QSR customer sustainable behaviors and brand practice perceptions on willingness to pay a premium

Ottenbacher, Michael C.; Kuechle, Graciela; Harrington, Robert J.; Kim, Woo-Hyuk

doi:10.1108/ihr-03-2019-0006

Cited by 17 publications

(9 citation statements)

References 56 publications

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“…Moreover, in order to attract more tourist service providers must provide quality goods and services in a clean and hygienic environment. Further, Ottenbacher et al (2019) suggested that sustainability efforts are primarily driven by internal beliefs as well as behaviours of customers themselves rather than by the mere actions of firms. This means that customer education is necessary for achieving sustainable tourism goals.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

Stakeholder role in tourism sustainability: the case of Kwame Nkrumah Mausoleum and centre for art and culture in Ghana

Amoako

Obuobisa‐Darko

Marfo

2021

IHR

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PurposeThe paper examines the role of stakeholders in tourism and hospitality industry to ensure sustainability. This study focuses on investigating how stakeholders view can influence business sustainability in the tourism industry in Ghana and Africa. The study also looks at the future of sustainable tourism activities in Ghana and Africa.Design/methodology/approachA qualitative approach was adopted and interviewees were purposively selected. Using the semi-structured interview 12 people were interviewed and NVivo used to analyse the data. The study was carried out in Accra the capital city of Ghana. Using the stakeholder based theory and resource based theory (RBT) the study addresses how sustainable competitive advantage can be developed.FindingsResults shows how stakeholders involved such employees, government, community/society, private sector and individual shop owners perceive factors that enhance or limit progress in tourism. Some challenges they encounter include high level of illiteracy, lack of education for upcoming youth, low funding and publicity, lack of the enforcement of laws in the sector. The findings also indicated that to ensure sustainability in the industry the products should be unique, valuable, rare, non-substitutable and non-imitable and has to be advertised.Research limitations/implicationsResearchers encountered difficulties in eliciting answers from stakeholders who are experts and managers in the industry because of their busy schedules. The researcher admits that this research work which is carried out only in Ghana cannot be used to generalise an assumption for the entire industry sectors in Africa and beyond. The sample size could be improved and the study could be conducted in other African countries for the purposes of comparison.Practical implicationsThis study reveals how stakeholders view developments in the tourism sector and this can be used as a guide in developing policies and marketing strategies in the tourism industry. Both theoretical and managerial implications are discussed.Originality/valueVery little literature has been written on stakeholders' view on business sustainability in the tourism industry in Ghana. Moreover the use of stakeholder and resource based view theories application in developing competitive advantage in the developing country perspective is unique. The findings in no small way will somehow benefit the government and industry stakeholders by providing the latest views and perspectives in Ghana.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Stakeholder role in tourism sustainability: the case of Kwame Nkrumah Mausoleum and centre for art and culture in Ghana

Amoako

Obuobisa‐Darko

Marfo

2021

IHR

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“…From the point of view of academic contributions, the present study includes the increasing research on the relationship between the consumer and the QSRs (e.g. Ottenbacher et al, 2019;Su, 2011;Ottenbacher and Harrington, 2009) by empirically addressing the relationships between innovative practices (IP), customer experience (CE), customer satisfaction (CS) and customer loyalty in select QSRs. The findings of this study have significant implications for the hospitality industry, as the implementation of innovative practices has a significant impact on Quick Service Restaurants.…”

Section: Theoretical Implicationmentioning

confidence: 99%

Assessing The Impact of Innovative Practices on Customer Experience Satisfaction and Loyalty: A Study on Quick-Service Restaurants in North India

Manhas¹,

Sarangal²

2022

Asean J. Hosp. Tour.

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The primary rationale of this paper is to understand the impact of Innovative practices (IP) on Customer Experience (CE) and Customer Satisfaction (CS) in the Quick Service Restaurant. Further, the study also tends to approach innovative practices (IP) on Customer Loyalty (CL). The primary data was collected from 462 customers of a QSR belonging to an international brand located in Northern India. The scale development procedure involved Exploratory factor analysis, and confirmatory factor analysis has been used to identify and confirm the factor. Further Structural equation modelling has been used to test the hypothesized relationships. The findings of this study proved that innovative practices positively affect customer experience and Customer satisfaction in quick-service restaurants. The findings further indicated a significant relationship between innovation and customer loyalty. Several studies have been conducted on different aspects of service Innovation. The current study is the first attempt to offer innovative practices influence on Quick Service Restaurants. The paper is helpful for both practitioners and academicians as it would help develop effective marketing and operational strategies for Quick Service Restaurants. Moreover, managers are encouraged to carefully consider innovative practices that will increase the customer experience and the satisfaction toward their service offerings.

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“…FFRs that engage in sustainable practices have a competitive advantage over competitors (Tien & Hung Anh, 2018). Many FFRs have become greener as a result of implementing social and environmentally sustainable practices (Ottenbacher et al, 2019). Sustainability, as well as the use of locally grown and sourced meats and produce, have emerged as major trends in the restaurant industry (National Restaurant Association, 2020).…”

Section: Sustainability Consumers and Fast-food Industrymentioning

confidence: 99%

Sustainable Business Strategies for Fast-Food Restaurant Growth: Fast-Food Restaurant Managers’ Perspectives in Lake Region Economic Block, Kenya

Nyamogosa¹,

Obonyo²

2022

JHT

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Purpose: The goal of this study was to identify sustainable business strategies for fast-food restaurant growth. Research design and methodology: To collect and analyze data for this study, an exploratory and descriptive design were used. A total number of 208 self-administered questionnaires were given to fast-food restaurant managers from the Lake Region Economic Block in Kenya. The selection of all 208 restaurant managers was conducted through stratification and proportionate sampling methods. The collected data was analyzed in SPSS using descriptive statistics and regression analysis. Findings: The implemented sustainable business strategies for fast-food restaurant growth were identified as economic sustainability strategies, environmental sustainability strategies, and social sustainability strategies. The regression results revealed that implemented economic, social, and environmental sustainability strategies significantly (p =.001) influence fast-food restaurant growth and explained 10.9 percent of the variance in fast-food restaurant growth. The findings revealed a link between sustainable business strategies and fast-food restaurant growth. Contribution to theory and practice: The newly acquired insights in this study will contribute to the academic literature on the adoption of sustainable business practices and their impact on fast-food restaurant growth. The findings of the study will aid in the creation of policies to address issues in the fast-food business. In addition, the study's findings will aid fast-food restaurant managers, who will be able to comprehend the role of sustainable business strategies in fast-food restaurant growth and, as a result, will be able to adopt and apply them to maintain and improve their business.

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QSR customer sustainable behaviors and brand practice perceptions on willingness to pay a premium

Cited by 17 publications

References 56 publications

Stakeholder role in tourism sustainability: the case of Kwame Nkrumah Mausoleum and centre for art and culture in Ghana

Stakeholder role in tourism sustainability: the case of Kwame Nkrumah Mausoleum and centre for art and culture in Ghana

Assessing The Impact of Innovative Practices on Customer Experience Satisfaction and Loyalty: A Study on Quick-Service Restaurants in North India

Sustainable Business Strategies for Fast-Food Restaurant Growth: Fast-Food Restaurant Managers’ Perspectives in Lake Region Economic Block, Kenya

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