Restaurant revenue management: Do perceived capacity scarcity and price differences matter?

Revenue management (RM) has become an indispensable strategic tool in capacity-constrained service industries whose total revenue often depends on the abilities of firms to use capacity efficiently. The restaurant business is similar enough to traditional RM industries such as hotels and airlines, but restaurants also have unique characteristics that pose special challenges to restaurant operators. Among the unique characteristics of restaurants are the relative flexibility of service capacity and the flexible duration of a meal, which are important subjects to be considered in the implementation of RM practices. In addition, when a restaurant operator practices a demand-based variable pricing policy to adjust demand, the magnitude of the price differences may influence fairness perceptions of the policy. Based on the commodity theory and the equity theory, this study hypothesizes that two main effects, namely, perceived scarcity of capacity in a restaurant and price differences, influence the perceived value of a restaurant's offerings and the fairness perceptions of a restaurant's RM practices. As hypothesized, the negative effects of price difference on fairness perceptions are supported by the results. However, findings suggest that perceived scarcity of capacity influences neither the perceived value of a restaurant's expected offering nor the fairness perceptions for a restaurant's RM practices.     

Ethical purchasing perceptions and practices of Oklahoma restaurant managers

This study examined ethical business perceptions and practices in purchasing dealings between junior and senior managers in the U.S. restaurants. This study investigated the managerial style in the context of business ethics relative to employees’ loyalty, ethical working behavior, attitude, and decision‐making process of restaurant's food purchasing personnel. Additionally, organizational business ethics training for employees is a crucial component to enhance adherence to an ethical code of conduct. The findings revealed that the managers’ ethical purchasing perceptions and practices of their employees’ behaviors were not different in terms of gender, age, and years of experiences as a manager. Corporate ethical standards and managerial ethical practices can guide managers and employees as to how to behave when confronted with a dilemma with regard to ethics and personal interest. Consequently, the prime principle of management or purchasing personnel in terms of ethical dealings has tremendous impact on a firm's operational performance and employees’ morale.     

Impact of Restaurant Experience on Brand Image and Customer Loyalty: Moderating Role of Dining Motivation

This study seeks to determine which restaurant experiences influence the image of a restaurant's brand and formation of customers' loyalty. The research examines the connections among restaurant experiences, brand image, satisfaction, and loyalty in the context of full-service restaurants. This study also investigates the moderating effect of customers' dining motivations on the formation of brand image. The results of this study suggest that: (a) A restaurant's environment and food quality positively influences brand image and customers' satisfaction, (b) customers' perceptions of price fairness do not influence brand image but does affect customers' satisfaction, (c) development of customers' positive brand image does not drive satisfaction but does influence loyalty in full-service restaurants, and (d) customers' dining motivations moderate the relationship between restaurant experiences and perceptions of brand image. These results provide a basis for investigating which restaurant experiences are critical in eliciting development of a positive brand image and which have behavioral consequences. This study also offers mangers a perspective for developing marketing strategies to strengthen brand image in full-service restaurants.     

Determinants of a restaurant average meal price: An application of the hedonic pricing model

This study applies the hedonic pricing model to examine important attributes influencing average customer meal prices in restaurants in Seoul, Korea. Data from 185 restaurants were collected via Internet, phone interviews, site inspections, and ZAGAT Survey, and analyzed using OLS regression. The log-linear model was found to be most suitable for the data, and the proposed hedonic model accounted for as much as 73.7% of the variation in meal prices. The results indicate that food quality and décor were important determinants of restaurants’ average meal prices while service was not. Furthermore, the study found that a restaurant's location within the building (1st floor), the types of cuisine served (Japanese and Italian), parking facilities, private dining settings, franchising, and the number of blogger reviews (e-WOM) have significant effects on restaurants’ average meal prices. The model will provide useful information for restaurateurs in deciding effective menu pricing strategies.     

RevPAR vs. GOPPAR: Property- and firm-level analysis

Revenue per Available Room (RevPAR) has been widely used as the standard performance measure for the hotel industry. However, hoteliers have also recognized limitations of RevPAR and developed other alternative performance measures. Gross Operating Profit per Available Room (GOPPAR) has become popular as an important alternative performance measure because it resolves limitations of RevPAR. Nevertheless, practical implications of the comparative validity and usefulness between the two measures have not been fully and empirically investigated in the past literature. Therefore, the current study seeks to fill that gap by comparing RevPAR and GOPPAR at the property- and firm-level. This study found that RevPAR is, in general, a more useful measure than GOPPAR at the firm-level and mixed results at the property-level.     

Brand knowledge and non-financial brand performance in the green restaurants: Mediating effect of brand attitude

The restaurant business has been increasingly recognized for its ability to help mitigate many negative environmental impacts. To develop a competitive advantage, green restaurants may adopt an innovative branding strategy. Marketing management recognizes that understanding brand attitude is critical for marketing strategies. Studies have examined the relationship between brand knowledge and non-financial brand performance. However, it remains unclear how the green restaurant brand attitude affects this relationship.This study aims to fill this research gap by identifying the composition and structure of the brand attitude in Taiwan’s green restaurants and examining the mediating effects of brand attitude on the relationship between brand knowledge and brand performance. The findings of this study broaden and deepen the current knowledge of the role of brand attitude in Taiwan’s green restaurant industry. In practice, it is suggested that green restaurant management should develop well-known brand knowledge to form brand attitudes and foster brand performance.     

How do hotels adapt their pricing strategies to macroeconomic factors?

The hospitality industry is naturally highly sensitive to subtle changes in the external environment, and its performance is affected by various external factors. Therefore, hoteliers should carefully monitor the various macroeconomic indicators affecting the market, when making important strategic management decisions. In particular, hotels’ pricing decisions are important because they play a crucial role in the determination of hotel revenue and in the process of profit maximization. In this paper we classify hotels by business model (i.e., chain management, franchise and independent) and analyze how these different types of hotels in Switzerland adapt their pricing strategies to macroeconomic factors (i.e., exchange rate, room supply and market demand). We find that hotels adopting different business models react differently to the same macro shock. Implications of our findings and future research directions are discussed.     

Revenue management strategies under the lunar–solar calendar: Evidence of Chinese restaurant operations

This paper discusses the lunar–solar calendar-driven festivals that affect Chinese restaurant operations. In-depth interviews and a survey were carried out with 50 catering professionals to provide information that was subsequently used to estimate the change of restaurant turnover due to the identified festivals. Four core common lunar–solar calendar-driven festivals that create more demand for dining out across China were identified. They generated extra revenue, which was nearly 10% of total annual business for restaurants. The study also ascertained 21 measures related to revenue management strategies to cope with these demand variations. In addition, a new restaurant revenue management strategy framework was developed. Recommendations based on this study were suggested to multi-functional restaurants and hotel systems.     

Have restaurant firms been using right recession turnaround strategies?: Evaluating with propensity score measure

Among the diverse strategies that restaurants use in recessions, some studies have shown that strategies that increase advertising, profit margins, or asset turnover have yielded promising results in terms of firm performance. However, the success of these turnaround strategies might be due to the health or size of a firm rather than the implementation of these strategies. Therefore, this study empirically tested this question utilizing the propensity score measure (PSM) due to concerns with selection bias across restaurant segments. The results showed significant improvements in revenue for limited-service and franchise restaurants when aggressive advertising was used but no improvements in profitability. The profit margin strategy had no impact on revenue but affected profitability and stock returns positively for all segments. Finally, the asset turnover strategy had adverse effects on revenue the year after a recession for all segments. These mixed results suggest that managers need to be cautious when implementing recession turnaround strategies.     

Exploring group-buying platforms for restaurant revenue management

Capacity utilization is a major concern for restaurants as they seek to maximize revenues, because unoccupied restaurant tables, which essentially represent lost revenue, cannot be stored for use on other days. A new type of social commerce, namely group-buying platforms has achieved great success in attracting new consumers and increasing store traffic. This study attempts to discuss how restaurants can utilize group-buying platforms as a revenue management tool and to identify the key features of restaurant deals which can help generate sales and revenues on these platforms.     

The relationship between CRM, RM, and business performance: A study of the hotel industry in Taiwan

This study aims to investigate the implementation of customer relationship management (CRM) and its effect on relationship marketing (RM) and business performance, through an analysis of the hotel industry in Taiwan. A survey on hotels, including general and tourist hotels, and bed and breakfasts (B&Bs) was conducted, and a total of 560 questionnaires were returned. The results showed that implementing CRM has a significant and positive influence on the RM effect, positively affecting business performance for both hotels and B&Bs. However, a comparison of the influential paths of relationship models between hotels and B&Bs showed that, for hotels, the Internet service and customer support functions of the CRM strategy are the main sources of influence on the RM effect and business performance, whereas for B&Bs, the marketing support function of the CRM strategy alone influences the RM effect and business performance. To achieve higher performance, the different types of hotel enterprises should understand their main advantage before implementing key CRM strategies.     

Forecasting in Short-Term Planning and Management for a Casino Buffet Restaurant

SUMMARY

Demand fluctuation accounts for an important consideration in a restaurant's daily operational decisions. Good short-term planning and management require accurate forecasts of daily demand. The objective of this study is three-fold: (1) to apply, evaluate, and compare different methods of forecasting customer counts for an on-premises buffet restaurant of a local casino in Las Vegas, (2) to describe and propose a combined forecasting approach for this casino buffet restaurant, and (3) to explore the concept of revenue and capacity management for this buffet restaurant. Eight forecasting models were tested and evaluated by two common error measures. The results suggest that a double moving average model was the most accurate model with the smallest MAPE and RMSPE. Extensive discussions on forecasting and planning/management in buffet operations are provided along with recommended future research.     

The effects of restaurant green demarketing on green skepticism and dining intentions: Investigating the roles of benefit associations and green reputation

Food overconsumption is increasingly a concern even as consumers are growing skeptical of companies’ green marketing techniques. Accordingly, green demarketing strategies, which aim to lower consumer demand, have become more prevalent in recent years. Using an online experiment, the current research investigates how green demarketing strategies (vs. green marketing strategy) affect consumers’ level of skepticism toward restaurants’ green practices and influence their dining intentions toward restaurants. Moreover, this study examines how different benefits (health vs. environment) associated with green practices and restaurants’ green reputations (high vs. low) influence the effect of green demarketing (vs. marketing) strategies. The results reveal that although green demarketing may not independently outperform green marketing, when green demarketing was practiced by restaurants with low green reputations to promote environment-associated benefits, consumers exhibited a similar or even lower levels of skepticism and higher dining intentions. This study also provides implications for effective marketing communication in the context of green demarketing.     

Am I doing the right thing? Unpacking workplace rituals as mechanisms for strong organizational culture

Workplace rituals are powerful learning mechanisms for core values that underpin organizational culture in restaurants. Yet, more research is needed to identify different types and how these rituals operate to reinforce core values in different organizational cultures. Drawing on ritual theory, organizational culture and hospitality research, we use 52 semi-structured interviews and 20 observations to study four restaurants representing clan, ad hoc, market, and hierarchy cultures. We identify and unpack eight employee-focused emotional, behavioral, and cognitive workplace rituals linked with owners’ core values such as comradery, creativity, competition and efficiency. Finally, we discuss practical implications of workplace rituals as they relate to business identity, selection, retention and day-to-day management of employees to further strengthen said culture.     

Business models among SMTEs: identifying attitudes to environmental costs and their implications for sustainable tourism

This paper examines how environmental resources and costs feature in business models of small- and medium-sized tourism enterprises (SMTEs). Several studies have pointed to the generally positive nature of the relationship between the economic and environmental performance of tourism firms. Yet, although business models act as a vector between these aspects of firm performance, they have been overlooked in sustainable tourism discourse. The paper reports findings from discussion groups of SMTE businesses in South West England during the global economic downturn. Environmental costs and cost control were afforded relatively little importance in terms of value creation; conversely, there was a strong and predictable emphasis on revenue generation. Indirect tactics emerged for dealing with guests’ environmental behaviours which reflected this prevailing commercial logic. Green credentials were routinely de-emphasized, sometimes regarded as liabilities, in a form of greenhushing. Responses were framed by reference to social media and how online reviews may negatively impact on future value capture. Conceptually, the business model emerged as an important lens for understanding how environmental resources and costs were valourized. The paper highlights the need to ensure that contemporary approaches to environmental management in SMTEs reflect the current and fast-changing conditions that frame business models.     

Application of revenue management practices to the theme park industry

Revenue management (RM) has been an essential strategy to maximize revenue for many capacity-limited service industries. Considering the common industry characteristics of traditional RM industries, the nature of the theme park industry suggests potential for enhancing revenue by exercising a variety of RM techniques. This study suggests practices for theme park operators for successful RM application. In addition, this study examines how customers perceive RM practice in the theme park industry compared to a traditional RM industry, hotel industry. The findings indicate that customers seem to perceive RM practice in the theme park industry as relatively fair practices as similarly perceived for the hotel industry. The findings are encouraging for the theme park industry because a relatively similar level of its customers’ perceived fairness of the RM practice compared to the hotel industry suggests that adoption and implementation of the RM practice has great potential to become successful as it has been in traditional RM industries, such as hotels.     

Critical food safety violations in Florida: Relationship to location and chain vs. non-chain restaurants

This study explores the relationship between the number of critical food safety violations and the restaurant's status as either a chain or independent foodservice provider and location. The State of Florida categorized the restaurant operations according to the type of license obtained, chain or independent. Chain restaurants are defined as multi-unit restaurants owned or operated by the same company or individual that total seven locations or more. Data for the current study was retrieved from the public records for the fiscal years 2009–2010 and 2010–2011. The study found that both the aggregate number of critical violations and risk factors and the number of individual critical violations and risk factors were significantly different among chain and non-chain restaurants in the state of Florida. Results indicate that the number of critical violations received is impacted by both the location of the restaurant and whether the restaurant is independently operated or a chain. The current study assists in explaining underlying reasons for repeated food safety violations despite Florida's required food safety training certification of restaurant managers and training of their staff; providing implications for academics and foodservice practitioners alike.     

邮轮收益管理的舱位分配：基于EMSR-a和EMSR-b的比较分析

邮轮业被称为“漂浮在黄金水道上的黄金产业”,近几年达到8％左右的增长速度,成为现代旅游业中发展最迅速的行业。与航空和酒店业一样,邮轮业具有收益管理的所有行业特征,可以看作是典型的收益管理行业。文章基于北美邮轮市场的实际数据,对邮轮收益管理的需求分布特征和存量分配问题进行了研究。首先,以邮轮公司特定航线的需求数据为基础,将实际数据与多种概论分布进行比较,来挖掘邮轮舱位水平上总需求的分布规律。研究表明,正态分布和伽玛分布能较好地拟合邮轮舱位总需求的分布特征。其次,以正态分布为例,基于EMSR—a和EMSR—b两种舱位分配算法,以某次航行的实际数据为基准需求,对高总需求和低总需求下分别考虑（1）高价格舱位高需求和（2）低价格舱位高需求的4种需求状况进行了模拟,并对两种存量分配方法的分配效果进行了比较。结果表明,两种方法分配效果的优劣取决于实际的需求状况。     

A blended model of restaurant deliveries,dine-in demand and capacity constraints

The fast-growing food-delivery services are expected to continue to expand following Covid19. While considered a favorable strategic initiative, delivery might not be profitable for all restaurants. Accordingly, this study provides an analytical model to assess the impact of adding delivery service to a traditional dine-in restaurant. The theoretical contribution is a mathematical model depicting the strategic allocation of the restaurant’s production capacity, revealing a surprisingly complex balance between production (capacity constraints), marketing (customer utility), cannibalism and markets interdependency, leading to a range of business outcomes. A large-scale empirical investigation uses over a million unique transactions to test some of the model’s insights. The results show the introduction of delivery may increase transactions and revenue. However, the theoretical model suggests capacity constraints can limit growth potential over time. Correlations between dine-in and delivery demand reveal weekday patterns between both channels as an important indicator for how delivery may impact restaurant operations.     

Management fees and hotel performance in the U.S.

A management company takes care of the day-to-day operations of a hotel and thus has a great amount of influence on the hotel's financial performance. Adopting models from O’Neill, Hanson, and Matilla (2008) and Hua, Morosan, and DeFranco (2015), a set of empirical models, with same-store data from 1471 hotels from 2011 through 2017, was used to test the impact of the total management fee and its subset of the base management fee and the incentive management fee on the hotels' rooms revenue and gross operating profit while controlling for potential confounding factors including chain scale and location.This is the first paper to empirically validate the value of a management contract for both the owners and the management company, including the positive and significant effects that base management and incentive management fees have on hotels’ room revenue and gross operating profit.