CHAPTER 1

Problem and Its Setting

Introduction

For any profit business venture we envisioned it to grow and be successful, so that we

put all of our efforts on strengthening whatever product, service or merchandise we are selling,

but on the verge of creating or developing such we ought to fail to plan and target a viable and

specific customer or market leaving our goods or service in "frozen investments"

Putting our own effort and money into waste.

According to business case studies; Customers are the most important people for any

organization. They are the resource upon which the success of the business depends. -(Marketing

theory: "Why costumers are important")

From the above statement it is emphasized how important customers are so, we need

effective strategies to capture the interest of customers not only from the start of our venture but

also we need to ensure that the customer would repurchase our product.

People aren't as likely to notice unanticipated or unusual visual changes as they are

probable ones, and they overestimate their ability to detect both types of changes [APA's Journal

of Experimental Psychology: Human Perception and Performance (Vol. 30, No. 4).] ,yet when

they do notice that changes, it seems to be appealing or demanding on their eyes that they would

soon realize that they are usually noticing it, a good start for your business if you could make

your business or product eye-catching. But people fears something new, they fear something

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they do not know so introducing a new goods on them would be attractive on their sight yet

fearful on their mind, this where proper strategy really comes in.

The restaurant image is recognized as an essential component of the customer

satisfaction and therefore it is a cornerstone of the success of the fine dining restaurants. Downs

and Haynes (1984) pointed out the relationship between the restaurant success and the

effectiveness of its image management. A fine dining restaurant must focus on its image using

increased upgrades and improvements in décor, ambiance and interior design to attract customers

and to differentiate itself from its competitors.

Being creative, innovative, and unique of one restaurant in terms of services and food

could be the reason for customers to be curious about it. When customers start to be curious

about something, they might try it and this could be the chance for restaurants to satisfy their

customers by giving them quality service and food that they deserve. Customers value the

businesses that treat them the way they like to be treated, and once they have made a decision

about a restaurant they are often loyal to that particular restaurant; they will continue to dine with

it in the future, recommend it to friends, and will even pay more for the service.

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Statement of the problem

The purpose of this study is to know what are the possible effective restaurant

strategies in attracting client’s/trust and confidence from the start until the end.

Specifically, this study attempt to answer the following:

1. What are the reasons why people in Brgy. Langgam, San Pedro, Laguna patronize a

certain restaurants?

2. What are the factors that influence the customer’s choice in eating in the restaurant?

3. Why do people consider each of the following factors to patronize a certain restaurant to

dine in?

a. Food Quality f. Facilities

b. Ambiance g. Price

c. Cleanliness h. Popularity

d. Service g. Place

4. How are the client’s interest or patronage motivated by the dine in restaurant’s image?

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Significance of the study

The researcher believes that this study will benefit the following:

People who wants to own restaurant: To have an idea on how he/she will going to have a

successful business by knowing the effective restaurant strategies.

Restaurant owner: To know what are the reasons why customers patronize restaurant and for

them to improve and innovate their product and restaurant.

Customers: To easily satisfy clients’ wants, in terms of food and services.

Researcher: To know what are the possible effective restaurant strategies to get the loyalty and

trust of customers.

Future Researcher: They can adopt the findings of the study for acquainted researchers.

Scope and limitation

This study was limited only to 50 people in Langgam, San Pedro Laguna. This study

focuses attention only to the person who are eating in fine dine restaurants. Only information or

answers in survey about the taste of the customers, the factors that influence the customer’s

choice in eating restaurant, manners of the crew and staff, ambiance of the store, facilities of the

store and about the service they are offer to get the loyalty of the customers. Information that is

not concerned of this study is not accepted.

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 Conceptual framework

Input

Effective Restaurant
Restaurant where Strategies:
people in Langgam, SURVEY Attracting Client’s
San Pedro, Laguna Trust and
usually eat. Confidence

Process Output

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Figure 1.1

Definition of Terms

Restaurant- a place where people pay to sit and eat meals that are cooked and served on the

premises.

Fine upscale dining- A fine dining restaurant has a formal atmosphere, is almost always a sit

downrestaurant, and has a fancier menu than most restaurants. Fine dining restaurants offer wine

lists, and sometimes sommeliers, to help you with your food and wine pairing.

Casual Fine Dining- A casual dining restaurant is a restaurant that serves moderately-priced

food in a casual atmosphere. Except for buffet-style restaurants, casual dining restaurants

typically provide table service.

Fast food restaurant- A fast food restaurant, also known as a quick service restaurant (QSR)

within the industry, is a specific type of restaurant that serves fast food cuisine and has minimal

table service.
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Human Resource- the personnel of a business or organization, especially when regarded as a

significant asset.

Workforce- the people engaged in or available for work, either in a country or area or in a

particular company or industry.

Front -of-the-house services-  refers to all actions and areas that a customer will be exposed to

during their stay at a restaurant.

Back-of-the-house services- The term, “back of the house,” encompass all the behind-the-scenes

areas that customers will not see. This acts as the central command center in a restaurant because

it’s where the food is prepared, cooked, and plated before making its way to the customer’s table.

The back of house also serves as a place for employees and managers to do administrative work.

Bartenders- a person who formulates and serves alcoholic or soft drink beverages behind the

bar, usually in a licensed establishment.

Bussers- a person who clears tables in a restaurant or cafeteria.

Compensation- something, typically money, awarded to someone as a recompense for loss,

injury, or suffering.

Semi-autonomous - to acting independently to some degree.

Quadruple - consisting of four parts or elements.

Kiosk- a small structure in a public area used for providing information or displaying

advertisements, often incorporating an interactive display screen or screens.

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Ethnic foods- defined as foods originating from a heritage and culture of an ethnic group who

use their knowledge of local ingredients of plants and/or animal sources.

Food Truck- a large vehicle equipped with facilities for cooking and selling food.

CHAPTER 2

Review of Related Literature and Study

This chapter includes the review of related literature and studies which the

researcher have read the topic under study.

Foreign Study

According to Gadais , “Every customer is the foundation of any business'

success. The primary focus of every restaurant is its customer service by having good

feedback and making customers’ satisfied. Good service is vital for any restaurant and

can be shown building a strong customer base. There are many ways a restaurant can

offer good customer service to patrons. It does not matter how fabulous the restaurant

decoration is or how delicious the food is, if the service does not meet or exceeds

customers’ expectations, then there is a chance that they will not come back anymore.

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 Customer satisfaction covers different aspects of restaurants’ day to day operations. By

prioritizing the needs of the customers, there will be an increase of customers’ retention.

The whole staff should be involved in achieving a good customer satisfaction feedback

such as clean restrooms, good food, and a friendly and inviting atmosphere”. He added,

“Restaurants are essential to every Filipinos. Eating in a restaurant helps fulfill

sociological needs. It is not just about the good taste and quality of food but also the

social activities that take place inside the restaurant. Customers are also considering the

cleanliness, ambiance and quality of service”.

The restaurant image is recognized as an essential component of the customer satisfaction and

therefore it is a cornerstone of the success of the fine dining restaurants. Downs and Haynes

(1984) pointed out the relationship between the restaurant success and the effectiveness of its

image management. A fine dining restaurant must focus on its image using increased upgrades

and improvements in décor, ambiance and interior design to attract customers and to differentiate

itself from its competitors.

The 2013 National Restaurant Industry survey represents the first national employer

survey of work and human resource management in the U.S Restaurant Industry. It documents

the range of practices adopted by employers and how those practices affect turnover and

employment stability – problems that are endemic across the industry. They examined

management practices and outcomes in four customer segments: fine upscale dining, casual fine

dining, moderately priced family restaurants and fast food/ quick service restaurants. High levels

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of employee turnover are problematic in restaurants serving all four customers segments- leading

to higher employee costs and lower service quality and organizational performance. In fact, the

survey data demonstrate that better human resource practices can reduce employee turnover

almost by half.

The surveyed restaurants in the 33 largest metropolitan areas of the country,

where wages and the cost of living are likely to be higher than in smaller cities and

towns- and where higher competition is likely to drive employers to invest more in

employees in order to compete more effectively on quality and service. Over half of these

restaurants are located in states with tipped and non-tipped minimum wage rates that are

considerably higher than the federal minimum rates. Thus, the wages, human resource

practices, and turnover reported by managers in this sample should represent somewhat

better conditions than those found in a nationally representative study. Nonetheless, even

in this sample, the proportion of restaurants that adopt better human resource HR

practices and invest in the workforce is modest. Several findings are noteworthy.

According to National Survey, “the first national employer survey of work

and human resource management in the U.S restaurant industry, they conducted a

telephone survey of managers 1,150 restaurants establishment across the country.

Managers in each workplace [provided information on the types of customers served and

restaurant characteristics. They reported the number and types of employees providing

front-and-back-of-the-house services. For this report, front-of-house employees include

servers, bartenders, hosts, bussers, runners, bar backs and cashiers. Back-of-the-house

employees include line cooks, prep cooks, dishwashers and potters. For each of these

groups, managers reported on their human resource practices- including staffing and
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 selection, training and development, compensation, and the organization of work.

Performance outcomes such us turnover and employment tenure were also addressed.

In this report, we provide an overview of the restaurants included in our study

as well as our findings regarding the use of different management practices and their

relationship to key outcomes. “

According from African Journal of Food Science Vol. 6(8), pp. 216-223, 30 April,

2012, “Customers’ perceptions about food and service attributes are considered to be very crucial

in influencing their satisfaction and behavioral intentions in the food and service industry. The

principal components that influenced a customer to patronize a restaurant were cleanliness of

eating area, cleanliness of serving area, appearance of staff and relaxed atmosphere, efficiency of

service, friendliness of servers and pleasing appearance of food”.

According to Cardador and Hunter, highly satisfied restaurant guests spend slightly more money

than guests who were merely satisfied.  In addition, highly satisfied restaurant patrons are twice

as likely to return and three times as likely to recommend the restaurant to others than those

patrons who were simply satisfied.

Creating the highly satisfying experience that creates a loyal customer begins with

the server, say Cardador and Hunter.  “By simply greeting guests, checking back with them

regularly, thanking them for their business and ensuring that a manager is visible in the dining

room, restaurants can nearly quadruple  (emphasis added) guest satisfaction compared to a guest

who receives zero or just one of those behaviors.”

The authors go on to say that patrons who come to a restaurant either because of a

highly satisfying prior dining experience or a recommendation tend to spend more money than
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those patrons coming into the restaurant because of a promotion or ad.  And customers who

experienced all of the service behaviors stated above tend to tip better.

For consumers, choosing where to eat is a complex decision. Today’s diners are concerned about

the quality of the food they’re eating, but they’re also looking at factors beyond food, like

technology and a restaurant’s environmental impact. 

Here are seven things consumers take into account when choosing a restaurant, according to

the National Restaurant Association’s 2015 Restaurant Industry Forecast:

Healthier options: More diners are looking for healthful options when they dine out, and

restaurants are responding to that demand. More than eight in 10 restaurants say their guests are

paying more attention to the nutrition content of their food today than they were two years ago.

Diners are also seeing more options from restaurants, and 81 percent of adults say restaurants

offer more healthful options than they did two years ago.

Eco-friendly dining:  When they choose a restaurant, many consumers are thinking about the

earth as much as their palates. Nearly two-thirds of consumers say they’re likely to consider a

restaurant’s eco-friendly practices when they decide where to eat.

Technology: The number of consumers who say technology options like smartphone apps or

self-service kiosks are an important factor in choosing restaurants is on the rise, up to about 25

percent from roughly 20 percent a year ago. The increase spans generations, with older and

younger customers alike expanding their use.

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Quality, innovative food: Nine out of 10 consumers say food quality is an important factor in

choosing a restaurant, and six in 10 claim to be more adventurous diners than they were two

years ago. More than half are looking for innovative meals that they can’t make at home.

Local foods: Locally sourced meats and seafood and produce were near the top of the list of the

NRA’s Top 25 lists of 2015 table service and limited-service menu trends, including trends in

breakfast, appetizers, desserts and classic favorites.

Ethnic cuisine: When diners crave ethnic foods, odds are they’re heading for a restaurant. More

than two-thirds of consumers say they’re more likely to order ethnic foods at a restaurant rather

than trying to cook it at home.

Mobile options: More consumers are buying from food trucks. This year, 47 percent reported

patronizing a food truck, up from 40 percent last year. And 70 percent of all adults say they’d

buy from a food truck if their favorite restaurant had one.

According to Human Resource Management for the hospitality and tourism

industries written by Dennis Nickson, there are arguments for best fit advocate a close fit

between competitive strategies and Human Resource Management, those in favor of best

practice approaches to HRM suggest that there is a universal ‘one best way’ to manage

people. By adopting a best practice approach it is argued that organizational will see

enhanced commitment from employees leading to improved organizational performance,

higher levels of service quality and ultimately increased and profitability. Usually

couched in terms of ‘bundles’, the HRM practices that are offered in support of a high

commitment and performance model are generally fairly consistent. For example,

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 Redman and Matthews (1889) outline a range of HR practices which are suggested

as being important to organizational strategies aimed at securing high--quality service:

Recruitment and Selection. Recruitment and selecting staff with the correct attitudinal

and behavioral characteristics. A range of assessments in the selection process should be

utilized to evaluate the work values, personality, interpersonal skills and problem- solving

abilities of potential employees to assess their ‘service orientation.

Retention. The need to avoid the development of a ‘turnover culture’, which may course be

particularly prevalent in tourism and hospitality. For example, the use of retention bonuses to

influence employees to stay.

Teamwork. The use of semi-autonomous, cross-process and multi-,functional teams.

Training and Development. The need to equip operative level staff with team working and

interpersonal skills to develop their ‘service orientation’ and managers with a new leadership

style which encourages a move to more facilitative and coaching style of managing.

Appraisal. Moving away from traditional top down approaches to appraisal and supporting thing

such as customer evaluation, peer review, team based performance and the appraisal of the

managers by subordinates. Generally, all of these performance appraisal systems should focus on

the quality goals of the organizational and the behaviors of the employees needed to sustain

these.

Rewarding Quality. A need for a much more creative system of rewards and in particular the

need of payment systems that reward employees for attaining quality goals.

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Job Security. Promises of job security are as seen as an essential component of any overall

quality approach.

Employees Involvement and Employer Relations. By seeking greater involvement from

employees the emphasis on offering autonomy, creativity, cooperation and self-control in work

process. The use of educative and participative mechanisms, such as team briefings and quality

circles are allied to changes in the organization of work which support n ‘empowered’

environment.

The National Restaurant Association pegs the real-sales decline for full-service restaurants at 2.5

percent. That decline represents the first time in roughly 40 years that there have been

consecutive, annual real-sales declines. Technomic, a leading Chicago-based food consultancy,

revised their estimate of the real-sales decline for full-service restaurants from 6 percent this past

February to 7.5 percent in May.

Technomic believes that consistently solid basics (CSBs) and resonating points of differentiation

(RPDs) comprise the winning formula for a strong value proposition. CSBs are basic dining

elements, such as service, food attributes, and restaurant appearance. RPDs consist of six

categories that represent the unique aspects of a restaurant: lifestyle integration, hospitality,

menu desirability, atmosphere, concept essence, and manager presence.

In addition, there are five tactics that must be incorporated into a restaurant’s overall strategy in

order to maintain a competitive advantage: consistent food service, food quality and safety,

embracing technology, marketing, and creativity. So how can you create and maintain a

profitable restaurant while adding value, increasing sustainability, and providing fresh food for

the consumer? Whether you want to start a new restaurant or improve an existing one,

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incorporating the aforementioned value propositions and tactics into your operations should

improve your restaurant’s brand and increase its long-term profitability.

1. Food Service

Consistent service can be achieved through constant feedback—from customers and staff—as

well as surveillance; however it begins with the hiring process. “Hiring for results” involves

having goals that extend beyond low-cost labor, for example, higher per-table bills, lower

turnover, and increased order accuracy—all of which can lead to better overall service at your

restaurant. On average, hiring for results produces increases of 30 percent in productivity and 50

percent in retention.

According to the Society of Human Resource Management, 53 percent of all job applications

contain false information, and unqualified candidates with criminal or other less desirable

backgrounds often look for restaurants that do not prescreen employees. This makes investing in

background checks necessary for hiring qualified candidates. Following strict hiring processes

improves the overall image of your business, while increasing the productivity and retention rate

of your workforce. Embracing technology should also apply to hiring, as is discussed below.

2. Food Quality and Safety

In August 2012, Technomic reported that 43 percent of consumers are extremely concerned

about the safety of restaurant food. Training employees to wash their hands regularly and barring

ill employees from work represent no-cost safety measures.

As a manager, it is important to consider that everyone learns differently. While some employees

can be trained on the job, others may fare better with videos that teach sanitation practices. For

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example, when dealing with Generation Y employees (born in the late 1970s to late 1990s), it

may be necessary to explain the “why” as much as the “how” as these employees tend to

embrace practices more readily when they understand the implications of failing to do so. Most

importantly, however, managers need to lead by example.

Preparation for food recalls, allergy attacks, and item shortages, as well as maintenance of

heating, ventilation, and air conditioning (HVAC), cooking equipment, and restaurant cleanliness

will prevent the likelihood of a shock to your restaurant’s image (such as a boycott or bad

reviews). In their two-day workshops on crisis management, the United Fresh Produce

Association emphasizes the importance of communication with the outside world, including the

media, so that they know the value a restaurant puts on being honest with its patronage.

Training your waiters and waitresses to disclose ingredients and alert the kitchen when guests

with food allergies are dining is critical in avoiding grave situations and possible financial

liabilities. Alternatively, a bold or highlighted sentence can be included on the menu to advise

guests to alert restaurant staff of allergies.

Contact information for emergency services should be placed near each phone. A checklist for

staff outlining the steps to follow in the event of an allergic reaction should also be placed and

highly visible in common staff areas. Managers should consider conducting drills to make sure

staff are prepared for and well-versed in allergy emergency procedures. The Food Allergy and

Anaphylaxis Network provide a free download of its 58-page manual on how to train staff for

food allergies through their website: foodallergy.org.

3. Embracing Technology

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Online Marketing

The use of technology as a marketing tool can lead to successful, broad-based awareness of your

restaurant and its personality. Using interactive social media tools, such as blogging, Twitter (a

form of micro-blogging), and Facebook (a social gathering site), to post articles related to your

restaurant’s food style, for example, may increase awareness of its resonating points of

differentiation (RPD).

Blogs can add value to your website’s search engine ranking and visibility and are a convenient

way to publicize updates about the restaurant and new promotions. Facebook is an excellent

venue for creating fan pages and garnering interest from consumers about future events. In

addition, many CEOs and business executives are now tweeting (posting short blurbs of a

maximum of 140 characters on twitter.com) about their day-to-day experiences. They tweet to

market themselves so followers can obtain insights into their lives, opinions, and interests. A

restaurateur, for example, could tweet about his or her day out sampling fresh produce, the newly

hired executive chef, the remodeled venue, or a new dish just introduced to the menu. Boloco, a

burrito franchise in the northeastern United States that posts coupons on its Twitter page, has

reported that it receives three times the response from Twitter compared to newspapers coupons.

Hiring

Almost all major restaurant chains use the Internet as their gateway for hiring. Applicant

Tracking Systems (ATS) help narrow the hiring process by enabling a company to see which

recruiters and job boards provide low turnover staff. Claire Prager, a senior manager for The

Cheesecake Factory, Inc., in Calabasas Hills, California, says that the company’s ATS reduced

the time required to hire from 45 days to 14 days. In addition, using e-learning software to train

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newly hired employees is more cost-effective than creating proprietary videos, according to T.J.

Schier of S.M.A.R.T Restaurant Group. However, as mentioned above, it is important to

remember that not all employees learn using the same methods, so you may want to consider

other forms of training in addition to e-learning software.

Productivity and Data Mining

The implementation of point-of-sale (POS) restaurant management software increases

productivity, improves processes, and provides useful data on the popularity of certain dishes,

busiest times of the day, and success of promotions, etcetera—all of which can lead to increased

operating margins. POS differs from a simple electronic register in that it offers a visually based,

highly customizable, touch interface that makes it easier and quicker for wait staff to input orders

and other information. Using data derived from POS software and categorizing it into

meaningful data groups can allow managers to make better purchasing decisions, reduce

inventory levels, schedule staff appropriately, make informed decisions about future promotions

and menu changes, and maintain accurate accounting data.

4. Marketing

Restaurants can provide consumers with memories of family, friends, childhood, a great date, a

memorable birthday, or a significant accomplishment. In comparison, fast food restaurants offer

quick service and less expensive choices. Public relations (PR) campaigns are well-suited for

restaurants as they offer patrons a sense of connection (as opposed to a sales pitch) and help to

build long-term relationships. Examples of PR campaigns include: offering sponsorship and

samples at a local fair, inviting a famous chef to cook at your restaurant, getting involved with

your city’s Restaurant Week, or inviting musicians to perform. These options can then be

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promoted via Twitter, Facebook, restaurant blog and website, or email list. Offering occasional

creative discounts such as rewards cards represent alternative yet sustainable incentives as they

are more subtle—especially for those who prefer not to use coupons at a restaurant.

Understanding your restaurant’s demographic and psychographic profile is essential in

capitalizing on your prospects. It also helps in deciding what is going to keep consumers coming

back, like live music, rotating menus, guest chefs, or other events. For example, 43.8 percent of

college and university dining programs have reported that panini (an Italian hot pressed

sandwich) sales are increasing, so if your demographic is between the ages of 18 and 24, you

may want to consider adding a panini to the menu.

If your intention is to be on the cutting edge, read restaurant magazines, articles, and research

papers published by institutions and associations. Some options include Nation Restaurant

News, QSR Magazine, R&I Magazine, Restaurant Hospitality,and Technomic. For example, the

Restaurant Growth Index (RGI) published by Restaurant Business in April 2009 states that

college towns and vacation spots are the best places to open restaurants.

5. Creativity

The restaurant business, while growing in both creativity and quality, includes many concepts

that are based on current fads. Creativity can come in the form of restaurant design, new dishes

and drinks, presentation, and variations on service.

The National Restaurant Association reports that locally grown produce and healthy kids’ meals

with vegetables and fruit side items are among the hottest national trends for menus right now,

while inventive menu items, pricing, and design constitute the top trends for 2009. So if your

restaurant has a theme or special focus, such as seafood, sourcing your seafood from sustainable
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fishmongers and distributors that catch non-endangered fish would be an important RPD that the

customer should be made aware of.

Consumers say that to gain their loyalty, a restaurant needs to offer a better environment, that is,

employees who deliver fun and friendly service, a good menu selection that fits the brand, new

and seasonal offerings that create excitement for the customers and employees, and, finally, an

appreciation for the customer’s business. Personal touches like having the manager or owner

stop by a table to assure quality, or sending a complementary dessert for a birthday can leave a

lasting impression and help to make an emotional connection with customers and instill loyalty.

Employing the five tactics above to help figure out what your restaurant’s RPDs should be

(while keeping in mind your demographics’ wants and needs) will help set you apart, while

leveraging your creativity as a manager or restaurateur. If feedback is positive, patrons will look

to you as the creative director and designer, and commend you for a job well done. This, in turn,

will increase the overall sustainability of your restaurant.

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 CHAPTER 3

Research Methodology

This chapter presents the research method used, research locale, respondents of the

study, population and sampling technique, data gathering procedures, and treatment of data.

Research Method

The descriptive research method is used in gathering the needed information for this

study. This method enables the researchers to interpret the theoretical meaning of the findings

and hypothesis development for further studies. Specifically the researchers utilized a

questionnaire type of descriptive research method which enables the researchers to

gather information from the respondents without the respondents having any difficulties in

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answering the questions required for the researchers to have information regarding the

perception among the black people through mass media.

Procedure Used

The data for this research were collected using a survey questionnaire. The survey

was created using suitable questions modified from related research and individual questions

formed by the researcher. The survey was comprised of 12 questions, which were related to the

research about effective restaurant strategies to attract client’s trust and confidence. In the

questionnaire choices were used to specifically, identify the respondent’s answer. After the

professor validated the questionnaire, these were distributed to the residence of Brgy. Langgam

San Pedro, Laguna. The researchers assured confidentiality of their survey sheets since the

identities are not important. Participants were given time to respond and then the researchers

collected the survey later on.

Respondents

The primary source of data is the residence in Brgy. Langgam San Pedro, Laguna

who patronize restaurants.

The respondents of this study have a total number of 50 people from Brgy. Langgam

San Pedro, Laguna. The sampling technique used is random sampling of respondents because not

all respondents are patronizing restaurants.

Data Gathering Procedures

In gathering data, the researcher used a questionnaire. Researchers distributed the

instrument to 50 people in Brgy. Langgam San Pedro, Laguna who often eat in restaurant or who

Page 23
experienced to go in restaurant and will later on collected after they finish answering the

questionnaire.

Sampling may be defined as measuring a small portion of a specific population and

then making a general statement about this idea or thing. Sampling helps the researchers in order

to minimize the labor and the time which the researcher can use to conduct more research instead

of using it for helping the respondents to answer their questionnaires properly. To figure out the

number of samples that would be needed, the researchers used the Quota sampling.

Gathering Instruments Used

The researcher used survey questionnaires to collect necessary information and data

needed to answer the specific questions. Questionnaire will be used because it gathers data faster

than any other method. It consists of 12questions rated by the respondents. Respondents will

mark the circle of their chosen answer.

Statistical Treatment of Data

The researchers gathered the data, and they were compiled, sorted out,

organized and tabulated. The data collected were subjected to statistical treatment in

order to answer the question proposed in this study. Percentage is one of the statistical

methods.

Percentage is another way of expressing frequency distribution. It

calculates the percentage of the cumulative frequency within each interval, much as

Page 24
 relative frequency distribution constructed another frequency distribution table. The

formula in finding the percentage of each respondent is:

Where:

% = Percentage

f = Frequency or number of respondents

N = Total number of respondents

Chapter 4

Presentation, Analysis and Interpretation of Data

This chapter presents the findings, analysis, and interpretation of data gathered

whose main objective is to find out the Effective Restaurant Strategies: Attracting clients’

trust and confidence.

Table 4.1 Ages of the Respondents

Ages Frequency Percentage

22-24 15 30

25-26 14 28

27-28 11 22

30 10 20

Total 50 100

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Table 4.1 The pie graph shows the age of the respondents. Majority 30% of the respondents

belong to the 22-24 years old. The 25-26 years old group comes next which comprises of 28% of

the total respondents followed by 27-28 years old group of respondents with 22%. And the

lowest percentage goes to the 30 years old which only comprises of 20% total sample population.

Table 4.2 Gender of the Respondents

Gender Frequency Percentage

Female 31 62

Male 19 38

TOTAL 50 100

Table 4.2 It presents the frequency and percentage distributor of the respondents’ gender. The

graph shows that majority of the respondents are female while the minority are male. The

frequency is distributed to 38% male and 62% female.

Page 26
Survey Questionnaire

What is your main reason why you patronize certain restaurant?

Respondents Food Ambiance Cleanliness Good Popularity Price Total

quality Service
Male 5(10%) 0(0%) 1(2%) 8(16%) 2(4%) 3(6%) 19(38%)

Female 6(12%) 2(4%) 3(6%) 12(24%) 3(6%) 5(10%) 31(62%)

Total 11(22%) 2(4%) 4(8%) 20(40%) 5(10%) 8(16%) 50(100%)

Table 4.3

Out of 50 respondents, 22% of the respondents composed of 12% female and 10% male

answered that the food quality of restaurant are they main reason why they patronize certain

restaurant, 4 % composed of female answered ambiance, 8% of the respondents composed of 2%

male and 6% female answered cleanliness, 40% of respondents composed of 16% male and 24%

females answered good service, 10% of respondents composed of 4% male and 6% female

answered popularity of restaurant are they reason why they’d patronize certain restaurant, and

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the remaining 16% composed of 6% male and 10% female answered price are the main reason

why they patronize certain restaurant.

What is the main factors that influence you in choosing certain restaurant?

Respondents Friends Advertisements Magazines Popularity Total

recommendation (TV Radio or
Billboards and
social media )
Male 12(24%) 5(10%) 0(0%) 2(4%) 19(38%)

Female 15(30%) 8(16%) 3(6%) 5(10%) 31(62%)

Total 27(54%) 13(26%) 3(6%) 7(14%) 50(100%)

Table 4.4

Out of 50 respondents, 54% of the respondents composed of 24% male and 30% female

answered the friends recommendation is the main factors that influenced them in choosing

restaurant, 26% of the respondents composed of 10 % male and 16 % female answered

advertisement, 6% of the respondents composed of 6% female answered magazines is the main

factor that influence them in choosing restaurant and the remaining 14% composed of 4% male

and 10% female answered popularity.

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 Does the price of food affect your decision in patronizing certain restaurant?

Respondents Yes No Total

Male 11(22%) 8(16%) 19(38%)

Female 11(22%) 20(40%) 31(62%)

Total 22(44%) 28(56%) 50(100%)

Table 4.5

Out of 50 respondents, 44% of the respondents composed of 22% male and 22 % female

answered that the price of food and beverage in restaurant affect their decision in patronizing

restaurant while the 56% of the respondents composed of 16% male and 40% female answered

that the price of food didn’t affect their decision in patronizing certain restaurant.

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 Does the feedback of other clients or customers affect your decision in

visiting certain restaurant?

Respondents Yes No Total

Male 12(24%) 7(14%) 19(38%)

Female 27(54%) 4(8%) 31(62%)

Total 39(78%) 11(22%) 50(100%)

Table 4.6

Out of 50 respondents, 78% of the respondents composed of 24% male and 54% male answered

that feedback of other clients or customers affect their decision in visiting certain restaurant

while the 22% composed of 14% male and 8% female answered that the feedback of other

customers didn’t affect their decision in visiting certain restaurant.

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 Ratings about the quality of the food

Respondent 5 4 3 2 1 Total

Male 10(20%) 7(14%) 2(4%) 0(0%) 0(0%) 19(38%)

Female 18(36%) 9(18%) 4(8%) 0(0%) 0(0%) 31(62%)

Total 28(56%) 16(32%) 6(12%) 0(0%) 0(0%) 50(100%)

Table 4.7

Out of 50 respondents, 56% of the respondents composed of 20% male and 36% female rated

the quality of the food 5, followed by 32% of the respondents composed of 14% male and 18%

female rated the quality of the food 4 and lastly 12% of the respondents composed of 4% male

and 8% female rated the quality of the food 3.

Ratings about the ambiance of the restaurant

Respondent 5 4 3 2 1 Total

Male 5(10%) 10(20%) 4(8%) 0(0%) 0(0%) 19(38%)

Female 8(16%) 22(44%) 1(2%) 0(0%) 0(0%) 31(62%)

Total 13(26%) 32(64%) 5(10%) 0(0%) 0(0%) 50(100%)

Table 4.8

Out of 50 respondents, 26% of the respondents composed of 10% male and 16% female rated

the ambiance of the restaurant they patronized 5, followed by 64% of the respondents composed

of 20% male and 44% female rated the ambiance of the restaurant 4 and lastly 10% of the

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respondents composed of 8% female and 2% male rated the ambiance of the restaurant they

patronized 3.

Ratings about the cleanliness of the restaurant

Respondents 5 4 3 2 1 Total

Male 12(28%) 6(12%) 1(2%) 0(0%) 0(0%) 19(38%)

Female 20(36%) 9(18%) 2(4%) 0(0%) 0(0%) 31(62%)

Total 32(64%) 15(30%) 3(6%) 0(0%) 0(0%) 50(100%)

Table 4.9

Out of 50 respondents, 64% of the respondents composed of 28% male and 36% male rated the

cleanliness of the store 5 and 30% of the respondents composed of 12% male and 18% female

rate the cleanliness of the store 4 and lastly 66 of respondents composed of 2%male and 4%

female rated the cleanliness of the restaurant 3.

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 Ratings about the quality of the service

Respondents 5 4 3 2 1 Total

Male 12(24%) 7(14%) 0(0%) 0(0%) 0(0%) 19(38%)

Female 21(42%) 10(20%) 0(0%) 0(0%) 0(0%) 31(62%)

Total 33(66%) 17(34%) 0(0%) 0(0%) 0(0%) 50(100%)

Table 4.10

Out of 50 respondents, 66% of the respondents composed of 24% male and 42% female rate the

quality of the service 5, followed by 34% of the respondents composed of 14% male and 20%

female rate the quality of the service 4.

Ratings about the manner of the staff and crew

Respondents 5 4 3 2 1 Total

Male 7(14%) 12(24%) 0(0%) 0(0%) 0(0%) 19(38%)

Female 14(28%) 17(34%) 0(0%) 0(0%) 0(0%) 31(62%)

Total 21(42%) 29(58%) 0(0%) 0(0%) 0(0%) 50(100%)

Table 4.11

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Out of 50 respondents, 42% of the respondents composed of 14% male and 28% female rated

the manners of the staff and crew 5, and the remaining 58% of respondents composed of 24%

male and 34% female rated the manners of the staff and crew 4.

Ratings about the facilities of the restaurant

Respondents 5 4 3 2 1 Total

Male 7(14%) 9(18%) 3(6%) 0(0%) 0(0%) 19(38%)

Female 16(32%) 12(24%) 3(6%) 0(0%) 0(0%) 31(62%)

Total 23(46%) 21(42%) 6(12%) 0(0%) 0(0%) 50(100%)

Out of 50 respondents, 46% of the respondents composed of 14% male and 32% female rated the

facilities of the restaurant 5, followed by 42% of the respondents composed of 18% male and

24% female rated the facilities of the store 4 and lastly 12% of the respondents composed of 6%

male and 6% female rated the facilities of the store 3.

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 Ratings about the price of the product

Respondents 5 4 3 2 1 Total

Male 2(4%) 13(26%) 4(8%) 0(0%) 0(0%) 19(38%)

Female 5(10%) 21(42%) 5(10%) 0(0%) 0(0%) 31(62%)

Total 7(14%) 34(68%) 9(18%) 0(0%) 0(0%) 50(100%)

Table 4.13

Out of 50 respondents, 14% of the respondents composed of 4% male and 10% female rated the

price of the restaurant 5, followed by 68% of the respondents composed of 26% male and 42%

female rated the price of the store 4 and lastly 18% of the respondents composed of 8% male and

10% female rate the price of the store 3.

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 Ratings about the popularity of the restaurant

Respondents 5 4 3 2 1 Total

Male 0(0%) 9(18%) 10(20%) 0(0%) 0(0%) 19(38%)

Female 4(8%) 15(30%) 12(24%) 0(0%) 0(0%) 31(62%)

Total 4(8%) 24(48%) 22(44%) 0(0%) 0(0%) 50(100%)

Table 4.14

Out of 50 respondents, 8% of the respondents composed of 8% female rated the popularity of

the restaurant they’d patronized 5, followed by 48% of the respondents composed of 18% male

and 30% female rated the restaurant 4 and lastly 44% of the respondents composed of 20% male

and 24% female rated the popularity of the restaurant 3.

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 Chapter 5

Summary of Findings, Conclusions

And Recommendation

Summary of Finding

In 50 respondents taken from the residents of Brgy. Langgam, 31 of them are female

and 19 are male. It means most of the respondents are female. 30% of the respondents belong to

the 22-24 years old. The 26-27 years old group comes next which comprises of 28% of the total

respondents followed by 28-29 years old group of respondents with 22%. And the lowest

percentage goes to the 30 years old which only comprises of 20% total sample population.

Most of the respondents patronized certain restaurants because of different reasons, residents of

Brgy. Langgam San Pedro City, Laguna are motivated to patronized restaurants because of the

food and beverages qualities they serve, the ambiance of the coffee shops, equipment’s and

facilities, the services they offer, and the staff and crew’s manners to the customers and also the

popularity of it.

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Conclusion

1. Gender. The table revealed that the majority of the people who patronized restaurants or

the respondents are female.

2. Age. The table revealed that the majority of the millennials respondents are under the

age bracket of 24-30 years old. This only means that all respondents who are patronizing

restaurants has a capability to work and to support their own needs and wants.

3. The taste of the customers, affordability of the product, manners of the crew and staff,

ambiance of the store, facilities of the store and quality of the service are some of the

reasons why residents of Brgy. Langgam San Pedro City, Laguna patronized restaurants

offers.

Recommendation

1. The restaurant should focus on the high quality service that they could offer, because

customers value the businesses that treat them the way they like to be treated.

2. Restaurants should be active on social media before they open. Social media gives new

restaurant a chance to interact with future customers before they even open to the

public. This spreads awareness about the new company and creates an audience for

important announcements like the Grand Opening.

3. The restaurants should add other more special offers such family discount, birthday

discount, couple discount to be patronized more. They should also build personal

touches like having the manager or owner stop by a table to assure quality, or sending a

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complementary dessert for a birthday that can leave a lasting impression and help to

make an emotional connection with customers and instill loyalty.

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