GROUP 3 FINAL - WORKING PAPER - v3

NAVOTAS POLYTECHNIC COLLEGE i
CUSTOMER PERCEPTION OF THE DRIVE-THRU SERVICE OF

A QUICK SERVICE RESTAURANT
A Marketing Research Paper

Presented to the Faculty of the Navotas Polytechnic College
Bangus St. Phase 1, Brgy. NBBS-Kaunlaran, Navotas City
In Partial Fulfillment of the Requirements for the Subject,

Marketing Research
by
GROUP 3
June 2023
NAVOTAS POLYTECHNIC COLLEGE ii
CERTIFICATION
This marketing research paper entitled CUSTOMER PERCEPTION OF THE

DRIVE-THRU SERVICE OF A QUICK SERVICE RESTAURANT prepared and
submitted by GROUP 10 in partial fulfilment of the requirements for the subject,
MARKETING RESEARCH has been examined and recommended for Oral
Examination.
Evaluation Committee
ARMAN L. GUINTO, DBA

Adviser
PROF. LUZ P. DELA CRUZ PROF. REYNALDO DE VERA

Member Member
____________________________________________________________
APPROVAL
Approved by the Panel on Oral Examination on 30 JUNE 2023 with the

grade of ____.
PROF. MARIA LOURDES G. STA. MARIA

Chair
PROF. REYNALDO DE VERA PROF. MARIA LOURDES G. STA. MARIA

Member Member
Accepted in partial fulfillment of the requirements for the subject, Marketing

Research.
PROF. EMY CORPUZ

Business Administration Coordinator
NAVOTAS POLYTECHNIC COLLEGE iii
ACKNOWLEDGMENTS
The researchers would like to express their profound gratitude and sincere
appreciation to the following who, in one way or another, contributed a lot in making
this legal research study possible.
First and foremost, to Professor Arman L. Guinto, DBA, the Thesis adviser, for
his untiring efforts in teaching us the necessary skills in conducting the research;
To the professors, for giving the researchers the inspiration to study better;
And finally, to the researchers’ friends and families, for their moral, spiritual,
and material support and encouragement and who gave their unconditional love and
support.
NBJ
Lead Researcher
AR
CBR
CR
JDC
HKH
JC
MJP
RM
SI
Members
“The strongest people aren’t always the people who win, but the people who don’t
give up when they lose.”
NAVOTAS POLYTECHNIC COLLEGE iv
TABLE OF CONTENTS
Page
Title Page i
Certification-and-Approval Sheet ii
Acknowledgments iii
Table of Contents iv
List of Tables vii
List of Figures x
1 The Problem and Its Setting

Introduction 1
Theoretical Framework 2
Conceptual Framework 3
Statement of the Problem 7
Hypotheses 8
Scope and Limitations of the Study 8
Significance of the Study 8
Definition of Terms 10
2 Review of Related Literature and Studies

Marketing 13
History of Drive-Thru Service 14
Customer Perception 16
3 Research Methodology
Method of Research 33
Population, Sample Size and Sampling Technique 34
Description of Respondents 35
Research Instrument 35
NAVOTAS POLYTECHNIC COLLEGE v
Data Gathering Procedure 36

Statistical Treatment of Data 37
4 Results and Discussion

Profile of the Respondents 41
Age 41
Gender 42
Usual Companion Visiting 42
Usual Mode of Payment 43
Frequency of Visiting McDonald’s Drive-Thru 43
Usual Vehicle Used to Visit McDonald’s Drive-Thru 44
Satisfaction of Using Drive-Thru in Aspects of
Outdoor Menuboard 45
Security Measure 45
Order Confirmation System 46
Pay Window 46
Entrance Tower/Vehicle Height Detector 47
Kiosk Availability 48
Directional Road Signage 48
Designated Order Pick Up Lane 49
Canopies 49
Intercom System 50
Difference in the Satisfaction According to Profile
Age 51
Gender 51
Usual Companion Visiting 52
Usual Mode of Payment 52
Frequency of Visiting McDonald’s Drive-Thru 53
Usual Vehicle Used to Visit McDonald’s Drive-Thru 54
5 Summary of Findings, Conclusions, and Recommendations

Summary of Findings 55
Conclusions 56
Recommendations 58
REFERENCES 62
APPENDICES 64
NAVOTAS POLYTECHNIC COLLEGE vi
Appendix 1 Sample Questionnaire 64

Appendix 2 Statistical Treatment Certification 67
Appendix 3 Biographical Statements 68
NAVOTAS POLYTECHNIC COLLEGE vii
LIST OF TABLES
Number Title Page
1 Frequency and Percentage Distribution of the

Respondents in terms of Age 41

Respondents in terms of Gender 42

Respondents in terms of Usual Companion
Visiting 42

Respondents in terms of Usual Mode of
Payment 43

Respondents in terms of Frequency of Visiting
McDonald’s Drive Thru (in a month) 43

Respondents in terms of Usual Vehicle
Used to Visit McDonald’s Drive Thru 44
7 Arithmetic Mean and Verbal Interpretation of the

Satisfaction of Customers in the Aspect of Outdoor
Menuboard 45

Satisfaction of Customers in the Aspect of
Security Measure 45

Satisfaction of Customers in the Aspect of Order
Confirmation System 46
NAVOTAS POLYTECHNIC COLLEGE viii

Pay Window 46

Entrance Tower/Vehicle Height Detector 47

Kiosk Availability 48

Directional Road Signage 48

Designated Order Pick Up Lane 49

Canopies 49

Intercom System 50
17 Difference Between the Level of Satisfaction

According to Age 51

According to Gender 51

According to Usual Companion Visiting 52

According to Usual Mode of Payment 52
NAVOTAS POLYTECHNIC COLLEGE ix

According to Frequency of Visiting McDonald’s
Drive-Thru 53

According to Usual Vehicle Used to Visit McDonald’s
Drive-Thru 54
NAVOTAS POLYTECHNIC COLLEGE x
LIST OF FIGURE
Number Title Page
1 Research Paradigm 5
NAVOTAS POLYTECHNIC COLLEGE 1
Chapter 1
THE PROBLEM AND ITS SETTING
Introduction
In today's high-octane lifestyle where time is of the essence, quick service
restaurants have become an integral part of people's lives, offering convenience and
efficiency in fulfilling their dining needs. Among the various service options provided
by quick service restaurants, the drive-thru service has emerged as a popular choice
for customers seeking a swift and convenient dining experience. Such service allows
customers to place their orders from the comfort of their vehicles and receive their
meals without the need to leave their vehicles.
The drive-thru service has evolved significantly over the years, adapting to
changing expectations of the customers and advancements in technology. As a criti-
cal aspect of quick service restaurants experience, it plays a crucial role in shaping
the perceptions of customers of a restaurant brand. It encompasses various dimen-
sions, including outdoor menuboard, security measure, order confirmation system,
pay window, among others.
Understanding the perceptions of customers of drive-thru service is of para-
mount and utmost important for quick service restaurants. Affirmative perceptions
can enhance customer loyalty and will definitely contribute to the overall success of
a restaurant. But negative connotations can lead to customer dissatisfaction and
may potentially injure an established reputation of a restaurant.
Hence, investigating the factors that influence customer perception of the drive-
thru service in a quick-service restaurant is essential for restaurant managers and
student-researchers, like us, alike. By gaining insights on customers’ preferences,
quick service restaurants may identify areas for improvement and implement strate-
gies to enhance the drive-thru service experience of all.
This research aims to analyze customer perception of the drive-thru service of
a particular quick-service restaurant. Through an exploration of literatures for the last
five (5) years and surveys with 384 customers along Barangay Sipac – Almacen in
Navotas City, this thesis seeks to provide valuable insights on the perceptions of
customers that may be used by similar companies to improve their performance and
efficiency.
Theoretical Framework
The primary objective of this theoretical framework is to acquire an in-depth un-
derstanding on how the customers perceive the drive-thru service of a specific quick
service restaurant. The study presents theories and concepts based on Service
Quality Theory. This theory states that customers evaluate service quality based on
various dimensions, such as reliability, responsiveness, assurance, empathy, and
tangibles. But this research will focus only on tangibles provided by a specific quick
service restaurant, as it deals only with the customer perception on the appearance
of physical equipment, facilities, communication materials, and personnel.
Conceptual Framework
This is an analytical tool with several variations and contexts. It is used to make
conceptual distinctions and organize ideas. Strong conceptual frameworks capture
something real and do this in a way that is easy to remember and apply. The use of
the term conceptual framework crosses both scale (large and small theories) and
contexts (social science, marketing, applied science, art etc.). Its explicit definition
and application can therefore vary.
Likewise, conceptual frameworks are abstract representations, connected to
the research project's goal that direct the collection and analysis of data (on the
plane of observation – the ground). Conceptual frameworks are connected to a re -
search purpose.
The conceptual framework discusses the flow of the study taken. This study
utilized the Input-Process-Output model. Figure 1 illustrates the workflow of the
study.
The first frame is the input which contains the leading variables regarding a
quick service restaurant at Navotas City. It includes the profile of the respondents in
terms of: age, gender, usual companion visiting, usual mode of payment, frequency
of visiting McDonald’s Drive Thru (in a month), and usual vehicle used to visit
McDonald’s Drive Thru.
The second frame is the process to be done in analyzing those variables. It
includes the steps in getting the assessment of the identified respondents which
were the customers and managers of a specific quick service restaurant at Barangay
Sipac - Almacen and the conversion of it to clearly determine and identify the
problem at hand.
The third and final frame is the output. It provides the major findings of the
gathered data to justify the hypotheses presented in the coming discussion.

Figure 1. Research Paradigm
INPUT PROCESS OUTPUT
Profile of the Respondents Assessment of the Perception of

Age customer perception of the customers on the drive
Gender drive-thru service of a thru service was
quick service restaurant assessed
Usual Companion
Visiting
Usual Mode of
Payment
Frequency of Visiting
McDonald’s Drive
Thru (in a month)
Usual Vehicle Used to Conclusions
Analysis, Presentation,
Visit McDonald’s and Interpretation of the
Drive Thru data gathered through the
use of survey
Respondents’ perception questionnaire
of the drive thru service in
terms of the following
aspects: Recommendations
Outdoor Menuboard
Security Measure
Order Confirmation
System
Pay Window Statistical Analyses
Entrance  Frequency and
Tower/Vehicle Height Percentage
Detector
Kiosk Availability  Arithmetic Mean
Directional Road
 One-way
Signage
Analysis of
Designated Order
Variance
Pick Up Lane
(ANOVA)
Canopies
Intercom System
FEEDBACK
The arrows include the workflow of information in the research process. The
feedback loop connects the output to the process involved as well as to the input. It
made the system continuous.
FEEDBACK
Statement of the Problem
This study aims to analyze the perception of the customers on the drive-thru
services of a specific quick service restaurant in Navotas City.
Specifically, it seeks to answer the following sub-problems:
1. What is the profile of the respondents?
1.1 Age
1.2 Gender
1.3 Usual Companion of Visiting
1.4 Usual Mode of Payment
1.5 Frequency of Visiting Mcdonald’s Drive Thru (in a month)
1.6 Usual Vehicle Use to Visit Mcdonald;s Drive Thru
2. How do the respondents assess the Satisfaction of McDonald's drive-
through branch in Navotas City in terms of the following aspects?
2.1 Outdoor menuboard
2.2 Security measure
2.3 Order confirmation system
2.4 Pay window
2.5 Entrance tower/Vehicle height detector
2.6 Kiosk Availability
2.7 Directional road signage
2.8 Designated order pick up lane
2.9 Canopies
2.10 Intercom system
3. There is no significant difference in the respondents' assessment on the
Satisfaction of McDonald's drive-through branch in Navotas City when
they are grouped by profile?
Hypothesis
There is no significant difference between the profile of the customers and
their level of satisfaction of McDonald’s drive-through branch in Navotas City when
they are grouped by profile.
Scope and Limitations of the Study
The study was conducted at drive-thru service of McDonald’s branch located at
Barangay Sipac – Almacen, Navotas City. Due to time and financial constraints, the
study has only three (3) groups of respondents composed of male, female, and
members of LGBTQIA+ Community, and three hundred eighty-four (384) sample
size which are the customers availing of the drive-thru service of the said quick
service restaurant. The researchers strived to include a representative sample of
customers, but the generalizability of the findings to a larger population may be
limited.
Customer perceptions are also subjective and can vary and be different based
on experiences of each and every individual. The study will attempt to capture a
range of perceptions but the findings may not fully represent the entire customer
base.
There may be limitations as to external factors, such as weather conditions,
traffic conditions, or other similar issues which may affect the experience of
customers. The impact thereof may be beyond the control of the research.
The study is conducted only in a limited time frame, and the data collection
process may not capture long-term changes in customer perception. The research
will provide insights based on the data collected during March – June 2023. But
perceptions may change over time.
The study focuses only on the drive-thru service of McDonald’s branch located
at Barangay Sipac – Almacen, Navotas City. The findings of this study may not be
applicable to other quick service restaurants, as they may have distinct operations,
menu offerings, and service quality levels.
Significance of the Study
The study may help to contribute information to the following individuals and or-
ganizations:
Quick-Service Restaurants. The findings of this study will provide valuable in-
sights for quick-service restaurants management to understand the factors that may
influence customer perception of drive-thru service. By identifying areas of strength
and weakness, managers can develop strategies to enhance the drive-thru experi-
ence, improve customer satisfaction, and contribute to the success of the business.
It will also enable quick service restaurants to meet customer expectations and
preferences better. Quick service restaurants can create a positive and memorable
drive-thru experience and enhancing customer satisfaction.
Marketing Department of Quick Service Restaurants. Quick service restau-
rants’ marketing can tailor their promotional campaign accordingly by highlighting the
strengths and addressing and weaknesses which can effectively communicate the
proposition of the drive-thru service to potential and existing customers.
Future Researchers. The study will help the researchers who intend to use
this as a reference or as a source of information for further and relevant studies.
Definition of Terms
These are the terms and definitions that the researcher used throughout the
study. They used the combination of operationally and conceptually acquired terms
so that the students or researchers will be enlightened on how words are used and
associated.
Canopy. An overhead roof or else a structure over which a fabric or metal
covering is attached, able to provide shade or shelter from weather conditions such
as sun, hail, snow and rain.
Customer Perception. The subjective assessment and interpretation of cus-
tomers regarding their experiences with a product.
Customer Satisfaction. The measurement of how well a product or service
meets or exceeds customer expectations.

Designated Order Pick Up Lane. A lane designated for drop-off and pick-up
of orders.
Directional Road Signage. A sign near a road that has information for drivers.
Drive-Thru Service. A service designed and provided by quick-service restau-
rants where customers can place their orders from their vehicles and receive their
meals without having to leave their cars.
Entrance Tower/Vehicle Height Detector. Monitors a vehicles height and
gives drivers or road management authorities advanced warning if the vehicle ex-
ceeds the maximum height for an approaching overhead structure.
Intercom System. A two-way communication electronic device that contains
circuitry for the purpose of transmitting and receiving audio and/or video transmis-
sions.
Kiosk. A small structure with one or more open sides that is used to vend mer-
chandise (such as newspapers) or services (such as film developing).
Order Confirmation System. A written confirmation of an order. This lets the
customer know that their order is being processed. As soon as the order confirma-
tion has been sent to the customer, it is legally binding – this means that the supplier
is obliged to complete the order.
Outdoor Menuboard. An outdoor sign, associated with a restaurant or other
business with a drive-through window, which gives a detailed list of foods or other
goods and prices that are available at the business.

Pay Window. Also called payment window. The means of payment employed
by the establishment.
Quick Service Restaurant. Popularly known as a fast-food restaurant, a type
of restaurant that offers fast and convenient meals.
Security Measure. A generic, implementation-independent form of security
control that dictates what the solution should do to provide a secure environment. It
describes security in a behavioral sense, not as a design decision.
Service Quality. The overall superiority of a service experience as perceived
by customers.
Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter elaborates all the gathered related literature and studies which
are both local and international in nature, different perspectives of diverse authors
are critically tackled according to relatedness to the study.
Marketing
Marketing is the activity, set of institutions, and processes for creating,
communicating, delivering, and exchanging offerings that have value for customers,
clients, partners and society at large (American Marketing Association, 2017). This
definition of American Marketing Association as approved regularly by a panel of
industry leaders in 2017 indirectly enumerated the elements of marketing or what we
call the 4 Ps of Marketing: creating for product, communicating for promotion,
delivering for place, and exchanging for price.
Marketing facilitates the exchange process and the development of
relationships by carefully examining the needs and wants of consumers, developing
a product or service that satisfies these needs, offering it at a certain price, making it
available through a particular place or channel of distribution, and developing a
program of promotion or communication to create awareness and interest (Belch &
Belch, 2018, p. 8).

History of Drive-Thru Service
The history of drive-thru service is a fascinating journey that parallels the
evolution of our fast-paced and convenience-driven society. It is a testament to
human ingenuity and our constant quest for efficiency. Drive-thrus have become an
integral part of our daily lives, providing us with quick and convenient access to a
wide range of products and services without ever leaving the comfort of our vehicles.
The concept of a drive-thru service can be traced back to the early 20th
century when the rise of automobiles transformed the way people lived and traveled.
It was during this time that America witnessed the birth of drive-in restaurants and
theaters, where people could enjoy meals or watch movies without getting out of
their cars. This early incarnation laid the foundation for the drive-thru concept we are
familiar with today.
According to Witzel (2013), Kirby's Pig Stand introduced the drive-in restaurant
in the year 1921, in which carhops delivered meals. Ten (10) years later, in 1931, a
California Pig Stand franchise introduced a drive-through service that bypassed the
carhops. In 1948, Harry and Esther Snyder of the In-N-Out Burger chain built the
first true drive-through restaurant, featuring a two-way speaker system that Harry
Snyder invented himself earlier that year. By the 1970s, drive-through service had
replaced drive-in restaurants in the United States.
The first McDonald's drive-through was created in 1975 in Sierra Vista,
Arizona, near Fort Huachuca, a military installation, to serve military members who
were not permitted to get out of their cars off-post while wearing fatigues. [5] The
original McDonald's was closed down and demolished in May 1999 and a new
McDonald's replaced it.
In 1981, Max Hamburgers opened Northern Europe's first drive-in in Piteå.
Another early drive-through restaurant in Europe, a McDonald's drive-through,
opened at the Nutgrove Shopping Centre in Dublin, Ireland, in 1985.
In the US, drive-throughs account for 70 percent of McDonald's business and
the average drive through order is fulfilled in under three and one half minutes.
With technological advancements, drive-thrus became moreefficient. The
introduction of speaker systems allowed customers to communicate their orders
directly to the restaurant staff, eliminating the need for physical menus and reducing
the waiting time. Drive-thrus quickly expanded beyond just fast food, with banks,
pharmacies, and coffee shops incorporating this concept to better serve their
customers.
In recent years, drive-thrus have evolved even further, embracing technology
to enhance the customer experience. Mobile ordering apps and digital menu boards
have become common features, allowing customers to place orders ahead of time
and customize their meals with ease. Some establishments have even experimented
with automation, utilizing robots or self-service kiosks to fulfill orders, further
reducing waiting times and increasing efficiency.
Today, drive-thrus are ubiquitous, serving as a symbol of convenience in our
modern society. They have become an essential part of the business model for
various industries, catering to our need for speed, efficiency, and convenience. From
grabbing a quick meal to picking up prescriptions or even conducting banking
transactions, drive-thrus have revolutionized the way we interact with businesses
and have undoubtedly left a mark on our society.
Customer perception
Thiruvenkatraj (2017) stated that customer perception refers to how customer
view a certain product based on their own conclusion. These conclusions are
derived from a number of factors, such as price and overall experience. This is also
a marketing concept that encompasses a customer impression, awareness, or
consciousness about a company or its offerings. Customer perception is typically
affected by advertising, reviews, public relations, social media, personal experience,
and other channels.
Androulidakis (2011) correlated the brand of mobile phone to users security
practices. Users show different behavior in an array of characteristics, according to
the brand of the mobile phone they are using. As such, there is a categorization of
areas, different for each brand, where users are clearly lacking security mind,
possibly due to lack of awareness. Such a categorization can help phone
manufacturers enhance their mobile phones in regards to security, preferably
transparently for the user.
Thiruvenkatraj (2017) added that consumer perceptions can determine the
success or failure of a business. For example, if a certain restaurant has a reputation
as being the best pizza place in town, the general consumer perception in the town
might be that you should go to the restaurant if you want a good pizza. This
sentiment could strongly influence the pizza shop's ability to make profit. On the
other hand, if consumers have negative views about company it could seriously
hamper revenue success. For instance, if a hardware store becomes known for
cheap, shoddy products, consumers might avoid purchasing its goods unless they
cannot afford higher quality goods.
Customer perception is an important component of our relationship with our
customers. Customer’s satisfaction is a mental state which results from the
customer’s comparison of expectation prior to a purchase with performance
perception after a purchase. A customer may make such comparisons for each and
every part of a called “domain – specific satisfaction” moreover, this mental state,
which we view as a cognitive judgment, is conceived of as falling somewhere on a
bipolar continuum bounded at the lower end by a low level of satisfaction where
expectation exceed performance perceptions and at the higher end by a high level of
satisfaction where performance perception exceeds expectations.
The lowest level at which an individual can experience a sensation a
difference between something and nothing is referred as absolute threshold for
example notice of billboard car, point at which you notice vibrating sound of tongs,
point at which you feel cold etc., as our exposure to the stimulus increases we notice
it less for example taking bath cold water everyday no shivering / cold as “getting
used to”. In the field of perception the term refers specially to “getting used to”
certain sensations.
Furthermore, Thiruvenkatraj (2017) said that customer perception is influence
by a variety of factors. Besides the actual outcome, the whole process of
consumption and all interaction involved are of crucial importance in today’s
globalized information driven economy. This can also comprise of issues like:
a) How other customer or influencing group perceives the product or
brand;
b) The degree to which the customer feels the actual marketing campaign
addresses the most important issues;
c) Responsiveness and service quality of any affiliates.
The benefits of completing regular customer perception studies are:
a) It enables fact-based decision making;
b) It helps you understand what customer like about your company and
why;
c) It identifies opportunities for improvement;
d) Prioritizes change based on customer feedback;
e) Strengthens your customer relationship;
f) Measures effectiveness of advertising and PR programmers;
g) Develops a focused and effective communications program;
h) Benchmarks you against your competitors.

The factors of customer perceptions based on the results of the study of
Thiruvenkatraj (2017) are:
a) Pricing of a product or service - Pricing of a product has a key effect on
consumer perception. Though a large majority of consumers appreciate
and favor a low or reasonably priced item, there are also cross sections
of sophisticated and skeptical consumers who look down up a product
that is considerably low priced than the other available alternatives.
Many such sophisticated consumers tag the product as cheap and not
fit for use though the product may be of the same good quality. Hence
pricing of a product or service should form the basis of a larger
marketing plan. By doing so, even low priced products can be marketed
as favorable ones with good quality and at a better price;
b) Quality of a product – The importance of the quality of a product or
service from the perception of a consumer can never be undermined.
Any feature of the product such as its use, durability and how reliable
the product is in satisfying or disappointing the consumer can be
described as its quality. Marketing to a great extent helps in influencing
the consumer’s perception about the quality of product but even word of
mouth communication about quality of a product is equally effective and
travels fast. Though marketing plays a greater role in influencing the
consumer’s opinion about quality of a product, it is the consumer’s

inherent opinion from the use of a specific product or service that will
determine the awareness about quality;
c) Branding and packaging of a product – First impression is the best
impression very aptly applies to consumer perception of a product
especially at the time purchase. How a product is attractively packaged
to exhibit the display quality by the manufacturer determines the
perception of the product. Even branding messages such as reliable,
long lasting, tough are of great help in promoting the product
perception.
Businesses regularly conduct market research to obtain insight about
consumer preferences and perceptions. This forms the basis to
understand how and why consumers prefer some products over others.
This further helps businesses to provide and promote such products
and services effectively that are in demand from consumers;
d) History and reputation – History and reputation of a company and its
products and services plays an equally important role in the consumer
perception.
Age old businesses with strong reputation and history are always
preferred by consumers whereas new products are always tried with
caution and based on public opinion and reviews.

Online as well as offline reputation of a company and products and
services largely influence the consumer perception. Any negative
reviews and opinions online or by word of mouth can strongly affect the
overall performance of any business. If any product has not performed
well in the past or if any company has been alleged for any
unscrupulous activity will strongly affects its performance for long period
of time.
The study of Di (2008) compares consumers’ perceptions between retail
stores: superstores and family-run stores in Bangkok. The superstores which were
used to compare with family-run stores in this study are Big C, Carrefour and Tesco-
Lotus. The study was quantitative research using survey questionnaires to collect
data from 400 shoppers in Bangkok areas. Quantitative statistics were used to
analyze data variables and test hypotheses. The results from this study found that
the competition between superstores and family-run stores resulted in more benefits
to customers. The customers were aware that many family-run stores closed down
because of superstores, but they preferred free and fair competition. The results also
found that the customers wanted the Thai government to impose restrictions on
superstore expansion and support family-run stores, though they still agreed that
superstores are essential for consumers and family-run stores are not well allocated
for consumers in Bangkok. Consumers were satisfied more with marketing factors
including product quality, product variety, and stable prices of superstores. They also
preferred the store environment of superstores than with those of family-run stores.
Consumers also thought that superstores benefited the economy and society than
family-run stores.
Mohamed (2012) concluded that the purchasing power of the consumer has
also increased; giving rise to his wants and needs. It is over here that big retail chains
such as Big Bazaar come into picture satisfying various consumer needs under one
roof.
From the survey conducted on the customers' perception towards the
marketing mix of Big Bazaar the following can be concluded regarding the P's: The
customers are highly satisfied with the variety and of products, but at the same time
they are not very happy with the quality and availability of branded products. Big
Bazaar has definitely succeeded in keeping up its image of a value for money store,
as its price has been rated positively. The promotions are not hitting the target.
Although Big Bazaar has been promoting their offers, most of the customers are
introduced to these only at the store. Customers are delighted with the location of Big
Bazaar as it is located in the most intensely populated area of Chennai. Big Bazaar
has been successful in keeping up its promise of providing value for money goods,
but today customers look beyond price, such as quality, employee behavior, store
atmosphere etc. Big Bazaar has scope for improvement in these yields.
According to Kotler et al. (1999), a person’s buying choices are influenced by
four major psychological factors namely; motivation, perception, learning, beliefs and
attitudes among other factors. He further adds that perception depends not only on
the physical stimuli but also on the stimuli’s relation to the surrounding field and on
conditions with the individual. Perception can be defined as the process of receiving
organizing and assigning meaning to information or stimuli detected through human
beings five senses. In other words it is an approximation of reality. The brain attempts
to make sense out of the stimuli to which it is exposed the outcome of this process is
assigning meaning to the stimuli sensed (Kotler,2000). It has further been said that
the perception is the critical activity that links the individual consumers to groups,
situations, and marketer influences (Hawkins et al, 1992).Kotler (2000) further alludes
that people can emerge with different perceptions of the same object because of the
pre-perceptual processes; selective attention, selective distortion and selective
retention. According to Loudon et al. (1979), in selective attention, consumers tend to
screen out some stimuli and notice some because people are exposed to
tremendous amount of daily stimuli. What an individual chooses to notice depends on
his/her situation in terms of the needs among others factors. On the other hand,
Loudon et al. (1979) describe selective distortions as the tendency to twist
information into personal meaning and interprets information in a way that will fit our
preconceptions. He further describes selective retention as a process in which people
forget much of what they learn but retain information that supports their attitudes and
beliefs. In today’s market place, perception becomes important because when
consumers makes buying decisions, they evaluates the benefits perceived from
particular products or services and compares them with the costs. The value a
customer perceives when buying and using a product or a service go beyond
usability. There is a set of emotional values as well, such as social status, exclusivity,
friendliness and responsiveness or the degree to which personal expectations and
preferences are satisfied. Similarly, the costs perceived by the consumer, normally
comprise more than the actual price. They also include costs of usage, the lost
opportunity to use another offering, and potential switching costsa. Hence the
customer establishes an equation between perceived benefits and perceived costs of
one product and compares this to similar equations of other products or services.
Moreover, if the customers’ circumstances change, their needs and preferences often
change too. In the external environment, the offerings of the competitors, with which
a customer compares a product or a service, will change, thus altering perception.
Research on the impact of market share as relates to the perceived quality of a
product (Hellofs et al, 1999) shows that, depending on the nature of the product or
service and the customers’ preferences; increasing market share can have positive or
negative effects on how a customer perceives the product or service. Zeithaml et al.
(1996) suggest that to find out customers’ feelings, on product or service in research,
one needs to incorporate several behavioural intention questions to identify signals
that are potentially of higher validity and richer diagnostic value than the overall
service quality or customer satisfaction variable. Since these questions are to find out
potential future actions, they indicate changes in the demand and market trends.
The study of Ramakrishnan (2010) concluded that private labels are able to
position themselves significantly in the mind of customers and are gaining
acceptance. Growth in specific private label segments like food and apparel
segments are growing at a faster rate. While, the future of private labels is dependent
on the retailer’s ability to overcome key challenges such as adaptive supply chain
practices, quality infrastructure, accelerated growth in new categories, blurring
dividing lines between private label and national brands. From the study, it was found
that good quality, price, trustworthy, large variety are the most influencing factor
which drive the customer to buy the private label brand. Therefore, these are the
factors which should be considered while coming with the future private brand. This in
return it will help the retail stores to increase sales.
Rawat (2012) said that liberalization of the economy in the nineties and the
entry of large players in the retail business have brought the retail industry into
spotlight. Big players and national retail chains are changing the rules of the game, in
spite of their meager share in the overall retail trade. Organized retailing though still
in an embryonic stage has huge growth potential. To meet the challenges of
organized retailing that is luring customers away from the unorganized sector, the
unorganized sector is getting organized. Because of preference of middle class for
these stores is going to increase day by day. The organized retail chains, display all
the products and the most attractive product catches the customer attention. The
customers of the 21st century would expect to pick his/her own products form an
array of choices rather than asking the local kirana wallas to deliver a list of monthly
groceries. Thus, the way of distribution of products has gained importance in the past
decade. The first challenge facing the organized retail industry in India is: competition
from the unorganized sector. Traditional retailing has established in India for some
centuries. It is a low cost structure, mostly owner-operated, has negligible real estate
and labor costs and little or no taxes to pay. Consumer familiarity that runs from
generation to generation is one big advantage for the traditional retailing sector. That
is the basic reason now organized sector facing more challenges from unorganized
sector but this research report is also concluding that preference of middle class for
organized retail is going to increase rapidly but it is little bit slow in daily use items but
the day is not so for when middle class people frequently purchase daily need items
maximum from organized retail shop. In contrast, players in the organized sector
have big expenses to meet, and yet have to keep prices low enough to be able to
compete with the traditional sector. High costs for the organized sector arises from:
higher labor costs, social security to employees, high quality real estate, much bigger
premises, comfort facilities.
Sproles and Kendall (1986) defined a consumer decision making (CDM) style
as “a mental orientation characterizing a consumer’s approach to choices”. Broadly
speaking, there are three types of approaches in studying consumer decision-making
styles: the psychographic / lifestyle approach, which identifies hundreds of
characteristics related to consumer behavior; the consumer typology approach, which
classifies consumers into several types; and the consumer characteristics approach,
which focuses on different cognitive dimensions of consumer’s decision-making in the
extent consumer behavior literature, most studies assume that the shopping
approaches of all consumers with certain decision making traits combine to form a
consumer’s decision-making style. Academicians and researchers have long been
interested in identifying these underlying decision styles of shoppers. For example,

consumers are identified as economic shoppers, personalizing shoppers, ethical
shoppers, apathetic shoppers, store loyal shoppers, recreational shoppers,
convenience shoppers, price-oriented shoppers, brand-loyal shoppers, name-
conscious shoppers, problem-solving shoppers, fashion shoppers, brand conscious
shoppers and impulse shoppers. Using the consumer characteristics approach,
Sproles (1985) developed a 50-item instrument to profile the decision making styles
of consumers. Using data collected from 111 undergraduate women in two classes at
the University of Arizona and employing a factor analysis technique, Sproles (1985)
found six consumer decision-making style traits He named and described these traits:
(1) Perfectionism. (2) Value Conscious, (3) Brand Consciousness, (4) Novelty-Fad-
Fashion Consciousness, (5) Shopping Avoider-Time Saver-Satisfier, (6) Confused,
Support-Seeking Decision –Maker. In a later study, Sproles and Kendall (1986)
developed a comprehensive instrument called Consumer Style Inventory (CSI) to
measure consumer decision making styles. The instrument was administered to 482
students in 29home economics classes in five high schools in the Tucson, Arizona
area. This instrument measures eight mental characteristics of consumer’s decision
making: perfectionism, brand consciousness, novelty-fashion consciousness,
recreational, price-value consciousness, impulsiveness, confused by over choice,
and brand loyal/ habitual.
Reeti, Sanjay, and Malhotra (2009) investigated about the customers
perceptions about banking services in an emerging economy for which the various
determinants affecting the customer perception as well as attitude towards banking

services were predicted through study that was conducted on the respondents taken
from Northern part of India. Major findings depicted that customer perceptions are
influenced by the usage of e-banking services by the kind of account they hold, age ,
profession, attached high degree of usefulness to the balance enquiry service among
e-banking services .It was also found that security and truth are the most important
factors in affecting their satisfaction levels and slow transaction problem speed was
the most frequent problem faced by majority of customers.
Karthik (2008) in his study said that customer perception will be a primary
force in determining how this transition will evolve. Getting closer to the customer in
today’s highly competitive landscape is essential for the entire industry and is no
longer just a retail issue. It requires all organisations across the supply chain to work
as a single enterprise, sensing and responding rapidly to consumer demand in a co-
ordinate manner.
Dineshkumar and Vikkraman (2012) stated that organized retail outlets provide
better quality of service, product range as compared to the unorganized retail outlets.
Most of the customers are satisfied with the quality of service provided by the
organized retail outlets.
Mittal and Mittal (2008) investigated the evaluation of apparel store attributes
by consumers in the context of apparel retail formats in India. They suggested
retailers to consider underlying perceptions and demographic correlates of local
consumers. According to them, retailers could use Loyalty Drivers and Shopping
Experience Enhancers to be integrated into the retail format to create sustainable

store choice and hence, store loyalty. Further research is needed to carry out
research for other retail sectors such as food and grocery, consumer electronics, gifts
and so on and also to investigate the influence of demographics and psychographics
on store choice and shopping orientations.
Rajaguru and Matanda (2006) observed that except product price, other store
and product attributes have positive effects on customer loyalty. Further research is
needed to identify retail managers focus on product quality, store convenience as
well as assure quality and availability of new products in order to enhance customer
loyalty and also to compare consumers using various retail formats and consumers‟
perception of product and store attributes on retail formats keeping in view
demographic correlates.
William and Prabakar (2012) concluded that the customer perception of retail
service quality is an important segment to the emerging and the existing retailers in
the market as the study reveals that perception of service quality influenced by the
various nature with various customers even some of the general factors like Personal
interaction, physical aspects are the dimensions on of the customer perception
remains constant and common to all the customer on a majority basis so the retail
outlets have to frame their own strategies In order to attract the customers on a
longer basis.
Steve and Carralero (2000) argued that for many retailers, competitive
advantage in the home market has been based upon the development of strong store
and corporate images as retailers strive to develop themselves as brands in their own
right. The construction of store image, comprising both tangible and intangible
dimensions, compounds problems of moving into international markets – as
consumers in the host environment are less familiar with the intangible dimensions of
image, which have been built up over time with exposure to the retail company. Retail
companies therefore need to fully understand the importance of image in competitive
positioning and the components of store image before attempting to replicate this
image and positioning overseas. Explore these issues with reference to Marks &
Spencer and the company’s entry into the Spanish market. A survey of customer
perceptions of a range of store image attributes in the UK and Spain reveals
differences and similarities in perceptions, which must be managed if a standardized
position is to be sought in the host market.
Uusitalo (2001) said that grocery retailers are operating in a slow-growth
market. The pursuit of market share is one of the main concerns for retail managers.
The retail structure is becoming increasingly standardized and homogenous because
of concentration of the ownership of stores. Cultural differences remain, however,
between different European countries. Cultural factors influence the success of a
positioning strategy. This study examined how consumers perceive grocery retail
formats and brands in Finland. Data from personal interviews were used in
highlighting the consumer perspective. Consumers perceive meaningful differences
in various store formats, meanwhile store brands are seen as quite similar.
Consumers rely on functional attributes of stores when discussing grocery stores.
However, it seems that consumers are unable to recognize the fabricated, often
imaginary differences at the brand level. The informant’s own, creative symbolic
work results in this case to interpreting all grocery retail brands as similar. Managerial
implications of the study are presented.
Paulins and Geistfield (2003) in their study concluded that consumer
perceptions of retail store attributes for a set of particular stores were examined to
determine their effect on store preference. Respondents rated 13 stores. Four
variables were found to affect store preference using forward stepwise logistic
regression: type of clothing desired in stock, outside store appearance, shopping
hours, and advertising. Significance of the effect of store attributes on store
preference varied by store type. In addition, associations between customer
perception of store attributes, education and age were observed. Implications for
researchers and practitioners are discussed.
Huddleston et.al. said “The purpose of this paper is to compare and contrast
customer perceptions related to satisfaction with conventional grocery stores as
compared to specialty grocery stores. The study examines store attributes of product
assortment, price, quality, and service in order to determine which attributes have the
greatest impact on store satisfaction for each store format. A mail survey was sent to
a sample of specialty and conventional grocery store customers. The ten state
sample was drawn from US households located in postal (ZIP) codes in areas where
national specialty stores (e.g. whole foods) were located. Perception of satisfaction
was higher among specialty grocery store customers compared to conventional
grocery store customers. For both store formats, store price, product assortment,
service and quality positively influenced satisfaction. Stepwise regression indicated
that each store attribute contributed differently to store satisfaction for conventional
and specialty store formats. The results demonstrate that price, product assortment,
quality, and employee service influence store satisfaction regardless of store type
(conventional stores or specialty stores). However, the degree of influence of these
attributes varied by store type. The results imply that while specialty store shopper
satisfaction characteristics are clearly delineated, conventional store shopper
characteristics are more difficult to pinpoint. Research limitations include a sample
that is more highly educated and has higher incomes than the average American
household. Despite the growth of new product categories and new industry players,
few studies have investigated customer satisfaction within the retail food industry.
Comparisons of specialty and conventional food stores are equally scarce.”

Chapter 3
RESEARCH METHODOLOGY
This chapter enumerates the methods, techniques and strategies used to
assess the topic at hand, including the process obtaining the samples and statistical
treatment of the data gathered.
Method of Research
In this study, the descriptive method of research is utilized. As recognized, the
approach adopted by researchers tends to be inductive which means that they de -
velop a theory or look for a pattern of meaning on the basis of the data that they
have collected. The researchers’ method of research involved gathering of data that
describe events then organizes, tabulates, depicts, and describes the data collec-
tion. A descriptive study is one in which information is collected without changing the
environment (i.e., nothing is manipulated) or to show the present condition of a cer -
tain community. Therefore, it is used to obtain information concerning the current
status of the phenomena to describe "what exists" with respect to variables or condi-
tions in a situation (Posinasetti, 2014).
The researchers also conducted a quantitative research since data are gath-
ered through giving survey questionnaires to the customers of a quick service

restaurant in Navotas City. According to Wikipedia, quantitative research is the sys-
tematic empirical investigation of observable phenomena via statistical, mathemati-
cal, or computational techniques. The objective of quantitative research is to develop
and employ mathematical models, theories, and hypotheses pertaining to phenom-
ena. The process of measurement of this study is central to quantitative research
because it provides the fundamental connection between empirical observation and
mathematical expression of quantitative relationships.
The researchers employ descriptive method to describe the nature of the prob-
lem, as it takes time-to-time throughout the study to discover the causes of the par-
ticular problem. The researchers used survey methods in collecting descriptive data
as their study aims on describing how the customers are satisfied with the service of
a quick service restaurant in Navotas City.The researchers identify a problem or
topic that they want to explore and may be guided by a theoretical framework.
Population, Sample Size and Sampling Technique
The study gathered information from the customers availing of the drive-thru
services of McDonald’s branch at Barangay Sipac – Almacen, Navotas City. Be-
cause the population size is deemed to be limited, the sample was 384 respondents.
Random sampling was used by the researchers as the sampling technique.

Description of Respondents
The respondents to the study were randomly-selected customers and
managers-on-duty on the specified time and of the survey proper in McDonald’s
branch at Barangay Sipac – Almacen, Navotas City.
The customers as the respondents were availing from different transaction
types such as dine in or take out, these said respondents were mostly students, mall
goers, among others.
Research Instrument
For the researchers be able to obtain data necessary for the study, survey
questionnaires were used. The researchers have chosen a survey research design
because it is best served to answer the questions and the purposes of the study.
The survey research is one in which a group of people or items is studied by
collecting and analyzing data from only a few people or items considered to be
representative of the entire group. In other words, only a part of the population is
studied, and findings from this are expected to be generalized to the entire
population (Nworgu, 1991). Similarly, McBurney (1994) defines the survey assessing
public opinion or individual characteristics by the use of questionnaire and sampling
methods.
The questionnaires served as the major instrument of the research. The
contents of the questionnaires are made by the researchers which are divided into
subsections. The first part will be about the profile of the respondents and their
respective companies. The second part concentrated on the internal environment,
specifically the organization’s support and culture. The main part of the survey
questionnaires is about the overall risk management with respect to their company.
This will be categorized to its objectives, risk identification, risk analysis, evaluation,
and treatment, and risk monitoring and control. The fourth and last part is focused on
the possible situations that the respondents have encountered.
The researchers developed a set of questionnaire.
Each rating of the respondents used numerical weight or indicator wherein 5
being the highest and 1 being the lowest among them was built. The weighted
means were interpreted based on the Likert’s scale concept of boundary of
numerals:
WEIGHT VERBAL INTERPRETATION
5 Very Satisfied
4 Satisfied
3 Somehow Satisfied
2 Less Satisfied
1 Not Satisfied
Data Gathering Procedure
The data needed for the research were gathered through the survey
questionnaires. The survey was created using suitable questions modified from
related research and individual questions formed by the researchers.

The survey questionnaires were disseminated face-to-face to randomly-
selected customers in McDonald’s branch at Barangay Sipac – Almacen, Navotas
City.
Statistical Treatment of the data
The researcher employed the descriptive statistics for the method of analyzing
the data and the following statistical treatments were done:
1. Frequency and Percentage Distribution. This is a tabulation of the number of
times that each different value appears in a particular set of values. Frequencies
themselves are raw counts, and normally these frequencies are converted into
percentages for ease of comparison. The conversion is arrived at very simply
through the division of the frequency for each value by the total number of
observations for all of the values, resulting in a percent, called a percentage (Burns,
Veeck, & Bush, 2017, p. 320). The formula utilized was:
Where: % = percentage
f = frequency of responses
N = total number of respondent
2. Weighted Mean.Another statistical technique used by the researchers was the
weighted mean and was used to determine the average responses of the different
options provided in the various parts of the survey questionnaire used. It was solved
by the formula
∑ fx
x=
n
Where: x = weighted mean
∑fx = the sum of all the products of f and x, f be-
ing the frequency of each weight and x as the weight of
each operation
n = total number of respondents
3. ANOVA (One-Way Analysis of Variance)
The one-way analysis of variance (ANOVA) is used to determine whether
there are any statistically significant differences between the means of three or more
independent (unrelated) groups. It is also called the F-test. The analysis of variance
(ANOVA) is a method for dividing the variation observed into different parts, each
part assignable to a known source, factor, or cause.
The ANOVA was developed by a statistician and evolutionary named Ronald
A. Fisher in 1923. Simply stated, it is used to test the significance of the difference
between two or more means obtained from independent samples. The one-way F-
test factor ANOVA was used because there is only one factor being studied as inde-
pendent variable. (Salvador, et.al., 2008)
The following formula was used to compute for the F-test ratio:
a. Sum of Squares within:
(∑ X ¿¿ t) ²
SSt = ∑ X ² t− ¿
n
Where: SSt = total sum of squares
∑ X ²t = total sum of x2
(∑ X ¿ ¿t )² ¿ = square of total sum of x
n = total number of samples
b. Sum of Square between:
SSb = (X-Xt)2n
Where: SSb = sum of square between
X = mean of any group
Xt = mean of total distribution
n = total number of samples
c. Sum of Square total:
SSt = SSb-SSw
Where: SSw = sum of square within
SSt = sum of square total
SSb = sum of square between
d. Degrees of Freedom:
dfb = k-1
dfw = nt-k
Where: k = number of groups
nt = number of scores in all groups combined
e. Mean Square:
SS b
MSb =
df b
Where: MSb = mean square between
SSb = sum of square between
dfb = degrees of freedom between
SS w
MSw =
df w
Where: MSw = mean square within
SSw =` sum of square within
dfw = degrees of freedom within
f. F-ratio:
MSb
F =
MS w
Where: F = F-test ratio
MSb = mean square between
MSw = mean square within
After computing the F-test ratio value, decision as to whether accept or reject
the stated null hypothesis is based on the decision rule below.

Reject hypothesis if the computed value is greater than the tabular value, ac -
cept if otherwise.
Chapter 4
RESULTS AND DISCUSSION
This chapter enumerates all the results of the data gathered using statistical
analysis, each item is precisely presented and discussed.
1. Profile of the Respondents – Customers in terms of Age, Gender, Usual
Companion Visiting, Usual Mode of Payment, Frequency of Visiting
McDonald’s Drive Thru (in a month), Usual Vehicle Used to Visit McDonald
Drive Thru
Table 1
Frequency and Percentage Distribution of the

Respondents in terms of Age
Age Frequency Percentage (%)

Below 30 years old 203 52.86
31-50 years old 148 38.54
Above 50 years old 33 8.60
Total 384 100.0
Table 1 describes that majority of the respondents were within the bracket of
below 30 years old (52.86%) followed by age bracket of 31-50 years old (38.54%),
and lastly above 50 years old (8.60%).

Table 2

Respondents in terms of Gender
Gender Frequency Percentage (%)

Male 154 40.10%
Female 159 41.41%
LGBTQIA+ 71 18.49%
Total 384 100
Table 2 depicts that most of them were Female (159 or 41.41%), followed by
Male (154 or 40.10%), and lastly LGBTQIA+ (71 or 18.49%).
Table 3

Respondents in terms of Usual Companion Visiting
Usual Companion
Frequency Percentage (%)
Visiting
Friends 135 35.16%
Family 134 34.89%
Classmates 54 14.06%
Partner 61 15.89%
Total 384 100
Table 3 shows that in terms of Usual Companion Visiting, 135 or 35.16% of
the respondents come with their friends, 134 or 34.89% come with their family, 54 or
14.06% come with their classmates, and 61 or 15.89% come with their partners.
Table 4

Respondents in terms of Usual Mode of Payment
Usual Mode of
Payment
Cash 236 61.46%
Credit Card 57 14.84%
Debit Card 1 0.26%
Digital Wallet
90 23.44%
(Gcash, Paymaya)
Total 384 100
Table 4 shows that in terms of Usual Mode of Payment, majority of the
respondents uses cash as their mode of payment, or 236 of them (61.46%), 90 or
23.44% use digital wallet, 57 or 14.84% use credit card, while only 1 (0.26%) use
debit card.
Table 5

Respondents in terms of Frequency of Visiting McDonald’s Drive Thru (in a
month)
Frequency of
Visiting
McDonald’s Drive
Thru (in a month)
Once 133 34.64%
2-4 times 139 36.20%
5-7 times 68 17.71%
8-10 times 24 6.25%
11 or above 20 5.20%
Frequency of
Visiting
McDonald’s Drive
Thru (in a month)
Total 384 100
Table 5 shows that in terms of Frequency of Visiting McDonald’s Drive Thru
(in a month), 139 or 36.20% go 2-4 times, 133 or 34.64% go once, 68 or 17.71% go
5-7 times, 24 or 6.25% go 8-10 times, and 20 or 5.20% go 11 or above times.
Table 6

Respondents in terms of Usual Vehicle Used to Visit McDonald’s Drive Thru
Frequency of
Visiting
McDonald’s Drive
Thru (in a month)
Car 126 32.81%
Bicycle 69 17.97%
E-Bike 84 21.88%
Tricycle 105 27.34%
Total 384 100
Table 6 shows that in terms of the Usual Vehicle Used to Visit McDonald’s
Drive Thru, 126 or 32.81% use car, 105 or 27.34% use tricycle, 84 or 21.88% use E-
Bike, and 69 or 17.97% use bicycle.
2. Satisfaction of Using Drive Thru in McDonald’s in the aspects of Outdoor
Menuboard, Security Measure, Order Confirmation System, Pay Window,

Entrance Tower/Vehicle Height Detector, Kiosk Availability, Directional Road
Signage, Designated Order Pick Up Lane, Canopies, and Intercom System.
Table 7
Arithmetic Mean and Verbal Interpretation of the Satisfaction of Customers in

the Aspect of Outdoor Menuboard (Question 2.1)
Verbal
Gender Mean
Interpretation
Male 3.92 Satisfied
Female 4.51 Very Satisfied
LGBTQIA+ 4.58 Very Satisfied
Arithmetic Mean 4.34 Satisfied
Table 7 shows the arithmetic mean and verbal interpretation of the perception
of customers in the aspect of Outdoor Menuboard. Male respondents are satisfied
with the said aspect with an arithmetic mean of 3.92. The female and LGBTQIA+
respondents are very satisfied, with an arithmetic mean of 4.51 and 4.58,
respectively.
Table 8

the Aspect of Security Measure (Question 2.2)
Verbal
Gender Mean
Interpretation
Male 5.01 Very Satisfied
Female 4.43 Satisfied
LGBTQIA+ 2.32 Less Satisfied
of customers in the aspect of Security Measure. Male respondents are very satisfied
with an arithmetic mean of 5.01. The female respondents are satisfied, with an
arithmetic mean of 4.43. LGBTQIA+ respondents are less satisfied, with an
arithmetic mean of 2.32.
Table 9

the Aspect of Order Confirmation System (Question 2.3)
Verbal
Gender Mean
Interpretation
Male 3.47 Satisfied
LGBTQIA+ 4.15 Satisfied
of customers in the aspect of Order Confirmation System. Male and LGBTQIA+
respondents are satisfied with an arithmetic mean of 3.47 and 4.15, respectively.
The female respondents are very satisfied, with an arithmetic mean of 4.15.
Table 10

the Aspect of Pay Window (Question 2.4)
Verbal
Gender Mean
Interpretation
Somehow
Male 2.99
Satisfied
Table 10 shows the arithmetic mean and verbal interpretation of the
perception of customers in the aspect of Pay Window. Female and LGBTQIA+
respondents are very satisfied with an arithmetic mean of 5.42 and 5.20,
respectively. The male respondents are somehow satisfied, with an arithmetic mean
of 2.99.
Table 11

the Aspect of Entrance Tower/Vehicle Height Detector (Question 2.5)
Verbal
Gender Mean
Interpretation
Somehow
LGBTQIA+ 2.63
Satisfied
perception of customers in the aspect of Entrance Tower/Vehicle Height Detector.
Male respondents are very satisfied with an arithmetic mean of 4.83. Female
respondents are satisfied with an arithmetic mean of 3.97. LGBTQIA+ respondents
are somehow satisfied with an arithmetic mean of 2.63.

Table 12

the Aspect of Kiosk Availability (Question 2.6)
Verbal
Gender Mean
Interpretation
Somehow
LGBTQIA+ 3.14
Satisfied
perception of customers in the aspect of Kiosk Availability. Male respondents are
very satisfied with an arithmetic mean of 4.94. Female respondents are satisfied with
an arithmetic mean of 3.79. LGBTQIA+ respondents are somehow satisfied with an
Table 13

the Aspect of Directional Road Signage (Question 2.7)
Verbal
Gender Mean
Interpretation
Male 3.99 Satisfied
Verbal
Gender Mean
Interpretation
perception of customers in the aspect of Directional Road Signage. Male and
Female respondents are satisfied with an arithmetic mean of 3.99 and 3.44,
respectively. The LGBTQIA+ respondents are very satisfied, with an arithmetic
mean of 5.18.
Table 14

the Aspect of Designated Order Pick Up Lane (Question 2.8)
Verbal
Gender Mean
Interpretation
perception of customers in the aspect of Designated Order Pick Up Lane. Male
respondents are very satisfied with an arithmetic mean of 4.66, respectively. The
female and LGBTQIA+ respondents are satisfied, with an arithmetic mean of 3.49
and 3.52, respectively.
Table 15

the Aspect of Canopies (Question 2.9)
Verbal
Gender Mean
Interpretation
perception of customers in the aspect of Canopies. Male respondents are very
satisfied with an arithmetic mean of 4.29. Female and LGBTQIA+ respondents are
satisfied, with an arithmetic mean of 3.56 and 3.96, respectively.
Table 16

the Aspect of Intercom System (Question 2.10)
Verbal
Gender Mean
Interpretation
Male 4.10 Satisfied
perception of customers in the aspect of Intercom System. Male, female, and
LGBTQIA+ respondents are satisfied with an arithmetic mean of 4.10, 3.35, and
3.40, respectively.
Table 17
Difference Between the Level of Satisfaction According to Age
Seq. Age Mean Computed Computed Decision Remarks

No. F-test p-value
1 Below 30 3.85 0.9074 0.4155 Reject Ho Significant
2 31-50 3.86
3 Above 50 3.56
Table 17 shows that there is a significant difference between the level of
satisfaction of customers according to age as evidenced by the computed p-value of
0.4155 which is lower than the level of significance of 5%.
Table 18
Difference Between the Level of Satisfaction According to Gender
Seq. Gender Mean Computed Computed Decision Remarks

No. F-test p-value
1 Male 4.22 0.6715 0.5193 Accept Not
2 Female 4.07 Ho significant

Seq. Gender Mean Computed Computed Decision Remarks

No. F-test p-value
3 LGBTQIA+ 3.81
Table 18 shows that there is no significant difference between the level of
satisfaction of customers according to gender as evidenced by the computed p-
value of 0.5193 which is lower than the level of significance of 5%.

Table 19
Difference Between the Level of Satisfaction According to Usual

Companion Visiting
Seq. Companion Mean Computed Computed Decision Remarks

No. F-test p-value
1 Friends 3.97 2.03 0.127 Reject Ho Significant
2 Family 3.65
3 Classmates 3.35
4 Partner 3.81
satisfaction of customers according to usual companion visiting as evidenced by the
computed p-value of 0.127 which is lower than the level of significance of 5%.
Table 20
Difference Between the Level of Satisfaction According to Usual Mode of

Payment
Seq. Companion Mean Computed Computed Decision Remarks

No. F-test p-value
1 Cash 3.44 1.8888 0.1489 Reject Ho Significant
2 Credit Card 3.97
3 Debit Card 3.14
4 Digital Wallet 3.19

satisfaction of customers according to age as evidenced by the computed p-value of
0.1489 which is lower than the level of significance of 5%.
Table 21
Difference Between the Level of Satisfaction According to Frequency of

Visiting McDonald’s Drive-Thru
Seq. Frequency Mean Computed Computed Decision Remarks

No. of Visiting F-test p-value
McDonald’s
Drive-Thru
1 Once 3.79 2.8169 0.0361 Reject Ho Significant
2 2-4 times 3.82
3 5-7 times 3.21
4 8-10 times 3.63
5 11 or above 4.34
times
satisfaction of customers according to frequency of visiting McDonald’s Drive-Thru
as evidenced by the computed p-value of 0.0361 which is lower than the level of
significance of 5%.
Table 22
Difference Between the Level of Satisfaction According to Usual Vehicle

Used to Visit McDonald’s Drive-Thru
Seq. Vehicle Mean Computed Computed Decision Remarks

No. F-test p-value
1 Car 3.97 2.03 0.127 Reject Ho Significant
2 Bicycle 3.65
3 E-Bike 3.35
4 Tricycle 3.81
satisfaction of customers according to usual vehicle used to visit McDonald’s Drive-
Thru as evidenced by the computed p-value of 0.127 which is lower than the level of
significance of 5%.
Chapter 5
SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
This chapter presents the summary of findings derived from the analysis of
data, the conclusions based on the summary of findings, and recommendations
formulated during the course of data presentation.
Summary of Findings
Based on the data gathered, the following findings were drawn:
1. Profile of the Respondents
As to age, majority of the respondents, which is 203 or 52.86%, are below 30
years old and 33 or 8.60% are above 50 years old. As to gender, 159 or 41.41% are
female and 71 or 18.49% are LGBTQIA+ respondents. As to usual companion visit-
ing, 135 or 35.16% come with friends and 54 or 14.06% come with classmates. As to
usual mode of payment, 236 or 61.46% of the respondents pay using their cash and
1 or 0.26% respondent pay thru debit card. As to frequency of visiting McDonald’s
Drive-Thru (in a month), 139 or 36.20% of respondents use it 2-4 times and 20 or
5.20% of respondents use it 11 or above times. As to usual vehicle used to visit Mc -
Donald’s Drive-Thru, 126 or 32.81% of respondents use car and 69 or 17.97% use
bicycle.
2. Satisfaction on the Aspects of Using McDonald’s Drive Thru
As to the aspect of outdoor menuboard, the respondents are satisfied with an
arithmetic mean of 4.34. As to the aspect of security measure, the respondents are
satisfied with an arithmetic mean of 3.92. As to the aspect of order confirmation
system, the respondents are satisfied with an arithmetic mean of 4.12. As to the
aspect of pay window, the respondents are very satisfied with an arithmetic mean of
4.53. As to the aspect of entrance tower/vehicle height detector, the respondents are
satisfied with an arithmetic mean of 3.81. As to the aspect of kiosk availability, the
respondents are satisfied with an arithmetic mean of 3.96. As to the aspect of
directional road signage, the respondents are satisfied with an arithmetic mean of
4.20. As to the aspect of designated order pick up lane, the respondents are satisfied
with an arithmetic mean of 3.89. As to the aspect of canopies, the respondents are
satisfied with an arithmetic mean of 3.93. As to the aspect of intercom system, the
respondents are satisfied with an arithmetic mean of 3.61.
3. Lastly, based on the findings, there is a significant difference between the profile of
the respondents and their level of satisfaction in the drive-thru services of a quick
service restaurant.
Conclusions
Based on the summary of findings, the following are the conclusions of the
study:
1. In terms profile of respondents, majority of respondents are below 30 years old
which is 203 or 52.86%; most of them are female which is 159 or 41.41%; most of
the respondents’ or 135 or 35.16% usual companion when visiting is their friends;
majority of the respondents or 236 or 61.46% pay using their cash; 139 or 36.20% of
the respondents use McDonald’s Drive-Thru 2-4 times. 126 or 32.81% of them use
car when they avail such service.
2. As to the aspect of outdoor menuboard, the respondents are satisfied with an
3. As to the aspect of security measure, the respondents are satisfied with an
4. As to the aspect of order confirmation system, the respondents are satisfied with
an arithmetic mean of 4.12.
5. As to the aspect of pay window, the respondents are very satisfied with an
6. As to the aspect of entrance tower/vehicle height detector, the respondents are
satisfied with an arithmetic mean of 3.81.
7. As to the aspect of kiosk availability, the respondents are satisfied with an
8. As to the aspect of directional road signage, the respondents are satisfied with an
9. As to the aspect of designated order pick up lane, the respondents are satisfied
with an arithmetic mean of 3.89.

10. As to the aspect of canopies, the respondents are satisfied with an arithmetic
mean of 3.93.
11. As to the aspect of intercom system, the respondents are satisfied with an
12. There is a significant difference between the profile of the respondents and their
level of satisfaction in the drive-thru services of a quick service restaurant.
Recommendations
Based on the derived conclusions, the researcher proposed the following
recommendations:
1. Provide trainings/workshops related to improving the interpersonal skills of
team members, specifically on how to properly communicate verbally and
non-verbally;
2. Invest more and add more technology solutions that can enhance the
drive-thru experience such as kiosks, mobile ordering apps, and communi-
cation systems to improve satisfaction of customers on order efficiency, re-
duce errors, and provide a seamless customer experience.
3. Highlight the importance of order accuracy and implement measures to en-
hance such accuracy. This could involve improving system of order confir-
mation, employee training programs, and quality control processes to mini-
mize errors and improve satisfaction of the customers.

4. Implement system that will improve the speed of service in the operations
of drive-thru service. This may include streamlining processes, leveraging
the above-mentioned technology solutions such as, but not limited to, mo-
bile-ordering or dedicated lanes for specific order types.
5. Emphasize to the employees the importance of efficient, fast, and friendly
customer service in drive-thru. Invest more in programs for staff training fo-
cusing on effective communication and customer engagements.
6. Develop and implement robust service recovery strategies particularly de-
signed for drive-thru services of quick service restaurants. This may include
protocols for timely resolution of customer grievances and empowering em-
ployees to provide appropriate corrective acts when mistakes happen.
7. Establish protocols that will regularly collect and analyze accordingly cus-
tomer feedback regarding the drive-thru service thru the use of surveys,
comment cards, or online review platforms. It may also consider giving in-
centives such as free fries upon answering survey.
8. Offer a diverse menu that caters to various preferences and dietary restric-
tions. Provide suggestions to incorporate customization options, allowing
customers to personalize their orders.
9. Improve communication channels during drive-thru experience. This may
involve implementing clear and audible speaker systems, training employ-
ees to communicate effectively and clearly, and utilizing visual aids like dig-
ital displays to display order details accurately.

10. Integrate sustainable practices into their drive-thru service, such as offering
eco-friendly packaging, promoting recycling initiatives, or sourcing locally-
produced ingredients.
11. Leverage data analytics and technology solutions to gather insights from
drive-thru service operations. Analyze data on customer wait times, order
accuracy rates, and customer feedback to identify trends, and areas for im-
provement.
12. Highlight the importance of staying attuned to evolving customer prefer-
ences. Conduct regular market research and monitor the customer prefer-
ences related to drive-thru service.
13. Emphasize the significance of online reviews and social media presence in
shaping customer perception. Actively engage with customers on social
media platforms, respond to feedback, and address customer concerns
promptly and professionally. A positive online reputation can significantly
influence potential customers' decision-making and their perception of the
drive-thru service.
14. Engage with local communities through partnerships or sponsorships. This
can involve supporting events in the locality, and also charities. By demon-
strating a commitment, the quick service restaurant can build a positive
brand image and foster a favorable satisfaction among drive-thru cus-
tomers.
15. Establish and improve or enforce rigorous cleanliness protocols, including
regular sanitation of drive-thru areas and proper hygiene practices for em-
ployees.
REFERENCES
[1] Algemoud, A.M (2008) Shopping behavior of supermarket customer I Kuwait jour-
nal of business and economics
research, 6(3)
[2] Ali, J., Kapoor, s., and janakiraman, M. (2010).Buying behavior of consumer for
food products in an emerging economy.
British food journal,112(2), 109-124.
[3] Arnold, S. J., Oum, T.H., and tigert, D.J. (1983). Department attributes in Retail
Patronage: Seasonal, Temporal,
Regional, and International Comparisons. Journal of Marketing Regional, 20,149-
157.
[4] Bakerr, J.P., Grewal, D., and Voss, G.B. (2002). The influence of multiple store
environment cues on perceived
merchandise value and patronage intentions. Journal ofmarketing,,120-122.
Bawa, K, and ghosh, A.(1999). A Modal of household grocery shopping behavior.
Marketing letters, 10(2), 149-160.
[5] Bearden, W.O. (1977). Determinant attributes of store patronage: downtown ver-
sus outlying shopping centers. Journal of
retailing, 53(2)
[6] Bellenger, D.N.,Roberetson, D.H., and Hirschan, E.C. (1976). Age and education
as key correlates of store selection for

female shoppers. Journal of Retailing, 52 (winter) 71-78
[7] Bhatnager , A., and Ratchford, B.(2004). A modal of retail format competition for
non- durable goods. International
journal of research in marketing, 21(1), 39-59.
[8] Bitner, M.J.(1992). Servicescapes: the impact of physical surrounding on cus-
tomers and employees. Journal of
markering 56(April), 57-71

APPENDIX 1
Sample Questionnaire
APPENDIX 2
Statistical Treatment Certification

APPENDIX 3
Biographical Statements
Ms. Arniela P. Rasgo was born in the 25 th day of July in the year 2001. He
completed her secondary education in Navotas National High School. He is also
currently taking Bachelor of Science in Business Administration at Navotas
Polytechnic College. He is currently an assistant of dental mission and currently
residing in 51 Galicia and Bangkulasi, Navotas City. She can be reached at
09072482876. Her email is rasgoarnela25@gmail.com.
Mr. Jericho Dela Cruz was born in the 12 th day of November in the year 1999. He
completed his secondary education in Tangos National High School. He is also
Polytechnic College. He is currently a Professional Hair and Makeup Artist and
currently residing in 175 S Roldan St., Tangos, Navotas City. He can be reached at
09953376575. His e-mail is jerichodelacruz1221@gmail.com.
Ms. Susamie O. Illut was born on the 27 th day of October in the year 2000. She
finished her secondary education at Hilantagaan National High School Extension.
She is also currently taking Bachelor of Science in Business Administration at
Navotas Polytechnic College. She is currently residing at Block 9, Lot 6, Dulong
Street, Phase 1B, Kaunlaran, NBBS Navotas City. Ms. Illut can be contacted at
09812059076. You may also reach her via e-mail at susamie.illut@gmail.com.
Ms. Charesse V. Remolano was born on the 4 th day of October in the year 2001.
She finished her secondary education at Calandagan National High School. She is
Polytechnic College. She currently resides at Block 33 Lot 56 P-2 A-2 NBBS, Dagat-
dagatan, Navotas City. Ms. Remolano can be contacted at 09101980508. You may
also reach her via e-mail charessevigonteremolano@gmail.com.
Ms. Ronar O. Morales was born on the 30th day of July in the year 2002. She
finished her secondary education at San Roque National High School. She is
Polytechnic College. She currently resides at Judge A. Roldan 1655 Champaca St.,
Daangbanko, San Roque, Navotas City. Ms. Morales can be contacted at
09358632980. She may also be reached via her e-mail ronarmorales4@gmail.com.
Mr. Niel Brian T. Jungaya was born in the 12 th of June 2002. He completed his
secondary education in Longos National High School. He also currently takes
Bachelor of Business Administration Major in Marketing at Navotas Polytechnic
College. He is currently a resident in Block 38 A-Lot 12 Phase 3 F-1 Dagat-dagatan,
Caloocan City. He can be reached at 09358632980 and his e-mail is
nielbrianjungaya@gmail.com.
Ms. Honey Kaye C. Hilis was born on the 15 th day of July in the year 2001. She
finished her secondary education at Navotas National High School. She is also
Polytechnic College. She is currently residing at 12 Little Samar Street, San Jose,
Navotas City. She can be contacted at 09329692757 and her e-mail is
athoneykayehilis146@gmail.com.
Ms. Merry Joyce B. Pangelino was born on the 31 st day of March in the year 2001.
She finished her secondary education at Amado E. Lazaro National High School
Extension. She is also currently taking Bachelor of Science in Business
Administration at Navotas Polytechnic College. She is currently residing at R10
Santiago Compound NBBS Proper Navotas City. Ms. Pangelino can be contacted at
09304430586. You may also reach her via e-mail at
merryjoycepangelino63@gmail.com.
Ms. Juliana Fae M. Confesor was born on the 26 th day of July, 2003. She finished
her secondary education at Governor Andres Pascual College. She is also currently
taking Bachelor of Science in Business Administration at Navotas Polytechnic
College. She is currently residing at L. Santos St. Tangos, Navotas City. Ms.
Confesor can be contacted at 09774424731. You may also reach her via e-mail at
confesorjuliana87@gmail.com.
Mr. Christian Bjorn A. Reganit was born on the 29 th day of June, 2003. He finished
his secondary education at Tinajeros National High School. He is currently taking
Bachelor of Science in Business Administration at Navotas Polytechnic College. He
is currently residing at 168 Los Martires St., San Jose, Navotas City. Mr. Reganit
can be contacted at 09770670593. You may also reach him via e-mail at
bjornreganit@gmail.com.

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NAVOTAS POLYTECHNIC COLLEGE i

CUSTOMER PERCEPTION OF THE DRIVE-THRU SERVICE OF

A Marketing Research Paper

In Partial Fulfillment of the Requirements for the Subject,

This marketing research paper entitled CUSTOMER PERCEPTION OF THE

ARMAN L. GUINTO, DBA

PROF. LUZ P. DELA CRUZ PROF. REYNALDO DE VERA

Approved by the Panel on Oral Examination on 30 JUNE 2023 with the

PROF. MARIA LOURDES G. STA. MARIA

PROF. REYNALDO DE VERA PROF. MARIA LOURDES G. STA. MARIA

Accepted in partial fulfillment of the requirements for the subject, Marketing

PROF. EMY CORPUZ

this legal research study possible.

1 The Problem and Its Setting

2 Review of Related Literature and Studies

Data Gathering Procedure 36

4 Results and Discussion

5 Summary of Findings, Conclusions, and Recommendations

Appendix 1 Sample Questionnaire 64

Number Title Page

1 Frequency and Percentage Distribution of the

2 Frequency and Percentage Distribution of the

3 Frequency and Percentage Distribution of the

4 Frequency and Percentage Distribution of the

5 Frequency and Percentage Distribution of the

6 Frequency and Percentage Distribution of the

7 Arithmetic Mean and Verbal Interpretation of the

8 Arithmetic Mean and Verbal Interpretation of the

9 Arithmetic Mean and Verbal Interpretation of the

10 Arithmetic Mean and Verbal Interpretation of the

11 Arithmetic Mean and Verbal Interpretation of the

12 Arithmetic Mean and Verbal Interpretation of the

13 Arithmetic Mean and Verbal Interpretation of the

14 Arithmetic Mean and Verbal Interpretation of the

15 Arithmetic Mean and Verbal Interpretation of the

16 Arithmetic Mean and Verbal Interpretation of the

17 Difference Between the Level of Satisfaction

18 Difference Between the Level of Satisfaction

19 Difference Between the Level of Satisfaction

20 Difference Between the Level of Satisfaction

21 Difference Between the Level of Satisfaction

22 Difference Between the Level of Satisfaction

Number Title Page

THE PROBLEM AND ITS SETTING

In today's high-octane lifestyle where time is of the essence, quick service

meals without the need to leave their vehicles.

changing expectations of the customers and advancements in technology. As a criti-

the perceptions of customers of a restaurant brand. It encompasses various dimen-

sions, including outdoor menuboard, security measure, order confirmation system,

pay window, among others.

Understanding the perceptions of customers of drive-thru service is of para-

a restaurant. But negative connotations can lead to customer dissatisfaction and

may potentially injure an established reputation of a restaurant.

thru service in a quick-service restaurant is essential for restaurant managers and

student-researchers, like us, alike. By gaining insights on customers’ preferences,

gies to enhance the drive-thru service experience of all.

This research aims to analyze customer perception of the drive-thru service of

a particular quick-service restaurant. Through an exploration of literatures for the last

The primary objective of this theoretical framework is to acquire an in-depth un-

various dimensions, such as reliability, responsiveness, assurance, empathy, and

of physical equipment, facilities, communication materials, and personnel.

conceptual distinctions and organize ideas. Strong conceptual frameworks capture

the term conceptual framework crosses both scale (large and small theories) and