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.

Yes / Purpose: Restaurants’ outdoor signage plays an irreplaceable role in attracting potential diners, as it conveys important functional and symbolic meanings of the businesses. The purpose of this study is to investigate the effect of typographic design elements of outdoor signage on consumers’ perceptions of authenticity. This study also tests the linkage between authenticity and willingness to dine, as well as the moderating effect of frequency of dining in ethnic restaurants on the relationship. Design/methodology/approach: Using a 2 (simplified vs traditional Chinese characters) × 2 (calligraphy vs computer font) × 2 (vertical vs horizontal text flow) between-subject design, the authors did two experiments with 786 Chinese diners. Restaurant authenticity and willingness to dine are dependent variables, and openness to ethnic cuisine is the control variable. Findings: Display characters and text flow significantly affect restaurant authenticity. Furthermore, the results of this study demonstrate that display characters interact with typeface to influence restaurant authenticity. Consumers’ perceived authenticity significantly increases their willingness to dine. The frequency of dining in ethnic restaurants moderates the relationship between restaurant authenticity and willingness to dine. Practical implications: Ethnic restaurateurs should pay attention to the outdoor signage design, as it affects potential consumers’ authenticity perceptions. Specifically, in Mainland China, traditional Chinese characters and vertical text direction increase potential consumers’ authenticity perceptions. Originality/value: This study extends the semiotic theory and applies the cue–judgment–behavior model in the hospitality literature. This study also provides new understanding of authenticity by identifying the influence of typographic design on authenticity, which confirms the semiotic theory that certain semiotic cues affect consumers’ judgments.

La norme du pourboire en restaurant s'est diversifiée en apportant plusieurs exceptions liées aux suggestions de montants et pourcentages à remettre en fonction du contexte de la visite. Cela rend l'attribution du bon montant de pourboire plus difficile cognitivement, d’autant plus que le contexte de restauration est différent à chaque visite et qu'il ne favorise pas les réflexions cognitives. L’objectif principal de la recherche est d’identifier les différences dans les choix des consommateurs québécois pour une formule de pourboire inclusive ou volontaire en fonction du contexte de la visite, soit de l’heure de la journée et du fait de visiter le restaurant seul ou accompagné. L’objectif secondaire de l’étude est d’identifier ce que l’heure de la journée influence en contexte de restauration et ce qui peut influencer le choix pour la formule de pourboire. Afin de vérifier les hypothèses liées à ces objectifs, un sondage par interception a été réalisé dans quatre restaurants Normandin de la ville de Québec. Avec un échantillon de 625 répondants, les résultats issus des analyses principales ont montré qu’il n’y avait pas suffisamment de preuves pour confirmer les hypothèses principales. Toutefois, les résultats ont permis de montrer que l’heure de la journée avait une influence négative et significative sur le niveau de contrôle de soi. Les résultats en lien avec l’objectif secondaire de l’étude montraient que l’heure de la journée influençait significativement la dimension positive de l’humeur, le contrôle de soi, le niveau de satisfaction et la probabilité de revenir. Aussi, le niveau d’achalandage, l’emplacement dans le restaurant, la préférence en général ainsi que la probabilité de revenir influençait de façon significative le choix pour la formule de pourboire. Les résultats de l’étude permettent d’entrevoir des contributions tant sur le plan théorique que managériale, tout en laissant place à d’autres perspectives de recherche.

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.

published_or_final_version / Community Medicine / Master / Master of Philosophy

Source: Masters Abstracts International, Volume: 47-01, page: 0343. Adviser: Stephanie McFall. Includes bibliographical references.

Thesis (MTech (Busines Administration))--Cape Peninsula University of Technology, 2011. / Motivating employees in fast food outlets plays a major role towards improving the commitment and performance of workers. However, it has been confirmed that there is low levels of employee motivation in some fast food outlets, which has led to negative results and poor performances. Therefore, improving employee motivation in fast food outlets has become a necessity. The main aim of the study was to investigate causes of low employee motivation in fast food outlets within South Africa. The present author was able to discover the causes of low employee motivation levels such as poor supervision, little or no training, poor pay and poor working conditions. Hence, factors that could improve levels of motivation of employees in fast food outlets were identified; for instance, motivating fast food employees through genuine appreciation, recognition, compensation and inspiration. The researcher further suggests strategies, which may improve the quality of work-life for employees with fast food outlets training and developing employees, reducing their workload; and initiating incentive programs and retention strategies. This will help the management at fast food outlets to improve levels of motivation of their workers, and also assist them to retain their talented staff. The case study method was used for this research since the study involved fast food outlets in Cape Town. The triangulation method was applied to solicit information from staff members, managers and store managers/franchisees. Semi-structured interview questions were used to obtain information from franchisees/store managers, senior managers, floor managers, and supervisors, while closed-ended questionnaires were used to interview other staff members. This study has confirmed that there are no motivation policies at most of the fast food outlets which were studied that can guide employers to motivate their workers. It is clear from the study that there is low employee motivation at some fast food outlets, and hence the researcher has proposed recommendations, which will help the management of fast food outlets to enhance the levels of motivation of employees, and their work performance. It is suggested that employees should be involved in the decision making of their organization; the quality of work-life of employees should be improved; a harmonious working environment should be promoted; and workers should be empowered and allowed to participate in the profit sharing of the organization. This will improve workers' levels of motivation and better results will be achieved for the organization at large.

This project focused on restaurant industry analysis, start-up requirements, planning decisions, human resource management and restaurant marketing strategies. A marketing plan has been developed for the purposes of opening Studio Thai in the near future.

The purpose of this study was to evaluate whether consumer orientation (active/passive) and psychological involvement (attitude, opinion, belief, and behavioral intention) affect satisfaction when dining in an ethnic restaurant. The sample represented 232 consumers who dined in participating Washington D.C. metropolitan area ethnic restaurants. Information was obtained by asking consumers to answer a four part, 86 item questionnaire. Correlation analysis revealed that opinion (r = 0.17, P < 0.04), belief (r = 0.28, P < 0.01), and behavioral intentions (r = 0.19, P < 0.02) of the active consumer significantly affect satisfaction. Whereas, for the passive consumer no significant effect was found. Results of the stepwise regression analysis revealed that consumer psychological involvement and restaurant attributes affect satisfaction with service (R² = 0.57, p<0.05), satisfaction with lunch (R² = 0.8, p<0.05), satisfaction with dinner (R² = 0.33, p<0.05), and satisfaction with the overall dining experience (R² = 0.39, p<0.0l). Further, it was found that consumers' future visitations, within the next few weeks, were affected by consumer's psychological involvement (R² = 0.53, p<0.0l). Restaurant attributes (speed of service; employee courtesy; and food quality and prices) affected overall satisfaction in dining (R² = 0.4, p<0.0l), but it weakly affected future visitations (R² = 0.04, p<0.04, negative Mallows' Coefficient). The findings of this study contribute not only to consumer self-concept theory and satisfaction theory but also have practical implications to the ethnic restaurant industry. / Ph. D.

Tjia Sau-wah, Susana. / Includes Chinese questionaire. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 81-83). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iii / LIST OF EXHIBITS --- p.vi / ACKNOWLEDGMENTS --- p.vii / Chapter I. --- INTRODUCTION --- p.1 / Chapter 1.1 --- Organization of the Study --- p.1 / Chapter 1.2 --- China's Economic Development --- p.2 / Chapter 1.2.1 --- China's Industries --- p.2 / Chapter 1.2.2 --- Effect of the Economic Development --- p.3 / Chapter l .3 --- Fast Food Industry In China --- p.5 / Chapter 1.4 --- Environmental Factors Contributing to the Growth of Fast Food Chains in China --- p.6 / Chapter 1.4.1 --- High Consumption Power --- p.6 / Chapter 1.4.2 --- High Population Growth Rate --- p.6 / Chapter 1.4.3 --- Changing Consumer Taste --- p.8 / Chapter 1.4.4. --- Social Changes --- p.8 / Chapter 1.4.5 --- Keen Competition within the Hong Kong Fast Food Market --- p.9 / Chapter 1.5 --- Investment in China --- p.10 / Chapter 1.5.1 --- Overview of China Foreign Investment --- p.10 / Chapter 1.5.2 --- Doing Business in China --- p.11 / Chapter 1.5.3 --- The Regional Policy of China --- p.13 / Chapter 1.5.4 --- China's Tertiary Industry --- p.15 / Chapter 1.5.5 --- China's Investment Prospects --- p.17 / Chapter II. --- RESEARCH FRAMEWORK AND OBJECTIVES --- p.18 / Chapter 2.1 --- Research Interest --- p.18 / Chapter 2.1.1 --- Why Study Fast Food in China --- p.18 / Chapter 2.1.2 --- Why Shenzhen? --- p.19 / Chapter 2.2 --- Purpose of the Study --- p.21 / Chapter III. --- LITERATURE REVIEW --- p.23 / Chapter 3.1 --- Highlights of Consumer Behavioral Studies --- p.23 / Chapter 3.2 --- Consumer Behavior --- p.24 / Chapter 3.2.1 --- Individual Differences --- p.24 / Chapter 3.2.2 --- Environmental Forces --- p.24 / Chapter 3.2.3 --- Psychological Processes --- p.25 / Chapter 3.3 --- Consumer Decision Making Process --- p.25 / Chapter 3.3.1 --- Problem Recognition --- p.25 / Chapter 3.3.2 --- Information Search --- p.27 / Chapter 3.3.3 --- Alternative Evaluation and Decision --- p.28 / Chapter 3.3.4 --- Post-Purchase Assessment --- p.28 / Chapter 3.4 --- Consumer Behavior's Role in the Design of the Marketing Strategy --- p.29 / Chapter 3.4.1 --- Market Segmentation --- p.30 / Chapter 3.4.2 --- Product --- p.30 / Chapter 3.4.3 --- Pricing --- p.31 / Chapter 3.4.4 --- Promotion --- p.31 / Chapter 3.4.5 --- Distribution --- p.31 / Chapter 3.4.6 --- Conclusion --- p.32 / Chapter 3.5 --- Personal Influences --- p.32 / Chapter 3.5.1 --- The Concept of Group --- p.32 / Chapter 3.5.2 --- Primary and Secondary Reference Groups --- p.33 / Chapter 3.5.3 --- Group Influences --- p.34 / Chapter 3.5.4 --- Word-of-Mouth Influence --- p.35 / Chapter 3.5.5 --- Implications of Personal Influence --- p.35 / Chapter 3.6 --- Fast Food Operations --- p.36 / Chapter 3.6.1 --- Origin of Fast Food --- p.36 / Chapter 3.6.2 --- Considerations in Doing Fast Food Business --- p.36 / Chapter 3.6.3 --- The Definition of Fast Food --- p.37 / Chapter IV. --- METHODOLOGY --- p.38 / Chapter 4.1 --- Before Starting the Secondary Data Search --- p.38 / Chapter 4.1.1 --- Secondary Data Search --- p.38 / Chapter 4.2 --- Primary Data Collection --- p.40 / Chapter 4.2.1 --- Field Observation --- p.40 / Chapter 4.2.2. --- Personal Interviews --- p.41 / Chapter 4.2.3 --- Questionnaire --- p.42 / Chapter 4.2.4 --- Sampling --- p.43 / Chapter 4.2.5 --- Method of Administration --- p.45 / Chapter 4.2.6 --- Data Analysis --- p.45 / Chapter 4.2.7 --- Data Presentation --- p.46 / Chapter V. --- FINDINGS AND ANALYSIS --- p.47 / Chapter 5.1 --- General Purchase and Consumption Patterns --- p.47 / Chapter 5.1.1 --- Definition of Fast Food --- p.47 / Chapter 5.1.2 --- Brand awareness --- p.48 / Chapter 5.1.3 --- Type of Fast Food Available --- p.48 / Chapter 5.1.4 --- Frequency of Visits --- p.49 / Chapter 5.1.5 --- Time of Consumption and Purchase --- p.49 / Chapter 5.1.6 --- Consumer Expenditure on Fast Food --- p.50 / Chapter 5.1.7 --- The Advertising Strategy --- p.51 / Chapter 5.1.8 --- Channels of Communication --- p.51 / Chapter 5.1.9 --- Ideal Location for Fast Food Shops --- p.52 / Chapter 5.1.10 --- Companions in Visiting Fast Food Shops --- p.53 / Chapter 5.2 --- Cross-Tabulation Analysis --- p.54 / Chapter 5.2.1 --- Style of Food Choice --- p.54 / Chapter 5.2.2 --- Frequency of Visits --- p.57 / Chapter 5.2.3 --- Expenditures on Fast Food --- p.60 / Chapter 5.2.4 --- Influence on Visits --- p.61 / Chapter 5.3 --- Marketing Mix Influencing Buying Decisions --- p.62 / Chapter 5.3.1 --- Motivating Factors Influencing Buying Decisions --- p.62 / Chapter 5.3.2 --- Impact of Promotional Activities --- p.63 / Chapter 5.3.3 --- Impact of Location Aspects --- p.64 / Chapter 5.3.4 --- Impact of Product Attributes --- p.65 / Chapter 5.3.5 --- Impact of Service Quality --- p.66 / Chapter VI. --- RECOMMENDATIONS --- p.67 / Chapter 6.1 --- Target Markets for Fast Food --- p.67 / Chapter 6.2 --- Marketing Mix for Fast Food Operators --- p.68 / Chapter 6.3 --- The Recommended Marketing Mix --- p.69 / Chapter 6.3.1 --- Product Strategy --- p.69 / Chapter 6.3.2 --- Pricing Strategy --- p.71 / Chapter 6.3.3 --- Place (Location) Strategy --- p.72 / Chapter 6.3.4 --- Promotional Strategy --- p.74 / Chapter 6.4 --- Concluding Comments --- p.76 / Chapter VII. --- LIMITATIONS OF THE STUDY AND SUGGESTIONS FOR FURTHER STUDY --- p.78 / Chapter 7.1 --- Heterogeneous Population in China --- p.78 / Chapter 7.2 --- Time and Resource Constraints --- p.78 / Chapter 7.3 --- Sampling Method --- p.79 / Chapter 7.4 --- Small Sample Size --- p.79 / Chapter 7.5 --- Seasonal Factor --- p.79 / Chapter 7.6 --- Response and Non-response Bias --- p.80 / Chapter 7.7 --- Reliability and Validity --- p.80 / BIBLIOGRAPHY --- p.81 / APPENDICES --- p.84