QSR brand value

2017 ◽  
Vol 29 (1) ◽  
pp. 551-570 ◽  
Author(s):  
Robert J. Harrington ◽  
Michael C. Ottenbacher ◽  
Simon Fauser
Keyword(s):  
Customer Value ◽  
Brand Management ◽  
Marketing Mix ◽  
Marketing Strategies ◽  
Content Type ◽  
Customer Perceptions ◽  
Research Questions ◽  
Quick Service ◽  
Relative Comparisons ◽  
The Impact

Purpose This study aims to examine the quick service restaurant (QSR) differentiation in the minds of consumers, customers and non-customers and addresses the use of absolute measures. The study integrated competitive context and customer vs non-customer perceptions to better understand marketing strategies and the impact on customer value. Design/methodology/approach A conceptual framework is provided with marketing strategy, 7Ps, value positioning and outcomes. A survey instrument to assess perceptions of QSR marketing mix dimensions and leading QSR brands as referents was used. The study used exploratory factor analysis, ANOVA and logistic regression to address research questions. Findings The five QSR brands were differentiated by three marketing mix dimensions: quality, convenience and price. Subway and Starbucks customers perceived higher quality than McDonald’s and Burger King. Price separated Starbucks and McDonald’s customers. Overall, QSR customers perceived higher quality and convenience than non-customers. Age group was a predictor of customer membership of QSR overall and McDonald’s. Research limitations/implications The study used participants in Germany and had more respondents identified as McDonald’s customers or referent. Practical implications The quality bundle represents unique resources for each QSR brand. Management teams should use a holistic mindset in considering the quality bundle reputation and how the various attributes support each other. Originality/value Consumers look to three factors for QSR rather than 7Ps: quality, convenience and price. Relative comparisons of perceptions among brands and between customers vs non-customers provided important contributions for QSR marketing mix factors.

How can European museums reach sustainability?

2017 ◽  
Vol 72 (3) ◽  
pp. 303-318 ◽  
Author(s):  
Nuria Recuero Virto ◽  
Maria Francisca Blasco López ◽  
Sonia San-Martín
Keyword(s):  
Market Orientation ◽  
Customer Value ◽  
Design Methodology ◽  
Marketing Strategies ◽  
Value For Money ◽  
Content Type ◽  
Value Perceptions ◽  
Decision Making Processes ◽  
The Impact ◽  
Practical Implications

Purpose This research aims to provide evidence of the impacts of market orientation, customer value approach (through prestige, value for money and reputation for quality) and innovation on museum sustainability. Design/methodology/approach The model is analysed through partial least squares (PLS-SEM), using a sample of 549 European museums. Findings The results reveal that reputation for quality, prestige, innovation and value for money positively and significantly influence museum sustainability. Interestingly, the most meaningful linkage is between market orientation and innovation. Practical implications This research helps museums that need to increase their customer value and innovativeness so as to ensure museum sustainability. It proves that museum managers have to increase employees’ involvement in decision-making processes. Originality/value By using a wide sample of European museums, this study suggests that museum managers need to consider the impact of marketing strategies and customer value perceptions on the economic and social sustainability of museums.

A Strategic Framework for Integrating Web 2.0 into the Marketing Mix

2011 ◽  
pp. 909-923
Author(s):  
Samantha C. Bryant
Keyword(s):  
Web 2.0 ◽  
Marketing Strategy ◽  
Virtual Worlds ◽  
Brand Management ◽  
Emerging Technologies ◽  
Marketing Mix ◽  
Marketing Strategies ◽  
Web 2.0 Technologies ◽  
Strategic Framework ◽  
The Impact

Marketing strategy set by the marketing mix has remained fundamentally the same through years of other business disciplines being significantly disrupted by emerging technologies. Emerging Web 2.0 technologies such as wikis, blogs, YouTube, and virtual worlds are not only affecting how companies tactically approach marketing, but also their marketing strategies. This chapter will explore the impact of Web 2.0 technologies on marketing and brand management and how companies can leverage these technologies to strengthen relationships between their brands and consumers through a Web 2.0 marketing mix. This new Web 2.0 marketing mix supplements the traditional four-p marketing mix (price, product, promotion, and placement) with a new “p” lens: participation. The focus of this analysis is on B2C marketing of products and services only.

A Strategic Framework for Integrating Web 2.0 into the Marketing Mix

2010 ◽  
pp. 29-43 ◽  
Author(s):  
Samantha C. Bryant
Keyword(s):  
Web 2.0 ◽  
Marketing Strategy ◽  
Virtual Worlds ◽  
Brand Management ◽  
Emerging Technologies ◽  
Marketing Mix ◽  
Marketing Strategies ◽  
Web 2.0 Technologies ◽  
Strategic Framework ◽  
The Impact

Marketing strategy set by the marketing mix has remained fundamentally the same through years of other business disciplines being significantly disrupted by emerging technologies. Emerging Web 2.0 technologies such as wikis, blogs, YouTube, and virtual worlds are not only affecting how companies tactically approach marketing, but also their marketing strategies. This chapter will explore the impact of Web 2.0 technologies on marketing and brand management and how companies can leverage these technologies to strengthen relationships between their brands and consumers through a Web 2.0 marketing mix. This new Web 2.0 marketing mix supplements the traditional four-p marketing mix (price, product, promotion, and placement) with a new “p” lens: participation. The focus of this analysis is on B2C marketing of products and services only.

Assessing sustainability marketing from macromarketing perspective: a multistakeholder approach

2020 ◽  
Vol 16 (4) ◽  
pp. 287-305 ◽  
Author(s):  
Soha Abutaleb ◽  
Noha El-Bassiouny
Keyword(s):  
Theory Of Planned Behavior ◽  
Planned Behavior ◽  
Purchase Intentions ◽  
Marketing Strategies ◽  
Content Type ◽  
Quantitative Research Methods ◽  
Sustainable Products ◽  
Government Role ◽  
The Government ◽  
The Impact

PurposeThe paper examines three main stakeholders in the market and their roles toward achieving sustainability marketing. Those stakeholders are consumers, companies and policymakers. The current study is examining consumers’ attitudes toward sustainability marketing and their purchase intentions of sustainable products through the use of theory of planned behavior. The paper is also examining the role of companies and policymakers in encouraging consumers to consider sustainability in their purchasing decisions.Design/methodology/approachConcurrent research study is applied, where qualitative and quantitative research methods are conducted at the same time for different purposes with equal weights. Qualitative interviews were applied with fast-moving consumer goods companies and policymakers, while quantitative surveys were applied with Egyptian consumers.FindingsThe results showed that companies are taking serious and effective steps in transforming their marketing strategies into sustainable marketing ones. The government role is still limited as there are no strict laws and regulations that force companies and factories in Egypt to develop sustainability marketing strategies. Consumers’ attitudes were highly affected by firms' sustainable practices as well as subjective norms that led to influencing their intentions toward purchasing sustainable products.Originality/valueAlthough the topic of sustainability marketing is considered by a plenty of researchers in the academic discipline, there are no studies that have combined the main three stakeholders' roles in achieving sustainability marketing in one study. The study highlights the impact of government role and firms' role on consumers' attitudes and purchase intentions toward sustainable products, especially convenient products. This was done through the adoption of the theory of planned behavior.

Mcdonald’s versus Vikram Bakshi

2021 ◽  
Vol 11 (4) ◽  
pp. 1-27
Author(s):  
Nitin Pangarkar ◽  
Neetu Yadav
Keyword(s):  
Emerging Markets ◽  
Multinational Corporations ◽  
Service Industry ◽  
Executive Development ◽  
Content Type ◽  
Academic Level ◽  
Quick Service ◽  
Term Performance ◽  
The Impact

Learning outcomes The case illustrates the challenges of managing JVs in emerging markets. specifically, after going through the case, students should be able to: i.Analyze the contexts in which firms need to form JVs and evaluate this need in the context of emerging markets such as India; ii.Understand how multinational corporations can achieve success in emerging markets, specifically the role of strategic (broader than the product) adaptation in success; iii.Evaluate the impact of conflict between partners on the short-term and long-term performance of a JV; and iv.Create alternatives, evaluate each alternative’s pros and cons, and recommend appropriate decisions to address the situation after a JV unravels and the organization is faced with quality and other challenges. Case overview/synopsis McDonald’s, the global giant in the quick service industry, entered India in 1993 and formed two JVs in 1995 one with Vikram Bakshi (Connaught Plaza Restaurants Ltd or CPRL) to own and operate stores in the northern and eastern zones, and another with Amit Jatia (Hardcastle Restaurants Private Limited or HRPL) to own and operate stores in the western and southern zones. Over the next 12 years, both the JVs made steady progress by opening new stores while also achieving better store-level metrics. Though CPRL was ahead of HRPL in terms of the number of stores and total revenues earned in 2008, the year marked the beginning of a long-running dispute between the two partners in CPRL, Bakshi and McDonald’s. Over the next 11 years, Bakshi and McDonald’s tried to block each other, filed court cases against each other and also exchanged recriminations in media. The feud hurt the performance of CPRL, which fell behind HRPL in terms of growth and other metrics. On May 9, 2019, the feuding partners reached an out-of-court settlement under which McDonald’s would buy out Bakshi’s shares in CPRL, thus making CPRL a subsidiary. Robert Hunghanfoo, who had been appointed head of CPRL after Bakshi’s exit, announced a temporary shutdown of McDonald’s stores to take stock of the current situation. He had to make a number of critical decisions that would impact the company’s performance in the long-term. Complexity academic level MBA, Executive MBA and executive development programs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

“Actions speak louder than words”: an impact of service recovery antecedents on customer delight in quick-service restaurants

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Durgesh Agnihotri ◽  
Kushagra Kulshreshtha ◽  
Vikas Tripathi ◽  
Pallavi Chaturvedi
Keyword(s):  
Social Media ◽  
Customer Satisfaction ◽  
Structural Equation ◽  
Service Recovery ◽  
Equation Modeling ◽  
Role Clarity ◽  
Content Type ◽  
Customer Delight ◽  
Quick Service ◽  
The Impact

PurposeThe purpose of this study is to conceptualize and analyze a framework that provides greater understanding toward the impact of service recovery antecedents such as role clarity, customer service orientation, employee empowerment and employee relational behavior on customer satisfaction and customer delight in the context of quick-service restaurants (QSRs).Design/methodology/approachA self-administered questionnaire was distributed to 408 participants who had experienced service recovery efforts by leading QSRs on social media. The current paper draws upon the prevailing literature to test a series of research hypotheses through structural equation modeling.FindingsThe findings of the study have confirmed that antecedents of service recovery are good to describe customer satisfaction and customer delight in the setting of QSRs. Besides, the study provides an understanding on how monetary compensation moderates the relationship between customer delight and customer satisfaction.Practical implicationsThis study carries an understanding on how frontline employees must operate in a non-conventional and innovative way to resolve customers' issues and show commitment with truthfulness to provide excellent services to make customers feel delightful.Originality/valueThis is a unique study to understand the role of service recovery antecedents to describe customer satisfaction and customer delight in the social media environment. In addition, the results support the possibilities of implementing prompt service recovery efforts using social media.

scholarly journals Revisiting customer loyalty toward mobile e-commerce in the hospitality industry: does brand viscosity matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jialin Snow Wu ◽  
Shun Ye ◽  
Chen Jerry Zheng ◽  
Rob Law
Keyword(s):  
Online Survey ◽  
Brand Management ◽  
Switching Costs ◽  
Mobile App ◽  
Integrative Model ◽  
Equation Modeling ◽  
Content Type ◽  
Affective Factors ◽  
Positive Effects ◽  
The Impact

Purpose To better understand how to retain hospitality customers in the fierce competition among mobile applications, this study aims to propose and empirically validates an integrative framework, which elaborates how conscious and subconscious factors, together with affective factors, may induce app loyalty and how brand viscosity moderates such effects. Design/methodology/approach The authors conducted an online survey to collect data and received a total of 268 valid responses. This study splits the data into two groups (brand viscosity vs non-viscosity). Then, the authors performed a multi-group structural equation modeling with Chi-square difference tests to compare the model between the two groups. Findings The findings support the integrative model and reveal that the influence of app satisfaction on loyalty is stronger for app users who do not stick to one brand across the website and mobile app channels. Moreover, for those with brand viscosity, habit and switching cost are two significant determinants that exert positive effects in inducing app loyalty. Research limitations/implications Brand viscosity across different channels matters for the effects of habit and switching costs in shaping app loyalty. E-commerce managers should elaborate on brand management among various booking channels and establish effective digital marketing strategies to facilitate the formation of usage habits and switching costs and to enhance brand viscosity across channels. Originality/value This research advances the knowledge of app loyalty in hospitality by providing a comprehensive explanatory framework from affective, conscious and subconscious lenses. This research is among the first to unveil the impact of brand viscosity on the links between loyalty and its determinants.

Implementing capabilities-based quality management and marketing strategies to improve business performance

2016 ◽  
Vol 33 (8) ◽  
pp. 1124-1137 ◽  
Author(s):  
Satish Mehra ◽  
Joshua T. Coleman
Keyword(s):  
Quality Management ◽  
Marketing Strategy ◽  
Organizational Performance ◽  
Management Practices ◽  
Retail Banking ◽  
Marketing Strategies ◽  
Content Type ◽  
Quality Management Practices ◽  
Study Results ◽  
The Impact

Purpose The purpose of this paper is to study the impact of successfully coordinating infrastructural capabilities, such as technology, and structural capabilities, such as people, on the performance of service businesses. Effective coordination of these two types of capabilities is shown to impact the implementation of quality management practices and the design of marketing strategy, both of which when utilized properly, lead to enhanced organizational performance. Design/methodology/approach The authors surveyed retail banking firms for this study to analyze empirical data on infrastructural and structural capabilities. Results were corroborated on the basis of in-depth interviews with several banking managers to provide real world verification of the findings. Findings Results indicate that both infrastructural and structural capabilities positively impact the design of marketing strategy, while only structural capabilities impact the implementation of quality management practices. Both, successfully implemented quality management ideals and a well-designed marketing strategy, are shown to enhance overall organizational performance. Research limitations/implications Research was conducted on a specific sector of the service industry, the banking sector. Also, the relatively small size of the study sample may have impacted the outcome of research applicability in some large businesses. Continuously emerging financial regulations could not be incorporated in the study. On the positive side, strong managerial feedback provides guidance toward adopting the study results, and lays the foundation for future research. Originality/value As today’s rapidly evolving society pushes people out of service encounters, replacing them with efficient and cost-saving technology, roles of both the people and the technology in an organization must be fully understood. This paper shows that, despite the exponential growth of technological innovation, both people and technology are critical to enhancing organizational performance through sound quality management practices and supportive marketing strategies.

Brand awareness: revisiting an old metric for a new world

2017 ◽  
Vol 26 (5) ◽  
pp. 469-476 ◽  
Author(s):  
Jenni Romaniuk ◽  
Samuel Wight ◽  
Margaret Faulkner
Keyword(s):  
Market Share ◽  
Brand Management ◽  
Brand Awareness ◽  
Underlying Structure ◽  
Cross Sectional ◽  
Content Type ◽  
Country Level ◽  
Global Brand ◽  
The Impact ◽  
Over Time

Purpose Brand awareness is a pivotal, but often neglected, aspect of consumer-based brand equity. This paper revisits brand awareness measures in the context of global brand management. Design/methodology/approach Drawing on the method of Laurent et al. (1995), this cross-sectional longitudinal study examines changes in brand awareness over time, with sample sizes of approximately 300 whisky consumers per wave in three countries: United Kingdom, Taiwan and Greece. Findings There is consistency in the underlying structure of awareness scores across countries, and over time, extending the work of Laurent et al. (1995). Results show that a relevant operationalisation of brand awareness needs to account for the history of the brand. Furthermore, the nature of the variation of brand awareness over time interacts with a brand’s market share. Research limitations/implications When modelling the impact of brand awareness researchers need to consider two factors – the brand’s market share and whether a more stable or volatile measure is sought. This avoids mis-specifying the country-level contribution of brand awareness. Practical implications Global brand managers should be wary of adopting a “one size fits all” approach. The choice of brand awareness measure depends on the brand’s market share, and the desire for higher sensitivity or stability. Originality/value The paper provides one of the few multi-country investigations into brand awareness that can help inform global brand management.

Digital communication, value co-creation and customer engagement in business networks: a conceptual matrix and propositions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
C.M. Sashi
Keyword(s):  
Customer Value ◽  
Digital Communication ◽  
Customer Engagement ◽  
Business Networks ◽  
Relational Exchange ◽  
Initial Attempt ◽  
Business Markets ◽  
Content Type ◽  
Organizational Engagement ◽  
The Impact

Purpose Technological innovations that resulted in the emergence and widespread adoption of digital communication in recent years have led to a surge of academic and practitioner interest in its implications for the co-creation of value and customer engagement. However, in comparison to the attention given to the study of customer engagement in consumer markets, few studies have examined its key role in business markets. This paper aims to examine the impact of digital communication on value co-creation and customer engagement in inter-organizational relationships in business networks. Design/methodology/approach Co-creation of value and customer engagement in business networks occurs among interconnected organizations that are partners in intermediate transactions. The paper develops a matrix of inter-organizational engagement among partners in business networks and propositions linking digital communication to value co-creation and inter-organizational engagement. Findings The relationships among network organizations may be characterized by the extent of relational exchange and inter-organizational bonds among them. Four types of inter-organizational engagement emerge: transactional partners, loyal partners, trusted partners and engaged partners. The partners co-create value to better satisfy customers. Research limitations/implications The paper is an initial attempt to develop a conceptual understanding of customer engagement in business markets and formulate propositions that can be further investigated. Networks of partner organizations co-create value, altering their input and output markets, value addition and products, permitting greater flexibility and customization in satisfying the needs of customers. Practical implications The ability afforded by digital communication for real-time interactive communication enables individuals from multiple departments and hierarchical positions within multiple organizations dispersed across geographic locations and industries to maintain contact, quickly and easily communicate task information, build trust and commitment in long-term relationships with network partners and provide superior customer value. Originality/value The paper represents a unique attempt to understand the nature of customer engagement in business markets. It discusses how digital communication alters market transactions among partner organizations in a network by facilitating changes in their make/buy decisions. It develops a matrix of inter-organizational engagement in business networks and propositions that improve understanding of the customer engagement concept and provide the foundation for strategies to better satisfy customers.

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