| Summary: | 碩士 === 中原大學 === 企業管理研究所 === 105 === After the financial crisis of 2008, a large part of poverty struck population escaped hardship, resulting in a significant rise in the mid class. However, even though having escaped poverty, this group of individuals still faced income constraints while attempting to keep up with a certain more privileged lifestyle. Through these unique circumstances, there emerged a gap for this population’s niche quality of life. Due to the recent economic downfall and M-type social impact, individuals adapted a frugal and strategic behavior when purchasing food and beverages. The consumption patterns included buying high quality yet inexpensive commodities and buying more value with less money.
According to the Taiwan Chain Plus Association (Ministry of Economic Affairs, 2015), in 2014 there were 75 unique brands of hot pot restaurants totaling to 1437 store locations. The number of store fronts has increased by 456 since 2011, the largest increase in the Taiwanese food industry at the time due to the consumer’s infatuation with hot pot. Due to the booming success and growth of the hot pot industry, many smaller, family owned stores were determined to enter the market and make a profit of their own. However, the smaller businesses had limited resources which became a challenge to them as they tried to stay afloat in the industry. To tackle this challenge, small hot pot business operators had to strive to understand the important factors of hot pot and the market space in order to cater and appeal to their customer’s demands.
This study focuses on the two different parts of the catering industry, the general customers and the business owners. The purpose of the paper is for customers to recognize genuine quality in hot pot and for business owners to endeavor to achieve this factor of success.
The sample size of the survey was 438 hot pot consumers. After collecting all 438 questionnaires back, the data was then sorted and mapped out to reflect each individuals’ response. The responses emulated the market price ranges of hot pot, ranging from NT$ 100 -199 (52.47%). The questionnaire also included the consumer’s evaluation of specific restaurants on 15 different items regarding health, cleanliness and overall ambiance.
Through analyzing many articles, I perceived the key success factors of hot pot restaurant management. The Delphi questionnaires consists of two rounds of surveys, and I decided to base my research methodology on it. I opted to use specific dimensions to analyze the hot pot market space and customers. The core dimensions of my research are consumer mannerisms, cost control, internal management, leadership and growth and marketing strategy. These 5 dimensions along with 17 standards were targeted towards questioning the hot pot business owners. This method of analysis is then used to study and investigate the delicate cause and effect relationship between customers and business owners. Finally these results were interpreted and discussed.
The results of the study is that cost control and leadership influence are positively correlated. Furthermore, leadership will directly affect quality control, price strategies, product strategies and customer relations. Through and cause and effect relationship map I concluded that business owners can invest in their leadership and cost strategy to strengthen their business and run a successful hot pot restaurant.
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