Casual Dining Restaurant Research Articles

Multi‐unit managers: training needs and competencies for casual dining restaurants

PurposeThe purpose of this paper is to determine differences in perceived needs of training among multi‐unit managers (MUMs) in a large casual dining restaurant organization.Design/methodology/approachCase study methodology was used to survey a group of 71 MUMs in one organization regarding characteristics of their job. There were a total of 52 respondents for a 74.65 percent response rate. A pair‐wise comparison was used to measure the difference in perceived training needs, followed by a stepwise regression to indicate the relationship between the perceived need for training and the MUM competency levels on their current jobs.FindingsThis study found significant differences between the perceived need for training in the current job or to get promoted in areas such as finance and control, marketing and promotions, and human resources. In addition, the perceived need of training in human resources influences how competent and confident multiunit managers feel with regards to doing their job or in being promoted to the next level of supervision.Research limitations/implicationsThis research is developed as a case study focused on all the MUMs from one of the top 400 restaurant chains in the USA.Practical implicationsThe knowledge obtained from this study will help multi‐unit restaurant organizations in the development of training and development programs and on human resource practices across organizations.Originality/valueThis paper offers insights into how casual dining restaurant MUMs have evolved from “task master” to “people developer” in their organizational roles.

Retention Factors of Tipped Hourly Employees in the Casual Dining Restaurant Segment: Exploratory Research in Central Florida

ABSTRACT Hourly employee retention has been a major area of concern for casual dining restaurant operators. The current exploratory research employed a self-administered questionnaire asking 96 tipped casual dining restaurant hourly employees from 12 different restaurants in the Central Florida region of the United States to rate the importance of 21 employment characteristics of their job and their actual experience with these employment characteristics. The findings revealed that the most important employment characteristics were: flexible working hours, consistent working hours, and nice people to work with. These findings differed from a similar previous study done in 2004 with quick service restaurant employees who rated nice people to work with, humane approach to employees, and hourly wages as the most important employment characteristics. The current study showed statistically significant differences between the level of importance and actual experience attached to 18 of the 21 employment characteristics, which could explain some potential areas of misperception between hourly employees and managers in the industry. These variations can consequently help to explain the high turnover and low retention of employees in the tipped positions in the casual dining restaurant industry. Implications for management are discussed.

Multi‐unit management key success factors in the casual dining restaurant industry

PurposeThe purpose of this paper is to determine the job characteristics or key success factors of current multi‐unit managers (MUMs) in a large casual dining restaurant organization.Design/methodology/approachThe paper is a case study methodology which was used to survey a group of 71 MUMs in one organization regarding characteristics of their job. There were a total of 53 respondents for a 74.65 percent response rate. Factor analysis was used to determine whether any of the 24 characteristics could be condensed into “factors”.FindingsThe paper finds that the eight factors that emerged as key success factors were: single unit operations, standard operating procedures, multi‐unit strategic planning, interpersonal and social responsibilities, travel and visiting units, human relations, effective leadership, and unit level finances, which explained 75 percent of the variance among the individual items.Research limitations/implicationsThe paper shows that the current study is limited in its generalizeability as the case study methodology is used. The current study does give researchers a start on categorizing key success factors of MUMs in the twenty‐first century.Practical implicationsThe paper can help practitioners to develop training programs for MUMs, as well as to help them recruit people for their MUM ranks that exhibit the skills and knowledge needed to perform the key factors that emerged from the study.Originality/valueThe paper takes the topic of multi‐unit management and develops a model for the key success factors needed for successful operation at that level in an organization. This paper is important for researchers in order to help develop research questions for the future. It is valuable for top management in organizations in order to help them to create development programs and to focus recruitment efforts. MUM is underrepresented in the restaurant industry by females and younger people and this study can help to develop people in these groups.

Risk return and cost of equity of small and large casual-dining restaurants

Although the financial performance of US casual-dining restaurants has been better than returns in other restaurant segments, it is not known how large and small casual-dining restaurant companies perform when their stock returns are adjusted for risk. The present study uses traditional and contemporary risk-adjusted performance and cost of equity models to fill the void in this area of research. The results indicate that large casual-dining restaurants outperformed their smaller counterparts on a risk-adjusted basis, and had a lower cost of equity for the 1998–2002 period. In addition, the findings demonstrate that the cost of equity estimates pose some serious challenges when sub-periods before and after September 11 events are included in the analysis.

Customer profile of the “carryout” segment for restaurants

PurposeThe purpose of the paper is to identify the customer profile for the “carryout” segment at all types of restaurants.Design/methodology/approachCustomers at two casual dining restaurants in the suburbs of a second‐tier city in Western Massachusetts were surveyed regarding their dining out habits, including carryout service.FindingsThe carryout segment tends to be married with children, below the age of 55, and has slightly higher incomes than dine‐out only customers.Research limitations/implicationsThis study was exploratory and similar studies need to be performed covering more geographic locations at various times throughout the year. In addition, a probability sampling technique could be used with a good sampling frame.Practical implicationsCasual dining restaurants need to determine whether they want to target the “carryout” segment. If so, the restaurant needs to focus more of its marketing efforts on reaching these customers and creating demand for the carryout product. Also, the benefits of targeting this segment need to be weighed against the additional costs in facility design and operations.Originality/valueThis study focuses on the “carryout” segment for all types of restaurants, while most of the previous research in this area has been on quick‐service restaurants. This is important because the “carryout” segment for casual dining restaurants is increasing steadily.

Exploring Customers' Motivation and Satisfaction with International Casual-Dining Restaurants in Korea

ABSTRACT This explorative study examined motivation variables and customer satisfaction among different demographic groups who patronized international casual-dining restaurants in Korea. This study utilized a survey method with 483 eligible responses. Factor analysis, ANOVA and Tukey's HSD were conducted for statistical analysis. The results indicated there are significant differences between motivation factors and demographic groups.

Applebee's International, Inc.

AbstractHospitality & Tourism (MIC: 5.1 SIC: 5812 NAIC: 722110)Applebee's International develops, franchises and operates a national chain of casual dining restaurants under the trademark of “Applebee's Neighborhood Grill & Bar.” Each of the restaurants is designed as a neighborhood establishment, featuring a selection of moderately‐priced food and beverage items with full‐service luncheon and evening dining. The restaurants feature a selection of entrees, including beef, chicken, seafood and pasta items prepared in a variety of cuisines, as well as appetizers, salads, sandwiches, specialty drinks and desserts. As of Dec 26 2004, there were 1,671 Applebee's restaurants in 49 states and 12 countries.

Applebee's International, Inc.

AbstractHospitality & Tourism (MIC: 5.1 SIC: 5812 NAIC: 722110)Applebee's International develops, franchises and operates a national chain of casual dining restaurants under the trademark of “Applebee's Neighborhood Grill & Bar.” Each of the restaurants is designed as a neighborhood establishment, featuring a selection of moderately‐priced food and beverage items with full‐service luncheon and evening dining. The restaurants feature a selection of entrees, including beef, chicken, seafood and pasta items prepared in a variety of cuisines, as well as appetizers, salads, sandwiches, specialty drinks and desserts. As of Dec 26 2004, there were 1,671 Applebee's restaurants in 49 states and 12 countries.

Applebee's International, Inc.

AbstractHospitality & Tourism (MIC: 5.1 SIC: 812 NAIC: 22110)Applebee's International develops, franchises and operates a national chain of casual dining restaurants under the trademark of “Applebee's Neighborhood Grill & Bar.” Each of the restaurants is designed as a neighborhood establishment, featuring a selection of moderately‐priced food and beverage items with full‐service luncheon and evening dining. The restaurants feature a selection of entrees, including beef, chicken, seafood and pasta items prepared in a variety of cuisines, as well as appetizers, salads, sandwiches, specialty drinks and desserts. As of Dec 26 2004, there were 1,671 Applebee's restaurants in 49 states and 12 countries.

Understanding Menu Psychology

For years, menu designers have operated on the premise that menu layout affects sales directly. The supporting research in this area has, however, been sparse. To evaluate this relationship empirically, an experiment was conducted in an independent, casual-dining restaurant located at a large, northeastern university. The first treatment integrated manipulations of price location on menus but did not result in significantly different average-check totals. The second tested the effects of displaying specific items more prominently on the menu. Again contrary to the hypothesis, this failed to affect the probability that guests would purchase either of the selected items. The concluding discussion addresses implications for restaurateurs and the future of menu design.

Applebee's International, Inc.

AbstractHospitality & Tourism (MIC: 5.1 SIC: 5812 NAIC:722110)Applebee's International develops, franchises and operates a national chain of casual dining restaurants under the trademark of “Applebee's Neighborhood Grill & Bar.” Each of the restaurants is designed as a neighborhood establishment featuring a selection of moderately‐priced food and beverage items with full‐service luncheon and evening dining. The restaurants feature a selection of entrees, including beef, chicken, seafood and pasta items prepared in a variety of cuisines, as well as appetizers, salads, sandwiches, specialty drinks and desserts. As of Dec 28 2003, there were 1,585 Applebee's restaurants in 49 states and nine countries.

Applebee's International, Inc.

Mergent's Dividend AchieversVolume 2, Issue 2 p. 17-17 U.S. Company Report Applebee's International, Inc.† First published: 22 April 2005 https://doi.org/10.1002/div.2188 † Contact: : Lloyd L. Hill — Chmn., Pres., C.E.O. Address: : 4551 W. 107th Street, Overland Park, KS 66207 Web Site: : www.applebees.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Abstract Hospitality & Tourism (MIC: 5.1 SIC: 812 NAIC: 22110) Applebee's International develops, franchises and operates a national chain of casual dining restaurants under the trademark of “Applebee's Neighborhood Grill & Bar.'' Each of the restaurants is designed as a neighborhood establishment featuring a selection of moderately-priced food and beverage items with full-service luncheon and evening dining. The restaurants feature a selection of entrees, including beef, chicken, seafood and pasta items prepared in a variety of cuisines, as well as appetizers, salads, sandwiches, specialty drinks and desserts. As of Dec 28 2003, there were 1,585 Applebee's restaurants in 49 states and nine countries. Volume2, Issue2Spring 2005Pages 17-17 RelatedInformation

Applebee's International, Inc.

AbstractHospitality &Tourism (MIC: 5.1 SIC: 5812 NAIC:722110)Applebee's International develops, franchises and operates a national chain of casual dining restaurants under the trademark of “Applebee's Neighborhood Grill & Bar.” Each of the restaurants is designed as a neighborhood establishment featuring a selection of moderately‐priced food and beverage items with full‐service luncheon and evening dining. The restaurants feature a selection of entrees, including beef, chicken, seafood and pasta items prepared in a variety of cuisines, as well as appetizers, salads, sandwiches, specialty drinks and desserts. As of Dec 28 2003, there were 1,585 Applebee's restaurants in 49 states and nine countries.

Service orientation for contact employees in Korean casual-dining restaurants

The purposes of this study were to validate Groves’ (Perceived service orientation of restaurant employees, unpublished doctoral dissertation, Kansas State University, Manhattan, KS, 1992) restaurant service orientation scale, to examine contact employees’ service orientation in Korean casual-dining restaurants, and to investigate the effect of employee characteristic variables on service orientation. Self-administered questionnaires were distributed to waitpersons and bartenders working for a casual-dining chain in Seoul, Korea. Factor analysis indicated that Groves’ scale had four dimensions (organizational support, customer focus, service under pressure, and prior customer relationship) rather than three. The additional factor of prior customer relationship was determined to be a subdimension of the customer-focus factor. Age, gender, marriage, and education did not have significant impacts on service orientation. However, employees with a longer length of service and those in supervisory positions displayed a higher degree of service orientation. Lastly, employees in each unit of the chain displayed significant differences in service orientation.

Assessing Service Quality in Korean Casual-Dining Restaurants Using DINESERV

ABSTRACT This study aimed to validate the five dimensions of DINESERV and evaluate service quality of foreign-brand, casual dining restaurants in Korea using DINESERV. It was hypothesized that DINESERV is a valid instrument in the Korean culture, and service quality differs significantly based upon customers' characteristics and restaurants. The factor analysis indicated that (1) tangibles had three subdimensions, and (2) responsiveness had a substantial overlap with assurance. Restaurants in the chain displayed significantly different service qualities. Gender, average spending, and dining occasions significantly impacted the perceptions of service quality.

Turnover's relationships with sales, tips and service across restaurants in a chain

This study used restaurant level data from a casual-dining restaurant chain in the Midwestern United States to examine turnover's relationships with sales, tips and service. Turnover was negatively correlated with sales and service among high-volume restaurants but not among low-volume restaurants. Interestingly, the opposite pattern was observed for turnovers’ relationship with tip percentages—turnover was negatively correlated with tip percentages among low-volume restaurants but not among high-volume restaurants. Plausible explanations for these findings are discussed along with their practical implications.

Darden Restaurants CEO Joe Lee on the importance of core values: Integrity and fairness

Executive Overview Joe Lee has been CEO and chairman of the board of Darden Restaurants, Inc., since it was spun off as a separate company from General Mills in 1995. Prior to that he was on the board of directors for General Mills, where he served as vice chairman. Joe began his career in the restaurant industry in 1967 as a team member in the original Red Lobster working for his mentor, the namesake of Darden Restaurants and the founder of the Red Lobster concept, Bill Darden. Bed Lobster was acquired by General Mills in 1970, and Joe became president of Red Lobster in 1975. He served as president of the National Restaurant Association and has received numerous awards including the food industry's highest award, the Golden Plate, in 1995. Darden is the largest casual-dining restaurant company in the world, serving over 300 million meals annually in 1,200 company-owned restaurants across the United States and Canada. Since it separated from General Mills, Darden has grown under Joe's leadership approximately 7% annually. Total sales for Darden's fiscal 2001 exceeded $4 billion in the over $45 billion casual-dining sector of the restaurant industry. Both Darden and this sector are growing at a 6–8% annual rate. Darden, based in Orlando, Florida, employs more than 128,000 people. Its restaurant brands include Red Lobster, Olive Garden, Bahama Breeze, and Smokey Bones BBQ Sports Bar. It has been on Fortune's list of America's Best Companies for Minorities for three consecutive years. Because Darden purchases over 100 million pounds of seafood annually, it has a unique interest in wild-caught and sustainable aquaculture resources. Several years ago the Darden Environmental Trust was established to help countries throughout the world better manage their wild-caught and sustainable natural resources.

The Brand-Personality Scale

A study of a convenience sample of 247 students at Cornell's School of Hotel Administration measured the extent to which respondents differentiated among the personalities of nine restaurants in three segments (quick service, casual dining, and upscale). The study was based on Jennifer L. Aaker's brand-personality scale, which posits five overall personality dimensions comprising 42 traits. The overall dimensions are competence, sincerity, excitement, sophistication, and ruggedness. Respondents rated each of the nine restaurants on Aaker's 42 traits. On balance, the students did not perceive large differences among the restaurants' overall personalities, although certain restaurants were seen as distinctive on individual dimensions. For instance, McDonald's was seen as being more competent and exciting than either Burger King or Wendy's. Chili's was rated as the most rugged of the three casual-dining restaurants, while TGI Friday's was considered to be more exciting than Chili's or Applebee's. Ironically, the students reported the least personality differentiation among the upscale restaurants (all local establishments), even though the chef's or owner's personality usually informs such restaurants. Overall, upscale restaurants were perceived to be more sophisticated than the casual-dining or QSR outlets, while the casual-dining restaurants were seen as more sincere.

Development of a Beef Appetizer Concept for Casual Dining Restaurants: Application of Focus Group Interviews and Consumer Sensory Evaluation

An alliance of beef-related groups has been formed to investigate the feasibility of developing a beef appetizer for casual dining restaurants. Focus groups were employed to gather qualitative information from casual dining restaurant consumers and kitchen managers. A consumer sensory evaluation was conducted in a restau rant environment to quantitatively test the perceptions gleaned in the focus group interviews on a larger scale. The alliance has made significant progress in develop ing the beef appetizer concept for the foodservice market.

Benefit Dimensions of Midscale Restaurant Chains

Using the results from a Consumer Reports survey, this article investigates how consumers value benefits provided by family, steak-house, and casual-dining restaurant chains. The CR scores were used to construct three benefit dimensions: “food-service quality,”“family price-value,” and “time convenience.” For all types of restaurants, “food-service quality,” which comprises the basics of food taste and staff friendliness, has the strongest overall effect on chain ratings. “Family price-value” and “time convenience” boost overall ratings only for family restaurants.