DOCSLIB.ORG

A Study on the Influence of Mobile Foodie Applications on Restaurant Selection Decisions

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
A Study on the Influence of Mobile Foodie Applications on Restaurant Selection Decisions A STUDY ON THE INFLUENCE OF MOBILE FOODIE APPLICATIONS ON RESTAURANT SELECTION DECISIONS BY MISTER ANUSORN PHOPIPAT AN INDEPENDENT STUDY SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF SCIENCE PROGRAM IN MARKETING (INTERNATIONAL PROGRAM) FACULTY OF COMMERCE AND ACCOUNTANCY THAMMASAT UNIVERSITY ACADEMIC YEAR 2017 COPYRIGHT OF THAMMASAT UNIVERSITY Ref. code: 25605902040483CGF A STUDY ON THE INFLUENCE OF MOBILE FOODIE APPLICATIONS ON RESTAURANT SELECTION DECISIONS BY MISTER ANUSORN PHOPIPAT AN INDEPENDENT STUDY SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF SCIENCE PROGRAM IN MARKETING (INTERNATIONAL PROGRAM) FACULTY OF COMMERCE AND ACCOUNTANCY THAMMASAT UNIVERSITY ACADEMIC YEAR 2017 COPYRIGHT OF THAMMASAT UNIVERSITY Ref. code: 25605902040483CGF (1) Independent Study Title A STUDY ON THE INFLUENCE OF MOBILE FOODIE APPLICATIONS ON RESTAURANT SELECTION DECISIONS Author Mister Anusorn Phopipat Degree Master of Science Program in Marketing (International Program) Major Field/Faculty/University Faculty of Commerce and Accountancy Thammasat University Independent Study Advisor Professor Malcolm C. Smith, Ph.D. Academic Year 2017 ABSTRACT Online food delivery competition in Thailand is fierce. Public behavior has changed from eating out at restaurants to ordering food from various online providers. Social media allows users/customers to generate on-line content and share their experiences with the online community. This study of “The influence of mobile foodie applications on restaurant selection decisions” is an independent research exercise focusing on the contemporary topic of technological issues regarding applied marketing in Thailand. There are four primary research were to 1) To identify customer profiles and then classify them into the segments, 2) To determine consumer restaurant selection behavior and experience, 3) To determine consumer price perception toward online order fees, and 4) To identify key application features needed by customers. Ref. code: 25605902040483CGF (2) Exploratory research was conducted through a secondary data reviews and ten in-depth interviews. Descriptive research was conducted by an online social media survey using Facebook, LINE chat application, and e-mail. Target respondents were males or females aged between 18 to 60 years old who had access to the internet and had used a foodie application in the past three months. Data gathered from 265 respondents were analyzed using the Statistical Package for the Social Sciences (SPSS) by Analysis of Variance (ANOVA), Chi-square, frequencies, percentages, factor analysis, cluster analysis, and price sensitivity measurements. Main findings from the quantitative research indicate that customers who used online delivery food applications can be divided into four segments as achiever, perfectionist, extrovert, and outdoor enthusiast. Top three restaurant selection criteria for all respondents were speed of service, location, and value for money. The three features respondents perceived to be important when using an application were booking, payment option, and promotional information features. In term of awareness, LINEMAN was ranked as number one followed by foodpanda, UberEat, and Grabfood. Interestingly, the current online delivery fee is perceived to be acceptable by respondents, and there is room to increase the service fee if needed. The recommendation for the marketer is to focus on the achiever segment because they are the heavy users of online food delivery services. This segment can be engaged via online channels. Therefore, marketers should try to prevent this segment from switching to other service providers. For developers, the top three features of foodie applications to focus on are booking, payment option, and Ref. code: 25605902040483CGF (3) promotional information features. Also, the contents section of the application is another important aspect to focus on. This research will enable restaurant managers and application developers to better understand changing customer behaviors better. Furthermore, the findings will aid managers to design strategies to entice more customers to use their restaurants and applications. Keywords: Restaurant selections, food application, online delivery Ref. code: 25605902040483CGF (4) ACKNOWLEDGMENTS Firstly, I would like to express my sincere appreciation and gratitude to Prof. Malcolm C. Smith, my supportive advisor, for his valuable recommendations throughout the entire independent study course. Prof. Malcolm C. Smith was always accessible during his visits to Thailand. Without his support, comments, and advice, this research would not have been completed. Secondly, I would like to express my sincere gratitude to all the respondents for giving their valuable time to participate in the in-depth interviews, complete the surveys, and contribute to a significant part of this research. I would also like to thank all the Professors from every course I have taken during my two years at Thammasat University. Lastly, I would like to thank my family, friends, and colleagues for their understanding concerning my time devoted to the completion of this master’s degree at Thammasat University. Mister Anusorn Phopipat Ref. code: 25605902040483CGF (5) TABLE OF CONTENTS Page ABSTRACT (1) ACKNOWLEDGEMENTS (4) LIST OF TABLES (9) LIST OF FIGURES (10) CHAPTER 1 INTRODUCTION 1 1.1 Introduction to the study 1 1.2 Research objectives 3 CHAPTER 2 REVIEW OF LITERATURE 4 2.1 Restaurant delivery system 4 2.2 Thailand internet usage and customer changing behavior 4 2.3 Online spending in Thailand 4 2.4 Online food delivery service providers in Thailand 5 2.5 Customer decision-making process 5 2.6 Social Media, user-generated content and its effects 6 on purchase intention 2.7 Summary 7 CHAPTER 3 RESEARCH DESIGN 8 3.1 Research Methodology 8 Ref. code: 25605902040483CGF (6) 3.1.1 Exploratory Research Design 8 3.1.2 Secondary Data Research 8 3.1.3 In-depth interviews 8 3.2 Descriptive Research Design 8 3.2.1 Questionnaire survey 9 3.3 Data collection 9 3.3.1 Qualitative data 9 3.3.2 Quantitative data 9 3.4 Data Analysis 9 3.5 Theoretical Framework 10 3.6 Limitations of the study 10 CHAPTER 4 RESULTS AND DISCUSSION 11 4.1 Key findings from Secondary Research 11 4.2 Key findings from In-depth Interviews 11 4.3 Key findings from the questionnaire survey 13 4.3.1 General Profile of Respondents 13 4.3.2 Respondents’ Demographic profiles 13 4.3.3 Foodie application users’ segmentation 15 4.3.4 Customer segments 16 4.3.5 General Profile of each Customer Segment 17 4.3.6 Psychographic profile by segment 19 4.3.7 Restaurant Selection behavior by customer’s segments 20 4.3.8 Restaurant selection criteria 21 4.3.9 Key attributes that stimulates usage decision 22 of foodie applications 4.3.10 Key usage decision attributes by customer segments 23 4.3.11 Restaurant selection criteria via foodie application 23 4.3.12 Mean comparison of key restaurant selection criteria 24 via applications by customer segments 4.3.13 Importance of application features 25 Ref. code: 25605902040483CGF (7) 4.3.14 Mean comparison of key application features 25 by customer segments 4.3.15 Respondents’ awareness of online delivery 26 application in the market 4.3.16 Respondent’s perception on each application 26 4.3.16.1 LINEMAN Application’s Perception 26 4.3.16.2 GrabFood Application’s Perception 27 4.3.16.3 UBER EATS Application’s Perception 28 4.3.16.4 foodpanda Application’s Perception 28 4.3.17 Respondents’ perceptions toward fees charged 29 by online food delivery applications 4.3.18 Price sensitivity Measurement 30 4.3.19 Impact of price promotion on consumer 31 purchase intentions for foodie applications 4.3.20 Mean comparison of price promotion impact on 31 purchase intent by customer segments CHAPTER 5 SUMMARY AND CONCLUSIONS 32 5.1 Research Summary 32 5.1.1 Customer Segmentation based on psychological factors 32 5.1.2 Consumer restaurant selection behavior 32 5.1.3 Consumer perception toward application’s features 32 5.1.4 Consumer perception toward each brand in the market 33 5.1.5 Consumer perception toward online delivery service fee 33 5.2 Recommendations 34 REFERENCES 36 APPENDICES APPENDIX A: In-depth Interview’s questions 38 Ref. code: 25605902040483CGF (8) APPENDIX B: Online questionnaire’s questions 39 APPENDIX C: Respondent’s profile and segmentation 52 APPENDIX D: Restaurant selection behavior 55 APPENDIX E: User’s perception on foodie application 65 APPENDIX F: Price perception toward online order fee 70 BIOGRAPHY 71 Ref. code: 25605902040483CGF (9) LIST OF TABLES Tables Page 4.1: All respondents’ demographic profile by frequency and percentage 13 4.2: Factor Analysis from psychological attributes 15 4.3: Number of respondents in each segment by frequency 16 4.4: Each customer segments by demographic profile 17 4.5: ANOVA test on restaurant selection behavior on 21 customer’s segments 4.6: All respondents' usage decision attributes for foodie application 23 by mean score 4.7: All Respondents' restaurant selection criteria via applications 24 by mean score 4.8: All Respondents' key application features by mean score 25 4.9: Online delivery application awareness by frequency and percentage 26 4.10: LINEMAN application’s perception by mean score 27 4.11: GrabFood application’s perception by mean score 27 4.12: UBER EATS application’s perception by mean score 28 4.13: foodpanda application’s perception by mean score 29 4.14: Respondents’ perception toward fees charged by mean score 29 4.15: Price promotion impact on purchase intent by mean score 31 Ref. code: 25605902040483CGF (10) LIST OF FIGURES Figures Page 2.1 The marketing Funnel 6 3.1 Research’s framework 10 4.1 Price sensitivity measurement 30 Ref. code: 25605902040483CGF 1 CHAPTER 1 INTRODUCTION 1.1 Introduction to the study Restaurants are critical businesses in Thailand as they are related to the travel and tourism industry which accounted for 20.6% of the country’s GPD in 2016 and is expected to rise by 9.4% to 21.9% in 2017 (World travel & Tourism council, 2017).
Load more

Recommended publications
  • Food Delivery Service in Question: the Development Of
    Food Delivery Service in Question: The Development of Foodpanda in Taiwan and Its Problems about Labor Rights By Yu-Hsin Chang 張羽欣 Submitted to the Faculty of Department of International Affairs in partial fulfillment of the requirements for the degree of Bachelor of Arts in International Affairs Wenzao Ursuline University of Languages 2021 WENZAO URSULINE UNIVERSITY OF LANGAUGES DEPARTMENT OF INTERNATIONAL AFFAIRS This senior paper was presented by Yu-Hsin Chang 張羽欣 It was defended on November 28, 2020 and approved by Reviewer 1: Mark Lai, Associate Professor, Department of International Affairs Signature: _______________________________ Date: ________________________ Reviewer 2: Ren-Her Hsieh, Associate Professor, Department of International Affairs Signature: _______________________________ Date: ________________________ Advisor: Yu-Hsuan Lee, Assistant Professor, Department of International Affairs Signature: _______________________________ Date: ________________________ i Copyright © by Yu-Hsin Chang 張羽欣 2021 ii Food Delivery Service in Question: The Development of Foodpanda in Taiwan and Its Problems about Labor Rights Yu-Hsin Chang, B.A. Wenzao Ursuline University of Languages, 2021 Abstract In 2019, the food delivery platforms were sweeping across Taiwan. However, food delivery employees had experienced a series of problems. For example, a common traffic accident might risk their lives by catching more orders. Thus, the thesis’ focus is on employees’ working experience in the case of Foodpanda. The study explores how Foodpanda is becoming a new business and work through survey and in-depth interview with Foodpanda employees. I have a major finding of this study. It shows a sense of relative autonomy argued by the employees who choose this work because it is a flexible job that is very suitable for people who do not want to be restricted by time.
    [Show full text]
  • List of Brands
    Global Consumer 2019 List of Brands Table of Contents 1. Digital music 2 2. Video-on-Demand 4 3. Video game stores 7 4. Digital video games shops 11 5. Video game streaming services 13 6. Book stores 15 7. eBook shops 19 8. Daily newspapers 22 9. Online newspapers 26 10. Magazines & weekly newspapers 30 11. Online magazines 34 12. Smartphones 38 13. Mobile carriers 39 14. Internet providers 42 15. Cable & satellite TV provider 46 16. Refrigerators 49 17. Washing machines 51 18. TVs 53 19. Speakers 55 20. Headphones 57 21. Laptops 59 22. Tablets 61 23. Desktop PC 63 24. Smart home 65 25. Smart speaker 67 26. Wearables 68 27. Fitness and health apps 70 28. Messenger services 73 29. Social networks 75 30. eCommerce 77 31. Search Engines 81 32. Online hotels & accommodation 82 33. Online flight portals 85 34. Airlines 88 35. Online package holiday portals 91 36. Online car rental provider 94 37. Online car sharing 96 38. Online ride sharing 98 39. Grocery stores 100 40. Banks 104 41. Online payment 108 42. Mobile payment 111 43. Liability insurance 114 44. Online dating services 117 45. Online event ticket provider 119 46. Food & restaurant delivery 122 47. Grocery delivery 125 48. Car Makes 129 Statista GmbH Johannes-Brahms-Platz 1 20355 Hamburg Tel. +49 40 2848 41 0 Fax +49 40 2848 41 999 [email protected] www.statista.com Steuernummer: 48/760/00518 Amtsgericht Köln: HRB 87129 Geschäftsführung: Dr. Friedrich Schwandt, Tim Kröger Commerzbank AG IBAN: DE60 2004 0000 0631 5915 00 BIC: COBADEFFXXX Umsatzsteuer-ID: DE 258551386 1.
    [Show full text]
  • Just Eat/Hungryhouse Appendices and Glossary to the Final Report
    Anticipated acquisition by Just Eat of Hungryhouse Appendices and glossary Appendix A: Terms of reference and conduct of the inquiry Appendix B: Delivery Hero and Hungryhouse group structure and financial performance Appendix C: Documentary evidence relating to the counterfactual Appendix D: Dimensions of competition Appendix E: The economics of multi-sided platforms Appendix F: Econometric analysis Glossary Appendix A: Terms of reference and conduct of the inquiry Terms of reference 1. On 19 May 2017, the CMA referred the anticipated acquisition by Just Eat plc of Hungryhouse Holdings Limited for an in-depth phase 2 inquiry. 1. In exercise of its duty under section 33(1) of the Enterprise Act 2002 (the Act) the Competition and Markets Authority (CMA) believes that it is or may be the case that: (a) arrangements are in progress or in contemplation which, if carried into effect, will result in the creation of a relevant merger situation, in that: (i) enterprises carried on by, or under the control of, Just Eat plc will cease to be distinct from enterprises carried on by, or under the control of, Hungryhouse Holdings Limited; and (ii) the condition specified in section 23(2)(b) of the Act is satisfied; and (b) the creation of that situation may be expected to result in a substantial lessening of competition within a market or markets in the United Kingdom for goods or services, including in the supply of online takeaway ordering aggregation platforms. 2. Therefore, in exercise of its duty under section 33(1) of the Act, the CMA hereby makes
    [Show full text]
  • Annual Financial Statement and Combined Management Report Delivery Hero SE As of December 31, 2018
    Annual financial statement and combined management report Delivery Hero SE As of December 31, 2018 1 COMBINED MANAGEMENT REPORT COMBINED MANAGEMENT REPORT Try out our interactive table of contents. You will be directed to the selected page. COMBINED MANAGEMENT REPORT ANNUAL REPORT 2018 A. GROUP PROFILE food ordering platforms, the Group also offers own deliv- 02. CORPORATE STRATEGY ery services to restaurants without this capability. The own 01. BUSINESS MODEL delivery fleet is coordinated using proprietary dispatch Delivery Heroʼs operational success is a result of the vision software. and clear focus to create an amazing on-demand experi- The Delivery Hero SE (the “Company”) and its consolidat- ence. While food delivery is and will remain the core pillar ed subsidiaries, together Delivery Hero Group (also DH, Delivery Hero generates a large portion of its revenue from of our business, we also follow our customersʼ demands DH Group, Delivery Hero or Group), provide online and online marketplace services, primarily on the basis of forn a increasing offering of convenience services. Con- food delivery services in over 40 countries in four orders placed. These commission fees are based on a con- sumers have ever higher expectations of services like ours geographical segments, comprising Europe, Middle East tractually specified percentage of the order value. The per- and because of this we are focusing more and more on and North Africa (MENA), Asia and the Americas. centage varies depending on the country, type of restau- broader on-demand needs. We have therefore upgraded rant and services provided, such as the use of a point of our vision accordingly to: Always delivering amazing Following the conversion from a German stock corpora- sale system, last mile delivery and marketing support.
    [Show full text]
  • JUST EAT Plc Annual Report & Accounts 2015
    JUST EAT plc EAT JUST Annual Report & Accounts 2015 & Accounts Report Annual JUST EAT plc Annual Report & Accounts 2015 156122_JUST EAT-COVERS.indd 1-3 07/03/2016 12:28 Five Year Summary Front cover With four stores JUST EAT operates the serving delicious fresh pan-Asian cuisine, Wiwo noodle bar was The following tables sets out a summary of selected key financial information for the business. world’s leading digital voted best takeaway in Wales for 2015. Year ended 31 December 2015 2014 2013 2012 2011 marketplace for takeaway £m £m £m £m £m Revenues 247.6 157.0 96.8 59.8 33.8 Underlying EBITDA 59.7 32.6 14.1 2.3 0.1 food delivery. Profit/(loss) before tax 34.6 57.4 10.2 (2.6) (1.7) Net profit/(loss) for the year 23.0 51.8 6.8 (4.5) (1.2) Adjusted basic earnings/(loss) per share (pence) 6.6 4.2 1.4 (0.3) (0.0) Net cash from operating activities 74.2 38.1 19.2 10.1 4.9 Net cash used in investing activities (465.5) (19.3) (7.7) (3.1) (14.5) Our mission is to Net cash from financing activities 425.1 84.2 – 35.1 12.6 Net increase in cash and cash equivalents 33.8 103.0 11.5 42.1 3.0 empower consumers As at 31 December 2015 2014 2013 2012 2011 £m £m £m £m £m to love their takeaway Net assets 625.9 183.8 53.6 46.5 18.2 Net cash and cash equivalents 192.7 164.1 61.6 50.0 7.9 experience.
    [Show full text]
  • Rappi Inc. (Rappi SAS)
    Mar/Apr 2017 Consumer startup (Series A) Prepared By: Jun Hwang [email protected] Rappi Inc. (Rappi SAS) www.rappi.com Introduction Rappi’s vision is to “change the way people buy things around the world”. Rappi is one of the fastest growing startups in LATAM and is the most interesting deals from the region. Rappi is an on-demand economy (ODE) startup from Colombia that allows anyone to order anything (almost everything) or have any task “solved” 24/7, via RT (aka rappitenderos) which are on-demand ​ ​ personal assistants by the hour using a mobile app or the website. Started by four entrepreneurs from Colombia, since it’s initial launch summer of 2015, as of 1Q17 Rappi has a user base of 1MM+, impressively growing at +20% MoM. Rappi is currently available only in Mexico ​ and Colombia, but will soon be available in Brazil and Argentina. Rappi recently raised USD $52.7M1 in series A (most likely at $150-200M valuation) from Andreessen Horowitz, monashees, FJ Labs, FLOODGATE, Foundation Capital and USD $2M in Colombia before starting YC (USD +$120K). Competition There are several direct, potential and indirect competitors which are: ● Direct LATAM: Mercadoni, Merqueo, Mercado Fresh, Supermercado Now, CornerShop, Delivery ​ Hero (Domocilios, PedidosJa, PedidosYa), iFood, Hogaru, Loggi, Easy Taxi ● Direct Non-LATAM: Postmates, Instacart, Uber (UberEats), Yelp (Eat24), Deliveroo, Just Eat, ​ GrubHub/Seamless, delivery.com ● Other ODE (Developed Market): TaskRabbit, Handy, Hello Alfred, Thumbtack, Cabify ​ ● Other ODE (Emerging Market): Didi
    [Show full text]
  • Banking Rewards & Dining
    Banking Rewards & Dining: A Changing Landscape Presented by: Sponsored by: INTRODUCTION Banks and financial services companies have used Travel remains dining as a key differentiator for their card products the most impacted for many years. The COVID crisis has accelerated this category, still trend while upending existing usage of cards for other down over 50%... services. Simply put, during the pandemic, travel and Crisis fosters related benefits have become less relevant. Card issuers innovation. are pivoting to where consumers are spending instead, Vasant Prabhu namely: food. Vice Chairman and Chief Financial Officer, Visa Vasant Prabhu, Vice Chairman and CFO, of Visa, noted as much during a July earnings call, stating: “Travel remains the most impacted category, still down over 50%. Within the restaurant category, card-present spend is still declining, while card-not- present spend continues to grow significantly, with quick service restaurants outperforming.…Crisis fosters innovation. There’s a lot going on.”1 Card issuers are innovating. They are experimenting with differing approaches of how to adapt offerings to meet customers’ dining, delivery, and grocery needs during, as well as perhaps after, the pandemic. Background: dining and dining cards 2017 Dining cards have a long and rich heritage, starting Launch of Capital One Savor Card, with the launch of the Diners Club Card in 1950 by the first card catering to food spend businessman Frank McNamara. He founded the company following an incident: he forgot to bring his wallet to a New York restaurant and vowed never to be 2018 similarly embarrassed again.2 Citi Prestige increases earn for dining rewards to 5X points Over the past 5 years credit card companies have recognized dining as a key focus area to attract affluent consumers.
    [Show full text]
  • Il Food E-Commerce: Il Caso Primotaglio
    Dipartimento di IMPRESA E MANAGEMENT Cattedra: MARKETING DEI SERVIZI IL FOOD E-COMMERCE: IL CASO PRIMOTAGLIO RELATORE CANDIDATO Chiar.mo Prof.ssa Maria Giovanna Giovanni Amodio Devetag Matr. 177591 ANNO ACCADEMICO 2014-2015 1 2 SOMMARIO INTRODUZIONE ....................................................................................................... 5 1 – FOOD E-COMMERCE ....................................................................................... 7 1.1 EVOLUZIONE E PROSPETTIVE .................................................................................. 7 1.1.1 Food E-commerce nel mondo ......................................................................... 14 1.1.2 Scenario competitivo ....................................................................................... 24 1.2 TARGET CUSTOMER ............................................................................................... 36 1.3 ASSORTIMENTO (MIX PRODOTTI) ........................................................................ 39 1.4 LOGISTICA - STRATEGIA DISTRIBUTIVA ............................................................... 41 1.5 PIATTAFORMA WEB & COMUNICAZIONE ............................................................. 44 CAPITOLO 2 – FOOD E-COMMERCE B2C ITALIA ....................................... 47 2.1 EVOLUZIONE E PROSPETTIVE ................................................................................ 47 2.2 STRATEGIA DI INTERNAZIONALIZZAZIONE .......................................................... 49 2.3 PLAYER DI MERCATO
    [Show full text]
  • Millennial Munching: a Big Brand Playbook As the Small Rise Up
    June 11, 2017 Millennial Munching A big brand playbook as the small rise up & generations transition Equity Research The Conde Nast-GS Love List: Consumer insights across the food industry The small rise up and the big fall down The growth vs. scale dilemma and call for Legacy packaged food companies are experiencing broader portfolio approach Jason English sales headwinds on both weaker category growth (212) 902-3293 [email protected] Our combined analysis suggests very few brands Goldman Sachs & Co. LLC and share losses. While private label is in focus of that attempt to achieve scale and growth will late, evidence suggests that small brands are the succeed, which may run counter to the CPG main drivers of share losses as barriers to structure and culture of big brand concentration. We Mitch Collett, CFA distribution and brand building fall at the same time look for companies with established Millennial +44(20)7774-1060 [email protected] big brands curtail investment. Goldman Sachs International preference, a track record of brand investment and a Opportunity on the horizon for those flexible portfolio approach embracing a small brand mindset to separate the likely leaders from laggards. Dylann B. Katz ready to seize it (212) 902-7929 [email protected] Category growth should improve in the years ahead MDLZ & Nestle lead; CPB & KHC lag Goldman Sachs & Co. LLC as Millennials form households and ramp food at Leaders: MDLZ benefits from both broader snack home consumption. To better understand which affinity and strength in Oreo, overlaid with consistent Vivek Srivastava brands and companies are best positioned to investment and a big and small brand (e.g., Vea) (212) 934-8372 [email protected] capture that growth, we executed an attitude and mindset.
    [Show full text]
  • Consumer Behaviour Towards Food Delivery Apps By
    GSJ: Volume 8, Issue 5, May 2020 ISSN 2320-9186 653 GSJ: Volume 8, Issue 5, May 2020, Online: ISSN 2320-9186 www.globalscientificjournal.com CONSUMER BEHAVIOUR TOWARDS FOOD DELIVERY APPS BY 19MBAMM182 GOPI MISTRY 19MBAMM197 PALASH VEER VANSANT 19MBAMM164 ABHISHEK MALIWAL 19MBAMM196 NIMISH KOTHARI 19MBAMM162 AASTHA CHOPRA MBA: (2019- 2021) IN PARTIAL FULFILLMENT OF Course Code: MBA519A MM: Research Methodology As prescribed by MIT-World Peace University MIT-World Peace University’s Faculty of Management (PG) Pune GSJ© 2020 www.globalscientificjournal.com GSJ: Volume 8, Issue 5, May 2020 ISSN 2320-9186 654 Consumer Behaviour Towards Food Delivery Apps Abstract : The purpose of this research is to find consumer behaviour towards Food Delivery Apps. The study shows most preferred app used by consumer to order food online and factors leading to us consider it the most preferable app. There are many factors related to customer’s ordering behaviour- like price, on time delivery, packaging, peer service provider behaviour, platform design etc. There is gradual shift in way people order food. The purpose of this research is to know what are factors that defines consumer’s perception and to find most popular app in the food delivery industry. Keywords: Consumer Behaviour, Consumer preference, most affordable Food delivery App, most preferred online food delivering app, Factors related to customer’s ordering behaviour Objective of the Research 1. To explore consumer behaviour that influence selection of online food ordering app. 2. To determine driving factors that influence selection of online food ordering app. 3. To find out the most preferred online food delivering app.
    [Show full text]
  • A STUDY on CONSUMER PERCEPTION TOWARDS USING OFELECTRONICFOOD APPS in BANGALORE CITY Dr
    INFOKARA RESEARCH ISSN NO: 1021-9056 A STUDY ON CONSUMER PERCEPTION TOWARDS USING OFELECTRONICFOOD APPS IN BANGALORE CITY Dr. S. JAYALAKSHMI, Assistant professor, Department of commerce, Chellammal Women’s College, Guindy, Chennai – 600 [email protected] Mrs. Vidya H.S. Research Scholar, Department of Commerce, Bharathiyar University. ABSTRACT This study focused upon consumer perception towards Online Food Ordering Apps available in Bangalore City. Now a day's people they are busy with many works, Because of their busy lifestyle, Mobile Food Apps have emerged as a trend. A Single Platform for ordering from a wide range of restaurants at any time anywhere with the support of the electronic device. Online food delivery mobile applications have become popular over these years. This trend has changed the mindset of customers, indulge users of different age groups. There is a wide category of restaurants now delivering online services at best offers and appropriate prices. Apps such as Zomato, Swiggy, Foodpanda, Ubereats, Fasoos, Domino’s, PizzaHut, Just Eat, etc. are the most commonly and regularly used apps by the consumers. Many factors lead to Widen in their sales such as convenient to use, easy payment methods, variety of food and restaurants, delivery time, customer services, etc. In this study, a survey is conducted to understand the awareness of consumers in mobile food Apps which will further help us to understand the consumer's consciousness of mobile food Apps, feasible factors considered by the consumers while ordering food from a particular app, expectations of the consumers while ordering from a new app and various methods and factors on the basis of which food apps can be compared.
    [Show full text]
  • Technet 2016 Conference: Spotlight on New Tech & a Rational Market
    May 27, 2016 China: Technology: Internet Equity Research TechNet 2016 Conference: Spotlight on new tech & a rational market Internet finance, new technology and digital ads set to exploit smartphone acreage, the most valuable real estate RELATED RESEARCH Throughout the GS TechNet 2016 conference one message was clear, China Internet: Battle of the Internet Giants IV: TAM’ing the technologies continue to evolve to exploit the most valuable real profit pool – May 17, 2016 estate for internet, the smartphone. Internet finance looks poised to Alibaba: Strengthening measures to defeat counterfeiting – grow significantly in China in particular, driven by business and May 23, 2016 geographical expansion. Ant Financial plans to grow to 2bn users in the Baidu: A cleaner, consumer-first Baidu emerges, TP -8% to next 10 years, from 0.45bn in 2015. WeBank, which acts as a platform US$220 – May 12, 2016 leveraging social data, is set to expand into wealth management. Paytm Digital advertising: Digital Advertising Takeaways; Tencent #1 Brand in China – May 3, 2016 India aims to have a merchant network that is twice the size of Visa, MasterCard and Amex in India combined, by year end. Tencent: Weixin: the north star (2); multiple drivers intact; reiterate CL-Buy – Apr 13, 2016 Other new tech topics: Content including games and movies will play a critical role in driving the adoption of virtual reality (VR) and also in determining whether it replaces smartphones in future. On autonomous driving (AD), Baidu is the frontrunner in China given its capabilities in deep learning, maps and big data. The company expects commercialization in three years, backed by the government’s “Internet Plus” strategy.
    [Show full text]