According to Brech, these trends do not leave much time -- or money -- available for dining at full-service restaurants. In this study, the respondents "reported their families ate at cafeterias, family or chain restaurants, or fine dining restaurants only once or less each week" (Brech 1998: 21). This is not to say, though, that the number of full-service restaurants in countries such as the United States has declined in recent years. To the contrary, during the period between 1972 and 1997, the number of full-service restaurants increased by 35%; however, the number of fast food establishes more than doubled during this same time period (Akst 2003). These trends represent a sharp divergence from consumer eating habits a few years ago, and it was not until 1995 that consumers spent more at fast food establishments than they did at full-service restaurants (Pardue 1999).
Not surprisingly, given the highly competitive nature of the restaurant industry, many full-service restaurants managers try to distinguish their board of fare from their lower-priced fast-food competitors in several ways, including going so far as to end menu prices with ." 00" rather than the ." 99" used by cheaper eateries (Parsa & Naipul 2007). Another way that restaurant managers can help differentiate their service from their competitors is by providing top-flight service, food and beverages that will compel their customers to return for more in the future and to tell their friends and families about their dining experience so they too will patronize the business. In today's highly competitive marketplace, though, achieving this level of customer service requires more than intuition and experience. Fortunately, restaurant management software can help managers achieve this level of customer service in ways that have not been possible in the past, an issue directly relates to the aims and objectives of the study which are discussed further below.
Aims and Objectives of Study
The overarching aim of this project was to support restaurants' owners or other people who are interested in how restaurant management software can support management of the small- to medium-sized restaurant in term of sales processes, for instance; order taking, table reservation, billing, inventory control, and so on. In addition, this study examined the scope of various restaurant management systems in order to determine which is best suited for assisting all employees' operations and managers' or owners' decision-making processes. This study can be applied as a supportive resource to create refinements in existing restaurant management software. This primary aim was supplemented by several key objectives as follows:
1. To deliver current research on the issues and situations of SMEs competing in the restaurant industry, including restaurant processes in both front and back offices, as well as representative restaurant computerized systems to develop an improved understanding of how these applications can facilitate sales operations.
2. Conduct a cost-benefit and analysis concerning the use of restaurant management systems and also conduct GAP analysis of the current and future of the restaurant.
3. Determine and discuss the possible solutions to improve the performance of restaurants.
4. Evaluate the triggers and barriers of implementing restaurant management systems.
5. Analyze and build the requirement specifications for optimum restaurant management software systems.
6. Draw relevant conclusions and provide recommendations for the progress and approach for the future implementation of restaurant management software that can be used as a best practice guide by restaurant managers.
Importance of Study
Although many entrepreneurs aspire to restaurant ownership, success stories are the exception rather than the rule and new restaurants come and go so fast that many consumers have trouble keeping track of what is currently available. In fact, Boggs (2007) emphasizes that fully 90% of new restaurants are unsuccessful. These failure rates may be even more pronounced during periods of economic downturn such as the one currently being experienced worldwide when people tend to eat at home rather than spending scarce money on food in a "sit-down" full-service restaurant, or spend what discretionary income they have available for outside food purchases at inexpensive fast food outlets. Indeed, the fast food industry has outpaced full-service restaurant growth across the board, and now accounts for almost half of all food dollars spent outside the home (Van Giezen 1999). According to this authority, "Over the past 20 years, [the fast food industry] has accounted for a larger proportion of food budgets, reflecting, among other reasons, greater spending power and changing lifestyles prompted by the increasing participation of women...
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