Quick-service Restaurant Chain Research Articles

Effects of a randomized intervention promoting healthy children's meals on children's ordering and dietary intake in a quick-service restaurant.

Children's consumption of restaurant foods is associated with higher energy intake and lower nutritional quality compared to foods prepared at home. The aim of this pilot study was to test whether an in-restaurant intervention promoting healthy children's meals (i.e. two meals that met nutrition recommendations and were thus healthier than typical children's meal offerings across leading restaurants) affected children's meal selection and intake. Families with 4-to-8-year-old children were recruited from one location of Anderson's Frozen Custard, a regional quick-service restaurant chain. Families were randomly assigned to return to the restaurant during an intervention or control period and were blinded to group assignment. All families received free meals. During the intervention period families also received placemats featuring two healthy "Kids' Meals of the Day" upon restaurant entry. After families finished dining, researchers recorded children's orders and collected leftovers for quantifying dietary intake via weighed plate waste. Poisson regression and chi-square tests were used to compare children's orders between study groups, and t-tests were used to test for differences in dietary intake among children ordering a promoted healthy entrée (main dish) versus those who did not. Fifty-eight families participated. Children who were exposed to the study placemats prior to ordering ordered a significantly greater number of healthy food components compared to controls (p = 0.03). Overall, in the intervention group, 21% of children ordered a healthy entrée or side dish, versus 7% of controls. Children who ordered one of the promoted healthy entrées consumed less saturated fat across the total meal compared to those who did not (p = 0.04). Manipulating the prominence of healthy choices in restaurants may shift children's meal selections. Future research should build on these initial promising results, aiming to increase the potency of the intervention to achieve more widespread effects.

Mast Kalandar: Prioritizing Growth Opportunities

Winner of the 2014 EFMD competition for best case on Indian Management Issues and Opportunities.After a highly successful third round of funding in 2012, Gaurav Jain, founder of quick service restaurant chain Mast Kalandar, was looking to expand. In addition to opening new stores in other cities, Jain was also hoping to increase the profitability of his existing stores in Bangalore, Hyderabad, Chennai, and Pune. He needed to fully understand the financials of his current operations and identify the key drivers of success at the stores, at both the city and corporate levels. With this understanding, he would be able to evaluate how best to improve the performance of existing outlets and to choose an entry strategy for new cities. Students are asked to develop a financial model for outlets and use it to compare different growth strategies.After analyzing this case, students will be able to: Assess the strategic and operational tradeoffs being made by the CEO of a company in a growing foodservice sector of an emerging market as he establishes and grows his enterprise Build a financial model for outlet operations that identifies key drivers of performance and allows for a comparison between different growth strategies Strategically prioritize growth opportunities for a company in response to an influx of new capita

Applying mixed methods to identify what drives quick service restaurant's customer satisfaction at the unit-level

The current study addresses issues related to developing a set of critical quality attributes. The primary research objective was to address drawbacks of importance–performance method and develop a novel approach that identifies satisfaction drivers for unit-level quick service restaurant (QSR). The new approach is based on synthesis of qualitative, PRCA, and importance grid methods. Basic (taste, temperature, and accuracy), performance (friendliness) and excitement (cleanliness, speed, and ease of understanding) factors were identified for a QSR context. The current findings help to resolve the problem of performance optimization and identify an optimal set of QSR attributes to allocate resources. Taste, temperature, and accuracy must be ensured as top priority. Then, friendliness should also be ensured and only after that the resources should be allocated to cleanliness, speed, and ease of understanding. Generalizability of the findings is bounded by the fact that only one QSR chain was examined. Additionally, only a limited number of QSR attributes was examined.

Documenting business-to-consumer (B2C) communications on Facebook

Purpose – The purpose of this study is to document how restaurant’s business-to-consumer communication strategies evolved on Facebook over time and how consumers’ reactions to a variety of Facebook messages changed over time. Design/methodology/approach – This study analyzed 2,463 Facebook messages posted by seven quick-service restaurant chains and three casual-dining restaurant chains in the fourth quarter of 2010, 2012 and 2014. ANOVA and post hoc t-test were used to compare the differences among four media types (photo, status update, video and hyperlink) in terms of their usage by companies and Facebook users’ reactions to these messages (measured by number of “Likes”, number of comments and number of shares). Findings – Over the three periods of time under observation, there is a substantial decrease of status updates by restaurants and a dramatic increase of photo updates. Photo remained as the most “popular” media type, receiving most “Likes”, comments and shares from consumers. Video was not considered “popular” in 2010 but experienced a slight increase in usage and slowly emerged in 2012 and 2014 as another “popular” media, which no longer had statistical difference with photo in number of comments and shares. Research limitations/implications – Some limitations include an under representable sample and its longitudinal design, but the findings provide additional insight to current literature in social media. Practical implications – A series of suggestions were advanced from the findings to help hospitality managers better engage Facebook users. Originality/value – This is probably the first time-series or longitudinal-like analysis in social media research and yields meaningful findings.

Using needs assessment as a learning tool in the product development process

Purpose – The purpose of this case study was threefold. First, to examine whether a needs assessment can work in the context of an organization’s new product development process to identify the gap between what “is” occurring and what “should” be occurring. Second, to investigate how a well-known stakeholder classification system can be adopted in a practitioner setting. Third, to identify why the new product development process derailed in a quick-service restaurant chain. Design/methodology/approach – A Fortune 200 quick-service restaurant chain provided the setting for a case study on the new product development (NPD) process. Data were gathered from multiple stakeholder groups using interviews and a survey questionnaire. Findings – Findings support the adaptability of needs assessment as a learning tool to help organizations identify and address performance gaps. A second finding was the applicability of the Mitchell et al. (1997) classification system to identify and prioritize groups of stakeholders. Finally, this study revealed that the specific activities involved in the NPD process were not codified, and that the restaurant chains cross-functional team was not adhering to the process due to a lack of training. Research limitations/implications – The specific setting may limit the generalizability of findings. Future research could determine the applicability in other settings. Practical implications – This study provides useful insights for applying needs assessments in conjunction with a stakeholder analysis when problems arise in the product development process. Originality/value – The study contributes to understanding around product development learning tools and provides impetus for the adoption of needs assessments and stakeholder analysis when deficiencies in the process occur.

Nutritional consequences of a fast food eating occasion are associated with choice of quick-service restaurant chain

Aim The aim of the present study was to explore fast food purchasing behaviours and motivations and to assess whether eating at different quick-service restaurant (QSR) chains affects macronutrient consumption of a fast food eating occasion. Methods A cross-sectional computer-based survey was completed by consumers at a local fair or via an external hyperlink. Consumers were at least 16 years and had purchased items from McDonald's, Hungry Jack's, KFC, Domino's or Red Rooster in Australia within the last 6 months. Custom-written software captured the items consumed by the respondent, contextual data, reason for consumption and demographic information. Results Five hundred twenty-three adolescents and adults (76.6% female; 81.3% Australian born) completed the survey. They reported commonly purchasing takeaway (69.7%) and from McDonald's (35.5%). Consumption was primarily convenience driven but varied by QSR. General linear models indicated that energy consumed (kJ; M ± SE) from fast food items varied significantly between chains, being higher at Hungry Jack's (4383 ± 138) and KFC (4277 ± 154) compared with Domino's Pizza (2725 ± 239) and McDonald's (3263 ± 124). Total saturated fat, sodium and percentage of energy from fat also varied significantly by QSR chain (all P < 0.001). Total energy consumed on one visit was positively associated with frequency of fast food consumption (P = 0.008). No demographic variable consistently associated with nutritional characteristics of the fast food eaten. Conclusions The nutritional implications of fast food consumption are not uniform across different QSR chains. To our knowledge, this is the first study to indicate an association between frequency of fast food consumption and energy intake at a fast food eating occasion.

Healthier side dishes at restaurants: an analysis of children's perspectives, menu content, and energy impacts.

BackgroundChildren consume restaurant-prepared foods at high rates, suggesting that interventions and policies targeting consumption of these foods have the potential to improve diet quality and attenuate excess energy intake. One approach to encouraging healthier dietary intake in restaurants is to offer fruits and vegetables (FV) as side dishes, as opposed to traditional, energy-dense accompaniments like French fries. The aims of the current study were to examine: children's views about healthier side dishes at restaurants; current side dish offerings on children's menus at leading restaurants; and potential energy reductions when substituting FV side dishes in place of French fries.MethodsTo investigate children’s attitudes, a survey was administered to a nationally representative sample of U.S. 8- to 18-year-olds (n = 1178). To examine current side dish offerings, children's menus from leading quick service (QSR; n = 10) and full service restaurant chains (FSR; n = 10) were analyzed. Energy reductions that could result from substituting commonly-offered FV side dishes for French fries were estimated using nutrition information corresponding to the children's menu items.ResultsTwo-thirds of children reported that they would not feel negatively about receiving FV sides instead of French fries with kids' meals. Liking/taste was the most common reason that children gave to explain their attitudes about FV side dishes. Nearly all restaurants offered at least 1 FV side dish option, but at most restaurants (60% of QSR; 70% of FSR), FV sides were never served by default. Substituting FV side dishes for French fries yielded an average estimated energy reduction of at least 170 calories.ConclusionsResults highlight some healthy trends in the restaurant context, including the majority of children reporting non-negative attitudes about FV side dishes and the consistent availability of FV side dish options at leading QSR and FSR. Yet the minority of restaurants offer these FV sides by default. Promoting creative, appealing FV side dishes can result in healthier, less energy-dense meals for children. Substituting or displacing energy-dense default side dishes with such FV dishes show promise as part of continued, comprehensive efforts to increase the healthfulness of meals consumed by children in restaurant settings.

Children’s Reaction to Depictions of Healthy Foods in Fast-Food Television Advertisements

Since 2009, quick-service restaurant chains, or fast-food companies, have agreed to depict healthy foods in their advertising targeted at children. To determine how children interpreted depictions of milk and apples in television advertisements for children's meals by McDonald's and Burger King (BK) restaurants. Descriptive qualitative study in a rural pediatric practice setting in Northern New England. A convenience sample of 99 children (age range, 3-7 years) was shown depictions of healthy foods in fast-food advertisements that aired from July 1, 2010, through June 30, 2011. The images from McDonald's and BK showed milk and apples. Children were asked what they saw and not prompted to respond specifically to any aspect of the images. Two still images drawn from advertisements for healthy meals at McDonald's and BK. Children's responses were independently content coded to food category by 2 researchers. Among the 99 children participating, only 51 (52%) and 69 (70%) correctly identified milk from the McDonald's and BK images, respectively, with a significantly greater percentage correct (P = .02 for both) among older children. The children's recall of apples was significantly different by restaurant, with 79 (80%) mentioning apples when describing the McDonald's image and only 10 (10%) for the BK image (P < .001). The percentage correct was not associated with age in either case. Conversely, although french fries were not featured in either image, 80 children (81%) recalled french fries after viewing the BK advertisement. Of the 4 healthy food images, only depiction of apples by McDonald's was communicated adequately to the target audience. Representations of milk were inadequately communicated to preliterate children. Televised depictions of apple slices by BK misled the children in this study, although no action was taken by government or self-regulatory bodies.

Lost in Translation? The Diffusion of Tim Hortons’ Restaurants in the Great Lakes Borderlands

Tim Hortons’ first donut store was established in Hamilton, Ontario, in 1964; other stores were added over time as the chain gradually diffused across Canada to become the country’s largest quick-service restaurant chain with more than 2,400 restaurants. In achieving this dominant status it adopted one of the strategies of any successful restaurant chain; utilizing a uniform architectural style to emphasize to customers the consistency in its menu and operations. This article examines the processes underlying the development of the Tim Hortons brand and the diffusion of its restaurants into the US, specifically the appearance of their restaurants in the Great Lakes borderlands. The study found a consistent architectural style in Ontario but several different styles in Michigan and New York. It is suggested that this lack of consistency in brand identification in its US restaurants is a contributory factor to their lack of profitability and smaller sales.

Control and Fairness in Customer Service

Using the concept of “role theories”, the notions of fairness, freedom versus control, and psychological reactance this article examines how these human factors interact in quick service restaurant (QSR) encounters. This research measures the degree of improvement in customer satisfaction as choices offered to customers, employees’ involvement and speed of delivery, vary. Compensatory effects between control and fairness indicate that QSR chains with a strong tradition of control could introduce fairness attributes into the service encounter and increase customer satisfaction without substantially changing existing operating processes. Traditional QSR models may improve competitiveness and strengthen brand image by developing a stronger emotional connection with their customers. New avenues in front-line employee training could emerge, potentially leading to higher employee satisfaction.

The product innovation process of quick‐service restaurant chains

PurposeThis paper aims to outline the innovation process activities described by quick‐service restaurant (QSR) managers and to compare it with an earlier QSR process model and with those used in other food service settings.Design/methodology/approachSix semi‐structured interviews with QSR chain executives in the USA were conducted to better understand the underlying factors and dimensions that describe successful innovation process practices.FindingsFor new QSR menu innovations, the development teams follow a structured approach to reduce the likelihood of failure due to issues such as poor consumer demand or implementation. QSR screen new food innovations approximately five times during the development process. Furthermore, today's QSR innovation process integrates more sophisticated market research technology and a post‐audit is carried out after the new food concept has been launched. In comparison with studies of Michelin‐starred chefs QSR development teams use an approach that is much more explicitly structured as a whole due to the larger scale roll‐out as well as greater cross‐functional and regional differences to consider in the QSR setting.Research limitations/implicationsThe study was conducted in only one country and on a small sample. Based on an analysis of the findings, the innovation development process of QSR can be broken down into 13 main steps. Compared with earlier hospitality innovation studies, the process in this setting includes multiple screenings for high‐risk innovations, and greater emphasis on operational and training issues.Originality/valueThe study expands the scope of hospitality innovation research and the findings have important implications not only for QSR settings but also for other restaurant segments, and for other hospitality service endeavours.

Mediating Effects: A Study of the Work Environment and Personality in the Quick-Service Restaurant Setting

The relationship between core self-evaluation (Judge, Locke & Durham 1997) and job satisfaction and organisational commitment is explored. Two workplace environment factors are examined as potential mediators of these relationships; empowerment and organisational climate. The sample for the study consisted of employees from one quick-service restaurant chain well regarded in employee and community relations. The findings of the research support mediation of the core self-evaluation and job satisfaction relationship as well as the core self-evaluation and organisational commitment relationship. A discussion of the relevance of these findings for hospitality practitioners and the hospitality literature alike is provided.

`True Stories' of Canada

This article discusses the connection between brands, national identity and the social and historic practices of the Canadian nation-state. Specifically, it examines the long-running `True Stories' ad campaign of Tim Hortons coffee shops, Canada's most successful quick-service restaurant chain. These ads insert Tim Hortons into customers' stories about travel, endurance and adventure, and authorize Tim Hortons itself as both the site and source of Canada's self-image.This authorization occurs in three ways: 1) by taking advantage of a space generated by overt, statist, bureaucratic management of Canadian identity and culture, 2) by locating national identity within mundane, sensual consumptive desire, and 3) by capitalizing on the ambiguities of articulating Canadian national culture, especially within the context of an officially multi-cultural project.

Management Perceptions of Older Employees in the U.S. Quick Service Restaurant Industry

The quick service restaurant industry has had a consistent problem finding employees for its growing sales trends over the past decade. The traditional employee for quick service restaurants is often young and inexperienced. The current study is exploratory research into the quick service restaurant industry staffing practices and procedures done by analyzing the perceptions of 20 managers from quick service restaurant chains in the Southeastern part of the U.S. regarding older workers. The study finds that the positive perception held by managers regarding older workers does not translate into a stated desire to actually hire a larger percentage of older workers to staff the restaurants. Implications for practitioners are presented.

An Extension of Burgernomics: Using A Full-Service Restaurant Product to Measure Purchasing Power Parity

ABSTRACT The purpose of this paper is to determine if the price of a hamburger at a themed restaurant chain (Hard Rock Cafe) in the casual dining segment is a better indicator of purchasing power parity than the price of a hamburger at a quick-service restaurant chain (McDonald's). The “Big Mac Index” published by The Economist is the source for the price of a Big Mac sandwich in each of the represented countries. The index was originally developed to measure purchasing power parity based on exchange rates. An alternative index, the Legendary Burger Index, is developed and compared to the Big Mac Index to determine the accuracy of the prices for the two types of restaurants in measuring purchasing power parity. The Legendary Burger Index was shown to perform slightly better than the Big Mac Index when examining currency valuations and the relationship between the burger price and various economic variables.

Contributions of the White Castle and Ingram Family to the Quick Service Restaurant Industry

Edgar Waldo “Billy” Ingram is an American entrepreneur that built White Castle into one of the most successful quick-service restaurant chains in the history of the United States. He is acknowledged as the first restaurateur to offer this now universally accepted product “the hamburger” as the primary menu item. As a pioneer in the sprawling quick service industry, his magical influence transformed the lowly regarded hamburger into the most popular food item in America (Hogan, 2001). Before White Castle, hamburger sandwiches were primarily served at carnivals, fairs and amusement parks rather than in restaurants. At that time, hamburger was not considered worthy of serving at restaurants. Prior to 1920s, most Europeans never perceived hamburger as a menu item at a restaurant as it is often thought as a poor man's fodder.

An Exploratory Study of Quick Service Restaurants' Changing Menus

Abstract The literature suggests that consumers are expecting additional healthy menu items from quick service restaurants due to the increasing rates at which people are becoming overweight and obese. The current exploratory study analyzes the menu items of ten quick service restaurant chains to determine how many new “healthy” items have been added to menus in 2004 in comparison to 2003. Further analysis, through the use of surveys, determined the types of new menu items, the nutrition/ health claim for each, and how these new healthy menu items have been promoted by five of the ten quick service restaurant chains. Based on the analysis, it was found that on average these chains added 5.3 new healthy menu items in 2004 when compared to 2003. It was also determined that the majority of the new menu items introduced were low calorie and low fat, and that internal promotional techniques were the primary method of marketing. Implications for practitioners and for future research are discussed.

New developments concerning wages and hours in the restaurant industry

Segments the US restaurant business as quick service and drive‐in, and goes on to discuss each of these components in more detail. Elaborates on employee costs, showing these rise percent wise as the restaurant’s profile does also, but emphasizes that labour laws only allow full‐time employees to have entitlement to full medical benefits. Notes that the quick service restaurant chains include such as McDonalds, Burger King, etc., and the drive‐in area includes both public and speciality sectors. Concludes that only the tip of the iceberg has been touched here with regard to wages and time in the industry.

An Exploratory Study of Determinant Factors for the Success of Chinese Quick Service Restaurant Chains

An Exploratory Study of Determinant Factors for the Success of Chinese Quick Service Restaurant Chains

Consumer preferred hot beverage temperatures

The hospitality and food science literatures specify brewing and holding temperatures for hot beverages such as coffee, while the medical literature states that those very beverage temperatures will cause scalds and harm. These two specifications are at odds with one another, and recommend different approaches to serving and handling hot beverages. Considering the disparate standards it is interesting to note that no one has reported asking consumers of hot beverages at which temperature they prefer to consume their hot beverages. This pilot study is a first step in determining the consumer preferred hot beverage temperature. The research intent is to see if a temperature, or temperature range, can be established at which consumers drink a hot beverage, in this case coffee. The research is particularly relevant given recent litigation relative to spills and burns at foodservice operations, and subsequent changes in holding temperatures at some quick service restaurant chains. The findings suggest that the standard brewing and holding temperatures are too high for consumption, while the temperature identified as the medical literature threshold for burns is too low for consumption. ©