• Asia-Pacific Journal of Business
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• v.12 no.4
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• pp.1-12
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• 2021

Purpose - This study is an empirical study on the relationship of Thai consumers' attitude toward Korean Wave with the visit intention of Korean restaurants and a mediation effect of consumption value of Korean restaurants. Design/Methodology/Approach - Data were collected using a structured questionnaire of 245 Thai consumers and the hypotheses presented were verified by regression analysis and structural equation models. Findings - As a result of the empirical analysis, it was found that the higher the attractiveness and favorableness of Thai consumers for K-Wave, the higher the intention to visit Korean restaurants, and the Korean Wave attitude have a positive effect on the functional and symbolic values of Korean restaurants. In particular, the important result that can be presented in this study is that the better the attitude toward K-Wave, the higher the consumption value (functional/symbolic value) of Korean restaurants and the symbolic value plays a significant mediating effect on the relationship of the attitude of K-Wave and visiting intention, while the effect of functional value is not verified. Research Implication or Originality - These results means that in order to lead Thai consumers to a Korean restaurant using K-Wave, a strategy to make Thai ones perceive symbolic value of a Korean restaurant higher would be more effective. The main strategic implication of this study is that a high-end positioning strategy with a high symbolism, which make Korean restaurant as a suitable place as a means to show off one's value (or self) or as a means to show off one's social status (or role) to Thai consumers, will be relatively effective.

• The Korean Journal of Franchise Management
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• v.14 no.4
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• pp.35-50
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• 2023

Purpose: This study aims to uncover the mechanism of how initial fees are determined in the restaurant franchise business. Since the initial fees can be considered as a price of utilizing business models and operational knowledge of a certain franchise brand, it is critical to understand the fee decision-making process based on the strategic pricing theories. Therefore, this study investigates the influence of operational value on the determination of initial franchise fees grounded on a value-based pricing strategy. The Operational value is specifically categorized into profitability, growth, and stability of the franchise system. Research design, data, and methodology: The data used were collected through franchise disclosure documents and brand equity index provided by Korea Management Association Consulting. Data from 44 franchise restaurants during 2018 to 2021 are included in the sample. The panel dataset was analyzed by using generalized least squares estimation with R-Studio. Results: Profitability and stability positively influence initial franchise fees. However, growth did not influence initial franchise fees. Conclusions: The results of the study demonstrate that the operational value plays a critical role in determining the franchise fees. Specifically, franchisees recognize how much revenue a franchise system generates for them (i.e., profitability) and how stable the entire system is for operating business (i.e., stability) when they make purchasing decisions for franchise. The findings extend the pricing literature by applying pricing theories in the franchise fee context. Also, the study contributes to franchising and restaurant management literature by providing knowledge of how franchise fees are determined.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.8
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• pp.197-216
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• 1997

In tandem with Korea's globalization efforts, local restaurant business in growing leaps and bounds. By the year 2000, the industry is expected to soar to one of the major industries with hosting many large-scale international events. Rising to the occasion, the Korea Restaurant Industry needs change itscurrent modus operandi focusing on management skill improvement and globalizatin of its network. In Particular, they need to have their competity edge against multinational Restaurant brands both in local and overseas markets. To further develop the local industry, we need to work on the following areas. 1. Top management is required to show firm commitment to development of local brand that can be a real player in the global market. 2. To make any impact in the global market, a specific marketing strategy needs to be developed fit for each market. 3. To save initial investment expenditure, a close cooperation among local industries is prerequisite. 4. To make the industry easier to go global, local government needs to provide them with financial and taxational benefits.

• Culinary science and hospitality research
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• v.10 no.2
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• pp.72-83
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• 2004

The study aimed at conducting comparative analysis of employees' job satisfaction between Korean brand restaurant and foreign's in the food service industry, and suggesting useful human resource management. As a result, the survey showed several findings; The first, workers in the Korean brand restaurant have more satisfied than foreign brand restaurant employee overall. The second, expecially employees in the Korean brand company have higher pride and vision than those of Foreign brand company in the restaurant business. The third, service staffs in the both recognized very low in the working schedule, fairness of promotion, and wage. Some implications are as followed; The first, works as a one day manager or unit manager who is one of the best employees. The second, use education & training video to increasing the communication. The third, attend in the decision making to being a part of co' and giving a motivation.

• Journal of Smart Tourism
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• v.1 no.1
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• pp.69-74
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• 2021

Restaurants are an important area of the hospitality industry. This industry sector has not only experienced severe consequences of the recent lockdowns, but it has also seen the rise of digital technologies. As known from other industries, the digital transformation impacts products, processes and business models alike. Starting from the classical distinction of a restaurant's front- and back-of-the-house processes, this paper presents an overview on current developments in the restaurant industry and based on an analysis of current digital services, it derives some implications for future directions. Among the observations are that restaurants need to cover more touch points, provide more individualized offerings and strive for more automation as well as integration of their systems.

• Culinary science and hospitality research
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• v.16 no.1
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• pp.191-208
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• 2010

The hotel business should enhance a service quality in order to improve management skills and profits. However, when compared the size of foodservice industry and hotel, it is show that the hotel management systems are insufficient. In this respect, this study examines how the culture of hotel business affects to service quality. The results of the analysis are as follows. First, the culture of hotel business affects restaurant tendency. Consequently, the hotel, which is open-minded culture, copes with the external changes in a flexible manner. Second, the culture of hotel business affects hotel management skills. Good culture of the business creates the positive result toward the employees, customers, prime cost and inventory control. Third, hotel restaurant tendency affects to efficient hotel service quality and management performance. Fourth, change of hotel management skills brings difference of service quality and management performance. Good hotel management skills will be able to raise the competitive power between hotels. In the future, various empirical researches are continuously expected. By doing so, the result of the study helps to scholars and hotel managers.

• Journal of the Korean Society of Food Culture
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• v.23 no.2
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• pp.139-151
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• 2008

The purpose of this study was to determine the empirical cause-effect relationships among business ethical values and person-organization fit, job satisfaction, turnover intent, and organizational performance within family restaurants and feeding facilities. Self-administered questionnaires were completed by 459 restaurant employees. The SPSS and Amos programs were then applied to the data to perform frequency, factor, reliability, correlation and SEM analyses. The primary results are as follows. First, business ethical values had a significant positive effect on person-organization fit. Second, person-organization fit had a significant positive effect on job satisfaction, and a significant negative effect on turnover intent. Third, job satisfaction had a significant positive effect, and turnover intent had a significant negative effect, on organizational performance. Finally, upon verifying the possible direct and indirect effects of business ethical values within family restaurants and feeding facilities, it was determined that the ethical values had significant direct and indirect effects on person-organization fit, job satisfaction, turnover intent, and organizational performance. These findings have various implications. For example, an improved in-house ethical working environment leads to greaterperson-organization fit, and having employees that feel there is better in-house ethical reliability leads to greater consistency between personal and organizational values, resulting in higher job satisfaction and ultimately organizational performance.

• International Journal of Advanced Culture Technology
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• v.8 no.3
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• pp.172-185
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• 2020

To explore the impact of restaurant service quality for foreigners in South Korea on customer satisfaction, customer trust, and loyalty from three dimensions: quality of physical environment, food quality, and service quality and the influence of perceived price on satisfaction and loyalty, a survey was conducted by collecting 202 valid questionnaires and Amos 23 was used to examine the relationships between variables. The results show that the quality of physical environment, food quality, and service quality have significant positive effects on customer trust, but only food quality has a significant effect on customer loyalty and all three have no significant effects on customer satisfaction. In addition, customer trust has a significant positive effect on customer satisfaction and customer loyalty, but the effect of customer satisfaction on loyalty has not been verified in this study. At the same time, perceived price has a significant positive effect on customer satisfaction, but no significant effect on customer loyalty. Then the study examined the moderating effect of gender by using the SEM multi-group analysis method, founding that there are no significant differences between male and female on the impact of the three dimensions of restaurant service quality on customer satisfaction, and no significant differences between male and female on the impact of perceived price on customer satisfaction and customer satisfaction on loyalty, meaning that gender's moderating effects are not valid. These conclusions of this study are useful for restaurant operators to improve the quality of the physical environment, food quality and service quality, effectively improve customer trust, and thus customer satisfaction and loyalty.

• Journal of Nutrition and Health
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• v.42 no.3
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• pp.268-277
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• 2009

This study examined the restaurateur's willingness to participate in the healthy restaurant program. Using a structured self-administered questionnaire, data on subjects' personal, business and management characteristics, willingness to participate in the healthy restaurant program and the perception of healthy restaurant program were collected from 145 restaurateurs in Seoul. Descriptive statistics, chi-square tests, and logistic regression were used in the analysis. Half of respondents (50.3%) were willing to participate in the healthy restaurant program. Years of business (OR = 2.584, 95% CI = 1.049-6.369), consideration of food quality (OR = 0.321, 95% CI = 0.147-0.702), and awareness of importance of nutrition or health information (OR = 2.416, 95% CI = 1.082-5.391) were significant indicators for restaurateur's willingness to participate in the healthy restaurant program. Hence, strategic activities to inform the benefit of healthy restaurant program for both restaurateurs and consumers are necessary.

• The Korean Journal of Franchise Management
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• v.9 no.3
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• pp.45-55
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• 2018

Purpose - Non-verbal Communication with customers in restaurant business can play an important role because it affects customer behavior and attitudes as a means to develop and maintain long-term relationships with customers. The purpose of this study is to analyze the effect of non-verbal communication with customers and the effect of the influence on customer satisfaction, trust, and revisit intention. Research design, data, methodology - In order to verify the research models and hypotheses of this study, questions were prepared for each variable and data were collected through questionnaires. The questionnaire survey was conducted from March 27, 2018 to April 17, 2018, for those who agreed with the citizens of the Jeju area who visited the restaurant recently. 50 out of 100 were conducted by internet survey and 50 were surveyed. Thus, a total of 100 responses were used using structural equation modeling with Smartpls 3.0. Results - The results of the study are as follows. First, non-verbal communication has a significant impact on customer emotion. Second customer emotion have a significant impact on customer trust and satisfaction. Third, Customer satisfaction had positive a significant effect on revisit intention. Fourth, Customer trust had positive a significant effect on revisit intention. Conclusions - The implications of this study are following as: The food service company should continuously provide non-verbal communication training to employees so that they can respond to customers with the right attitude and bright smile. In particular, in the case of restaurant franchises, customer response manuals should be created and distributed to the franchisees, and a regular training program for the franchisees should be implemented to provide the same service to the customer. Second, CEOs should have to worry about what kind of experience he or she has left since leaving the store. It is also necessary to constantly look at what customers experience in their stores or in their brands, and what emotions they form through their experiences. Third, the more satisfied or trusted customers are formed through the service of the employee, the more loyal the restaurant business will be, and the more likely it is to make continuous revisit and positive word-of-mouth activities..