ABSTRACT
This study is an evaluative study on strategic perspectives on brand delight and its impact on Indian fast-food Industry amidst Covid19. The global crisis and turmoil have crippled and transformed the entire operations of the globe. The Indian fast-food industry has been closed for almost six months. There is a need for revamping and restarting this industry for economic and social contributions.As social distancing, wearing masks and following the government norms has become the order of the day, this has also led to change in consumer's perceptions and attitudes. The study by nature evaluates strategic perspectives which could lead to brand delight in Indian fast food industry. This would also ensure brand retention in these challenging times. As there has been very little empirical investigations which have been attempted in this industry during these tough times in India, this study addresses the research gaps and also provides practical inputs for Indian fast-food industry on consumer perception towards brand delight and retention, which is the need of the hour. This is an empirical and quantitative study which attempts to provide strategic perspectives for Indian fast-food industry by collecting primary data through Questionnaire. The primary data for the study has been collected with 64 fast food consumers from Delhi, Mumbai, Ahmedabad, Amritsar and Calcutta. Stratified random sampling has been used in this study. The collected data has been analysed using SPSS tools as correlation, Wilcoxon signed rank test and Friedman two-way non-parametric Anova test has been conducted in this study. In this study it is found that brand communication can be made very effective using Digital display & advertisements &SEO Tools getting next Social media like FB getting least ranking which is very surprising. In this study it is also found that image of the product and awareness, popularity of fast-food leads to more purchase of fast-food products. It is found from this study that there is a positive correlation between the factors of satisfaction with fast food products and engagement and expectation of more products in fast food industry. It was also found that majority of the respondents love Indian dishes and Indian restaurants, Dominos, Pizza hut, McDonald are their favourite choices and also, they expecting to have more spicy and vegetarian varieties in fast food industry. The factors for customer retention have been provided in this study which includes Pleasing environment and good food are my preferences for happiness and satisfaction, Variety of dishes and menu has attracted customers to this food and customers are happy with the experience and would come again, & Communication of staff is very essential which makes consumers happy and satisfied. From these findings it is concluded that Indian fast-food industry must have these strategic perspectives for brand delight and customer retention.Copyright © 2020 Ubiquity Press. All rights reserved.
ABSTRACT
The COVID-19 pandemic might impact consumer demand for food Service industries. These impacts relate to the structure of preferences in the context of a pandemic, income and time constraints, and price effects. Discussion includes accounting for differential impacts of COVID-19 on demand for foodservice across socio-demographic characteristics in India, and several high-level issues and observations related to where and how to impact home consumption. My thinking leads me to conclude that demand-side factors will account for most of the changes, we see in Out home consumption. These demand-side effects will be dominated by income effects, the opportunity cost of time, and longer planning horizons on the part of the Food Service Business. In the present time only the foodservice Industry not doing well in the post COVID scenario. Let's be honest, even if tomorrow, the coronavirus moved out, people will still be avoiding ordering food or visiting restaurants or hotels for dining out -for a longer time to come. Small voting on Twitter that was reacted to by 10346 respondents showed more than half (53%) people saying no to ordering food while 13 % said that they may order and the rest 34% said they will continue to order food. This was before the Pizza delivery boy news came. The same goes for any service industry like movie halls/ malls. It is not just the food service industry but as a matter of fact whole of travel and tourism is going to suffer the hostile response of corona. From Movie halls to malls wherever there was interaction, people confined in close spaces, things will have to be reinvented, with newer techniques to minimize human interaction. In this paper, we shall have look at the problems that the foodservice industry will face and maybe suggest a way out It's been difficult for many operators and the only experience that for best understanding, how to come out of this situation is the learning's from past recessions or economic struggles while Pandemic time. And common sense will teach industries that starting a business in hard economic times is a bad idea and shows challenges to commercial viability, in the current situation has caused businesses to close and now needing to re-open, this is no different from starting a new business during hard times. Something one would normally advise against Overcoming this challenge will truly define the entrepreneurs amongst them.
ABSTRACT
Foodsters United, une campagne de syndicalisation en milieu de travail menée par des coursiers alimentaires de Toronto, montre que, meme dans l'économie des petits boulots, les méthodes de syndicalisation classiques fonctionnent. Les Foodsters ont contesté avec succes leur classification erronée en tant qu'entrepreneurs indépendants, ont fait signer des cartes syndicales a plus de 40 pour cent d'une main-d'œuvre importante et ont déclenché un vote syndical qu'ils ont remporté avec 88,8 pour cent de soutien. Ces victoires ont été tempérées par un revers dévastateur: leur employeur, Foodora, s'est retiré des marchés canadiens. Néanmoins, ce que Foodsters United a réalisé grâce a l'organisation du lieu de travail a soutenu sa transformation en Gig Workers United, qui organise tous les travailleurs de la plateforme de livraison a Toronto. Bien que les sociétés de plateforme comme Foodora promeuvent l'idée que l'économie des petits boulots est sans précédent, ses continuités historiques sont plus importantes que ses discontinuités. Cela est également vrai de l'organisation du lieu de travail dans l'économie des petits boulots. Foodsters United a remporté des victoires substantielles, non pas parce qu'ils ont inventé de nouvelles méthodes d'organisation, mais parce qu'ils ont adapté les méthodes classiques, de maniere souvent ingénieuse, a leur lieu de travail de l'économie des petits boulots. Cet article est basé sur des entretiens avec les organisateurs de la campagne. Il est organisé de maniere thématique selon les méthodes classiques d'organisation du lieu de travail, en particulier celles développées dans la tradition d'organisation industrielle, y compris l'organisation des conversations, la cartographie, la mise en tableaux, l'identification des dirigeants, l'identification des problemes et la création d'organisations démocratiques.Alternate :Foodsters United, a workplace organizing campaign by Toronto food couriers, shows that, even in the gig economy, the classic organizing methods work. The Foodsters successfully challenged their misclassification as independent contractors, got over 40 per cent of a large workforce to sign union cards, and triggered a union vote that they won with 88.8 per cent support. These victories were tempered by a devastating setback: their employer, Foodora, exited from Canadian markets. Nevertheless, what Foodsters United achieved through workplace organizing sustained its transformation into Gig Workers United, which is organizing all delivery platform workers in Toronto. Although platform companies like Foodora promote the idea that the gig economy is unprecedented, its historical continuities are more important than its discontinuities. This is also true of the workplace organizing in the gig economy. Foodsters United achieved substantial victories, not because they invented new organizing methods but because they adapted the classic methods, in often ingenious ways, to their gig economy workplace. This article is based on interviews with the campaign organizers. It is organized thematically according to classic workplace organizing methods, particularly those developed in the industrial organizing tradition, including organizing conversations, mapping, charting, leader identification, issue identification, and the creation of democratic organizations.
ABSTRACT
The transition to sustainable food systems is one of the main challenges facing national and international action plans. It is estimated that food services and lodging accommodation activities are under pressure in terms of resource consumption and waste generation, and several tools are required to monitor their ecological transition. The present research adopts a semi-systematic and critical review of the current trends in the food service and lodging accommodation industries on a global scale and investigates the real current environmental indicators adopted internationally that can help to assess ecological transition. This research tries to answer the subsequent questions: (i) how has the ecological transition in the food service industry been monitored? and (ii) how has the ecological transition in the lodging accommodation industry been monitored? Our study reviews 66 peer-reviewed articles and conference proceedings included in Web of Science between 2015 and 2021. The results were analyzed according to content analysis and co-word analysis. Additionally, we provide a multidimensional measurement dashboard of empirical and theoretical indicators and distinguish between air, water, energy, waste, health, and economic scopes. In light of the co-word analysis, five research clusters were identified in the literature: “food cluster”, “water cluster”, “consumers cluster”, “corporate cluster”, and “energy cluster”. Overall, it emerges that food, water, and energy are the most impacted natural resources in tourism, and users and managers are the stakeholders who must be involved in active monitoring.