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Although the importance of halal logo in determining purchase intention has been recognized in the marketing literature, there is a dearth of study that has examined the impact of halal logo toward customer loyalty. To fulfill this gap, this study aims to shed some light on the impact of halal logo toward achieving customer loyalty in the context of fast food industry in Malaysia. More specifically, the objectives of this study are: to examine the direct and indirect effect of halal logo on customer loyalty; to examine the effect of halal logo on trust and perceived reputation; to examine the effect of halal logo and perceived reputation on customer loyalty; and to examine the mediating effect of trust and perceived reputation in the relationship between halal logo and customer loyalty among the fast food industry consumers in Malaysia.

This study used stimulus-organism-response (S-O-R) theory as the theoretical basis. The data were collected via self-administered survey questionnaire consisting 117 Muslim fast food consumers. Partial least square (SmartPLS, version 3) was used to test the study hypotheses.

Results of this study revealed that halal logo, directly and indirectly affect customer loyalty. Moreover, perceived reputation and trust also found to be positively related to customer loyalty.

The data were collected from Malaysian Muslim consumers. Future studies can consider non-Muslim consumers to compare the loyalty pattern among Muslim and non-Muslim consumers.

The findings from this study will benefit fast food industry marketers who are targeting Muslim consumer segment and also those marketers who are operating their franchise business in Muslim majority countries. The findings suggest that halal logo helps service providers to create positive perceived reputation and to build trust among consumers, which eventually lead customer loyalty. It is expected that the findings of this study will assist the halal fast food industry marketers to better strategize their marketing efforts in retaining the Muslim customer base.

Using S-O-R theory, this study examines halal logo as the key driver of customer loyalty, which is comparatively a new link. Moreover, this study examines the mediating effects of perceived reputation and trust in the relationship between halal logo and customer loyalty, which are not tested in previous literature in the field.

The purpose of this paper is to describe the rise of South Africa's quick service restaurant (QSR) industry by examining the structural changes and competitive strategies driving the industry.

The paper uses Michael Porter's Five Forces and secondary data to describe the structural reorganization of South Africa's QSR industry and market positioning strategies being used to respond to the growing industry competition and global challenges.

The paper finds that South Africa's QSR industry has risen tremendously and has expanded globally. The evolving fast food market comprises South African franchises and multi‐national franchise corporations co‐existing with modern supermarkets, contract food caterers, and informal traders. The industry uses a mix of market coordination, operational and competitive strategies to counter the intense global competition. Further research is needed to examine the potential of information communication technologies in QSR industry market coordination and consumer willingness to pay for increased convenience, healthy products, sustainability, and food traceability.

South Africa leads the continent in mobile phone penetration and there is scope for QSR managers to integrate mobile commerce when dealing with QSR industry customers and other stakeholders. South Africa's fast food franchises should craft strategies that adapt menus to local cultures and ethnic foods in other countries. With increasing attention on food safety and traceability, South Africa's QSR firms could provide leadership in marketing high quality food and gain competitive advantages through positive industry image.

The paper addresses the highly topical issue of rising competition in the fast food industry and successful strategies being utilized by South African firms to penetrate both regional and global markets.

The purpose of this paper is to examine how stakeholders perceive the motives behind fast food companies’ public health-related corporate social responsibility (CSR) and general social issue-related CSR initiatives, and their responses toward CSR in terms of supportive communication intent, investment intent, and purchase intent. The authors further examine the impact of perceived CSR motives on intent and whether a healthier chain image has an effect on stakeholder responses.

An online experiment was conducted. This study employed a randomized 2 (CSR type: health-related CSR vs generic social issue-related CSR)×2 (chain image: healthier chain vs general fast-food chain) full factorial design using general stakeholder samples.

For an ordinary fast food restaurant, generic social issue-related CSR programs elicited significantly more positive perceptions of CSR motives, supportive communication intent and investment intent, than public-health related CSR. When a company has a healthier image, stakeholders do not distinguish between CSR types. Stakeholders perceive both CSR types as stemming from mutually beneficial motives and show neutral to slightly positive reactions to both CSR. A positively perceived CSR motive plays a determinant role in anticipating communication, investment, and purchase intents.

This is the first study that examines stakeholder perception of motives behind and responses toward fast food chains’ health-related vs generic social issue-related CSR initiatives, in light of corporate image. The study findings help public relations practitioners, public health professionals, parent groups, and legislators understand stakeholders’ reactions toward CSR initiatives in the fast food industry and help them monitor practices for improvements.

The purpose of this review paper is to extend the literature on animal welfare in the hospitality industry by exploring how some of the major fast-food companies have publicly addressed this issue.

The paper reviews, and reflects on, the animal welfare statements and policies posted on the Internet by five major fast-food companies, namely, Yum! Brands, Restaurant Brands International, McDonald's, Domino's Pizza Group and Subway.

The findings reveal that four interlinked themes, namely, strategic corporate commitment, a focus on supply chains, policies on specific categories of animals and food products, and auditing, illustrated the selected companies approach to animal welfare. The authors also raise a number of issues about the selected companies' approaches to animal welfare including the aspirational nature of their commitments, the emphasis on regular audits, the role of external assurance in the reporting process, the role of animal welfare pressure groups and campaigns, and the impact of coronavirus disease 2019 (COVID-19).

The paper's empirical material is drawn from the corporate websites of five fast-food companies, but the paper has theoretical and practical implications and provides a platform for future research.

The paper offers a simple review of the way five major fast-food companies have addressed the issue of animal welfare.

Fast‐food and franchising should present a formidable marriage when coping with declining economic performance. Compares the performance of 54 (18 franchisors; 18 fast‐food franchisees; 18 fast‐food companies) between 1987 and 1990 using Taffler′s Z‐score analysis. Finds that franchisors′ performance during the period declined but remained better than that of fast‐food franchisees and fast‐food companies. Fast‐food franchisees have remained buoyant but there are incidences of potential failures. Outlines differing solutions to return these companies to health.

This purpose of this paper is to develop and examine a theoretical framework for evaluating role of corporate social responsibility (CSR) in influencing millennial fast food consumers’ purchasing behavior. It also aims to help business strategists to leverage marketing strategies to achieve a competitive gain.

To examine the proposed framework through the partial least squares structural equation modeling (PLS-SEM), the authors collected data through survey. They also evaluated the proposed framework through the multi-group analysis and the importance-performance map analysis (IPMA).

Findings suggest that CSR alone is unable to influence millennial fast food consumers’ purchase intention. Therefore, fast food business strategists should communicate CSR activities by simultaneously focusing on affective identification and satisfaction to achieve the objective. IPMA analysis shows that, among all the CSR indicators, fast food restaurants’ responsible behavior and their concern with respect to the environment create the most impact on millennial fast food consumers’ mindset.

For fast food business strategists, the findings of this research provide a strategic blueprint in terms of using CSR as a way to foster relationships with the millennial fast food consumers, thus creating a competitive advantage in the market.

Anchoring in the theoretical framework, this research contributes to the extant literature by providing a critical evaluation of how to influence millennial fast food consumers’ purchase intention from a more systematic perspective. This research also offers fast food marketing managers a strategy by leveraging their initiatives for a particular customer segment through the IPMA at both the construct and indicator levels.

The purpose of this paper is to examine the impact of the five dimensions of service quality on customer satisfaction in the UK fast food market and to indicate which factors among the five dimensions have a main role in driving overall customer satisfaction.

Primary data in the form of 147 questionnaire responses were been collected from a variety of quick service fast food restaurants in the UK. Likert seven-point rating scales were used to structure the questionnaire. Data were collected from the customers at two KFC restaurants, two McDonald’s restaurants, and one Burger King Restaurant.

The results of the analysis indicate that tangibles, responsiveness and assurance play the most important role in driving customer satisfaction in the UK fast food industry, followed by reliability and empathy. Results of correlation and regression analysis show that physical attributes (tangible) of service quality are key to customer satisfaction. In a nutshell, the tangibles variable is the most important factor driving customer satisfaction in the context of the UK fast food market.

This research incorporates unique and original insights in relation to the British fast food restaurants market and the results constitute novel findings pertaining to the importance of physical facilities and attributes. This account of the relative importance of service quality dimensions in fast food restaurants in the UK adds value to the field. The findings of this research have contributed to a better understanding of the main factors that influence service quality and customer satisfaction and have implications from a managerial point of view in the highly competitive UK fast food and wider foodservice industry.

The fast food industry has become a focus of media criticism for its apparent lack of interest in environmental and nutritional issues. Demonstrates the scale of the industry′s response and provides an objective assessment of current initiatives which have been specifically designed to improve the image of fast food companies. The greatest momentum for change has inevitably been associated with the major American fast food chains which are introducing more environmentally‐friendly packaging, accessory‐recycling and lower fat products. In the process they are gaining a competitive advantage over smaller domestic fast food companies and this fact alone will ensure the introduction of more initiatives in the future. Care for the environment and for consumer health have consequently become high‐profile marketing concerns.

McJobs in the fast‐food sector are a major area of youth employment. This paper explores young people's perceptions of work in this industry.

The paper discusses the results of a survey of students' experiences of McJobs in Australia.

Fast‐food workers were generally dissatisfied with the industrial relations and work organisation aspects of their jobs. Nonetheless, they were generally much more satisfied with the human resource management and social relations aspects of their jobs.

Our research has implications for understanding the human capital development practices adopted by employers in the fast‐food industry and in other sectors, especially those that employ young people. Much of the context for work and employment relations in Australia is comparable with those in most English‐speaking countries. Therefore, our findings have implications for work in similar sectors in other countries, in particular, other English‐speaking countries.

This paper has implications for people who devise recruitment policies and design of jobs. It is a useful reminder that it is no longer appropriate for people to talk in simple terms of satisfaction at work per se; it is vital to differentiate between various aspects and contexts of job satisfaction, or the of the lack of it.

Earlier studies of fast‐food work have tended to be polemical and polarized: either apologias or very critical. This paper adopts a more balanced approach and it puts the findings into context.

In today's ever‐increasing globalization of services and brands, service‐oriented businesses need to attend to the satisfaction of their customers both domestically and abroad while transcending unique cultural differences from country to country. This study provides a cross‐cultural comparison of service satisfaction of fast food establishments in four English‐speaking countries. It is based on data collected from customers of five globally‐franchised fast‐food chains, using a previously developed service satisfaction instrument. The study reveals two empirically derived, cross‐cultural fast‐food customer satisfaction dimensions: satisfaction with the personal service and satisfaction with the service setting. Should future research support this study's findings, the measurement of cross‐cultural service satisfaction among franchised brands and services could aid business managers’ efforts to assess the quality of the services they provide across national boundaries and on a more real time, practical basis.