Introduction
Globalization has caused changes in the global economic and
technological environment, therefore competition between companies is more dynamic
(Pin et al. 2024) and has reconfigured the structure in the way products as
well as services are produced and marketed (Correa, 2020). However, smaller
organizations face difficulties that limit their development and sometimes it
is complicated to generate competitive advantages that allow them to survive in
the markets, due to the scarcity of economic resources and the fact that
capacities are limited, especially in food businesses (Correa, Pino &
Ortega, 2024).
In Mexico, Small and Medium-sized Enterprises (SMEs) are classified
according to the number of workers (Patiño et al. 2022), are relevant due to
their large number of units and the generation of formal jobs in the localities
where they are located (Gutiérrez et al. 2014; Ibarra, González y Demuner, 2017; Becerra-Godínez et al. 2022; Correa et al.
2024). They are an excellent channel for the distribution of wealth and a key
element in the reduction of social inequality, however, the environment where
they develop conditions the continuity or disappearance of companies in the
market (Chaves-Maza y Fedriani, 2023). The study of
companies related to gastronomy is important due to the preservation of
ancestral knowledge and their cultural diversity (Correa, 2022), in addition to
food being an essential part of human beings as a biological need (Gutiérrez,
et al. 2014).
The generation of competitive advantages as an efficient service in the production
of goods helps small companies increase their sales and create value in the process.
SMEs are very heterogeneous due to the diversity of lines of business and
business culture of each unit, so their study is complex (Aguilar, 2023). They
are considered one of the main engines of development that drive the economy (Véliz et al. 2023) and constitute an important source of
income for thousands of families (Correa, 2017, p.14). In this sense, it is relevant the analysis of business competitiveness and the variables
that determine economic performance. In the state of Zacatecas, there is
no research work that allows us to understand customer service and the
relationship with expenditure in restaurants, the contribution that this paper
intends to make is to fill the gap that exists in the literature on SMEs.
There is currently a lack of studies on the competitiveness of small-enterprises dedicated to the food sector, such as
restaurants. However, this paper analyzes service and expenditure from the customer´s
perspective because both variables are critical for business development (Correa,
2022). The main objective of this document is to study the relationship of internal
variables, through the construct called “customer service” and the relationship
with “expenditure” in restaurants, to determine how they influence
competitiveness in SMEs in the food and beverage service by means of a linear
regression analysis using the least squares technique for hypothesis testing.
The document is structured first with the study of the research problem
that includes the analysis of the difficulties faced by restaurants, and then
the theoretical framework composed of the definition of concepts; after the
context and the theoretical section of Resources and Capacities are developed. Next,
the methodology is presented with the measurement of variables used and finally
the analysis of the results and the discussion; lastly, there are the
conclusions reached and the limitations of the study.
Statement of the Research Problem
With the Covid-19 pandemic, the tertiary sector, specifically the food
and beverage businesses, were the most affected business segment with the loss
of jobs, the decrease in productive activities and in some cases the closure of
businesses (Correa, 2022). This is explained by the social confinement and the
decrease in the number of customers as well as commercial relations between
organizations (Correa et al. 2024), coupled with the high mortality rate in the
service sector (García & López, 2014). Given the importance of restaurant
businesses in the local economy, this section analyzes the problems that these
economic units are going through, due to the fact that
productivity has deteriorated and they do not show any growth (Martínez, 2002,
p.15).
Micro and small organizations face a series of difficulties that slow
down their competitiveness. In the literature reviewed, it is explained that
the insufficient creation of opportunities in formal economy aggravates unemployment
and stimulates creation of companies in the informal sector (García &
López, 2014; Correa et al., 2024), as an example are the gordita stalls and
torta, tacos establishments and traditional fondas that
are generally small and family businesses (Gutiérrez et al. 2014). Operating
within the informal economy limits the monitoring and measurement of the
production process and the level of income, therefore it is not possible to
know the variables that affect competitiveness (Véliz
et al 2023). More of than half of the population involved in sector service
sector does so in the in the informality, in addition to the fact that most
micro-enterprises have low productivity (Cordera, 2018, p.63), poor administrative
management, lack budget control and no formal accounting (Martínez &
Scherger, 2024).
This type of informal business operates in spaces that are not suitable for the production of the service (García and López, 2014; Patiño
et al. 2022) and there is no capacity to enter national markets due to the
complex competitive environment and lack of investment. They are difficult to
study because of the diversity of segments in which they operate the sizes and
variety of businesses (Ivanova, 2024). Another aspect that makes it difficult
to study the performance of smaller companies is the unstable economic
environment as well as the lack of constant sales, which causes that not enough
income is generated (Saavedra, 2020).
Aguilar (2023) provides that the problems of SMEs lie in the management
of adequate personnel, since they present difficulties in the way they hire
trained employees, coupled with the high rates of staff turnover due to the fact that salaries are generally not well paid, since
they are below the national average (Gutiérrez et al. 2014). Not to mention
that sometimes jobs in the sector are not covered by social security benefits
that are expensive and the service is of very poor
quality (Rubio & Baz, p. 66).
Another aspect is that the SMEs have long waiting times in the
processes, as well as deficiencies in quality, inefficient working methods and defective
products. They generally have low production volumes
and the implementation of technology remains a fundamental problem (Correa,
2020). In some cases, micro entrepreneurs do not have training in business
administration and have limited levels of schooling, in general they are
undercapitalized with serious deficiencies of working capital and investment (Correa,
2017, p.19).
Herrera-González (2021) adds that in customer service companies have
deficiencies in process improvements, due to the fact that
they do not have an adequate service design. They generally fail to meet the
agreed deadlines for the delivery of goods or service,
do not carry out market studies and face quality problems in the service they
offer, which causes complaints and claims from the customer. This results in
deficiencies in customer service management, which has a negative impact on
business competitiveness.
For their part Morales-Morales et al. (2023) point out that the problem
in small companies lies in the lack of insertion in world markets, due to the fact that trends in globalization are changing. For
the authors Pin et al. (2024) SMEs are not interested in the acquisition of
knowledge and skills aimed at capacity growth, therefore, there is a lag in
process, quality and logistics. Based on the above, we can argue that the study
of the micro-business environment is complex due to the various problems that
are present in performance, together with the organizational culture that is
not oriented to the creation of competitive advantage and business growth.
Specifically in restaurants, for Gutiérrez and others (2014) the main
challenge faced by food and beverage companies is competition of identical lines of business that are
located in the same area and that have a slow
growth, coupled with the fixed operating costs and the high price of raw
materials. Another serious problem is that municipal procedures and operating
permits, as well as the payment of the state and federal taxes, are
time-consuming and bureaucratic.
The authors Ruano-Arcos et al. (2024) point out that restaurants
constantly face the obstacle of the scarcity of economic resources and the
implementation of innovation, they lack sufficient financial means,
infrastructure and qualified labor. Another perspective is that of García &
López (2014) who argue that most restaurants do not provide frequent training
to staff, which generates turnover; a difficulty that remains an area of
opportunity in the service sector.
Concomitantly, since the eighties there has been a diversification of
diet, which has an impact on changes in living conditions (Cárdenas, 2010), as
an example Alcántara, Calderón & López (2024) point out that 80% of the
adult population in Mexico consumes carbonated beverages and has poor eating
habits, which means that 75% of women and 73% of adult men are overweight and
obese. This causes the presence of diseases such as diabetes mellitus, kidney
problems and heart disease among the population that attends restaurants.
Correa (2022) provides that this type of business modifies the family
diet, because it markets products that are not healthy and cause the
indiscriminate consumption of resources such as water and electricity. Another
perspective is that of Alcántara et al. (2024) who write that there are dietary
deficiencies, which alter people´s metabolism and increase the presence of chronics non-communicable diseases in the population,
explained by the consumption of processed foods such a
soft drinks, sauces, dressings, and cookies that are
marketed in restaurants.
In administrative terms, there is no mastery of basic processes and an
understanding of the importance of competitiveness in businesses, especially in
smallest ones. Traditional restaurants such as taco or typical food businesses
have difficulties in equipping machinery or equipment and do not have the
financial resources to invest (Correa, 2020; Patiño-Delgado et al. 2022). Technological
kitchen appliances are insufficient and lack a variety of dishes (Correa,
2022); sometimes customers are dissatisfied because the food does not meet the
nutritional balance.
Correa (2022) in his recent research points out that the lack of systems
to measure customer satisfaction and service quality remain
a fundamental problem, coupled with inefficient communication and the lack of a
diner-oriented vision, resulting in a lack of inadequate planning and
decision-making that do not allow continuity to internal processes in
restaurants. On the other hand, Rubio & Baz (2005, p.22) carry out a very
interesting analysis and prove that companies in our country are not
competitive because electricity, which is a basic input for production, is
expensive, labor and tax regulations are complicated, which sometimes makes
them difficult to comply with. Another limitation that slows down
competitiveness is that workers do not have the educational levels (Correa,
2020) that allow adding value to the production process, so it is considered
that the service in restaurants is deficient.
Another aspect that undoubtedly affects the performance of businesses and
sometimes the definitive closure of these units is insecurity and the increase
in crime rates (García & López, 2014). Based on the above analysis of the
previous section, where the difficulties faced by restaurants were discussed,
which causes the stagnation of the development and growth of these companies,
generating effects on the local economy; the following research question
arises: what is the relationship between customer service and expenditure in
restaurants?
Theoretical Section
Conceptual Framework
Business competitiveness
in restaurants
SMEs are the backbone of the Mexican economy (Ibarra et al., 2017), therefore
studying the concepts associated with competitiveness is relevant; an approximation
to the definition of competitiveness appears in 1965, when Igor Ansoff was the
first author to study strategy and competitive advantages, key terms in
business analysis; to date, its contributions are notable in performance (Correa,
2020), because it is possible to study competitiveness and strategy.
The literature reviewed converges that the definition of competitiveness
is a difficult concept to pin down because it has multiple interpretations
depending on the segment, which can be industrial, business or individual. Other
authors such as Robbins & Coulter (2005, p.464) define the concept of
productivity as the production of goods and services divided by inputs required
for production. In this research work, productivity and competitiveness are
used interchangeably. For their part Ibarra et al. (2017) provide
that there is no single definition, however, Porter (2020, p.179) contributes
to the study of competitiveness and points out that it is key in determining
the success or failure of companies, it is made up for innovations and business
culture. Michael Porter defines competitiveness as “improvement in cost,
differentiation, implementation of technology and innovations applied in the
company´s value chain”.
The term “competitiveness” is related to the conditions of the
environment and the ability of the entrepreneur to generate advantages over his
competitors (Rubio & Baz, 2005, p.9); it is a term that corresponds
exclusively to companies regardless of their size. Thus, a competitive business
is one that manages to develop goods and services, reduce its costs and
implement innovations based on its internal resources. Another definition is
provided by Rodríguez et al. (2023) who contribute to the study of
competitiveness and define it as the ability of a company to systematically
maintain competitive advantages through the creation of goods and services by
taking advantage of technological, economic and human resources.
Competitiveness according García & López (2014) is the ability of
companies to generate competitive advantages in the face of rivalry with other
companies and is usually measured by quantitative indicators such as economy profitability,
financial leverage (Chaves-Maza & Fedriani, 2023)
and qualitative indicators such as: behavior, customer perception and
innovation. A classic definition is that of the Oxford Dictionary of Economics,
which conceptualizes it as the ability to compete in markets for goods and
services (Oxford Reference, 2024). Another interesting concept is provided by Gutiérrez
et al. (2014) who define it as the ability to develop attributes for business
development and the creation of value that generates competitive advantages
over competitors.
For Acerenza (2009, p.16) competitiveness is
defined by tangible and intangible factors, for example, in the tangible ones are the product
and the Price , while in the intangible elements the
quality, innovation, creativity, attitude and aptitude of the entrepreneur
stand out. From the previous discussion, in this research work it is defined that
competitiveness is determined by the use of internal
resources as well as the capabilities that the company has, from their competitive
advantages can be obtained on which the strategy and decision-making in the
organizations are based. Regarding the definition of restaurants, this document
uses the concept proposed by the National Institute of Statics and Geography [INEGI]
(2024) where it is specified that they are generic food preparation businesses for
the purpose of selling them.
Customer Service and the
expenditure
Companies are important in economic and social relations, because they
are a source of employment and satisfy various needs of society through the service
they provide, and it can be perceived subjectively by the customer who receives
it through experience, trust, quality and satisfaction (Gutiérrez et al. 2014).
It is essential in the generation of competitive advantages and is related to
the company´s marketing (Kotler & Armstrong, 2012), sales, logistics and
technology of the organization (Porter, 2020, p. 339).
Customer service can be defined as the intangible activity or benefit
that one party offers to another (Gutiérrez et al. 2014). For his part, the author
Martínez (2002, p.153) argues that the best service is not necessarily the one
that is most attractive to the consumer because the following attributes must
be considered: the value for money, appearance of the service and the guarantee
valid for the indicated time. The service is provided according to what the
customer wants and the degree of satisfaction; in this way, Robbins &
Coulter (2005, p.346) state that customer satisfaction and loyalty are
explained by employees with a positive attitude who are friendly, optimistic
and sensitive, who receive training regarding the importance of customer
service as well as the treatment they perceive from employees who are in
contact with the customer.
A very interesting analysis can be found with Longenecker et al. (2012,
p. 410), who point out that customer service is a business strategy designed to
achieve greater profitability and achieve consumer satisfaction through
segmentation focused on highly defined customer strata, with the purpose of
getting him to return and buy more than once and thus achieve lasting
relationship. Once the customer is satisfied by means of excellent service,
they can pay and refer them to friends and acquaintances. According to Zárraga, Molina & Corona (2018) in the study of customer
service, staff have a lot of influence because they are responsible for
presenting the service, the authors argue that exist a relation positive
between customer service and satisfaction.
For Kotler & Armstrong (2012, p.233), customer service is an element
of the product strategy and usually includes support services that are part of
the total offer that increases the value of the products; the authors mention
that post-sale follow-up is the key to building lasting customer relationships.
Another more recent perspective is by Herrera-González et al. (2021) who point
out that companies must provide customer response in the shortest possible time
and with the minimum cost to customer needs.
According to García (2016) customer service is one of the great demands
of companies that require adequate attention, in order to
make them feel satisfied according to expectations and perceive an adequate
monetary value for what they pay. Therefore, in this research article, customer
service is determined by the organizational culture and internal process
carried out by food and beverage microenterprises to satisfy customer needs
through service and thus generate competitive advantages.
The relationship between customer service and expenditure has been
studied (Yi & La, 2004; Erfle, Forrester & Yao, 2018; Rahayu, 2023; Cachón 2023); by example the author Rahayu (2023) points
out that the customer service is determined by tangible resources, quality,
assurance and empathy; for his part Erfle et al. (2018) propose that consumers
when purchasing service look at the price and the total expenditure, argue that
the total amount of money spent by an individual when ordering food on a
restaurant is the result of individual action. For Cachón
(2023) customer service is a key and relevant process in restaurants, among the
attributes most valued by customer are price, service time and atmosphere. With
the above, it is evident that there is a relationship between customer service
and expenditure in restaurants. The authors Yi & La (2004) argues that the
prior research mainly focused on the relationship between customer satisfaction
and loyalty, find that costumer service does not necessarily result on higher
visit to businesses.
Contextual Framework
Restaurants are currently conditioned by adaptation to the environment
(Cruz & Miranda, 2019), which is changing and complex. In the countries of
the American continent, small and medium-sized enterprises representing 95% of
production units can be more competitive due to their ease of adapting to
changes (Ibarra et al. 2017). We will begin the contextual section by analyzing
the Latin American environment. In Peru, the restaurant sector has a higher frequency
of consumers in the Easter period, business manager’s point out that 27% use the
strategy of good service, 23% the price, 24% the quality of dishes, and 17% the
traditional flavor to be more competitive (Farfán et
al. 2020).
In the Mexican context, the authors Ibarra et al. (2017) point out that
there are approximately 4´150,000 business units, of which 99.8% are SMEs. Recently,
INEGI (2024) reports based on data from the 2019 Economic Census, that restaurants
represent 12.2% of the total businesses in the country and produce around two
million jobs, which means 7.5% of the total jobs generated. Restaurants with a “la
carte” or “comida corrida” food preparation services generate high levels of
production and employment with few economic units, while tacos, gorditas and
tortas businesses have less production and many economic units.
The service sector is very varied and it is
estimated that there are 1´899,812 establishments (INEGI, 2024b), which includes hotels, restaurants, hospitals, cinemas, beauty salons
and recreational activities; contributes more that 20%
of total jobs (Correa, 2022). In our country, this important sector has
experienced growth, especially in the restaurant sector (Chávez-Maza &
Cavazos-Arroyo, 2024), they are also relevant because boost the competitiveness
of companies that are in the same area (Correa, 2022) such as grocery stores,
transport companies and sometimes nightclubs.
In a study in the state of Baja California, the authors Cruz &
Miranda (2019) provide that the variables the influence the competitiveness of
food and beverage companies are the use of technology and customer relationship,
they find that 96% of restaurants have bank terminal for customer collection,
83% manage a email account to maintain communication with suppliers, 78% of
business use computers for daily restaurants activities and 57% have a
reservation service. Regarding the management of the restaurant´s image, 83% of
businesses have a website, 74% use Facebook on social networks and 61% serve
users through chat. In the state of Hidalgo, Figueroa, Cavazos & Cerón (2023) who studied service companies, found that
organizations that emphasize customer focus tend to increase revenue through
knowledge of the diner´s requirements, as well as the competitive strategy
used. These three variables are positively and significantly related to
organizational performance.
In the Zacatecan context, the author Correa
(2022) makes important contributions based on a structural equation model in
which he studies the resources and capacities in restaurants; the results
indicate that the variables that have an impact on competitiveness are the
resources “attachment to customs” and “the value of authenticity”. As well as
the capabilities “treatment received, the attitude of the staff towards the
customer and the solution of problems” and the variable “infrastructure of the
premises, the employee´s clothing and presentation of the menu”. With the above
data, the importance of food businesses and their contribution to job creation
can be confirmed. To continue with research, the Theory of Resources and
Capabilities is analyzed, a current of thought that contributes to the study of
companies.
Respect to the context of the restaurant Industry, Cachón
(2023) adds that 88% of SMEs prioritize the customer experience and 70% of
customers attend business that offer extraordinary service in food and
beverages, for his part Correa (2022) finds than in Zacatecas the average
numbers of diners are in 30 years old, 63% are women and 90% of customers are
professionals, 94% attend with their family and have an expenditure of $806
Mexican Pesos.
Resource-Based Theory
In this section, the existing knowledge related to food SMEs is
discussed with the foundations of the Resource-Based Theory (RBT). According to
Fong, Flores & Cardoza (2017), the roots of this theory are
located in the contributions of the classic authors of economic thought
such as David Ricardo, Joseph Alois Schumpeter y de Edith Penrose at the end of
the 50´s of the last century. Penrose in her book “The Theory of Firm Growth” (1959), contributed to the study of
entrepreneurial resources and capabilities; the document is
considered to be the first formal contribution to this current thought.
In the classic literature, Barney (1991) points out that resources are
acquired for a specific purpose and are essential to achieve competitive
advantages, he adds that they must be heterogeneous, valuable as well as difficult
to replace, therefore, the amount of resources that the companies possess are important in competitiveness
(Correa, 2017, p 35). Thus, small companies can compete with large ones,
especially if they emphasize good customer service and achieve quality by
optimizing the use of resources and capabilities in organizations (Longenecker et
al. 2012, p.20; Chávez-Maza & Cavazos-Arroyo, 2024). For the authors García
& López (2014), companies depend fundamentally on their resources and the
way they are managed to obtain competitive advantages that are considered key
to the progress and achievement of objectives of restaurant companies.
For his part, Correa (2017, p.33) provide that small companies, given
their characteristics, have resources and capacities that are scarce; finds
that machinery and equipment are the resources that influence competitiveness, as
well as innovation capabilities in product and marketing, findings that are
consistent with Correa & González (2017). In recent research, Rodríguez et
al. (2023) explain that the RBT is key to achieving competitive advantages,
under the approach that internal resources are what allow companies to select
opportunities. The same authors in their study in restaurants in the state of
Colima, through an analysis of structural equations confirm the existence of the
relationship between internal business capacities and competitiveness, finding
as variables the management of human capital, quality and financial
capabilities.
Other RBT approaches that measure customer perception were found in the
literature, such as those presented by Becerra-Godínez et al. (2022), who study
customer service through the DINESERV instrument applied in restaurants in the
state of Aguascalientes; they found that the reliability, responsiveness and
empathy, appearance and clothing of the staff are elements that generate
competitive advantages. Another contribution in the state of Baja California in
restaurants is made by García & López (2014) who find that innovation, human
resources, quality assurance, accounting, finance and ICTs are variables that
have an impact on business competitiveness and determine customer loyalty.
Considering the above, Ivanova (2024) points out that the implementation
of innovations helps to raise the levels of competitiveness and efficiency in
companies, likewise, she contributes that strategic decisions determine the
competitiveness of business. Other perspectives indicate that competitiveness
in restaurants is based on the price, quality and perceived value of the
product (Correa, 2002) and in the marketing innovations that it makes in
business (Kotler & Armstrong, 2012; Chávez-Maza & Cavazos-Arroyo,
2024).
Longenecker et al. (2012, p.85) point out that in
order to evaluate the company internally, it is necessary to understand
the difference between resources and capabilities. Resources are the inputs
that can be used in the business and are classified into tangible and
intangible (Correa, 2017, p.36) and capabilities are the integration of
resources to achieve a competitive advantage. Another contribution to the RBT
is by Correa (2022), who carries out an empirical analysis based on this theory
in restaurants through a structural equation model and studies resources such
as trust in food, hygiene in food preparation, roots and traditions of the
business, adherence to customs and the value of authenticity. Capacities are
classified into infrastructure; composed of the clean bath, business lighting
and ease of parking, accessibility, staff efficiency, treatment received,
attitude towards the customers and problem solving. To conclude this section, according
to Cruz & Miranda (2019), in SMEs, competitive advantage is explained
through entrepreneurial capabilities and customer service, collaboration with
suppliers, faster service, the use of applications for reservations and customer
databases. Nasution & Rafiki (2018) corroborate that customer service is
positively related to the performance of the organization. Based on the past studies, theoretical
framework for this study is developed as follow
(figure 1):
Figure 1. A Hypothesis Framework
Resources of customer service
|
Roots and tradition of
the business Attachment to customs
Hygiene in food
preparation Treatment received and
attitude of the staff Trust in food |
|
Customer Expenditure |
|
Business Competitiveness |
The study was quantitative, correlational, longitudinal and
non-exploratory (Hernández, Fernández & Baptista, 2010, p.119), the non-probabilistic
sampling, determined by convenience, because there are no data on the number of
customers who visit restaurants that allow estimating a sample size. For data
collection the sequence was as follows. First, a pilot test was applied to
calculate the accuracy of the instrument and test the questionnaire (Ramírez,
2015, p. 25), once tuned, it was carried out through a questionnaire based on
the review of literature and was applied personally to customers to ensure the
quality of the information and avoid errors of interpretation. The study was carry carried out in two restaurants in the metropolitan
area of Zacatecas, the demarcation is composed of the
capital city Zacatecas and the magical town of Guadalupe to customers who
attend to taste food and who agreed to answer the questionnaire, in the period
from November 2019, 2020 to July 30, 2024. These
businesses were selected for their location, the diversity of food, price and
service that offer, as well as tradition and for large influx of customers.
Variables Measurement
The instrument was designed with a dimension that is called “customer
service” composed of six questions, which are the independent variables (X). A single
question for the dependent variable (Y) called “customer spending” based on
Robbins & Coulter (2005, p.466) who argue that competitiveness is measured
by the sales revenue that a company receives when it sells the service.
The questionnaire was collected personally through interviews and a Microsoft
form. The answers were evaluated using a five-choice Likert scale where: 1=never,
2 =almost never, 3 =rarely, 4 =almost always and 5 =always (Hernández et al.
2010, p.247). The total number of people who answered correctly was two hundred
and twenty-six. For the independent variables of customer service (X), the
scales indicate the degree of agreement or disagreement of each of the questions
answered by the client (Malhotra, 2008, p.274). The dependent variable (Y) was
measured with a metric scale by means of the expenditure in Mexican pesos ($) that
the customer makes during the visit to the restaurant (Robbins & Coulter,
2005 p. 466; Correa, 2017, p.54).
For the hypothesis test, the statistical technique of multiple linear
regression was developed, which aims to find which variables of the model exert
influence on customer spending to enable the study of the relationship between
the dependent variable (Y) and the independent predictor variables (X) (Mendenhall,
1990, p.493; Spiegel & Stephen, 2002, p.288; Ruiz, 2015, p.63). According
to Malhotra (2008, p.542), this type of analysis is a flexible procedure that allows to know the association relationship between the
metric dependent variable (Y) and the independent variables (X).
The data were analyzed in the SPSS V.20 statistical package, in the first
instance the internal consistency was evaluated by means of Cronbach´s Alpha
coefficient, and then the model was evaluated corroborating the predictive
capacity. To explain the results of the multiple regression analysis, the
general form of the Y=f(x) model is used, according to Spiegel & Stephens
(2002, p. 4), resulting in the follow equation:
Y = β0 + β1X1+ β2X2 +β3X3 + β4X4 + β5X5 + β6X6 + µ (1)
The variable (Y) is
calculated by means of equation two:
Ŷ = a + b1X1 + b2X2 + b3X3
+ b4X4 + b5X5 + b6X6 +
µ (2)
Where: Ŷ = predicted value; Y
= customer spend on each visit to the restaurant;
a: represents the
intersection; b: regression coefficients,
according to the results of the observations;
X1 – X6:
these are the variables of the construct “customer service”; µ = random error term.
In the multivariate regression model, the least squares technique is
used to estimate the parameters in such a way that the error is reduced (Spiegel
& Stephens, 2002, p. 287; Malhotra, 2008, p.553). On the other hand Render, Stair & Hanna (2012, p.118) point out that
the best regression line is the one that has the minimum sum of the squares of
errors. In our case, the dependent variable “y” is the customer´s expenditure on consumption when visiting a
restaurant and “customer service” measured by internal resources which are shown
in table 1.
Table 1
Operationalization of Resources and Capacities variables
|
Variable |
Indicator |
|
Y =
dependent (metric variable) |
Customer
spending on restaurant visit |
|
X1
= Roots and traditions of the business |
In
a restaurant, do you consider the roots and tradition in the locality
important? |
|
X2
= Attachment to customs |
How
relevant is the preparation of typical food with adherence to regional
customs? |
|
X3
= Authenticity of the business |
How
transcendent is the value of authenticity in the restaurant´s gastronomy? |
|
X4
= Hygiene in food preparation |
When
you go to a restaurant, do you perceive hygiene in food preparation? |
|
X5
= Treatment received and attitude of the staff |
Do
staff efficiency, staff attitude, and problem-solving take you into account
when attending a restaurant? |
|
X6
= Trust in food |
Generally speaking, do restaurants give you confidence in food? |
Note. Variables and
indicators.
For the
hypothesis test, the model establishes the null hypothesis that the variables
considered in equation two, do not influence customer
spending, which in our case can be interpreted as the competitiveness of the
restaurant, based on Correa´s model (2022a) in equation three:
H0: β1=0; β2=0, β3=0, β4=0; β5=0, β6=0 (3)
Where:
H0: Customer
service resources are not relational by the customer´s expenditure in the
restaurants.
Results and Discussion
Based on the information
collected, table two shows the descriptive statistics of the people who
answered the questionnaire, includes the age, gender,
education of the customer, the people with whom they frequent the restaurant, the
means of transport used; as well as the reason for attending the restaurant, the
consumption expenditure and finally the range of investment per customer.
Table 2
Descriptive statistics of customers
|
Average age |
30 years |
|
Age range |
18 – 70 years |
|
Gender |
Male 39% Female 61% |
|
Schooling |
Secondary 1.33% Baccalaureate 10.18% Professional 88.49% |
|
Restaurant assistance |
Couple 16.82% Friends 20.35% Family 62.83% |
|
Means of transport
used |
Public transport 8.40% Taxi 4.87% Own car 86.73% |
|
Reason for visiting
the restaurant |
Getting to know the
gastronomy 18.15% Leisure 28.32% Work / Business 4.42% Coexistence 49.11% |
|
Average investment in
consumption when attending restaurants |
$812 Mexican pesos /
$42.67 US Dollar* |
|
Investment range per
client |
$80 - $4,000 Mexican
pesos / 4.02 – 210.19 USD* |
*Exchange rate: 19.03 MXN/USD
As can be seen in table two, the people who attend the restaurants are young
people with an average age of 30 years, 61% are women and 39% men, 88.49% of
the customers are professionals. 62.83% of customers attend the restaurant in the
company of their family, 86.73% of diners travel in their own vehicle. 49.11% of customers go to a restaurant to
spend time with their family. The average investment per person is $812 Mexican
pesos in consumption, which is equivalent to $42.67 US dollars. The minimum
that each customer invests is $80 Mexican pesos equivalent to $4.02 US dollars,
and the most spent on food and beverages are $4,000, which is equal to $210.19
US dollars.
To continue with the analysis of results, the hypothesis test is
presented, where the multiple regression analysis technique was used. In the
model the independent variables are the services (X) and
the dependent is the customer´s expenditure on consumption (Y). Internal
consistency was assessed using Cronbach´s alpha, which is very close to the recommended
.70. The result is presented in table three.
Table 3
Calculation of the reliability coefficient
|
Number of Dimensions Elements |
Cronbach´s alpha |
|
6 |
.676 |
Table
four shows the correlation and determination coefficients, as well as the level
of significance of the model.
Table 4
Model overview
|
R |
R2 |
Std. error of the estimate |
Degrees of freedom |
F |
Significance |
Durbin- Watson |
|
.221 |
.049 |
619.48 |
225 |
1.882 |
.085* |
1.892 |
* = p < .10
The
table above (4) shows the correlation coefficient (R) between the analyzed
variables of the research model that expresses the strength of the linear
relationship (Render et al. 2012, p.121), followed by the coefficient of
determination (R2), this value indicates the percentage of variation
between the variable “expenditure when attending the restaurant” and the
independent variables “customer service” of the research model described on
table one. The statistical value F shows the validity
of the six variables included in the study. The Durbin-Watson statistician
contrasts the autocorrelation between the residue corresponding to each
observation, as the value is close to 2, the residuals are uncorrelated,
therefore the data comply with the independence of
residuals. The results of the hypothesis test are presented in table 5.
Table 5
Hypothesis testing
|
|
Collinearity |
||||||
|
Variable |
Β |
error |
Beta |
T |
Sig. |
VIF |
Tolerance |
|
Constant |
88.504 |
465.923 |
- |
.190 |
.850 |
- |
- |
|
X1 Roots
and tradition of the business |
26.976 |
53.546 |
.039 |
.504 |
.615 |
1.376 |
.727 |
|
X2 Attachment
to customs |
-27.895 |
58.988 |
-.041 |
-.473 |
.637 |
1.712 |
.584 |
|
X3 Business
authenticity |
-114.923 |
63.855 |
-.151 |
-1.800 |
.073** |
1.615 |
.619 |
|
X4 Hygiene food
preparation |
94.024 |
61.229 |
.108 |
1.536 |
.126 |
1.133 |
.883 |
|
X5 Treatment
received, staff attitude, and conflict resolution |
155.274 |
80.524 |
.132 |
1.928 |
.055** |
1.086 |
.920 |
|
X6 Food
confidence |
5.272 |
74.869 |
.005 |
.070 |
.944 |
1.182 |
.846 |
** = p< .10
The
standardized value of Beta (β) is a coefficient that
allows determining the strength in the dependent variable. Based on the above
analysis, table 5 shows the B coefficient, which presents a constant value of
88.50 for “the customer´s expenditure on his visit to the restaurant”. The
result presents a positive symbol and indicates the projection of expenditure
of financial resources, although the variable is not significant and the error term
is high. This can be explained because consuming in a restaurant can be
considered a luxury and people currently have other priorities such as stocking
the pantry with basic food or the education of their children, and in some
situations the investment is destined to health care. Regarding
the collinearity test, it was carried out through the variance inflation factor
(VIF), which serves to identify the presence of linear relationships between
the variables of the independent model (Aguilar, 2024), tolerance values are
greater than 1; the VIF (8.104) is less than 10, so there is evidence that
there is no collinearity between the independent variables studied.
Continuing
with the analysis of the results, the statistical “t” is a test that contrast
the null hypothesis, therefore, the variables roots and tradition of the
business (X1), attachment to customs (X2), hygiene in
food preparation (X4) and trust in food (X6), are not
significant in the competitiveness of restaurants in the research model, so H0
is accepted, since it has no relationship with the expenditure made by the
diner. Therefore, these described variables are excluded from the analysis and
we only found two variables that influence competitiveness as shown in table 6.
Table 6
Significant variables of the model
|
Variable |
Β |
Std, Error of the estimate |
Beta |
T |
Significance |
|
Constant |
88.504 |
465.923 |
- |
.190 |
.850 |
|
X3 Business authenticity
|
-114.923 |
63.855 |
-.151 |
-1.800 |
.073** |
|
X5 Treatment
received, staff attitude, and conflict resolution |
155.274 |
80.524 |
.132 |
1.928 |
.055** |
** =
p< .10
In table 6, the results show that the variable (X3) called “business
authenticity” (p < .10), is significant in the competitiveness of food and
beverage business, the prediction of the regression lines is y = 88.50-114.92= -26.42.
The sign is negative, this result indicates that the customer can visit a
business that is authentic and offers innovation, but
is not willing to increase the expense. Therefore, to attract customers, the authenticity
of the restaurant is a key element. Thus; business
must implement innovations in the product (Correa & González, 2017) since
this variable is significant in small businesses.
The second variable that allows the diner to
increase spending is the treatment received, the attitude of the staff and the
solution of problems (X5) (p < .10). The
prediction of the regression line is y=88.50+155.27= $243.77. The above data
indicates that each customer can spend up to $243.77, which is equivalent to
$12.80 US dollars, including drinks, when the service is adequate and the needs
are met optimally (Longenecker et al., 2012, p.410). This finding is consistent
with those reported by the authors Becerra-Godínez et al. (2022) who report
that reliability, competent and trained staff are relevant elements to increase
revenue in restaurants. With findings described above,
we answer the research question.
For
the verification of the estimated model, the hypothesis
of linearity, homoscedasticity and normality are contrasted. The first
condition that the dependent and independent variables must meet is the
linearity of their relationship, which is verified through the graphs of
residuals, where it can be seen that it does comply
with the linearity, which do not show a marked
pattern, as can we see in residual dispersion on figure 2:
Figure 2
Residual dispersion
The second assumption that the data must meet is that
of homoscedasticity,
which is detected by the residual plot, which contrast
the distinct variance, and for the hypothesis of multivariable normality of the
error term, normal behavior can be observed, as shown in figure 3.
Figure 3
Typified residual
Conclusions
Using the Theoretical Foundations or Resources and Capabilities in food
and beverage service small enterprises, through the linear regression
statistical hypothesis test, the variables that can increase the customer´s expenditure
on their visit to the restaurant were estimated. The analysis allows us to know
the variables that are significant in “customer service” and are determined by
the treatment received, the attitude of the staff and the resolutions of
conflicts (T= 1.928), as well as the authenticity of the business (T=-1.800). It
is concluded that these resources and capabilities are relevant in the competitiveness of restaurants, especially in small
ones.
According to the analysis and the interpretation of the results, the
research model is expected to contribute to the study of SME management, with
the optimization of resources and eliminating duplication of activities
(Martínez, 2002, p. 15), to improve coordination and direct efforts towards a
common purpose (Chiavenato, 2006, p.149) and
companies in the food and beverage services sector can be more competitive and
make it easy to develop internal capabilities, with the purpose of improving
customer service and increasing sales so that more and well-paid jobs can be
generated.
The creation of competitive advantage in food and beverage business is
done through the provision of an adequate service (Longenecker et al. 2012;
Kotler & Armstrong, 2012) and capabilities: treatment received; staff attitude
and conflict resolution. This is related to the methods of production and
organization in companies; which agrees with what was
stated by Ibarra et al. (2017). Regarding the authenticity of the business, it
is required that there is a link with companies in the tourism sector such a
artisanal companies (Correa, 2017) and promotion with larger organizations in
the primary sector such as the mining industry or with commercial companies (Gutiérrez
et al. 2014) to take advantage of this variable, it is necessary to disseminate
the dishes that make it unique or the differentiation of typical stews of the
local gastronomy.
In order for micro and small enterprises
to be competitive, the economy must be highly efficient and productive. Based
on the results to increase competitiveness; SMEs in the food service sector
must constantly train staff in customer service issues as well as in conflict
management and resolution. These results are very consistent with Correa (2022) who finds that staff effectiveness is a significant
variable in business competitiveness, so organizations must orient long-term
decision-making towards the knowledge economy in order to
be productive (Rubio & Baz, 2005, p.9).
Finally, it is concluded that restaurants should focus on monitoring the
production process and showing the customer their attributes of authenticity
such as the elaboration of the product and the sequence of its processes as
happens in large companies. According to Ruano-Arcos et al. (2024) small
entrepreneurs must innovate, undertake, and tolerate risk to be more
competitive understanding the needs of customer (Longenecker et al. 2012, p.20;
Morales-Morales et al. 2023; Chávez-Maza & Cavazos-Arroyo, 2024). The
competitive environment that characterizes large organizations requires small
businesses to make a continuous effort to offer services according to the needs
of clients, with the implementation of technological tools (Correa, 2020) and
the making of investments according to the possibilities of each business to
increase competitive capacity, grow and generate more jobs.
The limitations of this research lie in the development and validation
of the measurement scale of the construct “customer service”, because variables
such as price, quality of the product service, business financing and
technology implementation are not included for the study, therefore, it is
suggested to include these variables in future studies. Regarding the
measurement of competitiveness, the analysis through customer spending is limited.
For future research, it is convenient to deepen the study of competitiveness
and customer service in other types of companies and include the variables that
were not studied in this research in business such as grocery stores or stationeries to contrast the results.
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