Dining Restaurant Research Articles

Towards a functional model of website evaluation: a case study of casual dining restaurants

PurposeThe purpose of this paper is to propose and apply a conceptual model that can be used to evaluate the functional performance of hospitality and tourism websites. This model will evaluate the websites from the perspective of information provision, communication, transactions, relationships, and technological merit, and how that applies to overall website functionality.Design/methodology/approachThe paper uses a case study methodology in order to evaluate a random sample of the top 400 casual dining restaurant chains of 2007. The casual dining restaurant segment is chosen because of its importance in the overall foodservice industry, as well as its predominant use of websites.FindingsRestaurant websites appear to be fairly strong in providing information in a technologically savvy environment. The areas that are found to be lower in functional efficiency are communication, relationship, and transaction. The three lowest‐rated individual attributes of the websites studied in the current research are the use and functionality of banners, reservations, and language on the websites.Research limitations/implicationsAs a case study, the limitations of this research are that the findings cannot be generalized to all restaurants because only a sample of casual dining chain restaurants is used. In addition, the model evaluated all of the components of the websites as being equal with the understanding that different website components weigh differently in their importance with consumers.Practical implicationsThe implications of the paper are critical for website developers and hospitality organizations as the analysis shows that there is still a gap between customer perceptions of restaurant websites and the potential to use the website to engage and connect with guests. The paper will give industry practitioners some insight into the perceptions regarding the usability of their websites in order to allow the organizations to make changes accordingly.Originality/valueThe paper is pioneering in developing and proposing a conceptual model of website evaluation and applying this theory‐supported conceptual model to the casual dining chain restaurants website evaluation.

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.

The role of the sommeliers and their influence on US restaurant wine sales

PurposeThe purpose of this paper is to examine how sommeliers influence wine sales in US restaurants and to understand how US restaurant sommeliers sell wine to customers, select for the wine list, and keep current on wines.Design/methodology/approachData from 250 telephone interviews among people at fine restaurants who were in charge of the selection and recommendation of wines for customers was reviewed. Fine restaurants were selected from wine spectator's “Gold Medal Winners” list and supplemented by Zagat's top 2,000 restaurants. The interviews averaged 29 minutes in length.FindingsOn an average, customers ask a sommelier to provide wine recommendations 38 per cent of the time and sommeliers volunteer wine recommendations 42 per cent of the time. While wine is becoming increasingly popular and consumers are more knowledgeable, sommeliers play an important role in identifying best products available to meet restaurant customers' expectations.Practical implicationsSommeliers play an important role in influencing the sale of wine in restaurants, in particular, in smaller restaurants and in fine dining restaurants. Focusing on value for money, winery reputation, type of variety and tracking customer preference are all critical factors that respondents considered when selecting wines and when recommending wines to customers.Originality/valueThis paper addresses the advantage of employing a sommelier in fine dining restaurants, given that when there is a designated sommelier more parties order wine (an average 76 per cent vs an average 70 per cent), the average check is higher ($62 vs $55) and the wine list is updated more frequently. Fine dining restaurant managers, owners and sommeliers will find value in this paper.

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.

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.

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.

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.

Validating a Food Safety Instrument

ABSTRACT Food safety management poses a continual challenge for the commercial food service industry. Deficiencies in employee food safety knowledge and poor attitudes toward the importance of food safety can result in practices that increase the risk of foodborne illness. The purpose of this study was twofold: (1) to assess and compare the food safety knowledge and attitudes of employees in fine dining and quick service restaurants; and, (2) to validate a measurement instrument used in prior research about food safety management. In this study, quick service restaurant employees had a lower composite score on their overall knowledge test than did fine dining employees. In addition, a significant difference between the two groups was found in their knowledge and attitudes toward the critical control points of cooling and reheating. However, significant differences between the two groups in the other three areas (cross-contamination, home practice and safe handling practice) were not found. The results of this study are potentially useful for researchers and managers involved with food safety training.

Do Hospitality Programs Provide Restaurant Experiences Commensurate with Local Dining Options?

The primary purpose of this study is to compare customers' perceptions of the dining experience at a student-operated, on-campus fine dining restaurant (Old Guard) to their perceptions of dining at other comparable restaurants located in the downtown college community. A three-part questionnaire was answered by 126 diners at the Old Guard over a four-day period. The results of this study found that, in general, customers were satisfied with the dining experience at the restaurant. When comparisons were made between customers' perceptions of the Old Guard and an off-campus restaurant, twelve of the twenty attributes evaluated were perceived similarly.

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.