Fast food restaurant Essay Example for Free

Fast food restaurant Essay Introduction Fast food is very common in Hong Kong. We can find at least one fast-food restaurant nearby. McDonald, KFC, Burger King, Triple O’s, Cafe de Carol can be found everywhere in Hong Kong. Fast food means that the food can be prepared and served very quickly. It can save us time and is convenient. [pic][pic][pic] The aim of this report is to investigate fast food culture in Hong Kong nowadays. Firstly, trend of fast food culture in Hong Kong would be given in order to get further understanding of fast food. Secondly, negative impacts of fast food would be discussed. Thirdly, despite the fact that Hong Kong people are more aware of their health, fast food restaurants have emerged. Lastly, comparison between fast food shops and fast-service shops would be mentioned to find out how these two types of shops affect customers’ choice of catering. Mr. Victor Chan, the Managing Director of the Triple O’s, Hong Kong franchise, was interviewed to find out the answer. Current situation [pic]Fig. 1 Top 10 Global Markets for weekly Fast Food. According to the survey from ACNielsen (Refer to figure1), Hong Kong has the highest percentage of eating fast food in the world, with 61 per cent of people eating fast food at least once a week. The survey was conducted in October 2004 over the internet in 28 countries and regions across the Asia-Pacific, Europe and the US. It showed that more and more people are obsessed with fast food. Nine per cent of Hong Kong people visited fast-food restaurants at least once a day; 86 per cent of people visited at least twice a month. In the first nine months of this 2004, Hong Kong people visited fast-food restaurants on average seven times a month and spent $ 160. The survey revealed fast food has become a part of Hong Kong people’s lives. Hong Kong people are in fast pace of life. People have less time to eat and are busy to work. It makes fast food become more and more popular because it is convenient and comfortable. It replaces the position of traditional restaurants and these fast food shops have dominated our society gradually. Negative impacts of traditional fast food There are thousands of fast food shops in Hong Kong. They have totally changed eating habit and daily life of Hong Kong people. Albeit fast food is delicious and tasty, it brings several health problems. Fast food contains lots of fats and high calories. For example, McDonald’s provides a Big Mac, large fries and a large Coca-Cola drink which have 1430 calories. In fact, 2000 calories is the maximum amount a person needs in each day. Big Macs in Hong Kong contains more fat and cholesterol than those in the world. According to nutritional information on the companys website, each Hong Kong burger weighed 560 calories but 80 calories is more than Australia, 67 calories more than Britain and 60 calories more than the Middle East. Obviously, fast food leads to obesity and diabetes, and increases the risk of heart disease and high blood pressure. Apparently, fast food contains high calories and lack in nutrition. Fast food is not proper meal that people can eat every day. Besides this, facing the influence of mass media and the trend in Hong Kong, slim body figures are encouraged. Therefore, Hong Kong people realize the importance of health. They are willing to eat healthy food with low calories and fats. In order to meet the demand of healthy and higher nutritional food from Hong Kong people, fast food shops start to provide healthy food to customers. For example, McDonald’s try to give more choice to customers by providing healthier food, likes fresh salad and low fat yogurt. Fast food culture in Hong Kong has changed. Emergence of Fast-service food shops in Hong Kong Interview with Triple O’s – White Spot Because of the rise in living standard and change in eating habits of Hong Kong customers, traditional fast food shops, such as McDonald’s and KFC, can no longer meet the demands of customers. The emergence of a brand new type of catering choice – fast-service food shops, introduces a new dining experience to Hong Kong customers, thus, bringing a positive and striking impact to the catering industry. One of the most successful fast-service food shops in Hong Kong is Triple O’s – White Spot, which was founded in Vancouver, British Columbia in 1928, best known for its hamburgers In 2003, Triple O’s expanded its business to Hong Kong, setting up the first shop in the Great food hall in the basement of Pacific Place, Admiralty. Until 2010, there are already 5 Triple O’s established throughout Hong Kong, in which the franchises each record more than twice as many sales as the average location in BC. In order to know more about fast-service food shops, an interview has been conducted with the managing director of the Triple O’s, Hong Kong franchise, Mr. Victor Chan. [pic] [pic] Triple O’s – White Spot aims to provide high quality, home-made and healthy fast food and family-friendly services to create a new kind of dining experience to customers. According to Mr. Chan, Triple O’s’ in Hong Kong have to follow strictly the menu and ingredients set by the Canadian headquarters to ensure its high food quality. For instance, unlike traditional fast food shops that only focus in lowering their production cost, Triple O’s’ milkshakes are made of fresh milk and premium ice-cream. Burger beef is from Australia, delivered fresh to Triple O’s in Hong Kong, not frozen. Mr. Chan added that Triple O’s’ menu will not change in order to suit the appetite of Hong Kong customers, therefore resulting in a limited choices of food in their menu compared to other fast food shops. In order to provide freshly made burgers, it usually takes up to 5 to complete a whole meal set. That is why customer-friendly service is provided in Triple O’s. Instead of ‘self-help’ service in traditional fast food shops, waiters will deliver meals to customers in person, offering customers efficient dining services. Besides that, because of the insistence of high quality ingredients, price of food is again higher than that of fast food shops. Yet, it does not affect customer’s choice of catering since they are now enjoying a higher living standard, willing to spend more for the return of good food and nice service. Triple O’s’ success is also a result of change in eating habits and perceptions of Hong Kong customers. The idea of ‘thin is in’ is widely spread by the mass media, people are getting more conscious about their physique and health, leading to the rise of a new kind of eating habit – healthy eating. Believing that traditional fast food shops’ only provision of deep-fried food, customers tend to look for healthy, yet, delicious fast food for substitution. Triple O’s hit the exact demand of customers. ‘Food in Triple O’s is generally low in fat and that no preservatives and artificial flavours are added in. Vegetarian burgers and lots of vegetables are included in every meal set in order for customers to achieve a balance diet,’ said Mr. Chan, ‘healthy cooking methods are also used, such as roasting and grilling of burger beef and chicken stripes with refined olive oil rather than deep-frying. Fries with potato skins are again intended to provide dietary fibre for better digestion of customers. † Customers are free to choose according to their personal preference, having a custom-made burger in any way they want, like whether to add in any dressing in their burgers. Another special feature of Triple O’s is that there is no advertisement about it at all. â€Å"We rather spend our money in purchasing high quality ingredients than wasting them on advertising. We believe that with our food and service, reputation can be build up in no time. Once again, we prove ourselves right! † said Mr. Chan. Marketing is clearly not the major concern of Triple O’s. â€Å"From the fast food shops’ point of view, we (fast-service food shops) have become a huge competitor to the traditional fast-service shops. Like McDonald’s, they are, in fact, following our way in preparing food and provision of service. However, since there is vast difference between us and traditional fast food shops, we don’t treat them as a direct competitor. Our aim is not only to provide fast food to customers, but a new dining experience, which makes us unique in the catering industry. † Mr. Chan concluded by the end of the interview. Comparison between Fast food shops and Fast-service food shops Fast food shops have always been one of the dominating choices of catering. Yet, in recent years, there are a definite increasing number of fast-service food shops in Hong Kong, which result in an intense competition between the two. In the following table, we use the example of McDonald’s (fast food shops) and Triple O’s (fast-service food shops) to show the major differences between fast food shops and fast-service food shops, which affect customers’ choice of catering. [pic] [pic] |Differences |Fast food shops (McDonald’s) |Fast-service food shops (Triple O’s) | |Quality of food |Low |High | |Ingredients used |Use of low quality ingredients to cut off production cost| Strictly follow the Canadian headquarters’ use of high | | |e. g. |quality ingredients e. g. | ||milkshakes – milk, water, and milk |milkshakes – fresh milk and premium | | |powder |ice-cream | | |burger meat – organ meat mixed with |Burger meat – Australian imported, | | |bread crumbs and onion |pure beef | |Method of cooking |Deep-frying |Grilling and Roasting | |Health consciousness |Less |More | | |- lack of vegetables and fruits in the menu |- inclusion of vegetarian food choices | | |- unhealthy cooking method used |- healthier cooking methods used | | Flexibility of ordered food |Standardized food |Immediate, Custom-made e.g. | | |- Burgers are pre-made for purchase, which follow a |- Customers may add in more vegetables in their burgers or | | |uniform standard. |choose not to add any dressings at all. | |Food choices |Wide variety |Limited as it must follow the menu of their headquarters in | | |- Burgers, fries, ice-cream, different types of |Canada | | |fried-food, soft drinks, pies†¦ |- burgers, fries, onion rings, chicken stripes, milkshakes | |Characteristics |Fast, convenient | High quality of food, | | | |brand new type of dining experience | |No.of shops in HK |More |Less | |Cost |Low |High due to the high quality of ingredients used | |Services |Less |More | | |- provides only ordering services in the cashier |- provides not only ordering and packing up services, but | | | |also delivery of meals to customers like restaurants | |Advertisements |More |None | | |- wide coverage via the mass media (e. g. TV ads, the |- building up reputation by customers’ word of mouth | | |Internet, newspaper) |- money used in quality ingredients rather than in | | | |advertisements | From the above comparison, we can see that fast-service food shops introduces a brand new kind of catering experience to Hong Kong by providing high quality of food and efficient, customer-friendly services. As customers are being more health conscious, fast-service food shops seem to have hit the market, drawing enormous attention from customers of other types of catering choices, especially those of fast-food shops. Customers also enjoyed the idea of ‘immediate and custom-made’. Customers are able to order in according with their preferences. Burgers are freshly made with A-grade ingredients immediately upon order, which freshness of food can be completely guaranteed. Together with the efficient and friendly service provided, fast-service food shops seem to fulfill and satisfy the demands of picky customers. The success of a few fast-service shops in Hong Kong is inevitably bringing in a competitor to traditional fast-food shops. Conclusion In the past two decades, Hong Kong has inevitably been an international city under the great influence of fast food culture. As the only demand for food is efficiency, the mere provision of fast and convenient food could already satisfy the demands of most customers. Yet, with the improvement in economic level, living standard and change in eating habits of customers, fast food shop could no longer provide them with what they want. Customers are more willing to enjoy quality and healthy food and nice service when dining, thereby, leading to the introduction of fast-service food shops to Hong Kong. Fast-service food shops bring in huge impacts and brand new ideas to the fast food world. Not only efficiency, quality of food, provision of service and health consciousness should be brought into considerations in order to fulfill the demands of customers. The emergence of fast-service food shops provides a new choice of catering for customers, which leads to intense competition between fast food shops and them. Competition between the two definitely brings positive impacts to the catering industry. Traditional fast food shops seem to realize their shortcomings and need of change, now even McDonald’s follow the way of fast-service food shops by providing immediate-made burgers instead of pre-made ones. Because of the vast difference between fast food shops and fast-service food shops, it is difficult to determine at this stage that which one of them can dominate the fast food industry. The only thing for sure is that customers are, always and forever, the winner in this match, having to enjoy the great food! Reference OWikipedia OOfficial homepage of Triple Os Hong Kong OSouth China Morning Post OHong Kong Yahoo OACNielsen OHKUSPACE [pic] [pic] [pic] Vocabulary Sheet – Fast Food Culture |Word (parts of speech) |Meaning | |Dietician (n) |a person who is an expert in nutrition or dietetics | |Fast-food addict (n) |a person who is addicted to fast-food | |Americanization (n) |assimilate to the customs and institutions of the U. S. | |Delicacies (n) |something delightful or pleasing, esp. a choice food considered | | |with regard to its rarity, costliness | |Sedentary (adj) |characterized by or requiring a sitting posture | |Coronary (adj) |of or pertaining to the human heart, with respect to health | |Superficial (adj) |shallow; not profound or thorough | |Standardize (v) |to bring to or make of an established standard size, weight, | | |quality, strength | |Unpalatable (adj) |not palatable; unpleasant to the taste | |Franchise (n) |the right or license granted by a company to an individual or group| | |to market its products or services in a specific territory | |Variant (adj) |tending to change or alter; exhibiting variety or diversity | | Proliferate (v) |to increase in number or spread rapidly and often excessively | |prominent (adj) |standing out so as to be seen easily; conspicuous; particularly | | |noticeable | |Prevalent (n) |widespread; of wide extent or occurrence; in general use or | | |acceptance | |Ubiquity (n) |the state or capacity of being everywhere, esp. at the same time | |Detrimental (adj) |causing detriment; damaging; harmful | |Umpteen (adj) |innumerable; many | |Flavor-enhancing (adj) |enhancing the flavor of food | |Paramount (adj) |chief in importance or impact; supreme; preeminent | |Consumer-friendliness (n) |products of non-harmful elements to consumers |

The marketing mix is a marketing tool. It is a checklist, which focuses

The marketing mix is a marketing tool. It is a checklist, which focuses attention on the main marketing activities in which a firm needs to carry out UNIT 9 – MARKETING MIX The marketing mix is a marketing tool. It is a checklist, which focuses attention on the main marketing activities in which a firm needs to carry out its marketing strategy. It consists of the four Ps (product, price, promotion and place). Â · Product (including range of pack sizes, flavours and colours) Â · Price (pricing strategy and pricing method) Â · Promotion (branding, advertising, packaging and sales promotion) Â · Place (distribution channels and seeking shop distribution) Managers look at these areas and decide what marketing actions need to taken. For effective marketing each area needs to be considered. The actions taken must work with each other. A successful mix will achieve marketing objectives and customer satisfaction. The most important element of the mix is the product. Good marketing means developing products that fit the market. It needs to be designed to meet requirements of the target market, which is probably achieved by extensive market research. The design must keep pace with market changes. Once the product has been chosen, the other elements of the mix become clear: The price must be suited to the target market and to the image of the product The promotion must be through the media that the target market watch or read The place should be the ...

Reviewing Arguements Whether Scientific Management

The topic I have chosen for my essay assignment would be option 1 which is reviewing the arguments for and against the statement whether scientific management creates efficient organizations. In the world of today, it has been known that scientific management developed over the years and is applied in the everyday work life. Frederick Winslow Taylor is the person who discovered scientific management, also known as ‘Taylorism’.It is a theory about management that analyses and synthesize the workflow of a work place but the main objective is to improve the efficiency of the economy, especially in labour productivity based on five principles as described by Buchanan(2010, pg 423). The first principle of Taylorism is to have ‘A clear division of tasks and responsibilities between management and workers’ whereby the author Chris Grey(2010, pg 40) disagreed that it was an added advantage to an organization. He described it as a system that transfers the power from workers to managers.It reduces autonomy among workers, working conditions and threatened unemployment. It is more of a radical and near complete separation between planning and decision-making, where managers would make the decision while workers carry out the order. The outcome of this caused workers to leave their jobs and go on strike, time and motion studies were banned in US defence plants and even owners and senior managers were against Taylorism as they think that the system has given the managers a higher authority than them.The second principle, ‘The use of scientific methods to determine the best way of doing a job’ was brought up to a disagreement by Paul Adler where he claims that Taylorism represents a fundamental emancipatory philosophy of a job design. His research reveals two fundamental flaws in the standard view that is based on two psychological assumptions. The first one is that work will only be motivating to the extent that it resembles free play and the second that workers need to have autonomy. Adler states that the standard critique of Taylorism is that it presents the payoff of the workers as the only source of motivation to get them going.Adler also argued that when workers develop positive feelings towards their job and perceive Taylorism as an effective way of accomplishing the task, then low individual and team autonomy can co-exist with high morale. (Buchanan,2010,pg 444 – 445). Buchanan (2010, pg 428) also commented that there are several criticisms that disagree with Taylorism bringing efficiency to an organization based on this principle. The first one was because it assumes that the motivation of an employee was to gain maximum payoff for their hard work and neglected the importance of the other rewards such as being given recognition and achievement.This will cause workers to feel that they are not appreciated and are being used as tools to do the job. Secondly, it failed to explain to the workers the us e of implementing new procedures, being timed and closely supervised all the time. Workers will not enjoy being watched all the time, as it would make them feel like a prisoner. It also makes them feel uncomfortable as to not having any privacy at work. However, the Gilbreths came up with their own study through developing Taylorism showing their agreement with Taylor’s second principle. Frank Gilbreth tudied motion and time of job to analyse how long it would take for a person to complete the given task which then lead to the development of a system called ‘therbligs’ which is formed from elementary movements, each having its own symbol and colour. His research then lead him to developing a standard time for each job element, and this is still being used till today for designing the wage payment systems. As for Lilian Gilbreth, she contributed psychologically. She studied motions to eliminate unnecessary actions and to reduce fatigue experienced by workers.She f igured that if she could succeed it would increase the work rate of a worker to maximize productivity. She introduced rest periods, placing chairs at the workplace resting area, and instituted holidays with pay. Changes were also made to the heating, lighting and ventilation of the workplace. This may have been a new revolution for the workers as it improved their work life and gave them motivation to do their jobs. (Buchanan, 2010,pg 429 – 430). The third principle is ‘Scientific selection of the person to do the newly designed job’.Henry Ford did a great job in doing so as he became famous for his way of mass-production that benefited his organization. Ford applied the principles of rationalization whereby employees are allocated simple tasks that are carefully designed to gain maximum efficiency from the workers. Ford replaced skilled craftsmen with machines therefore eliminating the need for skilled workers. He boosted up production of the cars that could har dly be done with just manpower but critics argued that Ford’s technique was destroying craftsmanship and de-skilling jobs.In the workers’ view, this was more of an issue about identifying the right task for unskilled workers to do who would otherwise not enjoy their work and be demoralized which could lead to many problems later on if not solved. The same critics also asserted that short cycle repetitive jobs are the cause of workers being treated like a machine, alienated and stressful. (Buchanan, 2010,pg 431 – 435) A research on the Braverman thesis shows many criticisms were made about Braverman and his deskilling thesis that disagrees with this principle as well. Buchanan cited from (Noon and Blyton, 2007 (pp. 57-159); Fincham and Rhodes, 2005) which shows a couple of criticism such as Taylorism ignoring alternative management strategies like making a choice between using Taylorism to deskill a job position or to let the workers gain autonomy. Employee empow erment would definitely provide better worker interchangeability that allows better assembly line balancing. At the same time, employees will not be deskilled and the management gets to take control over the labour process. Another criticism was that it exaggerated about the management’s objective of controlling labour.The thesis underestimated the complexity and diversity about management objectivity and plurality of interests. Direct labour will take up a small proportion of the total cost of a product and it may not be significant as it was in the past compared to today. The third criticism was that workers were being treated passively. There have been unions and individual resistance towards deskilling, as workers were not being treated fairly as they were forced to do a specific job that does not require their skill they have to be put to good use.In the end, the worker’s skill will deteriorate until he loses it completely. The next one was the underestimation of the employees’ consent and accommodation whereby workers will welcome Taylorism once they understand the importance of it and practice it for years. Fifth, it ignores gender. In the past, men have always been the one who have been developing working skills and were more capable of doing work. That brought a disadvantage to the women as they were being compared to men. They overlooked the possibilities that women may also be able to do other jobs such as office jobs. Buchanan,2010, pg 440 – 441) The fourth principle is ‘The training of the selected worker to perform the job in the way specified’ and from this principle came about the upskilling position which gave importance towards human capital. Companies invested in their workforce by providing education and training to help them have a better understanding of their work and how to do it right. This will help managers to identify which worker is capable of doing which job they will be assigned to. Beside s that, it will generate higher level of skills among employees that most work required during those times.The fifth principle is the ‘Surveillance of workers through the use of hierarchies of authority and close supervision’. Harry Braverman developed the Braverman where he saw scientific management as a method of directly controlling fellow employees. Managers reduced the autonomy and discretion of workers in how they perform their jobs, thereby deskilling their work in order to gain more control over them. Braveman concluded two types of deskilling technique and they are, firstly, organizational deskilling which involves Taylor’s separation of task conception from task execution that all problems are to be solved by the supervisor.The second one is technological deskilling that is replacing the workers with machines to achieve a better rate of production. (Buchanan, 2010,pg 436 – 437) Max Weber also agreed to this principle stating that rational-legal a uthority was increasingly supplanting forms of authority which comes from a set of rules, procedures and duties. This authority is empowered to the person in charge, for example, the Chief Executive Officer of an organization. Eventhough the person holding the position may change, the empowerment the job position holds still maintains the same.There always have to be someone who oversees the entire organization and manage it. Just like a country, without the government the country will not be in order but instead be in chaos. Weber defines this type of organization being set by rules and a series of hierarchical relationship. It helps make use of principles of systemization, division of labour and authority. Weber stated that his theory represented the most technical and rational form of an organization and it was confirmed when his theory spread like wildfire throughout the state as organizations were implementing his theory. Grey,2009, pg 22-23) From what I have studied about scie ntific management and its theories about how it has been applied throughout the years I would agree that scientific management does creates an efficient organization. It has dramatically improved our work life today if compared to the old days where workers were mistreated, low rate of production and many more. Scientific management have been developing over the years and along side it there were ups and downs but I have to say that in the world today, it has definitely brought significant changes to organizations.As I have worked before at several hotels, I have experienced these changes such as following procedures and rules while working which is fine by me as it tells me what I should do and be more systematic. While I was working in the F&B department, everyday there will be tasks assigned to each staff so that everyone knows what they are supposed to do and to prevent miscommunication between one another. I felt very comfortable and I did my job well following it with little p roblems. Another example would be with the help of technology everything goes faster and smoother through my experience in the front office department.In the front office department, guest records used to be manually written down in a book and it would be a hassle to find out if the guest stayed there before but now we have computers where we can just enter a guest’s information within a minute and check it at anytime and any second. Everything will be recorded in the computer therefore making it available to other departments so that they could get information on a certain guest. In conclusion, surely there are advantages and disadvantages in scientific management but that is what that makes it improve and develop over the years.There may be people who disagree with me but I stand firm on my decision that scientific management does create an efficient organization and I also look forward to see what new changes it will bring in the near future. Referances Buchanan, D. and Hu czynski, A. (2010),Organizational Behaviour, Harlow, Financial Times/ Prentice Hall (7th edition), Grey, C. (2009) A very short and fairly interesting and reasonably cheap book about studying organizations, (2nd edition), London, Sage Publications Ltd Noon M. and Blyton P. (2007), The Realities of Work, (3rd edition), Gordonsville,Palgrave Macmillan

Psychology Psychoanalysis and Humanism - 1831 Words

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