• Journal of the Korean Society of Food Science and Nutrition
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• v.42 no.8
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• pp.1318-1324
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• 2013

The purpose of this study was to improve the satisfaction of industry contracted foodservice customers by analyzing the correlation between satisfaction with foodservice and customer loyalty. To accomplish this, a questionnaire was distributed to 300 customers at five industry contracted foodservice establishments. The average customer satisfaction score was 3.51/5.00, and customer satisfaction was highest with sanitation, followed by service, food, and environment. Blue collar workers showed significantly higher foodservice satisfaction than white collar workers with respect to menu, service, sanitation, and environment (P<0.01). The average customer loyalty score was 3.46/5.00 and revisit intentions, word-of-mouth intentions, and intentions not to switch were 3.60, 3.52, and 3.46, respectively. Blue collar workers had significantly higher customer loyalty than white collar workers for word-of mouth intentions and intentions not to switch (P<0.01). Revisit intentions correlated significantly (P<0.01) with food (r=0.649), service (r=0.636), sanitation (r=0.648), and environment (r=0.579). Word-of mouth intentions and intentions not to switch showed significant (P<0.01) positive correlation with service. The explanation power ($R^2$) of foodservice satisfaction and revisit intention was 0.483, word-of-mouth intention was 0.526, and intention not to switch was 0.3641. The sanitation satisfaction had the highest positive influence on revisit intentions (P<0.01). Service and food satisfaction had a significant (P<0.01) positive influence on word-of-mouth intentions and intentions not to switch.

• Journal of the Korean Dietetic Association
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• v.13 no.2
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• pp.138-156
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• 2007

The purposes of this study were to a) measure the service quality attributes of foodservice type such as school foodservice, hospital foodservice and business & industry(B&I) foodservice, managed by contract management company(CMC), b) compare with service quality attributes by CMC scale, c) analyze overall customer satisfaction(CS) by the foodservice type and the CMC scale, and d) identify the effect of service quality attributes on an overall CS by the foodservice type and the CMC scale. The questionnaires were handed out to 6,620 customers of 207 school, 38 hospital, and 86 B&I foodservices in 108 CMCs. The statistical data analysis was completed using SPSS Win(ver 12.0) for descriptive analysis, t-test, reliability analysis, and multiple linear regression analysis. From an analysis on service quality attributes, 'proper arrangement of table and chair at hall distribution(3.53)', 'operation of nutrition education(3.50)' were highly perceived to student, 'correctable serving(4.08)', 'serve at fixed distribution time(4.08)', 'kindness of serving employee(4.04)' were highly perceived to patient, 'employee's kindness(3.84)' were highly perceived to customer of B&I. In comparison of service quality attributes by CMC scale, most scores of large enterprise(LE) were significantly higher than small and medium sized enterprise(SME) in school foodservice, hospital foodservice and B&I foodservice. Overall CS levels were 3.53 out of a maximum 5 on B&I, 3.46 on school, and 3.44 on hospital and were evaluated differently CS score by CMC scale. Finally, regression results for the effects of service quality attributes on overall CS by each of foodservice type were identified significantly different service quality attributes by foodservice type such as school, hospital, B&I(p<.001) and by CMC scale. For considering the goal of enterprise on profit-making through CS and the needs of customer on CS at moment of truth(MOT), the findings should be applied to the CMC and the foodservice industry.

• Korean Journal of Community Nutrition
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• v.11 no.4
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• pp.502-511
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• 2006

The purposes of this study were to measure job satisfaction levels of dietitians engaged a in contract food service management company, and to examine the impacts of personal characteristics and organizational characteristics on the job satisfaction of dietitians. The questionnaires developed for this study were distributed to 230 dietitians of contract food service management companies in the Seoul and Gyeonggi areas, and a total of 187 (81.3%) questionnaires were used for analysis. Statistical analyses were completed using SPSS (Win 11.5) for descriptive analysis, correlation analysis, t-test and ANOVA. The average job satisfaction score of the dietitians was 2.83, which is lower than "not satisfied" and "not dissatisfied" (3), "Marital status" (p < 0.001), "payroll per year" (p < 0.001), "age" (p < 0.05) and "work experience as a dietitians" (p < 0.05) had significant effects on job satisfaction of work and environmental factors. "Operating group" (p < 0.05), "type of menu" and "type of service" also affected the job satisfaction. Overall, it is important that managers of contract food service management companies establish specified human resource management strategies with understandings of the characteristics of their dietitians and companies to enhance the job satisfaction of dietitians, and to achieve their managerial goals.

• Journal of the Korean Dietetic Association
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• v.14 no.2
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• pp.186-197
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• 2008

The aim of this study was to measure the brand images of contract foodservice management companies by identifying brand image attributes and then developing a measurement scale to measure the weight of these attributes. The measurement scale was developed by following a 5-stage process that included face-to-face interviews with experts, literature review, questionnaire surveys, verification of scale validity, exploratory factor analysis, and confirmatory factor analysis. A total of 137 items measuring brand image were collected: 37 items from studies of brand image and corporate image, 55 items from studies of contract foodservice management companies and 45 items from the internet and websites of contract foodservice management companies. A survey was then conducted to assess the validity and reliability of the questionnaire items. Ultimately, the 137 items were reduced to 40 items. The calculated Cronbach's alpha for the 40 brand image items was 0.934, demonstrating good internal consistency. Based on exploratory factor analysis (EFA), employee attitude, menu content, corporate image, dining location and ambience, along with 33 subattributes, were identified as brand image attributes. Employee attitude was the most significant attribute influencing brand image. After confirmatory factor analysis (CFA) and a review process, four brand image attributes and 33 subattributes were finalized and incorporated into the scale.

• Korean Journal of Community Nutrition
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• v.9 no.4
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• pp.519-527
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• 2004

This study was designed firstly to measure the job satisfaction (JS) levels of personnel engaged in contract food-service management company (CFMC), secondly to compare the job satisfaction levels by personal and company-related characteristics, and thirdly to identify the effects of JS facets on overall job satisfaction. Of 1135 respondents, there were 712 employees in the headquarters and 423 in the branch office. From an analysis on job satisfaction, overall job satisfaction level was 3.22 out of a maximum 5 and the co-worker (3.71) facet of JS was the highest job satisfaction followed by supervision (3.32), work itself (3.26), working condition (3.15), promotion (2.95) and payroll (2.74). In comparison of job satisfaction by personal characteristics, the personnel who were male (p < .01), had associate degrees (p < .01) or long-term careers in foodservice field (p < .05), or were regular employees (p < .01) perceived significantly higher than others for overall JS. In comparison of the job satisfaction by company-related characteristics, overall JS was significant by company scale (p < .01) and by work place (p < .05), but it was not significant by operating group. Finally, on the regression analysis for the effects of JS facets on overall JS, adjusted R2 was 0.534 (p < .001) and all six JS facets, especially payroll, had a positive effect on overall JS significantly (p < .001). Considering that the goal of enterprise on profit-making through customer satisfaction (CS) and the role of personnel on CS at moment of thrust (MOT), the findings confirmed the necessity for continuous internal marketing and human relation management focusing on the lower level of JS facets.

• Journal of Nutrition and Health
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• v.39 no.4
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• pp.417-425
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• 2006

The purpose of this study were to a) investigate operation of human resource in contract foodservice management company (CFMC), b) identify the staffing indices for the establishment an labor productivity for CFMC, and c) develop standardized model of staffing demand as foodservice's scale in CFMC. The data was collected using FS intra-net system from 138 contract-managed foodservice operations in A CFMC and statistical analysis was completed using the SAS/win package (ver. 8.0) for description analysis, ANOVA, Duncan multiple comparison, pearson correlation analysis, and regression analysis. The types of operation were included factory (45%), small scale operation (26%), office (11%), department store (10%), training institute (4%), and hospital (3%). The distribution of foodservice scale was classified by meal served was as follows; 'less than 500 meals (47%)', 'from 500 to 1500 meals (25%)', 'from 1500 to 2500 meals (17%)', and 'more than 2500 meals (12%)'. There was two types of contract method, fee-contract (53%) and profit-and-loss contract (46%) Some variables were significantly high operation indices such as selling price, food cost, monthly sales, net profit and others were significantly low operation indices such as labor, meal time a day in the small foodservice on meal scale (p<.001). The more foodservice was large, the more human resource was disposed on dietitian, cook, cooking employee altogether (p<.001). Foodservice in A CFMC was divided into 2 groups by 500 meals a day, according to comparative analysis of labor productivity as meal scale per working hour, meal scale a day and operation indices as meal per foodservice employee, meal per cooking employee (p<.001). The regression equation model was developed as 'the number of employees=1.82+0.014 ${\times}$ meal served' in the operation of less than 500 meals, 'the number of employees=9.42+0.013 ${\times}$ meal scale a day -0.94 ${\times}$ meal scale per working hour' in the operation over 500 meal scale using labor productivity indices and operation indices. Therefore, CFMC could be enhanced efficiency of human resource arrangement using the standardized model of staffing demand and would be increased effectiveness of profit.

• Journal of the Korean Dietetic Association
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• v.10 no.4
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• pp.467-475
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• 2004

The purposes of this exploratory study were to a) verify the first image remember percentage about foodservice and the desire to eat, b) identify detail attributes on the 'food taste' and 'menu variety', the most important problem of the foodservice, c) decide the ranking for improvement of the identified detail attributes, and d) applicate from customer feedback to foodservice operation in the B&I(business & industry) foodservice. For the more reliable result, customer opinion was collected by qualitative research methodology, such as open-ended questionnaire and in-depth interview. The result was followed as : the firstly, the operation circumstance was total 6,700 meal number a day through in-depth interview and 3 types of meal was served. The secondly, the average usage a week was the 7.4 times(B foodservice(B1F)) and the 1.8 times(A foodservice(3F)), respectively. Using reasons of foodservice were 'broad extent', 'menu type', 'shifting convenience' and etc on B foodservice(B1F) and 'menu type', 'clean space' and etc on A foodservice(3F), but the disadvantages of both foodservice were 'complication on peak time', 'the decline of food taste', and 'the absence of menu variety'. 'The decline of food taste' and 'the absence of menu variety' were pointed out the problem asked immediate improvement. The thirdly, it was examined that the first remember about foodservice were 'menu type' and 'foodservice environment' on A foodservice(3F) and 'foodservice environment(atmosphere)' on B foodservice(B1F). The last result, the detail attributes about food taste were ranked respectively 'a salt taste', 'balance of 5 taste at a meal', 'taste of food characteristic' and the unsatisfaction attributes about menu variety were ranked respectively 'serving frequently a same menu', 'the absence of various taste', 'using frequently a same cooking preparation'.

• Journal of Nutrition and Health
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• v.38 no.9
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• pp.765-776
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• 2005

The purposes of this study were to a) examine IC (intellectual capital) circumstance of CFMC (contract foodservice management company), b) identify the correlation between IC of CFMC, c) analyze the cause and effect of IC in the viewpoint of contractor, client, and customer. The questionnaires of IC measurement were handed out to 108 CfHCs, there composing of main office employees, foodservice managers, customers, and clients of 207 school, 38 hospital, and 86 business/industry foodservices. The statistical data analysis was completed using SPSS Win (ver 12.0) for descriptive analysis, correlation analysis, simple linear regression analysis. First, CFMCs had operational experience for an average of 8 years and 8 months, and served an average of 38,540 meals a day. Most of the respondent companies operated 'food supply/distribution($50\%$)', 'catering ($46.7\%$)', and restaurant business ($43.3\%$)' except for institutional foodservice and managed an average of 66 clients for the contract period of 2 years and 3 months. Second, there was positive correlation between $\ulcorner$sales of foodservice$\lrcorner$ and 'market ability', $\ulcorner$client satisfaction$\lrcorner$ and necessary intellectual capital for managing branch/chain foodservice office, and $\ulcorner$customer satisfaction$\lrcorner$ and $\ulcorner$renewal and development$\lrcorner$, 'market ability', 'infrastructure support for foodservice operation', 'employee satisfaction', respectively. Finally, the result of the cause and effect analysis on CFMCs, clients, and customers was positively influenced by 'client satisfaction' with 'customer satisfaction', 'infrastructure support for foodservice operation' and 'customer satisfaction' with 'employee satisfaction', and 'infrastructure support for foodservice operation'. In conclusion, if CFMCs were to perform a routine checkups by utilizing CFMC's IC measuring tool, improvements in CFMC operational capacities as well as foodservice quality can be noted. Additionally, CFMCS can satisfy their client-customer relationship by employing internal marketing thechniques for employee, a more efficient infrastructure support system, and construc tive infrastructure utilization. Therefore, CFMCs can show significant improvement in their sales and foodservice quali-ty though continuous maintenance of the client and customer satisfaction.

• Journal of the Korean Dietetic Association
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• v.11 no.2
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• pp.170-178
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• 2005

The purposes of this study were 1) to analyze the effect of the information quality of standard menu system of ERP on the user’s satisfaction 2) to analyze the effect of the information quality of standard menu system of ERP on the user’s performance. The questionnaires were distributed to 260 end users(dietitians, foodservice management managers) in charge of managing the institutional foodservice such as the office(government agencies, factories), schools(universities, middle and high school) and hospitals which were managed by contract foodservice management company “C” in Seoul and Kyunggi. The surveys were performed from July 26 to July 30, 2004. Two hundred and fifty questionnaires were responded(response rate : 96.2%). The statistical analysis was conducted by using SPSS Win(11.5). And the descriptive analysis, factor analysis, reliability test, pearson correlation and simple regression analysis were performed. The results showed that the information quality of standard menu system of ERP have a significant positive effect on the user’s satisfaction(p<0.001) and user’s performance(p<0.001). When constructing standard menu system on ERP in the contract foodservice management company, the information quality of standard menu system of ERP should be guaranteed in order to satisfy the end-user and to improve the user’s performance.

• Journal of the Korean Dietetic Association
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• v.9 no.3
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• pp.197-208
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• 2003

This study was surveyed to provide the information on current operational practices and issues of contract-managed foodservice companies. Questionnaires were distributed to 79 contract-managed foodservice companies (eight large-size, 48 mid-size, 23 small-size companies) from March to May in 2002. The contract-managed foodservice companies provided averages of 269,184 (range 140,036-503,500), 14,837 (range 450-75,269), and 4,065 (range 930-8,050) meals daily from large, medium, and small-size companies, respectively. The companies managed to averages of 268.2 (160-619) foodservice contracts at large-size companies, 21.9 (5-63) contracts at mid-size companies, and 4.7 (1-10) contracts at small-size companies. The average numbers of dietitians were 298.6 (range 104-671) in large-size companies, 22.2(6-86) in mid-size companies, and 3.8(1-9) in small-size companies. The averages of sales were 156.5 billion at large-size companies, 6.7 billion at mid-size companies, and 1.7 billion at small-size companies in 2001. The contract was two types including management fee contract(5%), and profit and loss contract(95%). The cost ratios for office foodservice were 59.5% at food cost, 24.2% at labor cost, 6.3% at profit, and 10.1% at other cost. For hospital foodservice, the ratios were 54.0% at the food cost, 34.6% at labor cost, 3.0% at profit, and 11.8% at other cost. For high school foodservice, the ratios were 62.2% at the food cost, 21.5% at labor cost, 5.4% at profit, and 11.2% at other cost. When the contractors managed to the foodservice, the most important matters were the sanitation management and customer satisfaction. Also, the difficult problems were excess investment of equipments and low meal prices.