Attitudes Towards and Usage of Domestic Fast Food - China - July 2012
“China’s domestic fast food restaurants (DFFRs) is worth 87.84% of the overall fast food sector by value, far exceeding foreign fast food. Through standardisation and franchise, the diversification of major brands, and product innovation this market will continue to develop with the introduction of more Chinese fast food chains in competition with the foreign sector. The main challenge for DFFRs is the consistency and quality posed by foreign fast food."
- How can Domestic Fast Food Restaurants compete against FFFRs in delivering convenience?
- How can DFFRs successfully promote leisure consumption?
- How are DFFRs reacting to the growing need for healthy diets?
- How can DFFR brands increase customer engagement and build their consumer base?
China’s domestic fast food restaurants (DFFRs) is worth 87.84% of the overall fast food sector by value, far exceeding foreign fast food. Through standardisation and franchise, the diversification of major brands, and product innovation this market will continue to develop with the introduction of more Chinese fast food chains in competition with the foreign sector. The main challenge for DFFRs is the consistency and quality posed by foreign fast food.
Convenience, ie speed of service, order delivery service and location of restaurant, has become a major factor for consumers, however DFFRs are rated much lower than foreign fast food restaurants (FFFRs) in these three convenience factors. More can be done to speed up service through standardization and automation, to speed up delivery by using technology, and accessibility by looking at opening hours, location and product format.
In terms of the growing leisure dining market, DFFRs edge ahead of FFFRs in taste and variety of choices on the menu, but lag behind in ambience and service in fulfilling leisure dining needs. There are therefore opportunities for DFFRs to invest in food innovation, quality improvement and store interior to generate consumer appeal.
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