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Currently, the restaurant industry accounts for four percent of the U.S. gross domestic
product and is the nation's second largest employer next to the Federal government
(Dumagan and Hackett, 1995). Seventy-five percent of restaurant customers report a
significant increase in the number of restaurants from which they have to choose
compared to only two years ago (NRA, 2001). Because of growing competition
between restaurants, it is not surprising to see restaurant owners paying more
attention to growing trends in Americans' eating habits. (G. Folkes and A. Wysocki,
2011)
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Independent restaurants are owned by individuals, such as family and despite the
large number of chain restaurants (Jones 1996) identifies that restaurants tend to be
owned by individual and individualists

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In airlines, first class ticket includes a wide menu and choice of drinks, whereas a
standard ticket offers a menu with fewer choices.

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In addition to healthy foods, consumers are requesting more multicultural meals.
With minority populations growing at increasing rates, the mobility of consumers,
and the globalization of the marketplace, consumer tastes are broadening to include
many different cultures. For example, a decade ago Mexican restaurants were few
and far-between but have now joined Italian and Chinese restaurants in the
mainstream market (Mills, 2000). With Hispanic and African-American populations on
the rise in the United States, additional changes for the restaurant industry are
imminent. (G. Folkes and A. Wysocki, 2011)
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Setting high standards for service staff will help them to create great service memory
for the guests.
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Because of the increasing variety of restaurants from which to choose, great food
may not be enough to set one apart from the next. Instead, owners are using
atmosphere as an extra bargaining chip. Restaurant owners who rely heavily on
themes in their marketing mix face a real challenge in deciding what theme to pursue
and how to keep this theme relevant to the fickle restaurant-going public. Planet
Hollywood is a good example of how quickly a themed restaurant can become
outdated. (G. Folkes and A. Wysocki, 2011)
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Staff members can be part of the brainstorming process for how to deliver even
better service, more consistently.
Benchmark against the service skills of the staff, and reward those members who
deliver the set target. When service employees know what is expect of them, they're
more likely to meet those expectations.
Guests return as much for great food as they do for great service; in fact, some
researchers emphasize that between the two, poor service is a greater dissatisfier
than mediocre food. Hence customers will keep coming back when they've
experienced superior service on a consistent basis. (M.R. Beam, 2007)
This is a movable service and is often known as trolley service. It is when the waiter
or server prepares food in front of the guest. Generally the food is pre-cooked in the
kitchen and then the waiter does the final work. It is a service which requires a high
level of skill and knowledge. (Hospitality School, 2010)
Factors that make family-service restaurants a unique segment of the restaurant
industry.

Significant emphasis on comfort foods,

Child-friendly dining environment,
Relatively fast table service, and a
relatively extensive menu with lower prices than in midscale restaurants
(Pearson Hospitality Operations, 2010)
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he changes can be harsh and deep. But a more enlightened, strategic view of global
sourcing is starting to emerge as managers get a better fix on its potential. The new
buzzword is "transformational outsourcing." Many executives are discovering
offshoring is really about corporate growth, making better use of skilled U.S. staff, and
even job creation in the U.S., not just cheap wages abroad. True, the labor savings
from global sourcing can still be substantial. But it's peanuts compared to the
enormous gains in efficiency, productivity, quality, and revenues that can be achieved
by fully leveraging offshore talent. (pete,mocheal, dean 2006)

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