FAST FOOD BUSINESS

Fast food business

Fast food business

Introduction

The fast-food sector in UK is now more global than ever and international fast-food consumption continues to increase in popularity. Customers usually form perceptions of fast-food outlets. These perceptions may be formed by word-of-mouth communication, exposure to promotion from fast-food restaurants in UK, past personal experience and other sources. Some perceptions may even be incorrect; they may differ from country to country.

It is accepted that fast-food marketing strategies in UK should have a sound understanding of consumers' perceptions of and preferences for Pizza outlets in UK and how they differ across cultures/countries. This understanding can be helpful in targeting countries/cultures to promote fast food and improving or amending their restaurant's perceptions so that customer demand can be increased. If countries/ cultures differ widely in their perceptions of and preferences for a Pizza restaurant, promotional campaigns tailored to individual countries/cultures may be called for.

In summary, international Pizza research requires the researcher to investigate customer perceptions and preferences and relevant multi-attribute criteria used for their decision. Therefore, in this study, the focus of attention is placed on the two relatively important international Pizza markets, the UK and US. In particular, how the perceptions of Pizza consumers differ across the two countries is examined. The overall goal of the study is to determine whether the same Pizza restaurants are perceived similarly/differently across the two countries, and whether their positioning can be improved/changed through careful and selective promotion.

Leadership Theories

Great Man theories assume that the capacity for leadership is inherent - that great leaders are born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.

Similar in some ways to “Great Man” theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.

Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation.

Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making.

Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders ...