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1 – 10 of over 2000Focuses on the marketing mix of McDonald’s. Highlights how the company combines internationalisation and globalisation elements according to various fast food markets. Using the…
Abstract
Focuses on the marketing mix of McDonald’s. Highlights how the company combines internationalisation and globalisation elements according to various fast food markets. Using the effect of strategical and tactical models, the case illustrates the effect of McDonald’s on the global environment and how they adapt to local communities. Describes future franchise plans for McDonald’s.
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During the post‐bubble bust of the 1990s, many eating establishments closed down. Yet McDonald’s was determined to stay. However, management recognised the importance of slashing…
Abstract
During the post‐bubble bust of the 1990s, many eating establishments closed down. Yet McDonald’s was determined to stay. However, management recognised the importance of slashing prices. This case is an opportunity to learn about price elasticity of demand.
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Quang Nguyen, Tahir M. Nisar, Dan Knox and Guru Prakash Prabhakar
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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The paper aims to develop a technique that considers competition using the analytic hierarchy process (AHP) framework to measure service quality.
Abstract
Purpose
The paper aims to develop a technique that considers competition using the analytic hierarchy process (AHP) framework to measure service quality.
Design/methodology/approach
The present study adapted the AHP methodology to the measurement of service quality, involving five steps – referred to as “analytical hierarchy process for service quality” (“AHP‐SQ”). Subsequently, the authors demonstrate how the technique can be applied to the fast‐food restaurants.
Findings
The AHP‐SQ approach described in this study thus assists management to devise and maintain a relevant, competitive plan for ongoing improvements in service quality. Specifically, such analysis enables the following questions to be addressed: “How does the firm perform in terms of service quality in relation to its competitors?”; “Given the firm's resources, which service initiatives will enhance its service competitiveness?”; “Which service areas require immediate improvement?”; “How should the firm's service improvement be prioritized?”, and “What opportunities exist for service improvement in relation to the competition?”
Research limitations/implications
It would be important to consider the “right” dimensions of service quality that are relevant to the respective industry. It would also be essential to collect responses from customers who have utilized the services of the focal firm as well as its competitors in order to have an accurate opinion.
Practical implications
The framework proposed here allows management to address two main issues pertaining to its competitive advantage: establishing its performance ranking in the marketplace; and identifying the service elements that most require improvement.
Originality/value
The paper develops a cohesive approach to help managers identify which reliability, assurance, tangibles, empathy, responsiveness (RATER) service dimensions require attention to create a sustainable competitive advantage. It offers a “bigger picture” in service‐quality management.
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Moonkyu Lee and Francis M. Ulgado
A growing number of US fast‐food franchises are expanding operations to overseas markets. Critical to the success of these service firms is an understanding of the way consumers…
Abstract
A growing number of US fast‐food franchises are expanding operations to overseas markets. Critical to the success of these service firms is an understanding of the way consumers in foreign markets evaluate their services. Reports the findings of a study that examined and compared the expectations and perceptions of US customers with those of South Korean clients about an international fast‐food chain. Reveals several important differences between the two groups of customers. Discusses the implications of the results for US fast‐food companies in international markets.
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Although several anthropologists have reported various cultural differences between East Asians and Americans regarding their usage of fast food based on their ethnographic…
Abstract
Purpose
Although several anthropologists have reported various cultural differences between East Asians and Americans regarding their usage of fast food based on their ethnographic fieldwork, a quantitative study to test the validity of such findings is necessary for advancement of this research field. The purpose of this study is to quantitatively investigate cultural differences and similarities between American and Japanese college students regarding the usage and meaning of fast food.
Design/methodology/approach
A total of 130 Japanese college students (82 female and 48 male) in Miyazaki, Japan and 70 American college students (43 female and 27 male) in Maine, USA answered the survey in order to assess their conceptualization and usage of fast food.
Findings
The results indicated that: both Americans and Japanese assumed that fast food was a meal instead of a snack, Japanese and women in general were more likely to visit fast food restaurants with others instead of going alone than Americans and men in general, and Japanese were more likely to share their ordered fast food items with others and stay at fast food restaurants for a longer duration than Americans.
Research limitations/implications
Due to the limited sample size, the results of the present study might be strengthened with further investigation of different samples.
Practical implications
Like qualitative studies conducted before, the results of this quantitative study provided evidence to suggest that there are cultural differences in the meaning and usage of fast food between East Asians and Americans.
Originality/value
There were few quantitative studies on cultural differences in the meaning and usage of fast food between East Asians and Americans. The present study might be the first such study.
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Moonkyu Lee and Francis M. Ulgado
Examines how customers react to service extensions, or the use ofan established company name to enter new service categories or classes.Reports the findings of an experiment…
Abstract
Examines how customers react to service extensions, or the use of an established company name to enter new service categories or classes. Reports the findings of an experiment designed to assess the effectiveness of the extensions. Discusses the managerial implications of the results for service extension strategies in the marketplace.
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John Hadjimarcou and John W. Barnes
The study examines the process of international market expansion by a relatively new and small franchisor. Particular emphasis is placed on the company‘s efforts to identify a…
Abstract
The study examines the process of international market expansion by a relatively new and small franchisor. Particular emphasis is placed on the company‘s efforts to identify a suitable partner in the host country, the adaptation of the concept to address differences in the new market, and the multitude of critical decisions that need to be made when franchising in international markets. The authors also discuss the role that strategic alliances play in the success of international franchising efforts. The paper concludes with the implications of this case for both researchers and practitioners.
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If, as everybody agrees now, business should be about meeting customers’ needs, it makes sense to involve customers as we create strategy. But here lies a problem. Ordinary market…
Abstract
If, as everybody agrees now, business should be about meeting customers’ needs, it makes sense to involve customers as we create strategy. But here lies a problem. Ordinary market research techniques are fine for finding out what customers think about what already exists. They are much less good at helping us uncover customers’ attitudes to what might be, or their ideas about what should be.
It is widely accepted that improvements in the management of employees can contribute to the competitive advantage of companies. Indeed, human resource management (HRM) holds that…
Abstract
It is widely accepted that improvements in the management of employees can contribute to the competitive advantage of companies. Indeed, human resource management (HRM) holds that the success of business strategy hinges on the development of a more strategic approach to the management of labour. Training is an element which is central to any assessment of the effectiveness of HRM strategies, and it is linked to HRM in three major ways: (1) Companies become dependent on the external labour market for their skills supply if they neglect it. (2) It creates an incentive to develop complementary aspects of HRM in order to protect the company’s investment. (3)Training has a symbolic value in so far as it demonstrates to employees the value the company places on them and can thus contribute to motivation.