentic cultural experience. For those ethnic restaurants within the ethnic enclave, any independent or old ethnic restaurants should actively promote both characteristics in their marketing materials to create a feeling of offering authentic gastronomic experiences to customers. Originality/value – This study identified important ethnic enclave-related factors and ethnic restaurant-related factors forming consumers’ authentic cultural and gastronomic experiences.

Yes / Purpose – Drawing on signalling theory and focusing on independent restaurants, this research investigates how business signals (transparency information and exposure) affect business transparency, food authenticity, and ultimately purchase intentions. Design/methodology/approach – Using a 2x2 between-subject experimental design, Study 1 examines the recipe and an internet-famous restaurant, and Study 2 assesses the food supply chain and a celebrity-owned restaurant. Analysis of covariance and PROCESS is used to analyse the data. Findings – The results suggest that while revealing information on recipes and food supply chains positively affects business transparency, exposure has no significant impact. Additionally, secret recipes and revealed food supply chains contribute to higher food authenticity whilst being a celebrity owner or internet-famous restaurant negatively affects food authenticity. Research implications – Restaurant managers must be strategic and selective about the kinds of business signals they wish to reveal to customers. Secret recipes lead to higher food authenticity; whereas the revealed recipes and revealed food supply chains elicit higher business transparency. Independent restaurants should not rely on celebrity owners or seek internet fame, as neither type of exposure contributes to transparency or authenticity. Originality – This study advances the theoretical understanding of signalling theory relating to the determinants of transparency and food authenticity in a hospitality context. Contrary to previous studies, it reveals that exposure, as a transparency signal, has no impact on either business transparency or food authenticity. It extends knowledge and understanding of different types of independent restaurants, especially internet-famous restaurants.