• Culinary science and hospitality research
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• v.5 no.1
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• pp.249-272
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• 1999

The purpose of this was to solve conceptual problems of family restaurant through theoretical approach, to improve problems associated with managing restaurants, and to suggest plans for family restaurant chains. First of all, in order to improve the problems of franchising, the contents of contract were analyzed by showing the examples, and the methods were illustrated to analyze the overall contents. Hereafter, family restaurants will be categorized as either 'Casual Dining' or 'Theme Restaurant', some of the nicknames for family restaurant. However, the fundamental categories will be in accordance with the categories of NRA of the U.S.A. as 'Family Chain Restaurant', 'Grill-Buffet Restaurant' and 'Dinner House'. It is hoped that the future study categorize these three in more details. The problems of restaurant management were considered to be concerned with the owner and the managerial problems. As a way to overcome the problems associated with restaurant chain concept, the importance of manual and food & beverage production, the analysis on different methods of store development, the characteristics of manual, the interested items when filling-out, and the methods were presented. The basic systems of commissary food service were introduced and their effects were presented as well in this study. The stages of store development and the models of expansion were presented for an analysis. The main focus of this study was to grasp the flow of organizational and store expansion by analyzing on-site stores and headquarters office hence find out the reason why the current portion of family restaurant is decreasing and not increasing among dining out industry. Therefore, it has brought a great opportunity to seize the problems of structual systems of family restaurant. A family restaurant is no longer perceived as an ordinary restaurant, yet it represents a whole new cultural environment due to the unique characteristics of family restaurant such as its food culture, protocol, and various shapes and sizes. The researcher of this study extends his wish that the future study reinvestigates differently categorized family restaurant and gives much attention to a systematically independent research subject.

• Culinary science and hospitality research
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• v.6 no.1
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• pp.79-102
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• 2000

This study aims at providing restaurant marketers and decision-makers both the brand differentiation information and the useful clues to achieve the high market share through the various brand differentiation opportunities in multi-chain family restaurants. Sample surveys were conducted to 245 persons who had frequent using multi-chain family restaurants in Seoul. Method of survey used are telephone interviewing. The result of analysis was shown the marketer's performances on differentiation marketing, but that there were a lot of opportunities of differentiating the brand from others. Therefore, restaurant marketers and decision-makers should try to differentiate their brand along the lines of physical attributes, service, food quality, personnel, location, or image, in order to win the guest and then get the succession of their business.

• Journal of Distribution Science
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• v.13 no.5
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• pp.103-111
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• 2015

Purpose - When it comes to first impressions of family restaurants, people basically think of the following factors: cozy, a refreshing space, indoor lighting, atmospheric music, the best-quality service through mutual interactions with employees, birthday events, follow-up customer management, brand image, and many others. Focusing on such family restaurants characteristics, with consumption experience and customer satisfaction determined as mediator variables, this study looks into the selection factors that affect customer loyalty when choosing a family restaurant. Subsequently, the study conducts an empirical analysis of these selection factors with the greatest influence. Research design, data, and methodology - This study analyzed 200 total surveys of family restaurant customers including college students, workers, housewives, and others. The survey was conducted over two weeks in May 2014. For statistical processing, SPSS 21 was used for factor analysis and reliability analysis as well as AMOS for structural equation analysis. In terms of a variable that would influence either consumption experience or customer satisfaction at the restaurants, the study introduced the concept of customer equity. The study designed a model based on a hypothesis developed using the following factors: customer encounter service value, customer convenience value, brand equity, relationship equity, and other factors defined as components of customer equity by Rust et al. (2000) determined as independent variables as well as with customer experience and customer satisfaction set as mediator variables. The hypothesis, after all, assumed that customer loyalty would be positively (+) influenced. Results - The analysis results from the study reported that brand value, customer encounter service value, and relationship value have positive (+) effects on consumption experience and customer satisfaction. However, as for customer convenience value, this turned out not to have a statistically significant influence on consumption experience and customer satisfaction. In regard to a relation between consumption experience and customer satisfaction, the results showed that the former affects the latter, and in terms of intervening variables, both of these appeared to have a positive (+) effect on customer loyalty. Conclusions - This study suggests that family restaurants should look for strategies that focus on how to promote customer relationships. For example, restaurants could try birthday events or discount events to achieve this goal. Since the study ended up realizing relatively low levels of suitability and statistical significance, the path of the study changed. After all, in order to increase suitability and statistical significance, the study had to eliminate factors such as service quality and others and for this reason the study was unable to conduct the analysis as initially planned. In addition, the data samples of the research were mainly gathered from students, which made it hard to say that the analysis was carried out on samples from every different group. Future research should analyze the characteristics of each group of customers for factors affecting customer satisfaction and customer loyalty in the family restaurant chain.

• Korean Journal of Community Nutrition
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• v.9 no.6
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• pp.734-741
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• 2004

The purposes of this study were 1) to understand customers' expectations and satisfaction on menus in family restaurants, 2) to compare customer satisfaction and brand image for positioning new menus, and 3) to analyze customer satisfaction and loyalty to each menu. From May 8th to 28th, 2004, a total of 3,594 membership customers responded to the email survey. Statistical analyses such as t-test, ANOVA and Pearson Correlation were performed using SPSS 12.0. The results of this study consist of four major parts: general findings, customer expectation analysis, new menu positioning and customer satisfaction analysis. The customer expectation analysis discovered that taste was the most expected attribute in menus of family restaurants, followed by quantity, appearance and price. Statistically different expectations existed among different customer groups categorized by their general characteristics including demographics. Also, high correlations existed among the expectations over all the attributes: food quality, shape, quantity and price of food. Over all the attributes, customer expectation was higher than customer satisfaction. Thus, a discrepancy existed between expectation and satisfaction. Positioning of new menus was determined by brand image and customer satisfaction. Lastly, the customer satisfaction analysis revealed that customers in different gender and age have different satisfaction. In addition, high correlation existed between satisfaction and loyalty on new menus of a family restaurant. In consequence, the research findings suggest managers should understand customer expectation and satisfaction and reposition their menus regularly by menu engineering.

• The Journal of Industrial Distribution & Business
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• v.3 no.1
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• pp.7-16
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• 2012

Despite the enforcement of SSM control laws such as 'the Law of Developing the Distribution Industry (LDDI)' and 'the Law of Promoting Mutual Cooperation between Large and Small/medium Enterprises (LPMC)' stipulating the business adjustment system, the number of super-supermarkets (SSMs) has ever been expanding in Korea. In France, however, Super Centers are being regulated most strongly and directly in the whole Europe viewing that there is not a single SSM in Paris, which is emphasized to be the outcome from French government's regulation exerted on the opening of large scale retail stores. In France, the authority to approve store opening is deeply centralized and the store opening regulation is a socio-economic regulation driven by economic laws whereas EU strongly regulates the distribution industry. To control the French distribution industry, such seven laws and regulations as Commission départementale d'urbanisme commercial guidelines (CDLIC) (1969), the Royer Law (1973), the Doubin Law (1990), the Sapin Law (1993), the Raffarin Law (1996), solidarite et renouvellement urbains (SRU) (2000), and Loi de modernisation de l'économie (LME) (2009) have been promulgated one by one since the amendment of the Fontanet guidelines, through which commercial adjustment laws and regulations have been complemented and reinforced while regulatory measures have been taken. Even in the course of forming such strong regulatory laws, InterMarche, the largest supermarket chain in France, has been in existence as a global enterprise specialized in retail distribution with over 4,000 stores in Europe. InterMarche's business can be divided largely into two segments of food and non-food. As a supermarket chain, InterMarche's food segment has 2,300 stores in Europe and as a hard-discounter store chain in France, Netto has 420 stores. Restaumarch is a chain of traditional family restaurants and the steak house restaurant chain of Poivre Rouge has 4 restaurants currently. In addition, there are others like Ecomarche which is a supermarket chain for small and medium cities. In the non-food segment, the DIY and gardening chain of Bricomarche has a total of 620 stores in Europe. And the car-related chain of Roady has a total of 158 stores in Europe. There is the clothing chain of Veti as well. In view of InterMarche's management strategies, since its distribution strategy is to sell goods at cheap prices, buying goods cheap only is not enough. In other words, in order to sell goods cheap, it is all important to buy goods cheap, manage them cheap, systemize them cheap, and transport them cheap. In quality assurance, InterMarche has guaranteed the purchase safety for consumers by providing its own private brand products. InterMarche has 90 private brands of its own, thus being the retailer with the largest number of distributor brands in France. In view of its IT service strategy, InterMarche is utilizing a high performance IT system so as to obtainas much of the market information as possible and also to find out the best locations for opening stores. In its global expansion strategy of international alliance, InterMarche has established the ALDIS group together with the distribution enterprises of both Spain and Germany in order to expand its food purchase, whereas in the non-food segment, it has established the ARENA group in alliance with 11 international distribution enterprises. Such strategies of InterMarche have been intended to find out the consumer needs for both price and quality of goods and to secure the purchase and supply networks which are closely localized. It is necessary to cope promptly with the constantly changing circumstances through being unified with relevant regions and by providing diversified customer services as well. In view of the InterMarche's positive policy for promoting local partnerships as well as the assistance for enhancing the local economic structure, implications are existing for those retail distributors of our country.