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by Nicholas T.H. Jim. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaf 48). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF ILLUSTRATIONS --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Company Background --- p.1 / Scope and Objectives --- p.2 / Methodologies --- p.4 / Chapter II. --- EVALUATION OF EXISTING POS SYSTEM --- p.5 / Definition of POS System --- p.5 / Performance of Existing POS System --- p.7 / Chapter III. --- CRITERIA FOR POS SYSTEM SELECTION --- p.12 / Bas i c Criteria --- p.12 / Price --- p.16 / Reputation of Supplier and its Principal --- p.16 / Techno logy of the POS System --- p.16 / Chapter IV. --- IDENTIFICATION AND EVALUATION OF POS SYSTEM --- p.18 / Identification of POS Systems --- p.18 / New Tech POS System --- p.18 / POS System --- p.22 / Remanco Vision System --- p.25 / Micros 8700 POS System --- p.28 / Chapter V. --- DECISION MAKING --- p.33 / Second Phase Evaluation --- p.33 / Final Decision Making --- p.37 / Cost and Benefit Analysis --- p.38 / Chapter VI. --- IMPLEMENTATION PLAN --- p.40 / Swopping of POS Systems --- p.40 / Price Negotiation Tactics --- p.42 / Installation of New POS System --- p.44 / Review Meetings with Supplier --- p.44 / Chapter VII. --- CONCLUSION --- p.45 / BIBLIOGRAPHY --- p.47

Ma Fung-shan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2001. / Includes bibliographical references (leaves 110-114). / Abstracts in English and Chinese. / Chapter CHAPTER 1: --- INTRODUCTION --- p.1 / The Research Problem --- p.2 / Scope of Study --- p.3 / What is Western Food? --- p.3 / Literature Review --- p.4 / Anthropology and Food --- p.4 / Globalization and Consumption --- p.7 / China and Global Consumerism --- p.10 / "Food, Globalization and Consumption: Eating Western Food in Guangzhou" --- p.12 / Methodology --- p.13 / My Position in the Restaurant --- p.73 / Participant Observation --- p.75 / Interviews --- p.77 / Significance of the Research --- p.18 / Structure of the Thesis --- p.19 / Chapter CHAPTER 2: --- "GUANGZHOU, WESTERN RESTAURANTS AND LONG ISLAND CAFE" --- p.21 / The City of Guangzhou --- p.22 / Historical Background --- p.22 / Economic Reforms after 1978 --- p.22 / Guangzhou and Hong Kong --- p.23 / Eating in Guangzhou --- p.25 / A Brief History of Western Food and Western restaurants in Guangzhou --- p.26 / Taai Pihng Gun (太平館) --- p.27 / The Appearance of Five-star Hotels --- p.28 / "The Appearance and Growth of Bars, Karaokes and Nightclubs in Late 1980's" --- p.30 / The Appearance of Western Chain Restaurants --- p.31 / From Taai Pihng Gun to Long Island Cafe : Implications from History --- p.32 / Western Food in relation to Other Kinds of Cuisine --- p.33 / Chinese Restaurants (酒家/酒樓/菜館) --- p.33 / Western Restaurants (西餐廳） --- p.36 / Specialized Restaurants (特色餐廳） --- p.39 / Brief History and Development of Long Island Cafe --- p.41 / Western Restaurant: a Business Decision --- p.42 / The First Three Years --- p.44 / The Critical Turn and Later Developments --- p.45 / Daily Management and Structure of Long Island Cafe --- p.47 / The Hierarchical Ladder of the Workers --- p.48 / Chapter CHAPTER 3: --- PRODUCTION OF WESTERN FOOD --- p.51 / Image of the Restaurant --- p.51 / A Westernized Name --- p.51 / Interior Decoration of the Branches --- p.52 / Mass Media --- p.52 / Food Served in the Restaurant --- p.55 / Evolution of Menu and Analysis of the Present Menu --- p.55 / Studying the Menus: Changes Throughout the Years --- p.56 / Coffee & Salad --- p.68 / Limitation in Food Development --- p.73 / Influences from Hong Kong --- p.75 / The Paradox of Authenticity --- p.77 / Invention and Localization --- p.79 / Chapter CHAPTER 4: --- CONSUMPTION OF WESTERN FOOD --- p.81 / Customer Characteristics --- p.81 / Target Customers --- p.81 / Frequent & Infrequent Customers --- p.82 / Customer Age Groups --- p.85 / Rituals of Eating --- p.87 / Eating Western Food： Different Meaning to Different Customers --- p.92 / A Western Food Ideal? --- p.92 / Differences between Frequent and Infrequent Customers --- p.93 / "same Restaurant, Different Expectations" --- p.94 / The Pursuit of Global / Western Ideas --- p.95 / Western Food: an Imagined Cuisine --- p.97 / Distinction： Middle-Class Identity and Consumption --- p.99 / Studying Class Structure in China --- p.99 / Who comprises the Middle-Class? --- p.99 / Middle-class Identity and Consumption --- p.102 / Chapter CHAPTER 5: --- CONCLUSION --- p.105 / REFERENCES --- p.110

So Wan-suen. / Thesis submitted in: August 2005. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2006. / Includes bibliographical references (leaves 168-172). / Abstracts in English and Chinese. / Abstract --- p.iii / 摘要 --- p.v / Chapter Chapter 1. --- Introduction --- p.1 / Chapter Chapter 2. --- Social Class and Restaurants --- p.31 / Chapter Chapter 3. --- Social Class and Space in Restaurants --- p.56 / Chapter Chapter 4. --- Social Class and Social Taste in Restaurants --- p.80 / Chapter Chapter 5. --- Social Class and Food in Restaurants --- p.106 / Chapter Chapter 6. --- Social Class and Behavior in Restaurants --- p.121 / Chapter Chapter 7. --- Conclusion --- p.144 / References --- p.168

published_or_final_version / Architecture / Master / Master of Architecture

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: The business format, franchising, can be defined as "the granting of a licence for a predetermined financial return by a franchising company (franchisor) to its franchisees. The grant entitles them to make use of a complete business package, including training, support and the corporate name (branding and logos). Thus enabling them (franchisees) to operate their own businesses to exactly the same standards and format as the other units in the franchise chain." (Grant 1985, p4 as cited by Altinay, L. 2004) Franchising as a business model can be seen in essence as a proven business model that is sold as a "best practices knowledge" model to franchisees. Although the "best practices" approach is at the core of franchising no formal methodology was found to exist to guide the development thereof. The lack of a formal methodology in this regard has given rise to various self-designed so-called "project management" approaches as found to be applied in the development of franchise outlets. This mini-thesis sets about testing the theoretical and practical integration of a formal project management approach, in fast food franchising market. Both from a theoretical and practical point of view it was found that the integration of a formal project management methodology and franchising as a business model would improve the functionality of franchising as a whole. By developing a formal methodology in a course for the franchising model, better control over the limited scarce resources (money, time, quality and people) at its disposal can be obtained, allowing optimal growth through proper development, planning, monitoring and delivering of business outlets. / AFRIKAANSE OPSOMMING: Die besigheids formaat, naamlik agentskap, kan beskryf word as: die vergunning van 'n lisensie teen 'n voorafbepaalde finansiële tarief deur die maatskappy, aan sy agentskappe. Die vergunning leen hulle daaraan toe om gebruiksnut van die hele pakket te kan benut, insluitende opleiding, ondersteuning en korporatiewe naams- (handelsmerk en logo) gebruik. Sodoende bevoeg die gebruiksnut die agentskappe om hulle eie besighede tot dieselfde standaarde en formaat as die ander agentskappe in die groep te bedryf. (Grant 1985, p4 soos aangehaal deur Altinay, l.2004) Agentskap as 'n besigheids model kan beskou word in wese as 'n erkende besigheids model, wat verkoop word as 'n "beste kennis praktyk" model, aan die organisasie se agentskappe. Alhoewel die "beste kennis praktyk" metode, aan die kern van agentskap is, is geen formele metodologie gevind wat die ontwikkeling daarvan reguleer nie. Die tekort aan 'n formele metodologie in die aanwending van agentskap het tot gevolg gehad dat verskeie self ontwikkelde sogenaamde "projek bestuur" metodes in gebruik geneem is in die ontwikkeling van verskeie agentskappe. Hierdie mini-tesis is daartoe gemik om teoretiese en praktiese integrasie van 'n formele projek bestuur metodiek in die kits kos agentskap mark te beproef. Beide van 'n teoretiese en praktiese perspektief was dit bevind dat die integrasie van 'n formele projek bestuur metodologie en agentskap as 'n besigheids model, die funksionele toepassing van agentskap as 'n geheel sal bevorder. Deur die daarstelling van 'n formele agentskap kursus bied dit die organisasie beter kontrole oor hulle beskikbare skaars hulpbronne (geld, tyd, kwaliteit en mense), wat optimale groei bevorder weens die ontwikkeling van verbeterde ontwikkeling, beplanning, toesighouding, en lewering metodes.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: McDonald's is world renowned for the benchmark standards it sets in operations management. This is evidenced by the numerous references in operations management textbooks over the last 10-15 years. However, since 1999, McDonald's has not been able to link this operations excellence to creating shareholder value. In fact, the McDonald's share price has declined by 64 % over the last 4 years. In comparison, Wendy's (McDonald's biggest competition in the US fast food market) share price has increased by 2 % over the same period. Understanding why McDonald's has not been able to link operational excellence and the creation of shareholder value is the reasoning behind this mini-thesis. The hypothesis is that there are a number of factors. which influence shareholder value, and operational excellence is but one of these factors. A literature survey was conducted in order lO understand the underlying theories which link operational excellence and shareholder value creation. Evidence supporting this hypothesis is then presented and discussed. In Chapter 3, McDonald's ability to deliver operational excellence is evaluated against the evidence presented in operations management textbooks and other sources. The success of McDonald's in delivering perfonnance in the other factors affecting shareholder value is then discussed in Chapter 4 and compared to its biggest competition. Firstly, the share price of McDonald's is compared to its biggest competition (Wendy's), then the strategy of McDonald's and its impact on shareholder value creation is discussed, along with McDonald's ability to implement the other important factors and drivers, namely customer value creation, efficiency of value delivery and direct financial impact on shareholders. As a result of the above evidence. it was found that there are two basic reasons why McDonald's has not been able to link operational excellence and shareholder value creation: 1. Relative to its competition, McDonald's has not demonstrated sufficient competence in the other factors, which influence shareholder value creation. These factors are: customer value creation and the efficiency of customer value delivery. This is further evidenced by the financial output measures of McDonald's relative to its competition. 2. McDonald's ability in delivering operational excellence has diminished recently. This is evidenced by falling ratings in customer satisfaction surveys. The above reasons are evidenced by customer satisfaction survey results, comparative financial results and a number of non-direct driver results. In order to increase shareholder value creation, it is recommended that McDonald's change the focus of its strategy from operations to the creation of customer value. In order to support this change, the organisational structure and business processes will have to be changed by top management, who must be the crusaders of this change. / AFRIKAANSE OPSOMMING: McDonald's is bekend vir die maatskappy se wereldklas bedryfs bestuur standaardc. Die standaarde word tel kens na verwys in menige bedryfs bestuur handboeke oor die afgelope 10 tot 15 jaar. McDonald's kon egtcr nie daarin slaag om die hoe bedryfsbetuur standaarde in aandeelhouer waarde te omskep nic. Die waarde van die McDonald's aandele het met 64% gedaaJ oor die afgelope 4 jaar. In kontras het Wendy's (McDonald's se grootste mededinger in die Amerikaanse kitskos mark) se aandeel pryse met meer as 2% gestyg oor dieselfde peri ode. Die redc vir hierdie studie is dan juis om te bepaal waarom McDonald's nie hul voortrcflike bestuurs standaarde kon koppel aan stygende aandeelhouer waarde nic. Die hipotese is dat daar 'n aantal faktore is wat die aandeelhouer waarde van 'n maatskappy bepaal en dat bedryfs bestuur standaarde maar net een van hierdie faktore is. 'n Literatuur studie is gedoen om te bepaal wat die verwantskap is tussen puik bedryfsbetuur standaarde en die skepping van aandeelhouer waarde. Die bewyse vanuit die literatuurstudie is dan gebruik om die hipotese mee te toets. In Hoofstuk 3 is die vennoe van McDonald' s om hoe bedryfsbestuur standaarde te handhaaf evalueer aan die hand van die literatuur studie. McDonald's se sukses in die implementering van die ander faktore wat lei tot verhoogde aandeelhouer waarde is in Hoofstuk 4 bespreek en terselfde tyd vergelyk met die verrnoens van sy grootste mededingers. Eerstens is die aandeelprys van McDonald's met die van sy grootste mededinger (Wendy's) vergelyk en tweedens is die strategie van McDonald's en die impak daarvan op aandeelhouer waarde bespreek. Ander belangrike faktore soos kliente waarde skepping. effektiwiteit van waarde toevoeging en direkte finansiele impak op aandeelhouers is ingesluit in die bespreking. Daar is gevind dat daar twee hoofredes is waarom McDonald's nie daarin geslaag het om bedryfs bestuur uitmuntenheid te omskep in aandeelhouer waarde nie: 1. McDonald's het in vergelyking met sy mededingers nie goed genoeg gedoen m.b.t. die ander faktore wat aandeelhouer waarde bernvloed nie. Hierdie faktore is kliente waarde skepping en effektiwiteit van waarde toevoeging. 2. McDonald's se bedryfs bestuur standaarde het begin afneem. Dit word gestaaf deur laer waarderings in klante tevredenheids bepalings. Die onvermoe van McDonald' s om die bogenoemde faktore te implementeer word deur die klante tevredenheids bepalings, vergelykende finansiele resultate en 'n aantaJ indirekte maatstawwe gestaaf. Daar word dus voorgestel dat McDonald's sy stralegiese fokus moet verskuif vanaf bedryfs bestuur optimisering na kliente waarde skepping. Die organisasie struktuur en besigheids prosesse van McDonald's sal dus deur bestuur herorganiseer moet word om die verandering in strategie te kan ondersteun.

The null hypothesis for this study was there were no differences in caloric intake, cholesterol, and sodium intakes of food prepared at home as contrasted with food prepared outside of the home when consumed by men 45-54 years old. The three dietary intakes have been associated with medical conditions that cause death in humans. This study provided information which could enable nutrition educators, foodservice managers, and men aged 45-54 who are employed at a factory to understand how consumption of these three intakes differs when foods were prepared at home as contrasted with outside of the home. Therefore, this study provided information to help lower the risk factors of heart diseases, hypertension, and obesity which are associated with caloric intake, cholesterol and sodium consumption.Participants completed three days of food frequencies and dietary records. The Sign Test was used to analyze the differences between food prepared at homeand outside of the home for caloric, cholesterol, and sodium intakes.Statistical analysis of the data revealed:(1) A significant difference in caloric intake of food prepared at home as contrasted with food prepared outside of the home when consumed by men 45-54 years old (p < 0.05).(2) No significant difference in cholesterol intake of food prepared at home as contrasted with food prepared outside of the home when consumed by men 45-54 years old (p > 0.05).(3) No significant difference in sodium intake of food prepared at home as contrasted with food prepared outside of the home when consumed by men 45-54 years old (p > 0.05). / Department of Home Economics

Diploma thesis is on researching new marketing concepts in food services offer, especially restaurants. Aim of the thesis is to gain more detailed information from the field of marketing of food services, analysis of the new concepts and examination of hypothesis of the survey research. The thesis is divided into four chapters. To the forefront of interest are brought above all innovative and experiential marketing approaches, which are introduced in the first chapter. There is also mentioned theory of marketing management and characteristics of services marketing. In the second chapter the thesis focuses on tourism services marketing. In the third chapter are analyzed marketing concepts of restaurant businesses in the Czech Republic and foreign countries. Next, fourth chapter includes analysis of results of the survey that was carried out online. Goal of this research, that was carried out for purposes of this thesis, is to find out how many interviewees have ever been, either in the Czech Republic or in any foreign country, in experiential restaurant and what in particular evoked the experience. The next part of this chapter features two interviews with professionals from the field of tourism and food services.