Get 20M+ Full-Text Papers For Less Than $1.50/day. Subscribe now for You or Your Team.

Learn More →

The product innovation process of quick‐service restaurant chains

The product innovation process of quick‐service restaurant chains Purpose – This paper aims to outline the innovation process activities described by quick‐service restaurant (QSR) managers and to compare it with an earlier QSR process model and with those used in other food service settings. Design/methodology/approach – Six semi‐structured interviews with QSR chain executives in the USA were conducted to better understand the underlying factors and dimensions that describe successful innovation process practices. Findings – For new QSR menu innovations, the development teams follow a structured approach to reduce the likelihood of failure due to issues such as poor consumer demand or implementation. QSR screen new food innovations approximately five times during the development process. Furthermore, today's QSR innovation process integrates more sophisticated market research technology and a post‐audit is carried out after the new food concept has been launched. In comparison with studies of Michelin‐starred chefs QSR development teams use an approach that is much more explicitly structured as a whole due to the larger scale roll‐out as well as greater cross‐functional and regional differences to consider in the QSR setting. Research limitations/implications – The study was conducted in only one country and on a small sample. Based on an analysis of the findings, the innovation development process of QSR can be broken down into 13 main steps. Compared with earlier hospitality innovation studies, the process in this setting includes multiple screenings for high‐risk innovations, and greater emphasis on operational and training issues. Originality/value – The study expands the scope of hospitality innovation research and the findings have important implications not only for QSR settings but also for other restaurant segments, and for other hospitality service endeavours. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

The product innovation process of quick‐service restaurant chains

Loading next page...
 
/lp/emerald-publishing/the-product-innovation-process-of-quick-service-restaurant-chains-v7i7UkUg5X

References (28)

Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
0959-6119
DOI
10.1108/09596110910967782
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to outline the innovation process activities described by quick‐service restaurant (QSR) managers and to compare it with an earlier QSR process model and with those used in other food service settings. Design/methodology/approach – Six semi‐structured interviews with QSR chain executives in the USA were conducted to better understand the underlying factors and dimensions that describe successful innovation process practices. Findings – For new QSR menu innovations, the development teams follow a structured approach to reduce the likelihood of failure due to issues such as poor consumer demand or implementation. QSR screen new food innovations approximately five times during the development process. Furthermore, today's QSR innovation process integrates more sophisticated market research technology and a post‐audit is carried out after the new food concept has been launched. In comparison with studies of Michelin‐starred chefs QSR development teams use an approach that is much more explicitly structured as a whole due to the larger scale roll‐out as well as greater cross‐functional and regional differences to consider in the QSR setting. Research limitations/implications – The study was conducted in only one country and on a small sample. Based on an analysis of the findings, the innovation development process of QSR can be broken down into 13 main steps. Compared with earlier hospitality innovation studies, the process in this setting includes multiple screenings for high‐risk innovations, and greater emphasis on operational and training issues. Originality/value – The study expands the scope of hospitality innovation research and the findings have important implications not only for QSR settings but also for other restaurant segments, and for other hospitality service endeavours.

Journal

International Journal of Contemporary Hospitality ManagementEmerald Publishing

Published: Jul 10, 2009

Keywords: Innovation; Product development; Restaurants

There are no references for this article.