Marketing Strategies For Profitability In Small Independent Restaurants In Brasov

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Chapter 1. INTRODUCTION

BACKGROUND TO THE RESEARCH

The hospitality industry plays an important and integral role in the global economy. In 2017, the main topics of discussion in the sector were innovation, globalization, as well as technology and its consolidation. The growth observed in most global markets has started to slow down as a result of new offers and the rise in asset prices, while the uncertain outlook of the global economy has caused participants to re-evaluate their business strategies for this year.

The role played by entrepreneurship and entrepreneurs in a particular society is a relevant aspect of economic performance, as agents of social change, as both provide new initiatives for the country's economic system. Berry et al. (2002) states that "the entrepreneur is a person with the ability to create, to carry forward his ideas, to generate goods and services, to take risks and face problems. In Romania, entrepreneurial alternatives have emerged in companies of family origin, defined as Micro and Small Enterprises, so it is interesting to raise as an objective of this article, the discussion and critical demarcation about the problematic of the productive development of these family businesses in favour of highlighting the contribution of this type of companies to endogenous development, taking into consideration the policies of the Romanian State in economic matters within its context.

Nowadays, there is a growing tendency to provide experiences to consumers, mainly in the services’ sector (Berry, Carbone and Haeckel, 2002, Pullman and Gross, 2003). Also, the concept of marketing experience is translated into something very attractive to consumers (Wikström, 2004). In this respect, the functional characteristics, the benefits that the products provide and the perspective of the clients as decision makers are some of the main characteristics of traditional marketing (Addis and Holbrook, 2001: 10); which are giving rise to marketing based on consumer’s experiences (Schmitt, 2002). Wikström (2004: 60), for example, states that "beyond the fact that the concept of experience is used in many marketing strategies in the field of business, little is known about the consumers’ opinion in relation to the 'consumption experience' and on the processes that trigger that experience or excitement." There is a greater interest of the researchers (Bitner, 1992, Baker, Parasuraman and Grewal, 1994) to investigate the emotional effects that restaurant companies, for example, can influence the consumption experience of the clients. However, a more in-depth study of the phenomenon could contribute to managerial decision-making in service companies, since the physical scenario of the service can help or obstruct the reach of organizational objectives and marketing goals of the company (Bitner, 1992). The key suppliers of experiences are tactical marketing implementation tools, used with the aim of creating sensations, feelings, thoughts or actions (Schmitt, 2002) and can be used effectively in restaurants companies since their consumers usually seek emotional stimuli or pleasure in the services provided (Wakerfield and Blodgett, 1999).

Most studies in that area focus on service environments. The ability of the environment to influence consumer behaviour is more visible in service providers since the service is generally produced and consumed simultaneously with the participation of consumers (Bitner, 1992). Thus, companies can provide favourable environmental conditions at the time of providing the service to positively stimulate their customers, since the scenario is the most important for the outcome of the experience (Wikström, 2004: 71). One can affirm that the environment positively influences when the individual presents approximation responses (Mehrabian and Russell, 1974; Bitner, 1992), respectively when he wishes to spend time in a place, to explore it and to communicate with other actors regarding the provision of the service. The longer the consumer spends time in a restaurant, the greater the likelihood of spending money and wanting to return there (Wakerfield and Blodgett, 1996).

This also happens regarding the hospitality. Entrepreneurs who know the elements of the environment that positively affect their consumers, will be able to decide more precisely the changes to be made, such as the colour of the walls, the music, the temperature and the lighting. For Baker and Cameron (1996), it should be a priority for service managers to know the most appropriate and comfortable elements of the environment for their consumers.

1.2 AIM AND OBJECTIVES .

AIM: An evaluation of using effective marketing strategies in Brasov’s restaurants.

OBJECTIVES:

1.To define the concepts of marketing and marketing strategies in restaurants industry.

2.To explain why it is important for restaurants to have a marketing strategy in order to be profitable.

3.To collect information about marketing strategies used by restaurant’s managers in Brasov.

4.To identify common marketing strategies among restaurants from Brasov and discover what are the most effective.

5.To draw conclusions about marketing strategies used by small independent restaurants in Brasov and make recommendations for future businesses related to restaurants industry.

1.3 STRUCTURE OF THE DISSERTATION

With respect to the structure of the dissertation, one would observe that it is first intended within the literature review chapter to provide a clear understanding of the hospitality sector.

Secondly, an overview of the research’s organisation is performed, at the same time providing for a clear understanding of both the marketing in hospitality and the marketing in small business independent restaurants together with the key aspects included by each one.

Thirdly, the data collected from the restaurants managers in Brasov City within the hospitality organizations the research is conducted on, will be analysed according to the findings in the literature review.

The methodology is based on a mixture of research methods that will be used, respectively:

Primary data (restaurants’ reports) and secondary data (specialty literature, books and academic journals);

Qualitative data: interviews (ended questions) with some managers from 6 restaurants in Brasov City;

Quantitative data: guest’s questionnaires from the six analysed restaurants in Brasov City. The consumers will receive the questionnaires at the end of the meal, together with the bill.

Lastly, as a result of the data analysis further recommendations will concern the most visited 6 restaurants in Brasov City.

Chapter 2. LITERATURE REVIEW

INTRODUCTION

Small independent business

Small independent enterprises “have great importance for the development of economies in the world”. (Storey, 2016: 52) They are not only the maximum job generators but also support large companies, since these companies, in many cases, give their products to these companies. The small enterprise is a company with distinctive characteristics, and has dimensions with certain occupational and financial limits prefixed by the states or regions. Independent companies are “agents with specific logics, cultures, interests and a spirit of entrepreneurship”. (Carland et al., 1984: 355) At the same time, in many small communities, “new businesses” are an essential strategic element for the success of economic development (Wiklund and Shepherd, 2005: 82). Restaurants play “an especially important role in many small communities” (Wang and Mattila, 2015: 365) and in addition to offer a place to eat, these establishments offer an important base to facilitate the exchange of ideas and the opportunity to build a social resource. Therefore, having a restaurant on the main street can benefit both the owner and the community.

Community Market Area

The planned area of ​​the market that one has determined should include a clientele large enough to hold the restaurant. Depending on the expected market, “some characteristics of the population are more important than others”, as Hayami (1998: 100) considered. For example, family style restaurants may be related to the number of households, the average income per household and the size of each household. Some restaurants may be more concerned with the level of income since the cost of meals is an important consideration.

The potential of the market in a specific site

The objective when analyzing the potential of a place is “to determine if the market would support the development” of the restaurant, as appreciated by Keller and Kotler (2016: 33). This analysis can also help determine a restaurant's focus on a specific group of customers with similar tastes. Usually, “the location will be the first decision” (Wilson et al., 2016: 44), but there will be repercussions through the development of restaurant life. The two most important factors when selecting the purchase or rental of the property should be an accessible and convenient location of a parking lot for customers.

Marketing in hospitality industry

The objective of marketing in the hospitality industry is “to highlight the qualities and benefits of the place and capture the attention of potential consumers” (Walker, 2016: 89). This has been performed until a few years ago through the media, especially written ones, for example the brochures, advertisements in specialized directories, including through television. Nowadays, online marketing has emerged and his objective is to direct the hospitality to where its customers are located.

Marketing is “part of the hospitality company management focused on satisfying the client's needs” (Kim, Vogt and Knutson, 2015: 182), being achieved through an analysis of the product or service, the quality it offers, the opportunity with which the service is provided and the determination of an adequate price regarding sales. Marketing uses advertising, promotion and specific sales techniques to reach the chosen markets and it is responsible for motivating customers to choose a product, satisfying their needs and thus achieving to be competitive. Legrand, Sloan, and Chen (2016: 22) defines it as follows: “marketing is to satisfy the needs of customers in a profitable manner for the company”. One can say that it has the function of putting the supply part in contact with the demand part, facilitating the exchange between them in a satisfactory and profitable way.

On the other hand, very important is the strategic marketing which is “a means of analysis” whose main objective is “to achieve that the company reaches competitive places within the industry” (West, Ford, and Ibrahim, 2015: 85) and for this it has to analyze, both the opportunities and the threats that are in its competitive environment.

Marketing in restaurants

All businesses including restaurants must “sell their services and create promotion strategies to increase sales, build loyalty and consolidate customers” (Sparks, Bowen and Klag, 2003: 7-8). Whatever its size, a restaurant must have a network of sellers, whether internal or external, and nowadays someone would determine:

The customer acquisition area for different meal times.

Registrants in writing the periods of high flow and deceleration.

Improving internal sales with marketing strategies aimed at loyalty.

Creating mailing list through Business card, and companies of the environment.

When analyzing the proposal of a restaurant, the "concept" of it must be defined. The first step is to write the general idea including the following components: the theme of the menu, the level or style of the restaurant, the price structure on the menu, the manager’s intention regarding the decoration of the restaurant in order to be in accordance with the menu, special attractions or background music. After determining the concept of the restaurant, each component must be defined in writing. The statement of the concept rather than a detailed plan is rather a general description.

Determined by the market study, “the atmosphere as well as the menu should be in accordance with the style of the restaurant” (Singh, 2006: 785). Clients will evaluate the restaurant's atmosphere according to how they feel. It should also be taken into account that the atmosphere during the day could be different from that of the night and could also vary according to the section of the restaurant. The process when creating the restaurant's concept should include the evaluation of the information gathered during the market investigation discussed above.

Key factors of restaurants’ survival on the market

Advertising

The advertising informs the client of the services that the restaurant offers. To reduce these advertising costs, the manager must select “suitable means of communication” (Jain and Haley, 2009: 22) . When determining the efficiency of advertising you should compare the following: How selective are the media in your area?, How often and intensely would advertising appear?, Is the restaurant described in a way that is appropriate to influence the public? What is the cost of individual promotion?

Also, the manager should organize a special event for the grand opening, informing the media and taking advantage of free publicity. The best publicity is the one that goes “by word of mouth” (Ehrenberg et al., 2002: 9) and through the following means of communication: Television, Radio, Newspapers, Magazines, Direct correspondence, Yellow Pages of the Telephone Directory, Public Transport, Advertising posters, Internet- e-mail (website), Chamber of Commerce, Office of Tourism, Convention Centre, Free public relations (if available in the community), Community participation. Special advertising such as emblems, logos, calendars, matchboxes, etc. is also a good strategy to promote the restaurant. Remember that the original concept of the restaurant is to continue with the promotion.

The publicity that goes from mouth to mouth is invaluable. This factor is very important for the success of the restaurant. In this respect, “the entrepreneur should carefully consider what the public's reaction to the subject or concept of the market is” (Weiermair, 2004).

Strategic planning

Strategic planning is “the process of creating and maintaining a strategic coherence between the goals and capabilities of the organization” (Mintzberg, 2000: 21) and its changing marketing opportunities. It implies defining a clear mission for the company, establishing objectives and designing a solid commercial portfolio and coordinating functional strategies. In general, restaurant services in the hospitality industry are provided with facilities that function as independent financial entities. As hotel restaurants, for example, are involved in a variety of requests, the designers of these restaurants try to arrange them in a way that will provide them with a multifunctional feature, so it is worth using to create a multifunctional environment: the curtains in two sides, rotating panels and sliding walls, sliding doors or adjustable light spots.

Segmentation strategy and policy has been applied to the global hospitality market for over thirty years and are examples not only of the development of a hotel chain but also of the efforts made by independent restaurants to offer unique products that differentiate them from competition. Another approach is the policy of increasing the quality of services, and consists in creating a unique environment of restaurants, as well as the involvement of experienced staff. Therefore, once “the main objective of the Marketing Plan” is established and “the areas of strategic action are known” (given by the strategic confrontation matrix), the next step to follow is “to determine what kind of strategies are those that agree with the latter”. (Dickson and Ginter, 1987: 8-10)

Competition field

Define the restaurant’s potential

Every restaurant is unique, has its own virtues, but however, it seems that daily, some restoration businesses, the activities and the offer are infinitely repeated. It is essential that “the manager be clear about the strong point” (Grönroos, 2007: 49) that diners can only find in his own restaurant. In this respect, he should define what the offered experience is, so that the client will not be able to repeat in any other place. And if he does not have it, he should create it.

Study the competition’s potential

The second action to take into account is to know the competition very well. By analyzing the activities and products they offer, and by actively listening to the digital channels where they are promoted (comments, websites, social networks), one will be able to know “what customers think of these competing businesses and why they choose them” (Peattie, Peattie and Emafo, 1987: 780). Mainly this analysis will allow the entrepreneur to know his failures, and he can take advantage by offering customers what they want and do not find in these establishments.

Focus the efforts on one’s own potential

Another important thing to differentiate the restaurant from his competitors is to actively promote the entrepreneur’s potential in digital channels.

Staff Training

If there is something that can clearly differentiate a restaurant from another, it is the team, because it is a truly unrepeatable asset. In this respect, “having cleared the potential of the restaurant and the competition characteristics” (Lavie and Sturmey, 2002: 210) the entrepreneur will be able to prepare his staff so that he is fully integrated with these business objectives, knowing perfectly those characteristics that he wishes to highlight, and reflecting them to each client.

Plan the restaurant’s potential

Another interesting action for customers to choose a certain restaurant against the competition, is the novelty. It is important to be able to offer new things, to establish a planning, and in this way, to locate in the calendar the key moments to surprise. A restaurant that every time brings out in its menu, for example, a new version of its potential (a new hamburger, or a new cocktail, a new omelette) or that brings a guest chef, or who organizes a different event each time it will be a business that keeps high the expectation of its guests.

Profitability of an independent restaurant

Jogaratnam (2002: 265) considered that “a company is profitable when it generates sufficient profit or benefit”, respectively when the „income is greater than the expenses, and the difference between them is considered to be acceptable” (Jogaratnam, Tse and Olsen, 1999: 125). The strategies that the company adopt will have a dynamic character that adapts to the economic fluctuations of the market seeking profitability are the following ones:

Price strategy based on the product's life cycle.

Dynamic pricing strategy.

Differential pricing strategy.

Advance sales strategy.

Psychological pricing strategy.

Strategy of even prices.

Strategy of negotiated prices.

Price strategy package.

Profitability measures “the efficiency with which a company uses its financial resources” (Narver and Slater, 1990: 26). What does this mean? To consider that a company is efficient is to say that it does not waste resources. The benefit must be divided by the amount of financial resources used, since we do not want an investment to generate very high profits if we have to use many resources to do so. An investment is the better the greater the benefits it generates and the fewer resources it needs to obtain those benefits.

Independent business (sole proprietorship) and franchise as forms of business ownership

There are several legal ways to own a business, including sole proprietorship, partnership, limited partnership, corporation, or a Corporation. Each of these forms of ownership has advantages and disadvantages. Before deciding how to register the business, investors should consult a lawyer specialized in these matters.

Independent business (Sole Proprietorship)

Sole proprietorship is “the simplest way to register the business” (Segal and Choi, 2016: 36) yet it has disadvantages for small business owners. If the business has financial difficulties, the creditors could seek and retain the owner's personal property; therefore, personal credit can be adversely affected.

Franchise

Generally, buying a franchise/ concession provides “the most structured method to acquire a business” (Krueger and Ashenfelter, 2017: 37) and as such, they are very popular for those who have sufficient capital to invest. Franchises make up 70% of restaurant chains, but the percentage of the owner varies enormously between one corporation and another. To cite an example, the company Wendy contributes 73% to the concessionaire, while the houses of Ryan's Family Steak Houses, Inc., contributes only 11% to its concessionaires. The rest of the chain restaurants are completely run by the corporation.

Franchises vs. small independent businesses

If the entrepreneur’s option to start a business in this sector is the franchise, he has a good exit advantage: having a solid brand in the market can represent the big difference from the first day since the market is familiar with it, know the products, services and prices. Another business model to value is an independent business, a business of its own with all its advantages and disadvantages, but in which the unparalleled freedom offers the entrepreneur creativity, innovation and management that can be his best assets. An independent restaurant is an unique project, an exciting adventure in which the restaurant, the business, is the only protagonist. A well-chosen franchise can assure the entrepreneur a profitable business, with an operative, products and certain prices, but an independent business will allow him to decide how to approach it and take his own innovative risks.

Advantages of the franchises

A minimum of risks at the time of investment appears because the entrepreneur works on something already recognized as a good product. The franchisors assure that “the vast majority of entrepreneurs in franchising manage to reach the point of equilibrium” (Krueger, Ashenfelter, 2017: 3) of their businesses much earlier, and that there are also greater possibilities of success than undertaking a business on their own.

In terms of training, the franchise usually offers:

initial training to acquire the knowledge that will allow the entrepreneur to successfully manage his business, benefiting from the know-how of the parent company.

permanent training regarding recycling or news of the franchise.

Operating costs are lower because it belongs to a business located in a larger scale economy and in this respect, one would consider the following examples:

better prices, better commercial conditions, marketing support from suppliers, development of exclusive products related to the volumes of purchases.

the logistics of purchases and the administrative management of the business can be reduced in costs by volume with an outsourcing policy, converting part of these costs into variables.

And finally, marketing has great support throughout a consolidated brand and planned advertising and marketing campaigns.

Disadvantages of franchises

Little control by the employer over the domain of the franchise: the entrepreneur is the employer but he works under the same rules as if he was a manager of a company. The franchisor is subject to the guidelines of the banner, which reduces the ability to manage leadership and autonomy for decision-making, fundamentally the creative ones

More sophisticated structures are needed to meet the needs of the franchise. This model implies having to bear initial and continuous additional costs, which do not exist in the case of opening an independent trade, such as the entry fee and royalties or advertising, in most cases.

Training expenses for the personnel.

Commercially, belonging to a system in which other restaurants of the same brand also operate, means that poor performance, poor service or closure in other locations affects the image of the other units.

Reputation will not depend solely on the entrepreneur’s work, but on all establishments.

The lack of support and subsequent advice of the brand, the lack of resources in marketing or advertising, may be points where the entrepreneur sees his growth capacity reduced, remaining trapped in the franchise.

Independent business, advantages and disadvantages

The business model of the independent restaurant means autonomy and satisfaction for those entrepreneurs with little financial capacity to start their own business. The independent restaurants are small and medium enterprises, 100% directed by their owners, which allows them to make immediate training, consulting and consulting decisions for further growth and development.

Regarding the disadvantages, there is a need of undertaking a great adventure: risk.

2.4 SUMMARY

Summarizing, the functions of the marketing area are aimed at research, both the market and the product or service; to the creation and development of new concepts, together with the accounting area to the determination of the sale prices; to establish an effective communication between the client and the company; to the distribution, in this case, of the necessary publicity to publicize the services provided by a restaurant as a small independent business and, above all, to perform an adequate planning of the necessary strategies to achieve maximum profitability within the company. With the development of online marketing, for example, one can have a direct communication with customers through the sending of newsletters, offers, advertising, communications, maintaining the interest of customers in a constant manner.

Competing with organizations of the same calibre and usually offering the same services and products, the quality of the product that a company offers is of the utmost importance, since through the competition this growth one is encouraged, while in some occasions it is more accelerated than that of the medium and large company. A small company requires a higher organizational level than the microenterprise at the level of inputs and also in the financial area, also in the division of labour, since as the organization increases its level, the functions are increased and thus its complexity.

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Chapter 3. METHODOLOGY

3.1 INTRODUCTION

In this chapter the methodological aspects of the investigation are presented. Therefore, the methodological perspective that has been adopted, the strategy of inquiry and the methodological design of the different phases of the research developed are exposed.

In this respect, the methodology would be justified in order to complete the present investigation, being appropriate in order to achieve the study’s objectives. The empirical research highlights the methodology of the thesis, being both of secondary (search and review of literature) and primary nature (interview), through appropriate methods.

In this respect, the present research aims to provide information regarding the evaluation of using effective marketing strategies in Brasov’s restaurants on the basis of managers’ perception towards their strategies in six restaurants in Brasov City.

According to Blaikie (2009), ”qualitative research is based more on an inductive process in order to explore and describe and then generate theoretical perspectives, because it was based on the results that the chosen measurement instrument highlighted.” (Blaikie, 2009: 260) The approach is based on non-standardized data collection methods; no numerical measurement is made, so the analysis does not present statistical nature. It places the researcher in the empirical world and determines the activities that he will have to perform in order to reach the proposed objective. Qualitative research emphasize, on the one hand, that competent and qualified observers can objectively, clearly and accurately report on their own observations of the social world, as well as on the experiences of others. On the other hand, researchers approach a real subject, a real individual, who is present in the analyzed environment and who can, to a certain extent, offer valuable information about his own experiences, opinions and so on. By means of a set of techniques or methods such as interviews, the observations of the present research would be connected with the observations made by the others. In this respect, four fundamental phases in the qualitative research process would be completed: Preparatory phase, the phase regarding the work field Work, as well as Analytical and Informative phases.

The results of the present study will advance in the explanation, understanding and knowledge of the small independent business’ reality and will contribute to the theorization or intervention on it. Qualitative research is especially concerned with the meaning that participants attribute to their practices and the business situations in which they are developed. The results or conclusions of this research will therefore encompass a whole series of decisions made by the researcher about the meaning of things.

In this respect, the interview with some managers from 6 restaurants in Brasov City is the method that highlights the value of the qualitative analysis. The individuals will be interviewed based on online reviews ratings of the restaurants and the duration would be of almost 30 minutes.

The fundamental contribution of the quantitative research is to provide greater precision to the description of small independent business’ environment, making use of the advances that had already been made in the field of statistics. In this respect, its object and method are emphasized by individual and concrete analysis. The type of analysis is statistical.

The purpose of this reflection was to initiate a discussion regarding the contradictions aroused in business environments around the dialectic of the objectives and purposes of the research.

The research approach is characterized by a deductive nature, while the research strategy is based on questionnaire and interviews. In order to realize this study, the following research methods will be used:

Primary data represented by different internal reports of small independent businesses in Brasov City and secondary data, respectively specialized literature such as academic journals and books in this field;

Qualitative method: interviews (characterized by ended questions) with Mr. ……, general manager of ….Restaurant in Brasov, Mrs. ……….., sales manager and Mr……………………, HR Manager.

3.2 SECONDARY RESEARCH

3.2.1 Literature Search

For academic purposes, it is necessary to understand that in the context of the present study, the bibliographic review is a preliminary step before starting to perform the investigation. With the bibliographic review, one would approach the knowledge of the business’ topic, being the first stage of the research process because it helps the researcher to identify what is known and what is unknown about small independent businesses (restaurants). This literature search represent a a synopsis that summarizes different research and articles that gives an idea about what is the current state of the issue to investigate.

With respect to the objectives of the present bibliographic search, one would take into consideration its power to identify relevant aspects of known, unknown and controversial nature on the subject of research based on the recommendations obtained in other research studies, to focus the topic of interest by formulating objectives, hypotheses and specific problems, to identify the theoretical approaches developed on the subject, to know the methodological approaches to the study of the subject: subjects and selection, types of design used with advantages and disadvantages on its external and internal validity, along with difficulties found in previous investigations, to identify the variables associated with the study of the subject and the instruments for its measurement, to select the most appropriate analysis methods, to compare the obtained results with similar studies, discussing critically contradictory conclusions, to use the bibliographic review for explaining, supporting and extending the theory generated in the research studies of grounded theory, to identify the most current available evidence, to prepare for marketing practice guidelines, to evaluate the relevance and suitability of the performed marketing practices, to elaborate new theoretical or conceptual approaches and so on.

Aiming to complete the present study, data from the Journal of Marketing​ , European Journal of Marketing​, Elsevier journals in the field of Marketing, Journal of Restaurant & Foodservice Marketing and so on have been used. Also, with respect to the database, another efficient provider was represented by the National Institute of Statistics.

Regarding the documentation provided by restaurants, the most appreciated ones were Restaurant’s Marketing Plan Template, Restaurant’ s business plan and so on. The data that have been collected would be used in order to complete the present study.

The main key words are: restaurant, quality of service, Brasov, marketing, behavior, interview, customer, independent business,

Taking into consideration the limitations of the present research, one would observe the number of restaurants– 6 restaurants in Brasov City, respectively ……….. -, the country and the period of applying the research- during Month…………. 2018- Month…………. 2018.

3.2.2 Literature Review

The method of empirical research refers to any research based on experimentation or observation, usually conducted to answer a specific question or hypothesis. In this respect, as Anderson and Fornell (1994) appreciated, its main goals are:

"-to make complete investigations, going beyond simply reporting observations.

-to improve the understanding on the subject that seeks to investigate.

-to combine extensive research with detailed case studies.

-to test the relevance of the theory through the use of experimentation in the real world, while providing context to the information." (Anderson and Fornell, 1994: 72)

This study is rooted in an empirical research with respect to the reality observation. In the present work, one would observe different tables and graphs as steps of reviewing the analyzed scientific literature. Also, the literature search is based on certain methodology consisting in a review of appropriate scientific studies such as indexed journals of marketing and business, books published by international editors, scientific articles and so on. The present systematic reviews are scientific investigations in which the unit of analysis is the original primary studies. They constitute an essential tool to synthesize the available scientific information, increasing the conclusions’ validity of individual studies and identifying areas of uncertainty where research is necessary. From a formal point of view, this systematic review synthesize the results of primary investigations using strategies that limit bias and random error. These strategies include:

The systematic and exhaustive search of all potentially relevant articles.

The selection, through explicit and reproducible criteria, of the articles that will be included here.

The description of the design and execution of the original studies, the synthesis of the data obtained and the interpretation of the results

3.3 PRIMARY RESEARCH

3.3.1 Secondary data

To analyze secondary data, statistical methods based on published statistics and restaurant reports were used. In addition, the secondary data are a general description of the company's situation (internal reporting analysis), such as: the business plan of these restaurants, the internal management report, the restaurant marketing report. These reports will be analyzed, and their importance will be highlighted in the next chapter of this paper, based on graphs, charts and tables.

3.3.2 Primary Data

The purpose of collecting primary data in this research is represented by the data collected through interviews. The data will be analyzed and highlighted in the next chapter of this document, based on graphs, diagrams and tables.

Primary data collection suggest primary or original sources. For the present research, as Gillham (2000) stated, ”the utility of the present research is based on the details obtained after applying the interview”. (Gillham, 2000: 36)The interview is ”a method performed through interrogation techniques”, in accordance with Salant and Dillman’s opinion (1994) trying to know aspects related to marketing strategies of restaurants in Brasov. (Salant and Dillman, 1994: 102) Both to understand and justify the convenience and usefulness of the survey it is necessary to clarify that in this research process, the basic resource that helps us to know our object of study is observation, which allows the empirical appreciation of the characteristics and behavior of what is investigated. Although observation applies to documents and objects, it has certain limitations, since it does not provide information regarding perceptions of reality, beliefs, feelings, motivations, anticipations, past or private behaviors, or people's dreams. The survey is used to collect data, such as knowledge, ideas and opinions of individuals, aspects that analyze for the purpose of determining traits of people, propose or establish relationships between the characteristics of subjects, places and situations or events in the context of business environment.

3.3.3 Research Instrument Design

In order to research the individuals’ opinion on marketing strategies of restaurants in Brasov City and on their services and products quality, the study is represented by an analysis performed on the basis of an interview with six restaurants’ managers. In this respect, the present interview technique’s objectives are related to:

– acquire and / or deepen knowledge of quantitative research.

– train individuals in the knowledge of the method, techniques and instruments of quantitative research.

– know the research process: the preparation of the project; the approach of the problem, etc.

– identify the role of the social worker as a researcher.

– use the knowledge acquired for future research we must perform.

– identify the previously known method, techniques and instruments when carrying out the work.

– introduce the knowledge acquired with the completion of the work, in other future research that we have to perform.

– know the basic concepts related to quantitative research.

– explain the characteristics of this type of research.

– know the techniques and the main instruments used when performing quantitative research.

– discover the whole research process.

– collect information on the subject.

– obtain skill and fluency to use the new knowledge acquired in future work.

3.3.4 Piloting the research instrument

The action of piloting of the research instruments aims to emphasize the review of guests’ opinion regarding the marketing strategies process and service quality in 6 restaurants in Brasov. In this respect, one would emphasize an observant attitude, the research instrument being developed Month8Month 2018 at the level of six restaurants in Brasov.

3.3.5 Sampling strategy

Current interviews involve a verbal, immediate and personal interaction pattern, being a conversation, usually of oral nature, between the researcher and restaurant managers, of which the interviewer and the other interviewee are part of. In this respect, the interview method aims to obtain valuable information.

Teas (1993) considered that “interviews aim at direct obtaining unobservable data, which is generally based on verbal statements of subjects”. (Teas, 1993: 143) The most important thing in the present investigation is that it allows observation of the actors' point of view.

The current sample of people participated in a regional study in the city of Brasov. In this respect, the size of the sample was determined in assessing whether an existing sample could be used or the appropriate sampling frame for a new sample was established, a decision was taken on the design of a new sample, knowledge on issues related to business indicators estimates and was better informed on weighting, estimation and sampling errors.

Respondents’ strengths profile works from pairs of statements, records the selections, classifies them and returns the dominant patterns of behavior, highlighting the areas where there is the greatest potential to develop real strengths, their spontaneous reactions to situations of daily life. They help reveal their talents. In order for a profile to accurately identify talents, it must be a faithful copy of that process by presenting a stimulus, offering a selection of possible reactions and then measuring it.

3.3.6 Conducting the research

In order to collect all the necessary data in order to test this study’s variables, the relations established between them, as well as the general model proposed for the present analysis, a specific group of individuals was analyzed. The study was applied during Month8Month8.

The stages or phases of the survey are related to its whole process of the survey, but more clearly, it lies in the theoretical and methodological construction of the analysis model and, in particular, in the implementation of the analysis design in which the presence of the method is central. Regarding the type of interviews, they had a semi-structured nature. In addition, for the realization of this research, interviews with managers from different areas of restaurants in the city of Brasov were conducted. In this respect, the universe of respondents was represented by managers from different restaurant areas in the city of Brasov. They showed great abilities to understand the relevance of this study, but they also took into account the implications of their participation and cooperation in this research. The interviews were characterized by a duration of almost 20 minutes each and they were not recorded on the tape.

In order to start the interview, the researcher begins with a general notion of where and with whom to start. They usually use convenience or avalanche procedures. Then, the sample is selected in a serial manner, highlighting that the successive members of the sample were chosen based on those already selected and on what information they have provided. Also, informants are often used to facilitate the selection of appropriate and information-rich cases. The next stage is characterized by the fact that the sample is adjusted while the new conceptualizations help to focus the sampling process. Sampling continues until saturation is reached. The final sampling phase includes a search for confirming and disconfirming cases (selection of cases that enrich and challenge the conceptualizations of the researchers).

Therefore, in the present qualitative research “the information is the one that guides the sampling, and for that reason, it is necessary to evolve in the own field since it covers all the conceptual requirements of the study, and not the adaptation to some methodological rules.” (Frankfort-Nachmias and Nachmias, : 69

3.4 DATA ANALYSIS

The key issue concerning the marketing strategies in small independent business is identified using a well-validated set of questions applied to managers of different areas in six restaurants in Brasov.

3.4.1 Qualitative data analysis

Taking into consideration the qualitative data analysis, an analysis based on different methods, but also the content or the template have been used, but at the same time, the researches’ results were presented in the following chapter. With respect to the conclusions of this research, one would emphasize the manner the purpose, aims and objectives of the study were developed, making recommendations about six small restaurants in Brasov City.

REFERENCES:

Anderson, E. W., Fornell, C. (1994). A Customer Satisfaction Research Prospectus. In R. T. Rust & R. L. Oliver (Eds.), Service Quality: New Directions in Theory and Practice, London: SAGE Publications Ltd.

Blaikie, N. (2009) Designing Social Research, 2nd edition, Polity

Frankfort-Nachmias, Chava, and David Nachmias. Study guide for research methods in the social sciences. Macmillan,.

Gillham, B. (2000) The Research Interview, London: Continuum.

Salant, Priscilla, Don A. Dillman, (1994), How to conduct your own survey. Wiley

Teas, R. K. (1993). Expectations, Performance Evaluation, and Consumers’ Perceptions of Quality, Journal of Marketing, 57(4)

Chapter 4. ANALYSIS OF RESULTS

4.1 INTRODUCTION

The purpose of this chapter regards the analysis of data obtained on the basis of the applied interview. The results are going to be presented in a detailed manner, in order to highlight the consumers’ perception on small independent businesses such as restaurants in Brașov. It also emphasizes the quality of food and services offered by the three analyzed Restaurants.

4.2 HEADING

The objective that we pursue through this research is to make known what are the keys to high profitability in company restaurants and, above all, to try to collaborate in improving the competitiveness and efficiency of companies, as a relevant and complex task. For this reason, we have also incorporated the voice of the protagonists, managers who have been able to promote high profitability in their companies. We must understand that profitability is a concept directly linked to efficiency and, in turn, efficiency is a concept closely related to competitiveness. And is that competitiveness remains the great challenge facing Romanian companies in the markets. Some companies react with difficulties to the challenges, others do it with greater success; we are interested in knowing what are the keys that drive high profitability so that more companies can improve the level of efficiency with which they operate and increase their value and their ability to create wealth and wellbeing.

Being asked about the secrets to succeed in a business of this type, the managers answered:

Manager A: Secrets there are many since the dedication of time; be day by day from the beginning, to know how it starts to work, what time most people arrive that schedule has people to leave during working hours; know that he what people look for more at lunch time and than at dinner time; also know how to manage it with the staff and there are more secrets, such as being consistent in their dishes, offer discounts, give good customer service etc.

Manager B: Innovation should become our number one priority. This quality is the one that has more weight in the beginning of our business, during the phase of brainstorming and planning. The vanguard must be at the forefront of all our business development; Without it, there is nothing that distinguishes you from competing companies. Innovation does not imply creating a completely new idea; It may mean taking an old model and updating it for a new environment, or combining two previously independent ideas.
Manager C: We have to be stubborn and flexible at the same time. In our business we are stubborn in vision but flexible in details. In other words, we must be stubborn with what we want to achieve, if we dream of a big business do not abandon it, work because we will achieve it despite what many say. However, we must be flexible in the details, if a strategy or a process did not work, accept it and change it. What we should never change is to achieve that great business! Being stubborn and flexible sounds a little contradictory, but the secret lies in knowing when we should be one or the other. We do not let anyone get the idea of ​​having a successful head (stubborn) but accept necessary changes and suggestions (flexibility)! Unfortunately many times we do the opposite, we are very flexible and convince us that our business will be a failure, and we are stubborn always using the same limited methods to earn money and stumble each time with the same stone But no more!

Being asked about the profile of the client who commonly visits the restaurant, the managers answered:

Manager A: I do not know if this is your question (half class and professionals such as teacher doctors, employees, etc.)

Manager B:We don’t have a certain type of clients.

Manager C. In our restaurant, all clients are welcomed.

Being asked about the key to attracting new customers, the managers answered:

Providing good service and good quality since most of our customers have been brought to our restaurant by means of a friend, a neighbor, a bone-to-mouth neighbor, we have made ourselves known.

The restaurant has to be reborn. You have to start over again … sometimes, the best way out is to put some trash "under the carpet". That way, we can release part of the load and we can continue with the business, concentrating totally our efforts on a revival of the restaurant (as with the desktop of the computer). This strategy, do not ask me the reason, but, it allows you to have a greater motivation, practically part of the emotion that you had when you were opening the doors, it will return and it will give you the necessary energy to start again avoiding all the mistakes of the past. It will be the same restaurant, the same people, but with another concept and with renewed energy. Basically, you will be changing an old tired dog, for a young and full of life puppy.

There is no single formula to reach the customer and sell. It depends to a large extent on the strategy that is put together. Many elements intervene in the sale. If a sale does not materialize, maybe it was not the person or it was not the best time; that's why you should never stop trying. Every time something does not work, adjust and repeat. It is to be constant. Life and business are like a marathon, it's something in the background. It is not just giving everything today and stop thinking and falling asleep. Every day we have to continue learning, testing and advancing.

Being asked about the achievement of customers’ loyalty, the managers answered:

With the attention that we give them and of course offering fresh and consistent things in the aspect of taste, quality and presentation of the food.

There are certain aspects that the client takes more into account to attend a restaurant, taking as examples the service, hygiene, taste, security, etc. Attention since even if something does not become to your liking we try to offer you something apart from letting you know that you will be better served and we will take care of satisfying your needs or expectations.

For a person to prefer a restaurant, it is not enough to have a good menu or service. Sometimes it is the comfort of the place if you have one with space for your cars, the area where you are, if you are where you can do your shopping around and the restaurant is close to eat, there are many factors The flavor and quality of the food are definitive.

Being asked about the way of acting above the competition, the managers answered:

Compare their prices and see what they offer to the customer; from there try to offer something more attractive and maybe of the same price or more attractive price; bring new ideas for example; we create events that attract the customer as live music. And we give the opportunity to know more groups or singers that are known in our city since they attract more clients as well etc.

Our recruitment and loyalty program makes a difference. In addition, we position ourselves very well internationally thanks to the campaigns we developed together with the hotels in the city. The audience of our groups is essential to be addressed to each of them in a personalized way, always offering added value and adapting to each requirement.

Always offer excellent customer service, with the best possible quality and look for ways that people always leave the restaurant satisfied.

Being asked about an explanation about their presence in the marketing advertising field,, the managers answered:

We are at a transcendental moment of techno-adaptation in the restaurant industry and in gastronomy in general, a process of change that has evolved from a traditional model to a current model, where technological advances occupy a fundamental role as an element of communication, loyalty, promotion and added value between customers and restaurants. For the first time, the client is the main protagonist, allowing restaurants to communicate, converse and interact with their customers through digital channels like never before. My specialization and the creation of the Social Media Restauranting concept, is born from the concerns that I have had for many years for restaurants, online and social networks, to the point that I have decided to turn it into one of my professional activities and I thought that the better way was to share content and experiences by creating a blog and share it with those people who had these same concerns.

Before Facebook and Twitter, restaurants were promoted to attract customers mainly through the traditional channels such as advertisements in the press, on radio and especially the mouth. We have to start from the basis that the great utility of social networks for restaurants is not in the promotion. The promotion ratio in social networks should not exceed 80/20, 80% concrete contents that interest your community and 20% own content or promotions.

The traditional modes of promotion can coexist perfectly with the new strategies.

In this respect, one would consider that the important thing is to come to understand that it is no longer the restaurant that makes the decision to have a presence on the internet or social networks, it is the client who unilaterally transfers the content to the digital environments it considers. The consequences of not having an active presence on the Internet are directly related to the future sustainability of the restaurant, those restaurants that do not opt ​​for a Social Media Restauranting model will have a very difficult survival since digital natives will impose and coexist with these systems. The restaurants are getting profitable in many ways their commitment to this new model, through better visibility, creating a close and authentic brand, differentiating from their competitors, personalizing their products thanks to listening to their customers and getting a substantial increase in reserves, diners and sales. The social networks have caused communication with customers to be expanded and digitized. The gastronomic stage is no longer the only important one in this process of global information, there are two new stages, an earlier stage, an inspiration stage, and a later stage, a stage of reputation. In the inspiration stage the client accesses new technologies in search of information to define their decision, therefore the restaurant is obliged to have an active presence in these channels that allows it to be easily found or locatable by potential customers. The reputation stage is created thanks to the shared experiences of the clients, since these contents create a decisive current of opinion and with an enormous influence. All this makes up a system that feeds on itself, based on a communication of trust, transparency and honesty between the restaurant and the client.

Being asked about the type of main strategy that they develop in this business: diversification, prices, quality, the most relevant answer was that of the manager A. “Undoubtedly the quality of the product, and above all, the specialization in prime meats for our grill, meats that I buy from local producers. At our restaurant’s bar you had already checked that the grill worked perfectly, although we did it on a smaller scale. That's why I decided to specialize this restaurant in grilled meats. For me it is a satisfaction to see that I have very loyal customers, who always come back and always leave satisfied. On the other hand, they are passing the information to other people, and you find that they arrive from very different places because they have heard about this restaurant. As an example, recently I received some clients from Bucharest commenting that they came expressly because someone had recommended it to them when they visited Brasov.”

Being asked if they have modified their strategy as a result of these effects that they comment, the managers answered:

No, I try, as I said, to maintain the quality of my product and my service. I will not stop bringing Argentine meat of the best quality, because it would be missing the very concept of what I want to be my restaurant; and this despite the fact that, logically, continue acquiring the same meat now I find it more expensive. As I was saying, if the client wants to save, he usually chooses to reduce the number of dishes, or to ask for a lower-priced wine than he used to.

Marketing is the best weapon to overcome the crisis in a restaurant. The marketing in a good resource, but understood from a global perspective, where the face and the online are mixed with nativeness. You have to take care of the restaurant from the traditional: the service, the quality, the price. Then participate with attractive content in digital channels to grow your community and invigorate it with campaigns and attractive actions, but never forget that the best marketing part of an excellence in the essential elements of the restaurant.

Identify what you will offer to each of your clients in the menu. This is the right answer. The restoration until very recently was one of the most traditional sectors that existed. This heritage has meant that there is a very significant delay in the application of new methods and strategies, such as digital ones. Yes, it is true that there are more and more restaurants that are opening accounts on social networks and talking with their customers, and that they consider their presence on the Internet as a relevant issue. Another answer would be: Identify what you will offer to each of your clients in the menu. Remember that we must play the cards well on the table, if you do not elaborate the appropriate strategies, your product will not work. Do not offer everything or saturate your client, you can start offering the most profitable for your business. Also keep in mind that it is essential to add the phrase about "the chef's recommendations".

Your offer must sound irresistible to anyone.

Knowing how each of your collaborators will address the message is fundamental. It is different to approach a client and tell him or her face to face. What will be served? To subtly address with a smile and recommend the special of the day describing each ingredient, taking the client's imagination to another level.

Remember that producing reactions in the consumer also allows us to build loyalty and enter a state of trust. We awaken our client's imagination by describing our dishes, greeting him politely or stealing a smile from him. Is not it complicated, right? Endomarketing is fundamental and a key piece to increase those sales that you need so much. Finally, remember not to sound like a sales pitch. No strategy will work if your collaborators and you give the impression of being cold and calculating commercials, without showing charisma and who only care about sales.

Let's not insist, let's be natural. Customers want to have a pleasant time and not simply make a compulsive purchase. Let's be polite and kind.

What form do you think is most effective in attracting new customers for a small restaurant? Do you do events to promote yourself?

We do many events, sometimes I think too many, but it's a way to get people out of their comfort zone and try new things, which is good for a bar with 800 bottles of beer.

As marketing tools, we use advertising in hotels, schools, places of public service such as hospitals and clinics, websites and coupons at home, apart from announcing your location in pizza boxes and bags obtained in your purchases.

The most relevant type of advertising for this type of business are coupons since people are looking for the best way to economize

Improving the management of a restaurant is to improve its profitability, although this statement, in practice, does not help us much when planning changes that help us to make the business profitable. When acting, the crux of the matter is none other than finding the right plan for each business in order to make changes or to carry out certain initiatives that achieve a better performance and, ultimately, translate into profitability for the restaurant.

Training is a key element to improve restaurant management. Without it, except for exceptions that deserve a separate analysis, it will be very difficult to survive and, with greater reason, obtain profitability. Ideally, however, the logical aspirations of a restaurant owner are to achieve increased profitability. The training of restaurant staff at all levels, including the different roles, from the room staff, cooks to the same managers, is essential if you are looking for a lifeline that provides reliable and long-lasting solutions, which mark a before and after.

But why is it so important to train? Basically, without training there is no knowledge, and if we do not know what we have to improve we will not find those weak points that have to be corrected. Among others, the lack of differentiation, meet the clientele and find how to meet their demands, location, decoration or, for example, make an adequate marketing strategy and online and offline communication.

The keys to success do not respond to a universal formula. To get a business that marches, that profitability that is not but the consequence of a good management, we will have to give answer to questions like the pointed ones, and always adapting them to each concrete case.

Some of the practical measures that managers can apply when managing their restaurant to make it more profitable would be, according to their answers:

Redesign the menu: The objective is to design a menu that is attractive and satisfying without exceeding the number of portions, looking for a competitive price and at the same time be profitable for the business. We will also benefit from a letter without too many dishes to control raw materials, reduce personnel costs and focus on the excellence of our culinary offerings. It will also help us to offer careful wine and dessert menus.

Improve the organization: Being more organized at different levels will result in greater profitability. Let us focus on the coordination of the personnel when offering a service, in the control of orders and rhythm of consumption of raw materials or, for example, in training workers also in other positions to be able to respond to unforeseen events and to promote the cohesion of the equipment.

Improve administration: Do not forget that a restaurant is a business first and foremost, and therefore its true purpose is to obtain satisfied customers that allow us to obtain profitability. Good administration will allow us to have employees paid on time, who can also receive incentives, be up to date with suppliers, make investments that allow us to grow and, ultimately, be more profitable.

Improve the service: Invest in good raw materials, take care of the detail, offer a service and meals more oriented to the target and introduce new features that surprise the customer are different ways that we have at our disposal to offer a better service. It is also essential to devote part of the benefits to the training of our staff by conducting courses or seeking the advice of a professional who masters the subject (food handling, customer service, kitchen, etc.) will help us to be more efficient and this will end up resulting in greater profitability.

Efficient advertising

The ultimate goal of this process of strategy and planning that are so necessary to improve profitability is customer satisfaction, the demonstration that we have a good service and a quality food and, in turn, the best publicity that a company can have. restaurant. Because a satisfied customer, in fact, is a client who will most likely not hesitate to recommend us, and who is also one step away from being a loyal customer.

4.3 SUMMARY

The objective of this study was related to an integration of marketing areas through the concept of profitability at the level of small independent restaurants in Brasov. This is not unknown the work and effort that some marketing authors have made in trying to explain the concepts of finance in the light of marketing; on the contrary, it seeks to enrich knowledge in these topics, in accordance with current trends that seek to relearn and study this integrated knowledge, as a whole, that is, imagining as a system, the different concepts and theories of the sciences that make it up. that is, seeking a multidisciplinary view of the knowledge that involves these two areas, which are part of the five basic areas of knowledge.

This multidisciplinary vision allows finding a balance between theory, practice and research, moving away from the traditional school which has been paralyzed in the analysis and not concentrating on solving problems because it looks at the organization from a single area, while the schools Modern companies seek to see the organizational problems in their natural state within the company, which implies the use of a great variety of theories in an integrated manner.

Chapter 5. CONCLUSIONS, RECCOMMENDATIONS and REFLECTIONS

5.1 INTRODUCTION

The purpose of this chapter is to highlight the main conclusions , recommendations and reflections regarding the analyzed restaurants in Brasov. In this respect, it is structured into four parts, respectively: Conclusions, Recommendations, Reflections & Evaluation of Methodology and Suggestions for Further Research.

5.2 CONCLUSIONS

Due to the area of ​​professional studies that the surveyed managers have, they demonstrated clarity of knowledge in the management of the business and that include the strategic, intra-strategy and personal efficiency competencies. They use the strategic competencies of business vision, problem solving, resource management and customer orientation with knowledge of the cause, since they have defined their vision, analyze their problems in a systematic way, use resources rationally and are aware of the importance that the client plays in making decisions. However, competencies such as a network of effective relationships and negotiation proved to be more complex in terms of effective performance. In terms of intra-strategic competences, the complexity of their performance was manifested to a greater degree by empathy, delegation, coaching and teamwork and, to a lesser degree, communication and organization. With regard to personal efficiency competencies, managers presented difficulties in using personal management and personal development competencies, and to a lesser degree, self-government competencies. Managers use strategic competencies more and use less intra-strategy and personal efficiency, that is, they use more the skills required to achieve economic results and less those necessary to achieve the unity of the company and those that refer to the effective relationship of the person with himself and with the environment.

In general, the participants are professionals who have accepted the position of managers, without having been trained in managerial skills. This results in that they are oriented to make decisions in the capacity of specialists but without taking into account the staff, which results in poor decisions regarding the selection and location of the personnel, working conditions and organizational climate. Because they do not self-evaluate, they may be systematically committing these errors without realizing the danger of taking actions that are logical but not relevant. In order to conclude, I consider appropriate to mention that the objectives established at the beginning of the study are accomplished.

5.3 RECOMMENDATIONS (if appropriate)

Recommendations:

• Close supervision of the economic and financial situation of the trading company is recommended

• It is recommended to perform in detail a SWOT analysis in order to identify and improve the weaknesses of the company, but also to seek a solution to the main remarks

• In the context of competitive environment, it is advisable to conduct a competition competitive analysis to enable the company to cope with existing market conditions and to be able to remain on the market.

• Restaurants should personalize their offer, addressing much better to certain categories of consumers

• Restaurants should should establish effective marketing strategies

• Restaurants should should also invest in promoting the unit's image

5.4 REFLECTIONS & EVALUATION OF METHODOLOGY

Research is defined as qualitative, while by the use of data collection and analysis to answer research questions and test established hypotheses, statistics are used to accurately establish patterns of behavior in the population. The method used is defined as hypothetical -deducational, given that part of a hypothesis, a previous reasoning about the competitiveness in restaurants, which is going to be verified. This is a correlational investigation, and it is pertinent to highlight that correlational studies aim to measure the degree of relationship that exists between two or more concepts or variables, in a particular context where the utility and main purpose of this type of studies is to know how it involves a variable knowing the behavior of other related variables. Considering the previous concept, it can be determined that the present investigation according to its purpose and scope, is correlated, because it seeks to determine whether the quality assurance, training and motivation of human resources, innovation in processes, product , organization and marketing, information and communication technologies and accounting and finance (independent variables) influence the competitive success of international cuisine restaurants (dependent variable). This means that specifically for this study, we sought to observe the degree of relationship between the values ​​obtained in regarding small independent business variables and competitiveness.

5.5 SUGGESTIONS FOR FURTHER RESEARCH

Future research should include a representative sample of managers, as well as obtaining the point of view of other actors on the performance of these managers. Similarly, with the information obtained in this study, an intervention could be designed in one or several companies to determine the relationship between competencies and organizational performance. In addition, it could be investigated about the competences that restaurant employers value most (according to the market), their updating and development needs, among other aspects, for the benefit of managers' improvement, SMEs, the economic development of the area.

ANNEXES

Interview

What are the secrets to succeed in a business of this type?

What is the profile of the client who commonly visits your restaurant?

What has been the key to attracting new customers?

How do you achieve customer loyalty?

What aspects of customer service do you think are most important for a business of this type?

What do you do to be above the competition?

How do you explain your presence in this field and how have you specialized?

What type of main strategy do you develop in this business: diversification, prices, quality?

Have you modified your strategy as a result of these effects that you comment?

Your offer must sound irresistible to anyone.

What form do you think is most effective in attracting new customers for a restaurant? Do you have events to promote yourself?