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The purpose of this paper is to present the sustainable value chain activities that have been implemented when providing sustainable food services and sustainable value. A municipal catering organisation in Finland is introduced as an example.

The theoretical framework comprises sustainability as a strategy and the value chain and its sustainability. Existing research on the sustainability of food services and sustainable value in the professional kitchens is described. The primary data were collected from the two representatives of the case organisation using a written questionnaire with open-ended questions. Furthermore, secondary data from the web pages of the case organisation were utilised. The sustainable actions were categorised using a pattern-matching logic.

The findings illustrate the implemented pragmatic sustainable actions in all primary and support activities, which are local, national and international. These actions were based on the owner municipality’s strategy of sustainable development. Economic, social and ecological sustainable values were achieved.

The case description may act as a reference model for a catering organisation when targeting sustainable food services and sustainable value. The case might also be utilised as a teaching case in hospitality management schools. The paper contributes to the pragmatic view of sustainability by describing the everyday working orientation of the case organisation.

The case provides practical information on how to achieve sustainable economic, social and ecological values in municipal food services.

The purpose of this paper is to explore evaluating the nutritional quality of menus by using software in professional kitchens.

Nutritional quality and the core factors used when evaluating the nutritional quality of menus are discussed. The empirical data were collected in 2008 by theme interviewing nine municipal food service employees. The data were analysed by a thematic analysis.

The results indicated that both positive and contributing factors emerged as follows: productisation of menu; using a plate model; length of a control period concerning the nutritional quality of the menu; checking the nutrition content when making changes in menus, dishes and food items; dealing with the results of the evaluation in the meetings; including the results in the service agreements; employers' positive attitude displayed towards software suppliers' training; including nutritional quality as a part of service quality; and implementing nutritional quality according to the job descriptions.

A variety of courses should be offered for the students concerning the guidance of food production by using software in professional kitchens; integrating working life into the curriculum; continuous training of the food service personnel; and cooperation with the professional kitchen's software suppliers. Moreover, further implications could involve, for example, developing and diffusing the national model for the nutritional quality follow‐up; and taking the Sinfos‐product information data bank into use.

Active updating of the software and training of the employees are needed in order to ensure the nutritional quality of menus.

Secondary customers often experience secondary vulnerabilities that manifest in family-centred transformative services as other- and self-related customer needs. Yet, a relational perspective on primary and secondary customers’ needs is lacking. The study analyses secondary customers’ needs and their relationship to primary customers’ needs to enhance well-being in customer entities. The service inclusion lens is used to understand customers’ experiences of vulnerability.

The study uses an exploratory approach. The data consists of ethnographic observations and interviews of elderly residents (primary customers), their family members (secondary customers) and nurses in two nursing homes.

Primary and secondary customers’ needs are interrelated (or unrelated) in four ways: they are separate, congruent, intertwined or discrepant. The vulnerability experiences fluctuate in intensity and over time, individually reflecting on these need dimensions.

The study contributes to service research concerning customers’ experiences of vulnerability, secondary customers and their inclusion in services. Primary customers’ service inclusion may increase/decrease secondary customers’ service inclusion and their experience of vulnerability. Moreover, secondary customers’ inclusion is often necessary to foster primary customers’ inclusion and well-being.

Fostering service inclusion and well-being for primary and secondary customers requires balanced inclusion and acknowledging the needs of both groups. Service providers may need to act as moderators within customer entities if discrepant needs occur.

The study addresses the under-researched areas of family members’ customer needs, their relation to primary customers’ needs, experiences of secondary vulnerability and context-related vulnerability.