UNDERSTANDING CUSTOMER DEMANDS

FOR ASIAN CUISINE BUFFET RESTAURANTS

IN FINLAND

Case: Konnichiwa Lahti – RJ Group Oy

LAHTI UNIVERSITY OF APPLIED SCIENCES LTD

Bachelor of Business Administration
Degree Programme in International Business
Autumn 2019
Duyen Nguyen
Phuong Tran
 Abstract

Author(s) Type of publication Published

Nguyen, Duyen Bachelor’s thesis Autumn 2019
Number of pages
Tran, Phuong
57 pages
Title of publication
Understanding Customer Demands for Asian Cuisine Buffet Restaurants in Fin-
land
Possible subtitle(s): Case: Konnichiwa Lahti – RJ Group Oy
Name of Degree
Bachelor of Business Administration
Abstract
The migration of numerous of foreigners in Finland has brought cuisines from countries
around the world to Finland. Against the context, sushi has been introduced to Finland
and immediately became popular. The rising of Asian cuisine and sushi restaurants is
recognized due to the increase in customer demands. That created the authors’ interest
and curiosity.
The study findings are expected to not only provide information for the case company to
improve its customer service strategies but also to contribute insights into parties that
concerns about the food industry in Finland.
The study applies the consolidation of quantitative and qualitative methods. The quanti-
tative technique is executed by using a web-based and hard copy questionnaire. The
qualitative method is carried out with face-to-face interviews with customers in Kon-
nichiwa restaurant in cooperation with the open-ended questions in the survey. The in-
terviews occurred in one day with three respondents and the survey process transpired
in two weeks at Konnichiwa restaurant obtained two hundred and ten valid responses.
By applying a statistical analysis, an explicit segment of Konnichiwa customer is de-
fined. The most common age range of customers that come to Konnichiwa is from 18-
40 years old accounting for 66% and their average income is 2,500 euros and above.
When considering choosing buffet restaurant most criteria that are chosen are price,
customer service, and location. Most of the customers were satisfied with Konnichiwa
customer service yet there is still room for improvement; for instance, adding more veg-
etarian food, gluten-free options, and lactose-free dessert would target more customers.
The study results are respectable and beneficial for developing customer service strat-
egies, marketing campaigns for each target customer group. Also, reducing food waste
to cut down costs is possible with the collaboration with ResQ Club.

Keywords
Cuisine, Asian, buffet, restaurant, customers’ demands, customer services.
CONTENTS

1 INTRODUCTION.......................................................................................................... 1
1.1 Background ......................................................................................................... 1
1.2 Thesis Objectives and Research Questions........................................................ 2
1.3 Research Methodology........................................................................................ 3
1.3.1 Quantitative Approaches ................................................................................. 4
1.3.2 Qualitative Approaches ................................................................................... 5
1.4 Thesis Scope and Limitation ............................................................................... 6
1.5 Thesis Structure .................................................................................................. 7
2 ASIAN CUISINE BUFFET RESTAURANT ................................................................ 10
2.1 The Experience Pyramid ................................................................................... 10
2.2 Choosing a Restaurant Concept ....................................................................... 11
2.3 The Effect of Environment on Customer Behavior ............................................ 12
2.4 Service Design .................................................................................................. 13
2.5 Cycle of Service................................................................................................. 13
2.6 Customer Experience Metrics ........................................................................... 15
2.7 Customer Behavior Analysis ............................................................................. 16
2.8 Case Company: Konnichiwa Lahti – RJ Group Oy............................................ 17
3 MARKET AND COMPETITOR ANALYSIS ................................................................ 19
3.1 Porter’s Five Forces Analysis ............................................................................ 19
3.2 SWOT Analysis ................................................................................................. 20
4 QUESTIONNAIRE DESIGN PROCESS AND EMPIRICAL RESEARCH .................. 23
4.1 Questionnaire Design Process .......................................................................... 23
4.1.1 Questionnaire Pre-construction ..................................................................... 24
4.1.2 Questionnaire Construction ........................................................................... 25
4.1.3 Questionnaire Post-construction ................................................................... 29
4.2 Interview Questions ........................................................................................... 30
4.3 Data Collection .................................................................................................. 31
4.4 Data Analysis..................................................................................................... 33
4.4.1 SPSS Analysis ............................................................................................... 33
4.4.2 SWOT Analysis ............................................................................................. 49
5 DISCUSSION AND CONCLUSIONS ......................................................................... 52
5.1 Conclusions ....................................................................................................... 52
5.1.1 Findings ......................................................................................................... 52
5.1.2 Extra Findings ................................................................................................ 53
5.2 Discussion ......................................................................................................... 54
 5.2.1 Suggestion for Further Research .................................................................. 54
5.2.2 Evaluation ...................................................................................................... 54
6 SUMMARY ................................................................................................................. 56
REFERENCES .................................................................................................................. 57
APPENDICES ................................................................................................................... 64
 1

1 INTRODUCTION

1.1 Background

Cuisines of a country or a certain area play an initial role in demonstrating the culture of
the place. As a matter of fact, the geography of Asia creates the variety in its agriculture
relating directly to food culture. The variety of raw materials and rice-eating culture to-
gether build the special features of Asian cuisine. Despite that each country has its own
specialties, Asian cuisine can be categorized into three main groups. These include the
South West, North West, and South East. The North West includes Korea, China, and Ja-
pan. This is one of the reasons why people usually see the combination of Chinese food
in a Japanese restaurant. (Asian Nation 2019.)

Asian foods have developed throughout many decades and have been introduced world-
wide. Different reasons explain why they are popular worldwide, especially Japanese and
Chinese cuisine. An interesting and noticeable fact about the food industry in the United
States of America demonstrates how common people see a Chinese restaurant in the
country. Even though the U.S. is known as a huge consumer of pizza, burgers and other
kinds of fast foods, surprisingly, the number of Chinese restaurants within the country is
greater than the total number of Mc Donalds’, Pizza Huts and Taco Bells restaurants.
Many people are convinced by the good taste of Chinese food. Also, it is undeniable that
Asian foods are usually affordable, or even cheaper price than other fast foods. (Simpson
2017.) Most Chinese restaurants in the Lahti area serve foods with a buffet style, and the
price for an adult meal is around ten euros per meal. Many kinds of foods are served at
such buffet style table Chinese restaurant. Thus, this together with an affordable price
help to attract more customers. Another feature that makes Chinese restaurants special is
that they are open on holidays such as Christmas and/or other Christian holidays when
everything else is closed. (Simpson 2017.)

Into the bargain, sushi, and sashimi from the sun rising country – Japan – has been
known as one of the most popular cuisines toward Asian food culture, which is the repre-
sentative of the Japanese cuisine. These foods are served with different styles, from tak-
ing direct orders to placing on a conveyer belt, packing into a takeaway box, or placing on
a buffet table. Serving options are available, as are a wide range of prices which makes
sushi and sashimi become either affordable foods or high-end ones. (Tokyo Metropolitan
Government 2019.)
 2

Among the type of restaurants that many businessmen prefer to operate as in business
while serving Asian food, the buffet system seems to have many advantages compared to
the other systems. Nothing but a buffet table is the most obvious way to introduce its food
to the potential customers to try to attract them. From the perspective of a customer, the
most attractive point of going to a buffet restaurant is either the ability to try a variety of
food at once or the large amount of food served. Moreover, with a limited amount of time
for a quick meal during lunch break, a buffet can be considered as an effective selection.
The reason for this is customers usually do not have to wait for someone to take their or-
ders, and then wait for the food. Nevertheless, a businessman would consider running a
buffet restaurant based on its benefit of minimizing the costs. Cutting down the number of
servers working helps a restaurant to save a significant amount of money in the long run.
(Ploumido 2018.)

Konnichiwa Lahti is a buffet restaurant that was opened with the laggard entry strategy
(entering the market after a mass success of other businesses in the same industry) in
September 2018. It is known as a Japanese buffet restaurant serving sushi, sashimi, and
Chinese foods. Despite the increase of competitiveness among restaurants in the Lahti
area, it is important to continuously improve, develop the brand image, as well as building
brand awareness. Especially in the case of Konnichiwa Lahti, since currently there is a
limitation of marketing activities, and strategies. There should be some actions engaging
in the situation for further development and success.

1.2 Thesis Objectives and Research Questions

The principal objective of the research is to assist the case company Konnichiwa in under-
standing the demand of customers toward the restaurant, what actions should the restau-
rant make in order to support the service improvement process and gain more customer
satisfaction. The data collected in the research are expected to be applicable, and in-
formative not only for the case company but also for other businesses concerning the res-
taurant service industry in Finland.

With the increase of Asian restaurants in general and sushi buffet restaurants in specific,
the authors found these unexplained phenomena engaged in the research undertaking
process. It is taken into consideration what are motivations behind the development of
Asian cuisine in Finland recently and what should be the criteria in choosing Asian cuisine
or sushi restaurant in specific circumstances. What is the main reason for the increase in
sushi restaurants in Finland?
 3

The research problem has been converted into an explicit question. The main research
question is:

What do customers consider while choosing an Asian restaurant in general?

The authors designed five sub-questions that are compiled to help answer the question
thesis.

1. Who are the target customers at the restaurant and is the Konnichiwa Lahti on the
right track?

2. What are the values that customers receive from going to Konnichiwa?

3. What kind of services should they have? (food, drinks, other services)

4. What are the customers' experiences and expectations? (price, service, menu)

5. What should the restaurant do to reduce food wastes and costs?

1.3 Research Methodology

To retain the objectivity of the research, as well as enrich the availability of data re-
sources, the authors decided applying both qualitative and quantitative research methods.
Each method includes different research designs that have advantages and disad-
vantages. However, the combination of qualitative and quantitative methods will be lever-
age supporting each other to reduce the drawbacks.

• Inductive
Research • Descriptive research
Design

• Qualitative research method

Research • Quantitative research method
Methods

• Primary: Survey and interviews

Data
Collectio- • Secondary: Internet, reports news and books
n

Figure 1 Research methodology

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The flow chart above is the brief look at the research design and methods that are applied
in the thesis, as well as the chosen data collection methods.

1.3.1 Quantitative Approaches

Descriptive Design

In order to give a detail description of a phenomenon, or simply an object or behavior, de-

scriptive research is applied. It provides data for the analysis process by answering “What
is” questions. This method will not help the authors explore the object deeply but will help
in the observing and the connecting of elements to create a hypothesis after the data col-
lection. Another factor making the method valuable in the study is that it might bring wor-
thy information to be noticed. (Cirt 2019 a.) Since the cost of quantitative experiments is
high and requires more sources, descriptive design helps the authors create a particular
incalculable value conclusion (Shuttleworth 2019). This supports the process of mapping
a suitable direction for the research.

With the purpose of understanding customer behaviors at Konnichiwa Lahti, descriptive

research plays an initial role. It is a tool for observing customer habits. The collected data
can be either quantitative, or qualitative, or both. (Cirt 2019 a.) Besides observational data
collection, the authors also make use of surveys that are designed for both online and of-
fline research activities (Kowalczyk 2019). The online survey is designed with the support
of Google Forms, and the base language is English. The hardcopy survey has two ver-
sions in two different languages. One is in English and the other one is in Finnish. Last but
not least, interviews via phone, as well as face to face interviews are also utilized for a
deeper understanding (Kowalczyk 2019). The method is believed to be the evidence for
backing up the statement of the authors' conclusions discussed later in the thesis. How-
ever, many scientists do not believe in the result provided by applying descriptive re-
search, which is a drawback of descriptive research (Shuttleworth 2019).

Correlational Design

By implementing a correlational design, the authors expect to examine the relationship

among variables. In other words, the correlational design will map a route for further sta-
tistical analysis (Statistic Solutions 2019 a). The analysis is taken to help explore if there is
any connection between variables. It simply observes current situations (Cheprasov
2019). Furthermore, the correlational design is non-experimental research. Hence, an-
other reason that the authors decided against applying a correlational research design is
for reducing the dependency, as well as increasing the objective. (BCcampus 2019.)
 5

Based on the relationships that are found from utilizing correlation research, the authors
have a plausible source of information to have certain prognostications (Cirt 2019 b).

Depending on the data collection and data analysis result, there are three circumstances
that the authors need to take into consideration: positive, negative, and zero correlation. If
two variables have the same direction of change, either it is an increase or decrease, they
bring up a positive correlation. Conversely, in case each variable moves towards a differ-
ent way of changing tendency, it means that the relationships between them are negative.
However, if the collected data is not enough or if it is not possible to complete the data
analysis process, a zero correlation is determined. (Cirt 2019 b.)

1.3.2 Qualitative Approaches

The qualitative method collects data that non-numeric consists of an investigation that
seek for answers, solutions for questions and problems, it collects pieces of evidence to
provide findings that have not been discovered in advance or to produce findings that are
applicable beyond the limitations and boundaries of the research. The qualitative research
method is crucially efficacious income into the possession of collecting information about
values, perspectives, behaviors and social surroundings of certain populations. (Bhat
2019.)

The advantage of qualitative research is its capability in providing complicated textual in-
terpretations of how people experience circumstances relating to the given research is-
sue. The data collected via qualitative research is more about the “human” side of the is-
sue, it defines the impalpable factors such as social norms, gender roles, ethnicity, and
religions. When using the qualitative method along with the quantitative method, it helps
the authors have more transparent perspectives, better interpretations, and understanding
about the complex reality of the given situation hence the execution of the quantitative
method. (Mack, Woodsong, MacQueen, Guest & Namey 2005, 1-2.)

For qualitative research, the authors focus on the one-to-one Interview which is the most
common method that is popularly used. It is the implementation of a personal face-to-face
interview between the authors and one target interviewee at a time. This is a conversa-
tional method with the aim to understand the issue in depth from the respondents. In order
to accumulate more practical and valid information, the right questions should be asked.
(Bhat 2019.) The authors have formulated a list of questions for the interview process.

The interview can be executed by phone calls or face-to-face meetings and it commonly
lasts between haft an hour and an hour. The authors aim to interview five persons in the
restaurant with the agreement of the restaurant’s manager and the interviewees. A face-
 6

to-face meeting can support the study in a deeper aspect by the reason of gesture, pos-
ture, body language would be exposed to the interviewer which gives more useful infor-
mation in matching between what the respondents said and their reaction. (Bhat 2019.)

1.3.3 Data Collection

It is stated that data collection is the process of gathering information from all the pertinent
sources to seek answers to the questions - to test the hypothesis and measure the out-
comes of the research. It is divided into two categories: Primary method and Secondary
method. (Research Methodology 2019 a.)

Secondary data is the data that has been published in books, magazines, newspapers,
internet sources, etc. And the primary data is the data collected through surveys or inter-
views (quantitative or qualitative method). (Research Methodology 2019 b.)

The authors defined that this research follows inductive reasoning and claimed that all the
survey strategies are related to the inductive approach. Data from this research are mostly
from the primary data which through observation. Survey and interview thus also from
secondary data for the background and the growth of the Finnish population are associ-
ated with the internalization and integration between Finnish and foreigners.

Konnichiwa Lahti restaurant is the main target for the authors’ study and its customers will
be the authors’ interview and survey targets. The hardcopy survey will be handed out in-
side the restaurant. The online surveys will be sent via email and social groups accompa-
nied by the purpose of this survey in order to give more incentives for participation. The
online survey will be sent not only to target restaurant customers but the whole community
in the Uusimaa and Lahti region for the purpose of collecting more information and have
more than one perspective. If in any circumstances a customer is unable to answer the
hardcopy survey at the time, then an online survey can be sent out via email for them to
answer later.

1.4 Thesis Scope and Limitation

Notwithstanding the fact that people change their requirements more frequently, thesis
aims to explore customer experiences of Konnichiwa Lahti. Consequently, further actions
might be taken in order to improve the service at the restaurant. The authors do not con-
centrate on a specific group of customers but reach out to any random customer going to
Konnichiwa Lahti or available to do the survey online.

The variety of the Lahti community influences directly to the research. Standardly, a buffet
restaurant is known as a place serving reasonably priced food. Therefore, people eating
 7

at Konnichiwa Lahti belong to a diverse demographic group. Regardless of the fact that
the majority of people living in Lahti are Finnish citizens (whose living styles and opinions
are impacted by Finnish culture), many immigrants or residents or even tourists visit the
place every day. Also, customer demands are changing at a fast pace these days which
leads to the difficulty of having long term strategies in running the business. As a conse-
quence, the information provided by the research is at best applicable for a period of time.

The language barrier is one of the significant limitations that the authors face. Since the
Finnish language is the main language used in Lahti, the questionnaires of both online
and offline surveys are translated from English to Finnish. Thanks to the help of a few
Finnish citizens, the translation process is done horizontally.

Another obstacle influencing notably to the research outcome is the ability to reach Finn-
ish residents via the Internet. Nonetheless, the authors endeavor to expand the survey
scope out by uploading the surveys on several Facebook Groups that people living in
Lahti visit habitually. The negative factor of this method is it takes a longer time to com-
pare to other regular surveys assignable to visitors’ motivation of scrolling the Facebook
groups.

Another point worth noticing point is the drawback of turning an interview into account as
a research technique. Attributable to the time requirement of the interview, there is a
bounded number of people are available for interviews. There are only four customers in-
volve in the interview and each individual has a different nationality. Thus, the corollary
has a significant effect on showing Finnish customers' behaviors and opinions. Addition-
ally, sub-structured by collecting individual opinion, there is a possibility that the denoue-
ment is effective by subjective perspectives.

1.5 Thesis Structure

The research is constructed in two elemental sections: investigation and assessment in

past studies and the implementation of the survey.

Chapter 1 introduces the background of Asian cuisine in brief as well as the background,
social context the variety and the development of the Finnish population throughout the
years then raises the research problems that need to be elucidated. Chapter 2 provides
an overview of Asian cuisine buffet, theories related to the experiences, the service de-
sign, the effects of the environment on customer behaviors along with the introduction to
the case company.
 8

Chapter 3 defines the determinants of customer visits which include analysis of competi-
tors, the social impacts, price and other factors that could influence the customer deci-
sions through the past study.

Chapter 4 clarifies the questionnaire undertaking including its objectives, structure that
lead to the data collection. Certainly, the process of establishing a questionnaire is cru-
cially important to the research, as the empirical part will expand the obtained data. Addi-
tionally, the chapter contributes to the questionnaire results and executes an in-depth
analysis. To this point of the research, the answer to the research questions will be con-
ceded during the implementation of the SPSS analysis technique for the data collected
from the quantitative method. For the qualitative method, data will be generated into re-
sults based on analyzing in-depth the interview answer.

Chapter 5 concludes the research findings and implement an objective judgment and rec-
ommend further research. Chapter 6 delivers further discussion between the research re-
sult and the current situation thus provide suggestions in strategies, action plan, measur-
ing, monitoring and controlling process.
 9

Chapter 1: Introduction

Chapter 2: Asian cuisine and Case company Konnichiwa

• Background and related theories
• Case company instruction Konnichiwa Lahti Restaurant

Chapter 3: Determinants of customer criteria

• Competitors analysis
• Social influences, price, perceived value analysis
afcdc

Chapter 4: Questionnaire design process and Empirical research

• Questionnaire design process
• Data collection
• Data analysis

Chapter 5: Discussion and Conclusion

Chapter 6: Summary

Figure 2 Research content

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2 ASIAN CUISINE BUFFET RESTAURANT

2.1 The Experience Pyramid

The first theory that has been chosen for this research is the Experience Pyramid which
divides the experience product or service into elements that be able to be used to evalu-
ate, analyze the experience product. The Experience Pyramid could be used as an effi-
cient tool for experience co-production, which means that both parties (the service pro-
vider and customer) can contribute to creating an experienced process. (Tarssanen &
Kylänen 2007,11.)

This framework support defining the features that make positive effects on customers'
recognition and satisfaction for the experience product. The Experience Pyramid recom-
mends an optimal experience design by defining the components that should be inte-
grated into experiences to achieve the purpose of creating engagement, commitment and
contribute customer value. (Tarssanen & Kylänen 2007,15-16.)

In short, the Pyramid of Experience is the tool for analyzing and understanding the experi-
ence aspects that matter and affect customer choice. Below is the figure describing the
Experience Pyramid.

Figure 3 The Experience Pyramid (Kylänen, 2007, 11)

The pyramid represents an ideal, perfect product in which all the experience components
are shown on both metal and physical level. This model indicates different stages that a
customer goes through to experience a remarkable experience: from the bottom which is
 11

interest straight to the top through sense perception, learning, experience, and change.
According to the model, it will be considered as an experience when it has six different
fundamentals: Individuality, authenticity, story, multi-sensory perception, contrast, and in-
teraction. (Tarssanen & Kylänen, 2007, 15-16.)

The Pyramid supports identifying and locating areas for improvement or development of
the product. The model analyzes the product from two aspects which are from the product
level and the customer’s own experience of the product. The meaning of the Experience
Pyramid is the cooperation of all the elements in a product could lead to the result that will
increase customer emotion and perception change in the customer. (Tarssanen &
Kylänen 2007,15-16.)

2.2 Choosing a Restaurant Concept

The restaurant concept is basically every component that relates to the restaurant aspect.
The concept consists of the menu design, the restaurant name, service style, decoration
style, and food style. Family, traditions and local ingredients could become the inspiration
for the restaurant concept. Furthermore, it can also be the chef’s experiences, training,
study or interest in a specific art, science or culture. Some basic elements support the
choosing restaurant process. (Webstaurant Store 2018.)

Every small element devotes to the restaurant concept. These elements include the res-
taurant name, which contributes greatly to clarify which kind of food the restaurant serves
and the meaning of the whole business. It should be simple, authentic and easy to re-
member. (Webstaurant Store 2018.)

The design of the menu is also one of the most important factors in the restaurant con-
cept. It is the description of foods, for instance, which ingredients it has, how it will be
cooked would help customers to acknowledge the food they are eating in case of allergic.
The service style is one factor, the restaurant-style is crucial in choosing the process, it
could be a buffet, fine dining, fast food, food trucks, etc. (Webstaurant Store 2018.)

One more aspect that is included in the restaurant concept is decoration and ambiance.
The mood is very important in customer service. The art of creating an atmosphere that
makes the customer comfortable is extremely significant. Decoration, wall color, furniture,
seating, lighting, and music could play an enormous role in the effect of the restaurant.
Focusing on the food is important but decoration should be given attention also. (Web-
staurant Store 2018.)
 12

To perform good customer service in a restaurant concept, the owner must pay attention
to customer expectations and customer demands. For instance, the restaurant should en-
sure that customers know what to expect when they come to it. The overall service and
menu should be consistent, changes in different seasons would make it fresh, interesting
and flexible. However, customers should always know the normal tone of the service so
that recommendations will be available, and they can experience the service many times
in the future. (Webstaurant Store 2018.)

2.3 The Effect of Environment on Customer Behavior

Customers behave differently based on both internal and external environments (Wis-
domjobs 2019).

The main elements affecting the behavior of people when making purchases can be
named as cultural influences, sub-cultural influences, social class, social group influences,
family influence, and personal influences (Wisdomjobs 2019).

According to Management Study Guide (2019), cultural factors are what people from a
community or an individual group value and believe. The environment where people grow
up is the place were forming such a fact. For instance, the most obvious fact we can see
is the way Chinese and Americans celebrate. While the Chinese prefer doing the activity
in groups, American choose the opposite way. The following cultural features are sub-cul-
tural details. People from different groups of age, religion, region, gender, and even status
have divergent perspectives. While a child would love his mother buying him a toy, a high-
school girl might desire for a new dress for her coming party. There are also differences in
purchasing among different social classes. High-end products are usually bought by high-
class people, for example, illustrate that the target customer groups for those products
would be from high-class people. (Management Study Guide 2019.) Into the bargain, so-
cial groups play a crucial role in establishing consumer behavior. By way of illustration, a
group of students would hang out at low price places while a group of office people might
seek for a fancy place for a party. The last two influencing elements mentioned earlier are
the backbone of individual needs, wants, and desires. When a child was born, he or she is
taught to behave based on family customs and traditions. With the target of gaining im-
pression from other members of the family, one would act as what he or she has been
taught. Nevertheless, each individual still has his or her own personal preferences. The
preference on price, quality, color, or the country of origin of a product sometimes origi-
nated in one’s own perspective. Notwithstanding the fact that the external environment
only controls the customer decision-making process indirectly, paying attention to this fac-
tor is indispensable for a business. (Wisdomjobs 2019.)
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2.4 Service Design

Based on the variety of customer demands, a service should be created or improved with
suitable methods. That is when service design is applied. (Interaction Design Foundation
2019.) However, it is challenging faced by businesses nowadays.

Depending on the purpose of the service designing process, different principles should be
followed to ensure an expected outcome. In general, there are ten principles worth consid-
ering while designing a service. However, the most important rules for designing a restau-
rant service are recognized as listed below.

Firstly, the purpose of providing a service is needed to be clear. From the perspective of a
service provider, a business should be able to define what value the business brings to
the target customers. Then how to deliver its message via the provided service. Secondly,
a product, a service should be created to meet customer demands. Thirdly, a company is
recommended to send an appreciated service which understandable and enjoyable. Sep-
arated and different parts of a service that are delivered several times might cause confu-
sion to the one who receives it. Fourthly, knowing the core value that consumers look for
from using a service is needed. Fifthly, despite the fact that a new service design process
is supposed to bring a revolution for an organization, it is still required to follow the organi-
zation's mission and vision. (Interaction Design Foundation 2019.) Sixthly, users are the
main source of information for creating a new service or improving the current one (De-
sign Lab 2016). Last but not least, it is important to consider stakeholders opinion in order
to keep the organization run smoothly (Interaction Design Foundation 2019).

2.5 Cycle of Service

A research which was done by Accenture (2019) showed that over eighty percent of loyal
customers decided to switch into using services provided by other brand names because
of the bored of the service they had been using. As there should be differences, changes
will be made to refresh their experiences over time. In order to understand customers
more and not wasting money on investing in inappropriate aspects, business owners and
managers should consider a tool called the cycle of service. The tool was created by Ron
Zemke and Karl Anbrecht. Cycle of service is a series of touchpoints which are times that
potential customers show their interests in products or services by contacting the provid-
ers. (Borg 2017.)

The process of the cycle of service starts from the stage that a business is building brand
awareness to making a potential customer placing orders or experience a service it offers.
 14

The first impression is usually known as one of the most crucial factors when it comes to
building a relationship. Thus, a customer contacts a business the concerns of products or
services that the business offers. The first response to them should be informative,
straightforward, polite, and that the right level of formality. The hospitality would be helpful
if the business is able to express it via the first message it sends out to the potential cus-
tomer. If a friendly relationship is built within the first response or even a first few minutes
of talking, possibility, the customer would make a purchase. In fact, customers do not only
care much about what they will buy but also from whom they will buy a product or service.
Regardless of that, demonstrating the value that a product or service could bring to the
customer is still needed while convincing. It is important to make customers think that they
understand the things that they will be buying, as well as why they need to purchase it but
not the others or from other businesses. The next step of the process is being sensitive to
the signs of customers. A seller should know when the deal will be closed. If every stage
above was successfully delivered, a productive payment process will be required. Addi-
tionally, an invitation to keep purchasing the product or service should be sent out. It sup-
ports the activities of building a repeat-customer group. Besides, a business should in-
clude monitoring activities to be aware of customer demands and make adjustments at
the right time. (Dummies 2019.)

It is different while concerning about the restaurant industry. The core of the cycle focuses
more on services at a restaurant. The time that customers enter a restaurant is another
initial touchpoint of the cycle of service. It is the opportunity for a restaurant to convince
the customer to come for the second, the third time, and many more times in the future.
Unlike selling a product, restaurant service is not all about foods and beverages, other ex-
periences are also important. Environments, seats, and serving manners, greeting meth-
ods are all involved in creating customers' experiences. They are the key points in the way
of building customer loyalty. Although foods and beverages matter, there are numerous
people decided to become loyal customers because they love the way they are served but
foods and drinks. A restaurant manager is supposed to train his employees to behave and
serve customers right even since a customer arrives at a parking lot. Both verbal and non-
verbal languages are utilized. Nodding, smiling and being active is necessary. Yelling and
talking too loud do not show an appropriate manner while serving. A few simple signs, for
example, nodding or waving would be enough to notify customers that you are coming for
offering helps if they need anything. Also, staff who could express their happiness and
smiles through their eyes will be the best way to establish friendly relationships with
guests coming to the restaurant. (Andrews 2018.)
 15

2.6 Customer Experience Metrics

Most of companies are able to notice the fact that it is important to make improvements in
customer service, but not all organizations manage to distribute excellent service for their
customer. Recording and benchmarking customer experience metrics is one of the ways
to improve customer service. (User Testing 2018.)

In order to understand, manage and improve customer service, the top priority task is to
measure the customer experience. According to Janelle Este, the company that contrib-
utes the most excellent customer experience is the one who put efforts and investments to
position their customer at the center of all the decision-making process. (User Testing
2018.) However, with a qualitative concept like customer experience, there will be difficul-
ties in tracking and measuring customer experience.

There are five basic customer experience metrics that support measuring customer expe-
rience that should be focused by companies in collecting data from customers: Net pro-
moter score, customer satisfaction, customer effort score, customer churn rate and finally
is first response and average handling time. (User Testing 2018.)

Net promoter score (NPS) indicates the percentage of customers that would or would not
recommend your company to others. This score could be retrieved by doing a survey that
lets the customer rate your company on a scale of ten and then NPS will be calculated by
subtracting the Detractors from the Promoters. (User Testing 2018.)

Customer satisfaction (CSAT) demonstrates the satisfaction rate when the customer had
experienced services or products of the company. The scale for measuring could be from
“Not satisfied” to “Very satisfied”. (User Testing 2018.)

The third metric is customer effort score (CES) which defines the effort of the customer to
perform a task. For instance, when a customer tries to find one product or when they are
in the ordering process. This could be measured by giving the customer a survey question
to rate an individual statement on a defined scale. (User Testing 2018.)

In order to measure the rate of customers who would not come back using the service or
product again, the customer churn rate is applied. The churn rate is calculated by dividing
the total number of customers that do not come back by the total active customer for a
given period. (User Testing 2018.)

Finally, the first response and average handling time also give the company a brief vision
of how efficient their customer service is. The first response time implies the average
amount of time that the customer receives the initial response to the problem from the
 16

customer care department. The average handling time indicates the average amount of
time that takes to solve a customer issue. (User Testing 2018.)

Measuring customer experience is one of the most significant missions of the company
since it is impossible to manage without measuring. Using the right metric at the right
touchpoint would bring valuable results for customer service insight and improvement.
(User Testing 2018.)

By using those metrics and applying the customer experience analytics, companies would
have a deeper insight into customer experience and how to manage it. It is said that ex-
pectation management is all that included in customer experience. Good or great cus-
tomer service occurs when the company exceeds the customer’s expectations. In another
way, they deliver poor customer service when they fail to satisfy customer expectations.
(User Testing 2018.)

2.7 Customer Behavior Analysis

The company needs to focus on and improve customer service to meet customer satisfac-
tion. However, to be able to react and make an improvement, it is significant for the com-
pany to understand their customer behavior, by then, companies could place their custom-
ers in the center of each decision they make. (Fontanella 2018.)

There are six steps in conducting a customer behavior analysis: segment the customer,
identify key benefits for each group, allocate quantitative data, compare qualitative and
quantitative data, apply analysis to a campaign and analyze the results. (Fontanella
2018.)

The first step is customer segmentation which divides customers into different segments
concerning gender, age, location in order to identify the customer group that brings the
most value to the business. Web activities, media channels, and online shopping habits
also involved in consideration. The provided information will demonstrate the influences of
the loyal customers have toward the business. (Fontanella 2018.)

The second step is to identify the key benefit for each customer group. The purpose of the
step is to define the possible, potential and external factors that affect the customer buy-
ing decision. The best way to define is to consider the customer’s needs so that the com-
pany can improve customer experience. (Fontanella 2018.)

The next step is to collect quantitative data of customers from both internal and external
sources to obtain the big picture of the macro and micro trends of customers. A company
 17

should access data of blog subscriptions, a report from product usage to generate data
information to deal with analyzing customer behaviors. (Fontanella 2018.)

Next, the company should compare qualitative and quantitative by using a customer jour-
ney map to point out some current trends and to pay attention to some different behaviors
that apply to different specific customer types. Targeting the high-value customer and un-
derstand their buying behaviors. (Fontanella 2018.)

The fifth step is to apply the analysis into a campaign. After collecting and analyzing data
from customers, the company should be able to understand customer behavior and to
make reacts, changes to improve the services, let customers know about these changes
through marketing campaigns, thus, keep receiving feedback from customers for further
analysis. (Fontanella 2018.)

Finally, the last step is about to analyze the result, which is used for defining the influence
of your campaign. It is significant to continue analyzing the result because of the changing
in events would regularly changing customer demands. By doing so, the company would
also be able to capture new possible trends that might appear in the customer’s journey.
(Fontanella 2018.)

2.8 Case Company: Konnichiwa Lahti – RJ Group Oy

Konnichiwa Lahti is currently serving sushi, Chinese cuisines, different kind of salads and
side dishes, as well as desserts. Foods are served mostly as a buffet. However, menu or-
dering is available. Customers visit Konnichiwa Lahti can order any foods from a menu in-
cluded dishes that are the same as those on the buffet table. Besides, there are a few
dishes that only the ordering section has but not at the buffet table.

There is a variety in each kind of food group mentioned. On each meal, there are ten Chi-
nese foods placed on the buffet table. Seventy percent of them are changed between four
in the afternoon when the restaurant is about to serve dinner. The salad bar functions with
the same method which includes eight different salad bowls, seaweeds, kimchi, and other
side dishes such as sweet and sour salmon, ginger squid, etc. The dessert section is
more variable at dinner time with mud cake, mousse, and other kinds of cake which are
not served within lunchtime. Finally, yet importantly, the sushi is the most important part of
a Japanese based restaurant. Konnichiwa has about thirty-four kinds of sushi and sashimi
are served the whole day. The menu of sushi bar maintains the same during the day. With
the purpose of providing a diversity of food to customers, Konnichiwa utilized its chef team
to make new foods occasionally. Another important point while running a buffet restaurant
is paying attention to the fresh level of food which is already placed on the buffet table. In
 18

case there are not many customers visiting the restaurant at the same time, foods are re-
placed every thirty to forty-five minutes to ensure quality. Moreover, so as to be able to
serve different groups of people, there are foods suitable for vegetarians. Nonetheless,
mostly, ingredients using to make foods at the restaurant are fish and meat. Thus, from a
perspective a vegetarian, an improvement in food is recognizable. Furthermore, instead of
having only basic drinks like soft drinks, tea, and coffee, the restaurant does have alcohol
drinks. Alcohol can be purchased as a glass or a whole bottle. There are certain kinds of
alcohol available in buffet combo that visitors can get with a nice deal.

Leaving aside the food and drinks, side service, obviously, is one of the key elements
gaining customer loyalty. All the kitchen utilities are washed and kept clean in accordance
with the Finnish hygiene standard. Additionally, like many other restaurants, Konnichiwa
provides free and unlimited water, detox drinks, coffee, tea. However, the point worth no-
ticing is the way it serves water to the customer. Unlike other places, when customers visit
Konnichiwa, they are greeted and got their watered served at the table where they sit.
This is believed to gain a positive impression from many visitors. As well, to ensure that
the eating area always looks proper, already used dishes are taken for washing frequently
during the meal.

Notably, besides serving food at the restaurant, people can also come and have take-
away food as well as ordering it online and get the delivery via Wolt. Usually, customers
who come to the restaurant to buy takeaway order sushi. They can freely choose the su-
shi and sashimi on the buffet table and pay at the cashier. Basically, there are a few op-
tions for them to consider including the purchasing with ten, twelve, sixteen, or twenty
pieces of sushi and sashimi. Chinese food, as well as a salad bar, are sold per box-price.
Together with take-away, food that is replaced for keeping the level of fresh mentioned
earlier might be sold as ResQ food via the ResQ app. Depending on the kind of food that
one ResQ box of food costs differently. Recently, Konnichiwa has just increased one more
euro on the price of all kinds of ResQ food.

Many other Chinese buffet restaurants who also serve sushi have lower price compared
to Konnichiwa. At Konnichiwa Lahti, a lunch buffet for an adult during the weekdays are
12,99 euros. Dinner costs a few more euros for a different menu in the salad bar, Chinese
cooked foods, and desserts. An adult has to pay 16,99 euros for having a dinner buffet at
the restaurant. Meanwhile, Sushi Royal which located right at the city square provides a
lunch buffet with only under 11 euros. Moreover, at Konnichiwa, on the weekend compris-
ing of Saturday and Sunday, the usual dinner price is applied.
 19

3 MARKET AND COMPETITOR ANALYSIS

3.1 Porter’s Five Forces Analysis

Porter’s Five Forces is the model that demonstrates and defines the five aspects that af-
fect the industry. It supports identifying the industry’s strengths and weaknesses to under-
stand and make appropriate strategies for business. This method can be used to seek
profitability and attractiveness. (Kenton 2019.)

The model consists of five components: competition in the industry, the potential of new
entrants into the industry, power of suppliers, power of customers and threats of substitute
products. (Kenton 2019.)

Competition in the industry: this aspect concerned the number of competitors and their
threats to the company. Risen in the number of opponents will create disadvantages for
the company and lower its power in the industry. Customers would seek for company’s
competition in case they are unable to find a suitable deal. Companies can achieve
greater profit and sales if the competition is low. (Kenton 2019.) For the restaurant indus-
try in general and sushi in more specific, the competition is considered high in Finland
since the fact that Finnish people enjoy sushi and there is a large number of immigrants
and students from Asian countries. Konnichiwa restaurant has several competitors such
as Kuwano, Isudemo, Hua Du, … which are also sushi chain restaurants. In Lahti, the res-
taurant has two main competitors are Hua Du and Sushi Royal restaurant located in the
center.

Potential of new entrants into the industry: the company might be weakened if the rivalry
takes less time and costs to enter the market and be an efficient competitor. An industry
with a powerful boundary to entry could become an attractive element for companies that
promote to operate in the fields with fewer competitors. (Kenton 2019.) In the Konnichiwa
Lahti case, the threat of new entrants is medium due to the fact that Konnichiwa is a sta-
ble brand of sushi with a specific position in the market and it also offers a suitable price.
Therefore, new entrants would find it difficult to compete with the restaurant.

Power of suppliers: this force demonstrates the supplier’s power in controlling the price of
goods and services. This aspect is affected by the industry or perspective that the busi-
ness in, how the aspect is unique or what will be the cost when switching from one to
other suppliers. The more company and fewer suppliers, the more bargain power the sup-
plier has. The way the company chooses to have one or more supplier also affect the
power of the supplier. (Kenton 2019.) Suppliers for sushi frozen ingredients have quite a
 20

large impact on Konnichiwa since there are not so many suppliers of Asian food in the re-
gion or even in Capital regions. Suppliers for salmon could have less power because
there are more wholesalers that sell salmon.

Power of customers: this aspect concerns the bargaining power of customers toward the
goods or services price. It is influenced by the number of customers a company has, the
importance of each customer and the cost of changing from one company to the other of
customers. (Kenton 2019.) The power of customers toward Konnichiwa is medium be-
cause the restaurant has a large target customer range from medium to high income, it
does not depend on some specific number of customers. (Kenton 2019.)

The threat of substitutes: this force indicates the threat of being replaced by other prod-
ucts or services in the same industry. The lower the cost and time for the replacement, the
weaker the company power. The business should create more competitive advantages to
decrease the threat of being replaced. (Kenton 2019.) For Konnichiwa, this aspect has a
high level since it is the food industry, it could be replaced easily by other food options.
(Kenton 2019.)

3.2 SWOT Analysis

According to the Cambridge dictionary (2019), SWOT is understood as a method of help-

ing to take into account different aspects of an organization including advantages and dis-
advantages. In other words, it is considered to be a tool that supports the decision-making
process. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. (Cam-
bridge Dictionary 2019.) A firm utilizes this method by categorizing its current situation and
resources into the four mentioned groups. The first two categories Strengths and Weak-
nesses relate to internal issue while the other two are about factors relating to external en-
vironment (Mind Tools 2019). SWOT applies to companies with different sizes and is suit-
able for businesses working in disparate fields. SWOT is used in the hospitality industry,
the private school sector, farming and agricultural development, design companies, etc. It
is not only applied to a big organization like Cambridge University only but also can be
made use of at small and medium-sized ones. (Learning Theories 2017.)

Aiming at accessing the method, an organization should be able to answer questions be-
long to each group of SWOT. With an eye toward the classification of Strengths, ad-
vantages of the business are determined. Also, comparing oneself to the other is needful
to figure out which are the elements an organization has but the others. If a business has
the ability to reach low-cost, it would be a significant effect to put into the Strengths. It is a
 21

great import when a business could take into account how and what other people, exter-
nally, think the organization is good at. Then one of the most critical factors to focus on is
the figure for sales and the market position based on that total number. Another essential
point to keep in mind while considering Strengths is it should be looked also from the cus-
tomer insights. (Mind Tools 2019.)

After determining the strengths, it is time for improvement and problem solving by looking
at Weaknesses. These are factors that need to be improved or solved since they are bar-
ricades for business performance (Grant 2019). Moreover, there are a few weaknesses
that might not be available at present but are positively predicted. Those should be recog-
nized timely to avoid the loss or other negative causes later. In the same way that an or-
ganization looks at its strengths, weakness analyzing process should involve opinions of
people outside the business. Those are a valuable source of references for improving the
current weaknesses and the point of view of the customers. At the same time, this action
demonstrates the role that customers and external people or businesses that the com-
pany does care about their thoughts and wishes. A win-win situation is primarily. The last
thing to seek for in the category is sales. If a loss is what the company is facing, then it is
considered a weakness. (Mind Tools 2019.)

Leaving aside internal factors, externally, as mentioned, there are Opportunities available.
However, it requires efforts to identify and take them. There are plenty of different
chances an organization can see. A change in political policies, an evolution of technol-
ogy, a new trend in the way of living, or an up-to-date mindset of a group of people might
create new opportunities. Nonetheless, not every one of them is suitable for the business,
thus, identifying the right fit which to capture is the first step. Then, a house should know
its interest trends so as to decide a path to follow. (Mind Tools 2019.) If those opportuni-
ties are put into use effectively, they might become competitive advantages of the busi-
ness (Grant 2019).

The fourth category of SWOT analysis is Threats. These possibly are harmful elements
affecting business in the future. The harmfulness comes from the business environment
including, for instance, the increase in production costs due to the price or raw materials,
more competitors joining the market, the lack of skilled and qualified labor (Grant 2019).
Hence, observing the situation of the whole market is necessary. A business should keep
its competitors under observation to come up with timely actions. Standards of the indus-
try is another important thing to think of. The same idea is also applied to technologies
and related factors. Noticeably, the financial aspect is one point to consider while discuss-
 22

ing threats. Debts and cash-flow statements are worth concerned before putting any deci-
sion into practice. Keeping up with trends and changes is the key or the success of a busi-
ness. Ignoring those alterations might pull the efficiency down or even bring an organiza-
tion to the edge of crisis. Furthermore, after all of the above, a business is recommended
to have a look back to its Weaknesses and see if there is a possibility that weakness
might level up to become a threat. (Mind Tools 2019.)
 23

4 QUESTIONNAIRE DESIGN PROCESS AND EMPIRICAL RESEARCH

4.1 Questionnaire Design Process

A questionnaire is a list of questions to be asked in the interview which will be provided

with the information on which questions are to be asked and in which order. The question-
naire usually used in a variety of research fields such as surveys and experimental de-
signs. (Labaw 1980, 143.)

The procedure of establishing and electing a questionnaire is significant to the research

and also affect the result. Accordingly, an extensive amount of time and attempt devoted
to design an effective questionnaire. The fact that the quality of the survey result depends
greatly on the characters of the questionnaire. A brief look and well- organized question-
naire will be more visible and attractive to respondents. In contrast, a lengthy list of ques-
tions with complicated, dubious questionnaires might lead to misinterpretation, confuse re-
spondents and it could result in faulty answers. Due to the importance of the question-
naire, this sub-chapter demonstrates the establishment of the questionnaire operated in
this study, with the purpose of helping other researchers with useful information.

The questionnaire structured is established by whether self-completion or an interview ad-

ministered. Both of the methods are applied in this study. However, in this sub-chapter,
the self-completion will be more focused on. The questionnaire normally initiates with gen-
eral questions to more detail questions. The interview should provide a brief introduction
to the basic purpose of the survey and client confidentiality. The questionnaire contains
the following steps: Lead-in questions, qualifying questions, warm-up questions, specific
questions, and demographic questions. (Labaw 1980, 156.)

The process of designing a questionnaire should be systematic and the major phrases en-
gaged are pre-construction, construction, and post-construction. The figure below indi-
cates the process of establishing a questionnaire for the research purpose. (Labaw 1980,
156.)
 24

Figure 4 Questionnaire design process (Naval 2011, 72)

4.1.1 Questionnaire Pre-construction

The first part of the questionnaire design process is the pre-construction part which con-
tains three sub-steps. The first step is to determine the important data necessary for the
analyzing process in order to accomplish the research purpose. The second step is to
consider the respondent demography in other words- to identify the respondent character-
istics. The final step thus one of the most important steps is to decide the most suitable
survey technique.

In the first step, it is crucial to revision the fundamental research objectives and the re-
search questions, which have already been started at the beginning of the research. The
 25

purpose of this step is to secure that the gathered information will accurately forward to
answer the research questions, research problems and hypotheses. This step is certainly
significant, therefore, should not be neglected or skipped. The ignorant of this step could
lead to the result of receiving pointless or inappropriate information. (Naval 2011, 71.) It
has been stated above that the main objective of this research is to understand the cus-
tomer demand for Asian cuisine in Finland through Konnichiwa restaurant’s case. The
main research questions are simply reminded briefly as to what the criteria of customers
are when choosing an Asian restaurant, what is the reason for the rise of Asian food in
Finland in general and sushi in detail and to determine the customer expectations to im-
prove and provide better customer service. The questionnaire should be able to provide
information that could solve these questions and answer the research main problem.

The second step focuses on data that related to the respondent’s characteristics which is
a crucial step to collect the right data needed for the study. In this research, the ability to
purchase or ordering from restaurants would obviously connect to their affordability, it
means that the questions of incomes and budgets should be included in the questionnaire
or else the results would be inconclusive.

The final step of the pre-construction part is to establish a suitable survey approach tech-
nique. In this study, the authors used the self-completion along with the research method.
The question format will depend on the type of survey technique. For example, the self-
completion survey should be explicit and comprehensible which makes it easy for the re-
spondents to understand and avoid confusion. While in the interview sections, more open
questions will be asked also the length of the interview is different from the self-completion
survey. The detail questions in the survey will be specified in the questionnaire construc-
tion part.

4.1.2 Questionnaire Construction

According to Naval, the questionnaire construction part includes six steps: Question for-
mat, question relevance and wording, question sequencing, question response choice,
question layout and establishing the first draft process of the questionnaire (Naval 2011,
73.)

Question format

Question format subsists two types that are structured or unstructured. The unstructured
question is also called open-ended question which provides an opportunity for respond-
ents to respond freely in their own words. (Business Jargons 2019.) The open-ended
question gives the respondents a chance to express their feeling meanwhile provides
 26

deeper insight into the problem. (Naval 2011, 73.) The unstructured question which is the
closed-ended question, in contrast, provides limited alternatives for the respondents to se-
lect the most suitable one. This diminishes the burden of disclosing the respondent’s feel-
ings and thoughts. Moreover, this format is also cheaper, faster and easier for the data
collecting and analyzing the process. (Naval 2011, 74.) Thus, these close-ended ques-
tions could be indicated by a multiple-choice question, dichotomous (yes/ no question) or
a scale question. (Business Jargons 2019.)

In order to save time and effort of the respondents in answering the questionnaire, the
self-completion survey is mostly structured questions (close-ended questions) so that they
do not have to write their whole answer down. However, a few open-ended questions fol-
lowed by the result of the close-ended questions will be provided for the respondents to
express their feeling and their opinion. The close-ended has one disadvantage that the
author cannot provide all the appropriate alternatives for the respondents. However, the
disadvantage can be reduced by adding an answer to “other” with a blank space where
respondents can add their answers in.

For the purpose of discovering about demographics and characteristics of the respond-
ents, multiple-choice questions are suitable for the data collection. Multiple-choice ques-
tions can be used commonly in the survey is the result of its flexibility and diversified alter-
natives. However, these types of multiple-choice questions cannot provide information
about the opinion, feeling, and attitude of the respondents. (Naval 2011, 76-77.) For in-
stance, the opinion of customers toward the Asian Buffet restaurant is neither yes nor no,
but there are also in between. In this circumstance, the scale-questions would work best
to describe the customer scale of opinion or satisfaction. However, because of the reason
that the respondents have to read the whole sentences in the scale- questions and they
are also longer than the multiple-choice questions, it seems to take more time and effort to
reply than in other multiple-choice questions.
 27

Figure 5 Example of Likert-scale

Figure 4 demonstrates an example of a Likert scale response. Likert scale answer com-
monly involved five points scale which is used for measuring the individual feeling or
agreement about a certain statement. (McLeod 2019.) There are five to seven points are
regularly used in a Likert scale answer and there are also other variations more than just
agreement. For instance, the Likert scale can evaluate frequency, importance, likelihood,
and quality. (Stephanie 2015.) The authors chose a five-points scale for this study even
though the seven-points scale would have provided the authors with a broad scale be-
cause the authors have taken into consideration the situation when the survey takes
place. Mostly the respondents for the survey are in the restaurant and being occupied with
eating, five points scale would be more friendly, respondent-oriented and suitable for indi-
cating workload within a limited time context.

Question-wording

The question-wording difference has a considerable impact on the response of the survey
questions because it affects the meaning and intent of the question. It is significant to in-
clude distinct, specific and clear questions with simple words to ensure that all the re-
spondents can understand and answer without confusing them. With the open-ended
question, the interviewer should include the instructions and examples of what kind of an-
swer and information the interviewer wants from the respondent. For closed-ended ques-
tions, all the appropriate and reasonable responses should be included, and the response
categories should not be overlap. (Pew Research Center 2019.)

According to Naval (2011, 79), double-barrelled questions must be avoided. A double-bar-

relled question is a question that contains “and”, “or”. With this kind of question, the re-
spondent may agree with one part but not the other. Thus, the question prevents the re-
spondent to provide the answer for the second part without accepting the first part. In this
research survey, the authors avoided using double-barrelled questions by providing one
 28

separate section with the instruction: “If you have ordered rescue food before, please an-
swer the following questions. If not, then this is the end of the survey. Thank you!”. This
statement indicated that if the customers have known about the rescue food, they can
continue to all the questions below this instruction; if not, they can stop here and finish the
survey. In general, the key to having a positive and effective questionnaire is to pay deep
attention to question-wording.

Question Sequencing

Question Sequencing is also a crucial step, it asserts the arrangement of a single question
in the questionnaire list. This is a key for motivating and develop respondent’s interest.
The interview or survey should start with short, general question and identification infor-
mation first and all the complicated, sensitive or more detailed questions should be as-
signed later in the survey questionnaire to avoid confusing the respondents which could
lead to the termination of the interview process from the respondents. (Naval 2011, 84.)

Categorization questions which are questions related to demographic information such as

age, gender, experience, are also used in this study at the beginning of the survey. It is
important to define the most popular target customers that mostly go to a buffet restaurant
in order to determine what are their reasons and expectation for further possible improve-
ments. (Naval 2011, 84.)

In this study survey, the authors asked the categorization questions then followed by in-
come questions and questions about the customer’s feeling of satisfaction. The question-
naire is listed in order from general, an easy one to more detail and longer question for the
purpose of saving the respondent’s energy to answer more detailed questions.

Question response choices

Question response choices indicate the number of responses choices that be presented
to the respondents. It is important to pay attention to this step, a generous amount of alter-
native to choose would burden the respondents. (Naval 2011, 85.) However, too few alter-
natives would not be enough to cover all the range of answer which could lead to the con-
sequence of lacking data for the data analysis process. To provide another option different
from all the available alternatives, the authors should include an option called “please
specify if any other”.

The authors include the “other” option in questions that have a large range of answers; for
example, income questions, the frequency of visiting Konnichiwa restaurant and the rea-
sons for choosing Konnichiwa.
 29

Questionnaire layout

Question layout is being considered as one of the most important factors that affect the
willingness to the response of the respondents. The respondent rate increases when the
survey has more colors and uses a user-friendly format. The layout of the questionnaire
accounted for a key role in answering patterns. (Naval 2011, 85.) The questionnaire
should be divided into different specific parts and each part should be numbered and mark
clearly to illustrate the branches of a question. (Business Jargon 2019.) Breaking down
questions into several smaller sections with title and sub-title would bring more favor for
the respondents. Moreover, the layout of the survey should be clear and preferably not too
long and contains a large number of pages.

In this study questionnaire, the authors intended to put all the surveys into one and a half
pages in order to make it clear and short for the respondents. Considering the reason that
most of the respondents are having lunch or dinner and do not fond to be occupied by the
survey in a mass amount of time. The questionnaire list will be added in the appendices
part at the end of the research.

First draft process

Establishing the first draft process emphasizes the presence of the survey. A printed ver-
sion with high-quality papers will give a serious feeling to the survey; in contrast, a long
and poor organized questionnaire or unprofessional look would decrease the interest of
the respondents. According to Naval (2011, 86.) the front cover, the title and the first
question of the survey have a significant influence on the response rate. The author
should pay attention to the font size, too small or too big a font size will generate a nega-
tive effect on the survey.

Moreover, the survey should not be shortened by crowding the questions which makes it
more dangerous because of the risk of causing confusion and uncertainty. (Naval 2011,
86.)

4.1.3 Questionnaire Post-construction

The final part of the question design process is the post-construction part which includes
four steps. Pre-testing the questionnaire is the first step, the second is re-checking the
questionnaire based on the result of the pre-testing step, the third step is revising the final
draft of the questionnaire and the final step is to administer the questionnaire and retrieve
responses. (Naval 2011, 86.)
 30

The purpose of pre-testing the questionnaire is to assure the questionnaire will not contain
confusion or complicated questions that are not respondent-friendly, the process ensures
that the respondent can understand clearly the survey and also to detect a problem from
the survey. To accomplish this step, the survey is given to a small population to ask for
feedback, to define and eradicate the possible problem. (Naval 2011, 86.)

In this study, in order to complete this test, ten random customers in Konnichiwa restau-
rant had been approach and given out the survey. Those customers are required to com-
plete the survey and they were asked to express their feeling and opinion and possible im-
provement of the survey.

Based on the result from the first pre-testing step, improvement can be made in the sec-
ond pre-testing step. The pre-testing step could be repeated until the best version is
made.

The third step is revising the final draft. The final draft is edited carefully based on all the
feedbacks collected from the pre-testing steps (Naval 2011, 88). Several changes could
be made; for instance, font size, the layout, order of the question, length, and the question
words. The final draft should be qualified for launch.

The final step is the administration of the questionnaire in which the researchers assemble
and decipher the data collected by using a suitable method (Naval 2011, 88). In this re-
search, SSPP- a statistical analysis program is used to interpret the data collected from
the survey. The data collected from the online survey version can be extracted from the
website of the survey. However, the information compiled from the paper survey will be
entered manually to the file that is adaptable to the statistical analysis program. The pro-
cess takes time and accuracy. The author divided the paper survey into two versions,
English and Finnish. The Finnish open-ended questions must be correctly translated in or-
der to retrieve the original meaning of the response.

4.2 Interview Questions

This sub-chapter indicates the information collected from the interview process. Three in-
terviewees were randomly chosen with different nationalities. The interviews demonstrate
the subjective opinion of interviewees which would help the authors to understand more of
the feeling and opinion of the respondents toward sushi buffet restaurants in general and
Konnichiwa restaurant in more detail. However, the author cannot draw the objective con-
clusion in this case due to the small number of interviewees.
 31

According to the respondents, the authors discovered that when the interviewees were
asked about their opinion in Asian cuisine and sushi, one respondent said that most of the
sushi restaurant in Finland does not have an authentic taste but they still choose to go to
sushi buffet restaurant because of the reasonable price for decent food (Interviewee 3
2019). Most of them agreed that Chinese food in Konnichiwa and a sushi buffet restau-
rant, in general, contains and exceeded amount of oil that they do not prefer to eat (Inter-
viewee 1, Interviewee 2 & Interviewee 3).

Sushi in different countries has different flavors and styles. Finland also has its innovation
by making sushi with fruits. Normally, Japanese sushi would focus more on different kinds
of fish. The respondent has tried other sushi restaurants in the same area, and he said
that Konnichiwa has a higher price than average. Nonetheless, the respondent found it
worth the price because Konnichiwa has a large variety of food options and good cus-
tomer service. (Interviewee 1.)

One of the respondents pointed out that most of the sushi restaurants almost have the
same (menu, style, food, etc.) and lack of innovations. He expressed that Konnichiwa
should develop more new kinds of sushi or put more noodles, or ramen into the menu to
gain more competitive advantages than others. He also stated that Konnichiwa has a
good view, it is bright and neat. Moreover, the decoration, as well as the atmosphere are
suitable for informal business meetings. Furthermore, the raw materials are fresher and
have a better texture than other sushi restaurants. (Interviewee 2.)

4.3 Data Collection

The previous sub-chapter represents the question design process, in this sub-chapter, the
authors focus on the data collection process. The most important part is the data that col-
lected is analyzed by using the statistical analysis program.

As stated earlier, this study acquires information from surveys and interviews. The data
collection process is demonstrated in the figure below.
 32

Figure 6 Data collecting process

At the beginning of the data collection process, it is crucial to have an interview with the
Konnichiwa manager or representative to gain consent for future further information acqui-
sition. Moreover, the authors also observe to collect information from the restaurant. The
observation period lasts for one week and on a weekday, from Monday to Thursday.

As a result of the interview with the restaurant manager, the authors found that there are
approximately 200 customers visit Konnichiwa Lahti restaurant per day from the opening
time to the closing time. The busiest time of the restaurant is lunchtime between 11:00 to
13:30. The observation process supports collecting information about the target custom-
ers of the restaurant. Generally, 9.5% of the customers are children under ten years old,
including toddlers and babies under two years old that are not counted in the payment
system. (Interviewee 4 2019.)

The survey contains two main phases: the paper survey and the web-based survey. The
paper survey was handed to the customers at the premise restaurant and being collected
after the respondents completed the survey. The online survey version is published on so-
cial media, groups of Vietnamese people, a group of foreigners in Finland. Most of the
survey results are from paper surveys that collected directly from the respondents who are
at the restaurant. Thanks to the support of the restaurant, the authors have been able to
approach and perform the survey at the restaurant. The secondary data mostly comes
from books and online sources.
 33

4.4 Data Analysis

To visualize the collected data effectively, the authors decided to include SPSS in the data
analysis process. SPSS is a software supports performing quantitative analysis using its
analysis system. For the reason that the thesis is discussing understanding customer de-
mands, which belong to psychology, SPSS is a promising software to utilize. (Statistics
Solutions 2019 c.) The authors aim to make use of SPSS through certain statistical tech-
niques such as chi-square test, t-test, cross-tabulation, as well as other table and chart
observation, to analyze the data collected from both online and paper survey. As men-
tioned earlier, the amount of data collected is not considered to be a huge data set,
hence, SPSS can be applied smoothly (Statistics Solutions 2019). Another reason that
leads to the decisions of applying SPSS is because of its user-friendly features. Those
mean it is suitable for basic analysis of market research and surveys. (Thomes 2018.)

Before the analysis process with SPSS, forms from the survey are divided into two cate-
gories: valid and invalid. The valid forms are those filled with all the required questions re-
lated to customers' experiences when they use the service at the restaurant. The ques-
tionnaires of the ResQ part are optional based on the fact that not every visitor has used
the service. Additionally, opening questions requiring personal text or handwriting are also
optional. Forms that do that meet the selection standard, which lacks one or more than
one answer of the required part (closed questions part), are listed as invalid. There were
two hundred and sixty-four forms collected including both online and paper forms. And
there are two hundred and ten forms that are valid for the analysis process.

Following the SPSS analysis is the application of SWOT. Strengths, Weaknesses, Oppor-
tunities, and Threats of the case study are determined based on the support of SPSS ana-
lyzing procedure.

4.4.1 SPSS Analysis

Customer democracy

First and foremost, the authors started analyzing the basic information of the customer de-
mographic to determine the customer groups that have been visiting the restaurant. This
would lead to a better direction on launching a marketing campaign and the changing in
services.
 34

Table 1 Number of visitors with different genders

Frequency Percent Cumulative Percent

Valid F 117 55.7 55.7

M 90 42.9 98.6
N 1 0.5 99.0
Other 2 1.0 100.0
Total 210 100.0
The table shows that the percentage of females and males who came to Konnichiwa is al-
most the same. However, there is still distinguish between them. More females were eat-
ing at Konnichiwa than males. Besides, customers with other sex backgrounds also vis-
ited the restaurant. Regardless of that, since there was only one percent of them, it is not
necessary to pay more attention to or creating special campaigns on this group of custom-
ers. In addition, the authors analyzed the relationship between sex and factors of services
offered at the restaurant. Those aspects including cleanliness, foods and beverages,
friendliness, price, and location. Appendix 1 shows all the results exported from SPSS.
They point out that there is no difference in the decision-making process of females and
males.

Beside genders, age groups are also worth considering.

Table 2 Age ranges

Fre- Percent Cumulative Percent

quency
Valid <18 12 5.7 5.7
>59 18 8.6 14.3
18-25 70 33.3 47.6
26-40 69 32.9 80.5
41-59 41 19.5 100.0
Total 210 100.0
As can be seen from the table, people who have been visiting Konnichiwa Lahti is mostly
from the age of eighteen to fifty-nine. In which, the age range of eighteen to forty rank first.
These two age groups account for over 66 percent of total customers using Konnichiwa
service. Hence, we can come to the assumption that most customers at the restaurant be-
long to the working-age group. Even though the number of people from 41 to 59 years old
does not account for as much as the other two groups, it still makes up 19.5 percent of the
total visitors.
 35

Table 3 Monthly income

Frequency Percent Cumulative Per-

cent
Valid 16.7 16.7
>2500 111 52.9 69.5
1001-2500 29 13.8 83.3
500-1000 33 15.7 99.1
other 2 1.0 100.0
Total 210 100.0
To classify customer categories into youngers (whose income sources are mostly from
parents), college students (who usually earn money actively), and people who are full-time
workers, the authors decided to build the measurement scale which can be seen from Ta-
ble 3. Each group of customer has different demands, such as a student might demand a
discount, while a full-time officer would like to have some little gifts for her children when
her family come to the restaurant. For example, a free sticker pager would be a nice op-
tion. Based on that, the restaurant can launch suitable advertisements and marketing
campaigns to attract different groups of customers. According to the findings above con-
cerning the age groups, it is understandable that the monthly incomes of the majority of
customers coming to the restaurant are over two thousand and five hundred. Almost 53
percent of the customers have been the owner of that amount of income, or above, which
is only about ten percent different from the age range percentage that the authors were
discussing earlier. The distribution of the other income groups is basically equal to each
other, approximately thirty people per group. Since the median income in Finland is three
thousand euros per month before taxes, Konnichiwa customers are believed to be mostly
those who belong to median earners. (Yle 2017.)

Source of awareness

In the first place, to improve the service and methods attracting more visitors, the restau-
rant should be aware and understand different sources of awareness and how they work.
 36

Table 4 Source of awareness

Fre- Per- Cumulative Per-

quency cent cent
Valid Ads 5 2.4 2.4
Ads, Recom- 1 0.5 2.9
mended
Ads, Recom- 1 0.5 3.3
mended, Social
Media, See and Try
Recommended 91 43.3 46.7
Recommended, 6 2.9 49.5
See and Try
See and Try 86 41.0 90.5
Social Media 19 9.0 99.5
Social Media, See 1 0.5 100.0
and Try
Total 210 100.0

The Source of Awareness table demonstrates that the restaurant has not been succeed-
ing in its marketing campaign for building its awareness. Many people opted to eat at Kon-
nichiwa Lahti is because of recommendations from friends, colleagues, and families. An-
other reason could be said as the location of the restaurant. It is central and can be seen
easily. The price on board at the restaurant entrance might also be a reason following the
location. The authors will analyze this factor later in the thesis to examine the relationships
of elements affecting customers’ awareness and decisions.

Into the bargain, different reasons were mentioned in the survey to support the answering
process of the responders. The authors gave the most five common reasons for the sur-
vey givers to choose: good location, fair price, good service, diversity of food, family-
friendly. The authors also had a blank space for customers to fill out their reasons if not
mentioned in the five above. The analysis showed that a few customers mentioned that
they had chosen Konnichiwa Lahti because its food is tasty, the service is nice. Practi-
cally, everyone chose the location. This is such an important fact since it is not only about
building brand awareness but also about maintaining the operation. There was approxi-
mately 17 percent of customers chose family-friendly in their answers. It means they usu-
ally come to the restaurant. Accordingly, more customers will come to the restaurant
thanks to them. As discussed earlier, mostly, the awareness of the restaurant brand is
based on recommendations and location. Then, this would be a worthy buffer for the
brand building procedure. Also, in the total number of people filled in the survey, 189 of
them said the diversity of food is an element affecting their decisions. Half of 210 respond-
ers loved the way that Konnichiwa served them. Obviously, those who chose this option
 37

must have been using the service at least two times. Thus, they are repeat customers and
potentially become loyal customers if the right services and marketing campaigns are ap-
plied to them. (McEachern 2018.) Furthermore, the price has an impact on the decision-
making process of restaurant customers. There was almost 52 percent of customers said
that one of their reason for choosing Konnichiwa is because it offers an affordable price
buffet. Bearing in mind the income aspect that the authors wrote in the Customer Democ-
racy part, largely, restaurant visitors are median earners. Comprehensibly, service or
product price plays a part in reflecting their choices.

Visiting frequency and reasons for choosing Konnichiwa Lahti

The questionnaires include a question about the frequency of visiting Konnichiwa Lahti. In
pursuance of supporting the input process, the frequency is shortly written as can be seen
from the Visiting frequency table. The meaning of each category is found here:

1st: the customer visited Konnichiwa Lahti for the first time

1t: means one time which can be understood as 1st

1t-1m: once per month

1t-1w: once per week

1t-2w: once every two weeks

1t-3m: once every three months

2t-1w: twice a week

2t: the customer had been visiting the restaurant for only two times
 38

Table 5 Visiting frequency

Frequency Percent Cumulative Percent

Valid 1st 19 9.0 9.0

1t 1 0.5 9.5
1t-1m 82 39.0 48.6
1t-1w 16 7.6 56.2
1t-1y 2 1.0 57.1
1t-2w 28 13.3 70.5
1t-3m 55 26.2 96.7
2t-1w 6 2.9 99.5
2t 1 0.5 100.0
Total 210 100.0
As can be seen from Table 5, 16 people visited the restaurant once a week, 28 customers
dined there biweekly, and six customers had meals at Konnichwa twice a week. The anal-
ysis indicates that there are 50 out of the 210 survey responders are considered frequent
visitors, meaning they come to the restaurant two or more times per month. These are the
desired customers. The overall average is then 23.8 percent of customers is frequent visi-
tors. Based on the lack of information, the person who mentioned that he has visited Kon-
nichiwa two times cannot categorized.

To contemplate factors that relate to the frequency of visits, the authors applied crosstab-
ulation and Chi-square tests. These tests are based on the ranking questionnaires. Each
small question of the ranking question represents different categories of restaurant ser-
vices. The given five rankings were 1, 2, 3, 4, 5 performs strongly dissatisfied, dissatisfied,
neutral, satisfied, strongly satisfied alternately.

The first aspect that was asked for personal experience ranking is service which means
the way of serving and other related factors. This can be considered as the overall service
ranking that Konnichiwa provides to its customers. Positively, about 47 percent of the sur-
vey responders gave a 5 rating for service quality. In the number of 99 customers that
gave 5 for service quality, 29 of them were frequent visitors. That means 29.2 percent are
frequent visitors which is higher than the overall average of 23.8 percent. Therefore, cus-
tomers who rank a 5 in service quality are more likely to be frequent visitors than the aver-
age. The authors then chi-square service quality and the group of desired customers who
come every two weeks or more. However, unexpectedly, there is no association between
the two variables (p-value = 0.09 > 0.05). Notwithstanding that, this result from the chi-
square test might be wrong based on the percentage of cells expected (25% > 20%). De-
tailed figures can be found in Appendix 2 and Appendix 3.
 39

Ensuing the process of testing other variables to explore the relationships between them
and the visit frequency, cleanliness was the second element that was tested. 93 people
out of 210 survey responders gave a 5 on cleanliness. Besides, the majority of the rest of
them (99 responders) rated 4 for the cleanliness. That is a compelling sign illustrating that
the current cleanliness status is either does not or only need slight improvement. Also,
over 33 percent of the customers who gave a 5 ranking are frequent visitors. For further
references to the tests, please check Appendix 4. At first, it can be seen in Appendix 5
that the chi-square test run after the crosstabulation table shows there is a significant as-
sociation between the variable of cleanliness and the visit frequency (p-value = 0.002 <
0.05). However, since the 3 cells (37.5 percent) have expected count less than 5, the chi-
square test is untrustworthy.

Practically the same as the first and the second factors, opinions of customers on foods
and beverages show a fascinating result. Again, 99 customers gave a 5 rating for foods
and beverages. Predictably, 27 percent of them were frequent customers. About twenty
percent of those rated 4 for foods and beverages are desired customers as well. And they
make up over thirty percent of respondents who gave a 4 on this category. Surprisingly,
there is no association between the two variables was found. Since the p-value is greater
than 0.05, foods and beverages, and visit frequency is independent variables. The foods
and beverages related tables are provided in Appendix 6 and 7.

Continuing the process, friendliness is the next feature to analyze. The friendliness here is
understood as the method of greeting, serving, and the hospitality of the staff. Together
with giving a ranking on the satisfaction scale, many customers mentioned that they love it
when staffs show their respects and always smile while serving. At Konnichiwa, custom-
ers take dishes and food themselves. Nevertheless, servers are the ones who will bring,
fill-up the water and taking dishes away during and after customers’ meals. The survey
demonstrates that most people prefer this serving style. As shown in the table down be-
low, people are mostly either neutral or satisfied with the service. There was only one cus-
tomer who strongly dissatisfied with it. The author took a deeper investigation into the situ-
ation and the result came out as the customers suggested to have self-service throughout
the time eating at the restaurant. The customer mentioned in the opening answer section
of the online survey. Generally, 112 of the 210 people gave a 5 on friendliness, in which
30.3 percent are frequent visitors.
 40

Table 6 Restaurant friendliness and visit frequency

Friendliness * FreqVisit Crosstabulation

Count
FreqVisit Total
.00 1.00
Friendliness 1 1 0 1
2 3 3 6
3 33 3 36
4 45 10 55
5 78 34 112
Total 160 50 210
This time, as expected, the friendliness chi-square test indicates that there is a notable re-
lationship between friendliness and how often a person would visit the restaurant. The p-
value is less than 2 percent as can be seen from Appendix 8.

One of the most important aspects that the authors discussed earlier relating to visitors’
income (price) is also examined to define the relationship between price and the visit fre-
quency. Unlike the other four factors above, for most of the responders, they gave a 4 rat-
ing which is equal to satisfied. Regardless of that, there were still 55 people thought the
offered price was perfectly satisfied. In addition, 40 percent of the customers giving a 5 in
price are frequent visitors. The analysis of the price pointed out that the restaurant should
consider about decreasing the price. About 68 percent of the customers satisfied with the
price at that time. Even though it is not a poor figure, the rest 32 percent is still a serious
percentage to deliberate over. A lower price would be a leverage for an increase in long
term income due to an increase in customer visiting frequency. The Price and Visit Fre-
quency Crosstabulation is available in Appendix 9. The authors had also run a chi-square
test with the purpose of clarifying how the price influents the visit frequency. The outcome
illustrates that the two variables are related to each other (p-value = 0.019 < 0.05). The
chi-square test result is provided in Appendix 10.

The last and important fact that has the possibility of affecting directly to the visit fre-
quency is the location. More than half of the responders rated 5 for the location, as can be
seen from the chart below. Each color represents a rating on the scale. In which, the light
blue color which is known as a 1 rating means poor. Then 2, 3, 4, 5 appears as orange,
grey, yellow and dark blue alternately. 5 rating means great. Apart from that, 26.3 percent
of them are frequent customers. Over and above that, there is an insignificant minority five
 41

percent of the visitors do not satisfy the location. A chi-square test was run on the two var-
iables as well. The result came out was unreliable. Thus, despite saying the two variables
are not related (p-value = 0.399 > 0.05), there is a probability of a strong relationship be-
tween them. The chi-square test and the location and frequency crosstabulation outcome
are included in Appendix 11 and Appendix 12.

Rating on Location
2% 4%

9%
1
2
3
54%
31% 4
5

Figure 7 Rating on location

Overall on the categories, the location had 114 rankings of 5, the highest percentage at 54
percent giving the restaurant a 5 for location. However, it was friendliness that had the
most frequent visitors with 34 (who were frequent visitors that gave a 5 rating on the
friendliness) out of the 50 respondents. Although only 55 of the respondents gave a 5 rat-
ing on price, 22 of those 55 (40 percent) were frequent visitors. Meaning if a customer did
think the price was a 5, they also had the highest likelihood of being a frequent visitor.
Cleanliness, friendliness, and price were the three factors that seem to have the most im-
pact on a customer being a frequent visitor. If a customer gave a 5 on these categories,
they had over a 30 percent chance of being a frequent visitor. Predominantly, all six cate-
gories are important in producing frequent visitors, however, cleanliness, friendliness, and
price have the most impact. The business takes away is if a customer is impressed with
the friendliness, the cleanliness, and the price, they have a higher chance of becoming a
frequent visitor at the restaurant.

By combining all the 5 rankings, the authors further analyzed the customers who had
given a 5 rating on the individual scores, then summed up each customer. The table be-
low indicates the results.
 42

Table 7 Visit frequency of customers who rated 5 on the six categories

Number5s * FreqVisit Crosstabulation

Count
FreqVisit Total
.00 1.00
Number5s .00 35 11 46
1.00 34 2 36
2.00 21 5 26
3.00 16 5 21
4.00 15 6 21
5.00 19 4 23
6.00 20 17 37
Total 160 50 210

Table 7 puts on a view that 37 responders of the 210 or 17.6 percent gave a 5 rating for
all 5 categories. Into the bargain, it shows that if a customer gave a 5 in all six categories,
they also had a strong chance of being a frequent customer. Fourty-six percent of these
customers were also frequent visitors. This means that these customers are twice as likely
to be a customer that comes twice a week or more than average. To complete the analy-
sis process on customer visit frequency, the authors tested the finding with another chi-
square test.

Table 8 Number of 5 ratings

Chi-Square Tests
Value df Asymptotic Significance (2-
sided)
Pearson Chi-Square 17.693 6 .007
a

Likelihood Ratio 18.532 6 .005

Linear-by-Linear Asso- 7.331 1 .007
ciation
N of Valid Cases 210
a. 0 cells (0.0%) have expected count less than 5. The minimum expected
count is 5.00.
This time, the test came out with a high-reliability level. The p-value is less the 5 percent
(0.007) indicates that a significant association between the two variables is available.
 43

Foods favorites

The two questions focusing on favorites and least favorites food of visitors are able to
show if the restaurant should take into account the foods and beverages revolution neces-
sity.

There was a tiny proportion (7 papers out of 210 valid forms) of customers complaining
about Konnichiwa Lahti sushi. The reasons behind this were not mentioned. Probably, the
cause of it is the unique tastes concerning different nationalities. Other reasons are also
possible. However, for the most part of the visitors, the result shows that the sushi had fit
their tastes well. Another point worth noticing is many people chose multiple favorites, and
187 out of the 210 (89 percent) included sushi in their favorites whether by itself or with
other foods or drinks. Sushi had been definitely the most preferred dish out of all kinds of
food served at the restaurant consisting of sushi, Chinese food, desserts, and food from
the salad bar. The table below visualizing the comment.

Table 9 Customers’ favorite food and beverage choices at Konnichiwa Lahti

Frequency Percent Cumulative

Percent
Sushi 90 42.9 42.9
Sushi, Chinese food 24 11.4 54.3
Sushi, Chinese food, Dessert 24 11.4 65.7
Sushi, Dessert 24 11.4 77.1
Sushi, Salad 8 3.8 81.0
Chinese food, Dessert 7 3.3 84.3
Sushi, Chinese food, Salad, Dessert 7 3.3 87.6
Chinese food 6 2.9 90.5
Chinese food, Salad, Dessert 5 2.4 92.9
Sushi, Chinese food, Salad 5 2.4 95.2
Salad, Dessert 3 1.4 96.7
Sushi, Drink 3 1.4 98.1
No 2 1.0 99.0
Sushi, Chinese food, Drink 2 1.0 100.0
Total 210 100.0
Ranking second after sushi is Chinese food which represents another main course of
most Asian buffet restaurants in Finland. In converse with the significant number of visi-
tors who chose sushi only as a favorite food (90 customers), less than three percent of
visitors who chose only Chinese food. Nevertheless, as mentioned, it is still people's fa-
vorite. The only difference in this circumstance is those who enjoyed Chinese food at Kon-
nichiwa also had the other best-loved cuisines from the menu.
 44

For further data analysis supports, groupings of the top choices people made for their an-
swers are required. The groupings are as follows:

Group 1 – Sushi only

Group 2 – Chinese food and others (But not Including Sushi)

Group 3 – Sushi with others (But not including Chinese Food)

Group 4 – Sushi with Chinese food and other combinations

Appendix 13 describes the number of survey responders belongs to each determined

group and the percentages following that. By the same token, the authors exported the ta-
ble below based on the grouping data to explain the relationships between favorite foods
and visiting frequency.

Table 10 The relationship between favorite foods and visiting frequency

FavoriteChoiceGroups * FreqVisit Crosstabulation

Count
FreqVisit Total
.00 1.00
FavoriteChoiceGroups 1.00 76 14 90
2.00 18 5 23
3.00 26 9 35
4.00 40 22 62
Total 160 50 210
Groups 3 and 4 both have above the average likelihood of having frequent customers.
Group 4 has a 35.4 percent chance of Frequent customers and Group 3 has a 25.7 per-
cent chance of frequent customers. It is absolutely interesting that although 90 responders
chose sushi only 14 of those were frequent customers 15.6 percent so if customers only
chose sushi, they are not likely to be frequent customers.

In spite of that fact, the combination of sushi with other things, especially Chinese food on
the menu definitely impacts frequent customers. It means that when people living in Fin-
land visit an Asian buffet restaurant, they would like to have other side foods to enjoy. And
Chinese cuisine would be counted as a priority.
 45

Favorite Foods and Customer Frequency

40.0%

35.0%
35.5%
30.0%

25.0%
25.7%
20.0% 21.7%
15.0%
15.6%
10.0%

5.0%

0.0%
Sushi only Chinese (No Sushi) Sushi and other (No Sushi with Chinese
Chinese)

Figure 8 The relationship between favorite foods and visit frequency

By combining the most important variables, the authors built a model that can be utilized
to determine the highest likelihood of frequent customers. Those variables in the data con-
sist of the favorite foods, the reasons for choosing and the rankings of 1 to 5 on the six
categories in the questionnaires, especially those customers that gave 5 ratings. Using a
linear regression model with the dependent variable being Frequent Visitor and independ-
ent variables of Favorite Foods, Reasons for Choosing restaurant and Number of 5 rat-
ings given a model that ranks all the customers by an algorithm. The linear regression
model is usually applied for predictive analysis. The model aims to examine if the predic-
tor variables can lead the authors to an outcome. Moreover, if there is an outcome, which
variables that are considered play the most initial roles in presenting the information. (Sta-
tistic Solutions 2019 b.) The algorithm came up with 5 specific groups based on the model
results. The table below clarifying the statistics for the model.
 46

Table 11 Model groups in the relationship with visiting frequency

ModelGroups * FreqVisit Crosstabulation

Count
FreqVisit Total
.00 1.00
ModelGroups 1.00 20 0 20
2.00 71 14 85
3.00 48 16 64
4.00 13 6 19
5.00 8 14 22
Total 160 50 210

There is a dependency between the model groups and the visiting frequency demon-
strated by the chi-squared test. The asymptotic significance is 0.000 which is obviously
less than 0.05. The test is attached in Appendix 14 with detailed information which is valu-
able for further investigation. Also, beneficial to the analysis, the authors made use of
ANOVA analysis which was supposed to bring a high-level of reliability consequence. In
this circumstance, ANOVA examined the means of the groups to interpret if the means
are notably distinguishable. ANOVA provides a statistical test of whether two or more pop-
ulation means are equal. And therefore, generalizes the t-test (simple linear regression
analysis) was used to test the significance of the regression coefficient (Allen 1997, 66).
After analyzing the outcome table in Appendix 16, the authors came to the conclusion that
each of the variables chose in the model has a good impact but the Number of 5’s given is
the strongest. The summary of both methods applied above is interpreted in the chart of
frequent visitors belonging to each model group. The chart illustrates the reasons for
choosing the restaurant, then favorite food choices.
 47

Frequent Visitors in the

Relationship of Food Choices
70%

60% 64%

50%

40%

30%
32%
20% 25%

10% 16%
0%
0%
Model Group 1 Model Group 2 (2nd Model Group 3 Model Group 4 (2nd Model Group 5
(Worse) Worse) (Average) Best) (Best)

Figure 9 Frequent visitors in the relationship with food choices

There are definitely strong correlations when the authors use these variables in combina-
tion. Furthermore, noticeably, the top group has a very high likelihood of being frequent
customers. Conversely, the lowest group has no frequent customers.

Customer opinions on ResQ foods

At Konnichiwa Lahti, ResQ foods is a shortened name for foods that are on the buffet ta-
ble for over one hour and thirty minutes. Usually, as mentioned at the beginning of the
thesis, the restaurant replaces the food after it has been in the buffet table for almost two
hours. The purpose of which is for maintaining the food freshness. Aside from that, foods
that are not consumed the night before also become ResQ foods. Regularly, the restau-
rant offers ResQ Chinese food in the same box-size as a ten-piece sushi ResQ food box.
It sells those foods at low prices in order to reduce the food waste and cutting variable
costs as well. The sales are made via an application called ResQ Club. It is compatible
with both Androids and iOS. As long as a customer has it on his phone with an account,
he can start ordering food from multiple restaurants including Konnichiwa Lahti. The au-
thors comprised three main points that are supposed to indicate customer thoughts about
the ResQ service: often food kind order, opinion on ResQ price, and opinion on the food
quality.

Table 12 shows that most of the people who used the ResQ service order sushi instead of
Chinese foods. The number accounts for just under half of the total customers who filled
out the survey (210 responders). A tiny portion of the order both sushi and Chinese food
 48

of frequently. There were 23 people out of 128 that had already used the service said they
usually order Chinese food. To sum it up, predominantly, Lahti citizens purchase sushi
when they order ResQ food of Konnichiwa Lahti.

Table 12 ResQ usual orders

Frequency Percent Cumulative Percent

Valid 69 32.9 32.9

- 13 6.2 39.0
Chinese foods 23 11.0 50.0
sushi 101 48.1 98.1
sushi, Chinese food 3 1.4 100.0
sushi, Chinese food 1 0.5 98.6
Total 210 100.0
Over 84 percent of customers who had ordered ResQ foods think the prices of ResQ
foods at the time they placed the orders were suitable. This means, the restaurant offered
the fare and the right price to those who wish to buy, and also solve a part of the food
waste problem. Nonetheless, there are other perspectives available saying that the foods
were overpricing. This group of the customer makes up almost twelve percent of those
who had ordered Konnichiwa food via ResQ Club. The number of customers, whose opin-
ion on the ResQ price is lower than the food value, was only five. Therefore, supposedly,
the ResQ prices by the time the survey was launched were acceptable, there is a possibil-
ity that they are now shifted to the expensive category. The reason for this is Konnichiwa
has just increased one Euro more for each box of ResQ food. The one euro, in fact, ac-
counts for 20 to 25 percent of the food prices applied in the past. Although the restaurant
might make more profit considering the calculation based on the marginal profit, there
might be a momentous loss based on the decrease in demand (Encyclopaedia Britannica
2019.) The situation would lead to more food waste and more production costs.

Table 13 Customers’ opinions on ResQ food price

Frequency Percent Cumulative Percent

Valid 69 32.9 32.9

- 13 6.2 39.0
Cheap 5 2.4 41.4
Expensive 15 7.1 48.6
Suitable 108 51.4 100.0
Total 210 100.0
Fortunately, it seems like the restaurant has been receiving a great number of satisfactory
feedbacks. ResQ food quality compared to the price is not and exception in this case. The
 49

majority of customers who answered the question concerning the two mentioned factors
were satisfied with the service they had received, responded by 66 out of 128 customers.
None of 128 customers chose the 1 rating which means strongly dissatisfied. Besides,
only 2 people of them did not like the service.

Table 14 ResQ price versus quality

Frequency Percent Cumulative Percent

Valid 89 42.4 42.4

- 13 6.2 48.6
2 2 1.0 49.5
3 25 11.9 61.4
4 66 31.4 92.9
5 15 7.1 100.0
Total 210 100.0
In short, the frequency of people who purchased ResQ sushi was significantly different
from those who usually bought ResQ Chinese food. On top of that, most of those who had
used the service think the price is suitable for the offered food. As they think the value that
the foods carried fit the price well.

4.4.2 SWOT Analysis

Strengths

The survey represents that one of the most reasons that make Konnichiwa customers visit
the restaurant is the location. Despite the fact that locating right next to Sokos, a shopping
mall, in the heart of Lahti center is costly, the benefits that it brings back to the restaurant
is also significant. The renting cost is approximately seventeen thousand euros per month.
Thus, the location could still be considered a strength. However, the other direct competi-
tors are also located in the nearby area, which causes a compelling effect on customer
decisions.

Leaving the location aside, the data reflected that most customers have the same reason
for choosing Konnichiwa out of the other Asian buffet restaurant in the area. That is a vari-
ety of food. Unlike other direct competitors who are also selling sushi and hot foods as
main dishes, Konnichiwa has a positive different number of those food displaying on the
buffet table. That catches people’s attention when they come for a low-price buffet restau-
rant. Many customers also mentioned about the environment and the vibe that they feel
while eating at the restaurant. The design style and a spacious place for eating creating a
great experience for numerous people looking for the one. They could be families and
 50

groups of colleagues or friends. Also, for those who want to have birthday parties, gather-
ing parties at a nice restaurant but still want to be on a budget.

Another feature that was ranked high on the satisfaction scale was a way of serving. Not-
withstanding that there was one customer suggested to have a self-serving service, most
of the rest prefer the restaurant to maintain the service without asking for any other im-
provement in the opening question section. Customers prefer to have water served to the
table at the beginning of their meals. Then it is refilled during the meal. Besides, visitors
would rather have dishes away taken away during the meal to maintain a nice and neat
look for the table. Moreover, the friendliness of the staff plays a crucial role in service
ranking. A study on customer experience impact was taken in 2011 by Oracle explored
that eighty-six percent of their customers would pay more for better service (Oracle 2011,
3). The figure illustrates how important it is to have a good service to improve the income
statement.

Thanks to all of the facets above, Konnichiwa is able to build its loyal customer base.
There are numerous of people coming to the restaurant frequently. This generates a sus-
tainability income for the restaurant. Furthermore, these customers would also be an ex-
cellent source to improve restaurant publicity. Obviously, people believe in what people
around them say and talk about more than what they see or hear from an advertisement.
(Veenpere 2019.)

Weaknesses

Externally, based on the feedback from open questions, the authors realized the restau-
rant should serve more vegetarian foods including sushi, and Chinese warm food. Like-
wise, vegan food or lactose-free dessert or gluten-free are also required since the restau-
rant did not have them by the time the survey was taken. Additionally, since the original
Chinese cuisine contains a large amount of oil, some customers suggested having leaner
Chinese dishes. Another noticeable point is that, regardless of having more diversity in
food choices and a spacious restaurant, many customers still complain about the current
price of the offered deal. Thus, comparing to the other restaurants in the area, Konnichiwa
is still not unique enough to make it a reason for charging a high price. Over and above
that, the observation which lasted for one week at Konnichiwa showed that there is a huge
amount of food waste every day due to the buffet serving style. From the visitor side,
many of the customers over taking foods and those foods evidently became trash. From
the restaurant side, intending to serve fresh food, a weighty amount of food became ResQ
food which is not sold out all the time. As a result, many ResQ boxes turned into the trash
at the end. It is a source of loss, as well as environmental footprint.
 51

Internally, there is a complicated circumstance happen at Konnichiwa. It is facing a lack of

experienced and standardized staff. It is the source of misunderstanding and the dwin-
dling in staff satisfaction which causes conflicts in management works. Currently, many
employees at the restaurant are unhappy, which influences directly to the business. The
ineffectiveness comprises a decrease in productivity, tasks are not done as expected,
customer dissatisfaction, loss in revenue, and lastly, the brand name. (Agrawal 2018.)

Opportunities

Presently, most of the Asian buffet restaurants in Lahti have the same style of foods with
sushi and Chinese foods are the main courses. Accordingly, the change in a few dishes
that have different flavors than Chinese stir-fried food, or those have not been served any-
where else would be attracting people to come and try out (Dean 2019). To make Kon-
nichiwa outstanding compared to other Asian buffet restaurants in the region, the sugges-
tion of having lamb in the menu, from a few customers, might worth a consideration.

The takeaway service also has a chance to contribute to generating more income thanks
to the development of technologies. Recently, there is a new food delivery company just
enter the market and become a direct competitor with Wolt (the most popular food delivery
app in Finland) named Foodora. Based on the growing demand for ordering restaurant
foods, supported by the food delivery business, there is no doubt that people are posi-
tively placing orders more often shortly. Together with the competition happening between
the two delivery businesses, good deals are also available for the customer. It would prob-
ably become leverage for Konnichiwa sales. (Ohr 2019.)

Threats

It is undeniable that there are always risks available within the business industry. To avoid
or reduce the loss those threats might cost, the restaurant should be able to predict them.

Even though there are already restaurants having the same style of service and the com-
mon in multiple foods, more of them might still enter the market in the future. Besides,
since the labor market in Lahti is not as big as other big cities, for instance, Helsinki,
Turku, Tampere, etc. the tightness of labor supply is likely to be a problem. Because of
the high requirements for restaurant recruitment, not many people could meet them. That
leads to changing in employees frequently. That is a negative sign of the crisis in Kon-
nichiwa employment, and service. Furthermore, customer demands are promised to be
changed regarding the changing in different aspects of their lives. This is called changing
in customer patterns. Thus, predictions should be available all the time to be able to ac-
commodate the changing in customer behaviors. (Restaurant Den 2019.)
 52

5 DISCUSSION AND CONCLUSIONS

5.1 Conclusions

5.1.1 Findings

At the beginning of the thesis, the authors defined the main question that the thesis is ex-
pected to answer is: What do customers consider while choosing an Asian restaurant in
general? Since the question is broad, sub-questions were designed to support the analyz-
ing process of approaching the main question.

Firstly, answering the question: Who are the target customers at the restaurant and is the
Konnichiwa Lahti on the right track? the thesis pointed out that median income residents
often visit the restaurant. Also, they showed the opinion on the price that it is suitable and
mostly ranked a four or five out of 5 on a satisfaction scale. Many people came for family
meals or friend gatherings, as well as birthday parties. Thus, the current prices for lunch,
dinner and weekend buffets seem to be suitable for customers with the mentioned back-
grounds and demands.

Secondly, the research responses were able to show the values that customers received
when they used Konnichiwa services. Most of the visitors loved sushi, while the restaurant
provided well-done sushi together with some hot stir-fried Chinese cuisine, many people
opted Konnichiwa out of the others. The friendly staff played a vital role in creating experi-
ences and maintaining their visit frequency. Several surveys and interview responders
said that they enjoy the employees serving attitude. As staffs were always showing their
hospitality, the carefulness of taking care of dishes, re-filling water, or even opening doors
sometimes, and smiling all the time.

Thirdly, the current service including food variety, different beverages, and bonus serving
services meets customer demands. Most of the visitors who responded to the survey
loved all the mentioned service and also wrote in the opening section as the service is al-
ready perfect that does not need any changes. Only a small number of customers were
not strongly satisfied with the service and suggested to have a few changes. For example,
more vegetarian foods, more gluten-free and lactose-free desserts, adding lamb dishes,
or offering a larger beer portion for the same price, etc. Another point worth noticing is
customer expectation for lower prices. Despite food diversity and a lovely environment,
many people tend to prefer the same prices in comparison to the other Asian buffet res-
taurants in the Lahti center area.
 53

Fourthly, based on the customer experiences at the time the research was launched, the
authors conclude that it is not necessary to have any extra services. To generate more
values, the restaurant can take into account recommendations from people whose de-
mands were not filled up. Even though they made up just a small percentage of the total
respondents. Leaving the fact aside, since the requirements of customers might be differ-
ent in the future, the authors would suggest the restaurant to make another survey next
year to update customers’ status.

Lastly, the research analysis on ResQ foods sheds a light to food waste solutions in the
future. The authors suggest that the restaurant should reduce the current ResQ food
prices to the previous one. Along with that, avoiding having an ample amount of ResQ
Chinese food is necessary. According to customers purchasing decisions on ResQ foods,
sushi is more demanded. Thus, chefs at Konnichiwa should be notified when the restau-
rant is not busy in order to avoid cooking over-required food amount. As usual, chefs are
only asked to cook more dishes when the foods displayed on the buffet table are almost
gone. Hence, a food amount measurement scale should be established. Also, all the em-
ployees will be required to be trained for estimating the food amount that they would order
the chefs to make more, based on the number of visitors at the restaurant then.

All of the problems and solutions above concerning the five sub-questions were designed
after a thoughtful consideration process of the authors. They answer the main question
and clarify the needs of Konnichiwa. Finally, yet importantly, the authors suggest the res-
taurant put more effort into testing different marketing campaigns to bring the awareness
of Konnichiwa to as many people in Lahti as possible. Undeniably, strategies for persuad-
ing customers to come back is necessary. However, it is also important to acquire new
customers and improve their brand name. (Myler 2016.)

5.1.2 Extra Findings

Parallel analysis between customer frequency and different factors affecting customers'
experiences at Konnichiwa, the authors explored a strong relationship between them. Re-
sponders who enjoy all the services provided tend to visit regularly and can be counted as
loyal customers. They ranked all the services of Konnichiwa five out of five. Those cus-
tomers had been visiting Konnichiwa at least once every two weeks. The repeat visitors
would be willing to pay more for the service without supplemental prerequisites. Thus, for
them, price is not a problem and they are perfectly fine even when the restaurant does not
reduce the buffet price to meet the other customer groups’ demand. Besides, the restau-
rant is allowed to not pay on marketing campaigns targeting them. Simply, it means, Kon-
nichiwa can save a significant amount of marketing costs. Other than that, mistakes from
 54

the restaurant would be easily forgiven by them as long as they are not reasons for seri-
ous misfortunes. Eventually, as discussed earlier, a loyal customer is a source of aware-
ness. They are pleased to share their excellent experiences at Konnichiwa with their fami-
lies, friends, or colleagues. (Ramaswami 2017.) All of the above demonstrate a strong
foundation of Konnichiwa at the present, as well as its possibility of growing.

5.2 Discussion

5.2.1 Suggestion for Further Research

The application of a quantitative method with SPSS shows a way to further research by
grouping customers into three groups. They will be Gold, Silver, and Bronze. Gold means
visitors who are most likely to be repeat customers. Silver signifies average visit fre-
quency. And the Bronze conveys customers visit the restaurant with low frequency. The
foundation of the group establishment is how they filled out the survey.

In the future, if the restaurant launches the next survey, there will be a question asking for
personal email addresses. In return, customers who provide their emails will get coupons
for discounts at Konnichiwa. The coupon consists of an ID number related to the survey
they filled out. At that point in time, the restaurant can start tracking its customers for fur-
ther forecasts on customer behaviors, changing demands, and preparing for adjustments.
Over and above that direct marketing campaigns can also be put into an application.
Those are called direct marketing using analytics. (Marketing Donut 2019.)

Moreover, when they execute the next survey, the restaurant can also apply the customer
experience metrics in designing the survey process to be able to gather valuable and use-
ful data to improve customer service.

5.2.2 Evaluation

The thesis is the result of the first research that the authors have done. Thus, the outcome
still has certain limitations considering the lack of experience. Moreover, since the number
of responses was just over two hundred, a more accurate result might be available if more
surveys were filled out. The authors were expecting for about four hundred valid forms.
However, based on the fact that most customers visited the restaurants were in rush,
especially at lunchtime, or uncomfortably filling out the survey either during or after the
meals, the number of responses was not filled up.

Regardless of that, since 210 responses are a fair number (Great Brook 2019). The thesis
is reliable, and the empirical research consequence can be contemplated for further
 55

changes and revolutions in improving the current services of Konnichiwa. The research is
also applicable to restaurants that have the same type of service. The clear advantages
and drawbacks that receive customer attentions were mentioned. The information is
visibly informative and beneficial. Additionally, the thesis is an appreciable reference for
those desiring to enter the market.
 56

6 SUMMARY

The research purpose is to support the case company, Konnichiwa sushi restaurant, to
define the customer demands for a buffet sushi restaurant in general, the criteria for
choosing a buffet restaurant in general. The results of the study could be a valuable re-
source for other parties concerned in the restaurant industry. The study composes of the
following main parts: the introduction to the Asian cuisine and Konnichiwa case, the re-
view of the customers' habits in going to sushi buffet restaurants, the questionnaire design
process and empirical research.

To start the research, Chapter 2 introduces all the related theories that applied to this
study to support the research. The current situation in the restaurant industry is also
stated. Then the company case is presented to assist the research objectives.

Chapter 3 analyzes the market situation, introduces the analysis tools used for analyzing
Konnichiwa's position in the market to understand the competitive advantages by using
SWOT analysis and Porter’s 5 forces analysis.

Chapter 4 demonstrates the process of designing a questionnaire including three parts:

pre-construction, construction, and post-construction. More details were stated in the sub-
chapters comprised in each given part. This process could be used as a reference by
other researchers when establishing a survey. The chapter also indicated the data collec-
tion process and data analysis process. The gathered data is analyzed by the statistical
program.

Chapter 5 includes the conclusion and discussion, in which the authors reveal the findings
answering research questions. An objective judgement of the study that was given by the
authors can also be utilized for a further research on the topic.
 57

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Interview

Interviewee 1. 2019. Customer. Konnichiwa Lahti. Interview 3 March 2019.

Interviewee 2. 2019. Customer. Konnichiwa Lahti. Interview 5 March 2019.

Interviewee 3. 2019. Customer. Konnichiwa Lahti. Interview 6 March 2019.

 63

Interviewee 4. 2019. Manager. Konnichiwa Lahti. Interview 3 March 2019.

APPENDICES

Appendix 1 The Relationship between Genders and the Five Service Factors

Sex * Cleanliness Crosstabulation

Count
Cleanliness Total
2 3 4 5
Sex F 0 8 55 54 117
M 4 6 42 38 90
N 0 0 0 1 1
Other 0 0 2 0 2
Total 4 14 99 93 210

Sex * Foods and Beverages Crosstabulation

Count
Foods and Total
Beverages
2 3 4 5
Sex F 1 12 46 58 117
M 8 9 33 40 90
N 0 0 0 1 1
Other 0 0 2 0 2
Total 9 21 81 99 210

Sex * Friendliness Crosstabulation

Count
Friendliness Total
1 2 3 4 5
Sex F 0 1 25 34 57 117
M 1 5 11 19 54 90
N 0 0 0 0 1 1
Other 0 0 0 2 0 2
Total 1 6 36 55 112 210
 Sex * Price Crosstabulation
Count
Price Total
1 2 3 4 5
Sex F 0 9 24 54 30 117
M 3 13 17 33 24 90
N 0 0 0 0 1 1
Other 0 0 0 2 0 2
Total 3 22 41 89 55 210

Sex * Location Crosstabulation

Count
Location Total
1 2 3 4 5
Sex F 0 4 10 44 59 117
M 3 4 9 20 54 90
N 0 0 0 0 1 1
Other 0 0 0 2 0 2
Total 3 8 19 66 114 210
Appendix 2 Service Quality and Its Effect on Customer Visit Frequency

Service Quality * FreqVisit Crosstabulation

Count
FreqVisit Total
.00 1.00
Service Qual- 2 3 3 6
ity 3 18 4 22
4 69 14 83
5 70 29 99
Total 160 50 210
Appendix 3 Service Quality Chi-Square Test

Chi-Square Tests
Value df Asymptotic Significance (2-sided)
Pearson Chi-Square 6.499a 3 .090
Likelihood Ratio 6.279 3 .099
Linear-by-Linear Asso- .546 1 .460
ciation
N of Valid Cases 210
a. 2 cells (25.0%) have expected count less than 5. The minimum expected count is
1.43.
Appendix 4 Cleanliness in the Relationship with Customer Visit Frequency

Cleanliness * FreqVisit Crosstabulation

Count
FreqVisit Total
.00 1.00
Cleanli- 2 2 2 4
ness 3 9 5 14
4 87 12 99
5 62 31 93
Total 160 50 210
Appendix 5 Cleanliness Chi-square Test

Chi-Square Tests
Valu df Asymptotic Significance
e (2-sided)
Pearson Chi-Square 14.7 3 .002
12a
Likelihood Ratio 15.2 3 .002
13
Linear-by-Linear Association 1.43 1 .230
9
N of Valid Cases 210
a. 3 cells (37.5%) have expected count less than 5. The minimum expected count is
0.95.
Appendix 6 Foods and Beverages in the Relationship with Customer Visit Frequency

Foods and Beverages * FreqVisit Crosstabulation

Count
FreqVisit Total
.00 1.00
Foods and Bever- 2 6 3 9
ages 3 20 1 21
4 62 19 81
5 72 27 99
Total 160 50 210
Appendix 7 Foods and Beverages Chi-square Test

Chi-Square Tests
Value df Asymptotic Signifi-
cance (2-sided)
Pearson Chi-Square 5.310a 3 .150
Likelihood Ratio 6.763 3 .080
Linear-by-Linear As- 1.290 1 .256
sociation
N of Valid Cases 210
a. 1 cells (12.5%) have expected count less than 5. The minimum expected count is
2.14.
Appendix 8 Friendliness Chi-square Tests

Chi-Square Tests
Value df Asymptotic Significance (2-
sided)
Pearson Chi-Square 10.941a 4 .027
Likelihood Ratio 11.897 4 .018
Linear-by-Linear Asso- 3.688 1 .055
ciation
N of Valid Cases 210
a. 4 cells (40.0%) have expected count less than 5. The minimum expected count is
0.24.
Appendix 9 Price in the Relationship with Customer Visit Frequency

Price * FreqVisit Crosstabulation

Count
FreqVisit Total
.00 1.00
Price 1 2 1 3
2 19 3 22
3 32 9 41
4 74 15 89
5 33 22 55
Total 160 50 210
Appendix 10 Price Chi-square Test

Chi-Square Tests
Value df Asymptotic Signifi-
cance (2-sided)
Pearson Chi-Square 11.804a 4 .019
Likelihood Ratio 11.261 4 .024
Linear-by-Linear Asso- 4.753 1 .029
ciation
N of Valid Cases 210
a. 2 cells (20.0%) have expected count less than 5. The minimum expected count is
0.71.
Appendix 11 Location in the Relationship with Customer Visit Frequency

Location * FreqVisit Crosstabulation

Count
FreqVisit Total
.00 1.00
Loca- 1 3 0 3
tion 2 5 3 8
3 17 2 19
4 51 15 66
5 84 30 114
Total 160 50 210
Appendix 12 Location Chi-square Test

Chi-Square Tests
Value df Asymptotic Significance (2-
sided)
Pearson Chi-Square 4.049a 4 .399
Likelihood Ratio 5.005 4 .287
Linear-by-Linear Asso- .925 1 .336
ciation
N of Valid Cases 210
a. 4 cells (40.0%) have expected count less than 5. The minimum expected count
is .71.
Appendix 13 Customer Preferences for Food Based on Group Glassification

Favorites Frequency Percent Cumulative Percent

Group 1 90 42.9 42.9
Group 2 23 11.0 53.8
Group 3 35 16.7 70.5
Group 4 62 29.5 100.0
Total 210 100.0
Appendix 14 Model Groups and the Visit Frequency Chi-squared Test.

Chi-Square Tests
Value df Asymptotic Significance
(2-sided)
Pearson Chi-Square 28.692a 4 .000
Likelihood Ratio 29.952 4 .000
Linear-by-Linear Asso- 26.132 1 .000
ciation
N of Valid Cases 210
a. 2 cells (20.0%) have expected count less than 5. The minimum expected count is
4.52.
Appendix 15 The Comparison of Groups’ Means of Customer Food Preferences by
ANOVA

ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regres- 3.720 3 1.240 7.431 .000b
sion
Residual 34.375 206 .167
Total 38.095 209
a. Dependent Variable: FreqVisit
b. Predictors: (Constant), ReasonsForChoosingType, Number5grpRank, Favor-
iteChoiceGroups
Appendix 16 Model Groups and Visit Frequency T-test

Coefficients
Model Unstandardized Coef- Standard- t Sig.
ficients ized Coeffi-
cients
B Std. Er- Beta
ror
1 (Constant) -.216 .104 - .038
2.087
Number5grpRank .107 .038 .190 2.782 .006
FavoriteChoice- .039 .023 .120 1.727 .086
Groups
ReasonsForChoos- .037 .016 .154 2.280 .024
ingType
a. Dependent Variable: FreqVisit
Appendix 17 List of Interview Questions

1. How often do you go to Konnichiwa Lahti?

2. Do you usually go alone or with someone else?

3. What are the most common reasons for visiting Konnichiwa? (special occasion,
lunch at work, etc.)

4. What makes you choose Konnichiwa out of the other restaurants? (sushi lover,
curiosity, etc.)

5. Have you tried other Asian Food rather than what served at Konnichiwa Lahti?
Which one? Do you like it? What leave you the most impression?

6. Have you tried other Sushi restaurants beside Konnichiwa? How were the experi-
ences?

7. What Konnichiwa impressed you?

8. Which aspect do you think Konnichiwa needs to improve? (food, menu variety,
service, price, etc.)

9. Is the location matter to you?

10. Will you recommend Konnichiwa to other people?

Appendix 18 Questionnaires from the Survey in English and Finnish

Questionnaires in English

KONNICHIWA Restaurant Customer Survey

Please take a few minutes to fill out this research survey

1. What is your gender?

Male

Female

Others

2. Your age?

Under 18

18 – 25

26 – 40

41 – 59

Over 59

3. What is your income range per month?

Under €500

€501 - €1000

€1001- €2500

More than €2500

4. How did you know about KONNICHIWA?

From advertisement (Poster)

Recommended by friends/ family

From Social Media (Facebook/ Instagram)

I saw it on the street and give it a try

Others
6. How often do you visit KONNICHIWA?

Once a week

Twice a week

Once every two weeks

Once a month

Once in 3 months

More than 2 times a week

Others

5. Why do you choose KONNICHIWA? (Choose as many options as you want)

Good location

Reasonable price

Good service

Variety of foods

Family friendly

7. What are your favorite foods in KONNICHIWA?

Sushi

Chinese foods

Salad bar
Desserts

Drinks

None

8. What are your least favorite foods in KONNICHIWA?

Sushi

Chinese foods

Salad bar

Desserts
Drinks

None

9. What is your level of satisfaction for KONNICHIWA toward other sushi buffet restau-
rants in the same area?

Not Satis- Some- Neutral Satis- Very Satis-

fied what Sat- fied fied
isfied
Service Quality
Cleanliness
Foods & Drinks Variety
Friendliness
Price
Location
10. Do you want to change anything in the menu?

11. How would you like to be served?

If you have ordered rescue food before, please answer the following questions. If
not, then this is the end of the survey. Thank you!

12. What kind of food do you usually order?

Sushi

Chinese foods

13. What do you think about the price of rescue food?

Low

Suitable

High

14. Please measure the quality of rescue food compared to the price.

1 2 3 4 5

Worst Best

1 is Worst, 5 is Best

Thank you for your time!

Your feedback will be taken into consideration for the restaurant improvement.
Questionnaires in Finnish

Ravintola KONNICHIWA Asiakaskysely

Kyselyn täyttäminen vie muutaman minuutin

1. Sukupuoli?

Mies

Nainen

Muu

2. Ikä?

Alle 18

18-25

26-40

41-59

Yli 59

3. Mitkä ovat ansiotulosi kuukaudessa?

Alle 500€

500€-1000€

1001€-2500€

Enemmän kuin 2500€

4. Mistä sait kuulla Konnichiwasta?

Mainoksesta (juliste)

Ystäväni/ Perheeni suositteli

Sosiaalisesta mediasta (Facebook, Instagram)

Huomasin ravintolan kadulla ja päätin kokeilla

Muu

5. Miksi valitset KONNICHIWAN? (valitse niin monta vaihtoehtoa kuin haluat)

Hyvä sijainti
Kohtuullinen hinta

Hyvä palvelu

Ruokien monipuolisuus

Perheystävällinen

6. Kuinka usein käyt KONNICHIWASSA?

Kerran viikossa

Kahdesti viikossa

Kerran kahdessa viikossa

Kerran kuussa

Kerran kolmessa kuukaudessa

Useammin kuin kaksi kertaa viikossa

Muu

7. Mitkä ovat suosikkiruokiasi KONNICHIWASSA?

Sushi

Kiinalaiset ruuat

Salaatit

Jälkiruuat

Juomat

Ei mikään

8. Mitkä ovat vähiten suosikkiruokiasi KONNICHIWASSA?

Sushi

Kiinalaiset ruuat

Salaatit

Jälkiruuat

Juomat

Ei mikään
9. Miten tyytyväinen olet KONNICHIWAAN verrattuna alueen muihin sushi buffet ravinto-
loihin?

Tyytymätön Hieman Neu- Tyytyväinen Todella

tyytyväinen traali tyytyväinen
Palvelun laatu
Siisteys
Ruokien ja juomien
monipuolisuus
Ystävällisyys
Hinta
Sijainti
10. Haluaisitko muuttaa jotain menussa?

11. Miten haluaisit, että sinua palvellaan?

Jos olet tilannut ResQ -ruokaa aiemmin, vastaathan myös seuraaviin kysymyksiin.
Jos et, niin kyselysi päättyy tähän. Kiitos!

12. Millaisia ruokia tilaat yleensä?

Sushia

Kiinalaista ruokaa

13. Mitä mieltä olet ResQ -ruokien hinnoista?

Halpa

Sopiva

Kallis

14. Minkä tasoista ResQ -ruoka on mielestäsi hintaan verrattuna?

1 2 3 4 5

Huono Hyvä

1 is Huono, 5 is Hyvä

Kiitos ajastasi!

Mielipiteesi otetaan huomioon ravintolan parantamista varten.