2008, Vol.32, No.5

Journal of Tourism Sciences 2023 KCI Impact Factor : 2.7

pISSN : 1226-0533 / eISSN : 2713-6388
https://journal.kci.go.kr/JTS

Food service industry has emerged as the high-value-added growth engine and the key industry that can lead the national and local economic development in the 21st century. The results were used to implement another double-test on supplier value and consumer-oriented purchaser value in order to derive the ERRC evaluation variables of each corporate. Then, the blue ocean strategy for new demands and the market expansion through value innovation were derived. The most important point of this study was to examine the traditional competition strategies based on the existing industrial structures. Since it was determined that the existing traditional competition strategies would not be able to break away from the current situations of tourism corporate, this study attempted a substantial study on blue ocean strategy that can create new demands and promote sustainable growth through value innovation of both purchasers and suppliers. The findings of this study could be used to derive new strategic measures to create a blue ocean through value innovation and provide basic information to establish specific food service industry management plans including marketing plans.

In the foodservice research area, there have been many studies concerned with restaurant choice attributes based on consumer behavior theory but relatively little attention was paid to the intrinsic motivation or constraints related to eating-out activity. In this context, this study aims to build a conceptual structural model through related literature reviews, to verify a supposed model and hypothesis and to evaluate the results of empirical study. The total 1394 valid samples were collected from May 20, 2008 to June, 10. Major findings of this study were as follows: First, the supposed model was accepted restrictively in the statistical significance. Secondly, intrapersonal eating-out constraints had strong negative effect on the eating-out participation. Third, interpersonal eating-out constraints didn’t have any relation(+, -) to eating-out motivation, but the other constraints had positive effect on the motivation.

This paper provides an exploratory study of price dispersion in the restaurant market and checks for the application of the existing concepts of price dispersion. Three research problems are studied: To what extent are the actual price dispersion in restaurant menu items?, To what extent does the customers perceive price dispersion in restaurant menu items? And what are the differences and characteristics between these two types of price dispersion? Twenty-seven menu items were used for the current study. The results showed that the actual price dispersion were in the range of 1.75 and 11.67 whereas the perceived price dispersion had wider range of numbers between 1.43 and 5.2. Based on these two types of price dispersion, 27 menu items were classified into 4 groups where each group implying different search cost and customer welfare.