Walden University

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Walden Dissertations and Doctoral Studies
Walden Dissertations and Doctoral Studies
Collection

2015

Marketing Strategies for Profitability in Small

Independent Restaurants
Wanda Y. Jenkins
Walden University

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 Walden University

College of Management and Technology

This is to certify that the doctoral study by

Wanda Jenkins

has been found to be complete and satisfactory in all respects,

and that any and all revisions required by
the review committee have been made.

Review Committee
Dr. Gregory Uche, Committee Chairperson, Doctor of Business Administration Faculty

Dr. Franz Gottleib, Committee Member, Doctor of Business Administration Faculty

Dr. Judith Blando, University Reviewer, Doctor of Business Administration Faculty

Chief Academic Officer

Eric Riedel, Ph.D.

Walden University
2015
 Abstract

Marketing Strategies for Profitability in Small Independent Restaurants

by

Wanda Y. Jenkins

M.Ed., Cheyney University of Pennsylvania, 2000

BA, Cheyney University of Pennsylvania, 1993

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

August 2015
 Abstract

The restaurant industry is the second largest employer in the United States; however, only

33% of restaurants are successful during the first 3 years of operation. The purpose of

this exploratory multiple case study was to determine what marketing strategies small

independent restaurant owners need for profitability. Aaker’s brand equity model was

the conceptual framework used to ground this study. Using a purposeful criterion

sampling technique and semistructured interviews, 12 individuals (2 managers and 2

employees from 3 restaurants in Philadelphia) participated in the study. Data collected

from interviews and archival business records were analyzed to generate themes, also

allowing for triangulation. Five marketing strategy themes emerged from this study:

word of mouth and social media marketing, limited financial resources, product

differentiation and atmosphere, blogging and using the point of sale (POS) system, and

employee engagement and upselling. Participants stated that word of mouth and social

media marketing were powerful strategies that small independent restaurant owners

should use to retain customers and gain new customers. Participants noted that product

differentiation and atmosphere are unique characteristics that guide marketing strategies,

brand positioning, and influence competitive advantage and profitability. Implications

for positive social change include business development opportunities, opening resource

centers for training programs, and free webinars associated with marketing and brand

equity strategies. Communities, organizations, and new entrepreneurs will benefit from

positive social change from the increase of social resources, community economic

growth, employment opportunities, and sustainability.

Marketing Strategies for Profitability in Small Independent Restaurants

by

Wanda Y. Jenkins

M.Ed., Cheyney University of Pennsylvania, 2000

BA, Cheyney University of Pennsylvania, 1993

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

August 2015
 Dedication

I dedicate this dissertation to my beloved mother Barbara Jean Pierce. My mother

encouraged me to further my education; she was one of my biggest supporters. Though

she passed away toward the end of my educational journey, I know in my heart she is

smiling down from heaven and is so very proud. Thank you mother for your blessings,

inspiration and advocacy; my success is because of you.

 Acknowledgments

I would like to thank the Lord Jesus Christ for the blessings and strength he has

given me to accomplish my ultimate academic goal. I would like to acknowledge the

many individuals who have supported me throughout my academic journey. The first

acknowledgement is for my Committee Chair, Dr. Gregory Uche, for his support,

availability, professionalism, and gregarious personality. I will most remember the kind

words of solace he offered when my mother passed away; thank you Dr. Uche, your

inspiration helped me move forward when I thought about discontinuing my studies. I

am grateful to my committee members, Dr. Franz Michael Gottleib, Dr. Jim Savard, Dr.

Gene Fusch, and Dr. Judith Blando for their guidance and support. I would also like to

thank all my family members and best friends who provided me with encouragement and

took care of my children for hours as I worked on my studies and dissertation. To my

beloved mother Barbara, my sister Tanya, my brother Thomas, my best friends: Ijnanya,

Hakim, Ted, my aunt Olivia, my best cousin Kimberly, Evelyn, Valerie, Georgina

Ahorbo, and my sorority sisters Caroline and Kimberly B., thank you for your support.

Ohmarr, my husband, thank you for your support, you made my transition back into the

educational setting smooth. Most importantly my special thanks goes to my two

beautiful children Ahmarri and Antwann for giving me peace and quiet whenever I

needed to meet an academic deadline. You two are my biggest fans and are so excited

that “mommy is going to be a business doctor”. I thank God daily for the both of you and

pray the inspirations you have given me will continue to grow within you so that you may

succeed in life as well.

 Table of Contents

Section 1: Foundation of the Study ..................................................................................... 1  

Background of the Problem........................................................................................... 1  

Problem Statement ........................................................................................................ 2  

Purpose Statement ......................................................................................................... 2  

Nature of the Study........................................................................................................ 3  

Research Question ......................................................................................................... 4  

Interview Questions.................................................................................................4  

Conceptual Framework ................................................................................................. 5  

Operational Definitions ................................................................................................. 6  

Assumptions ............................................................................................................7  

Limitations...............................................................................................................8  

Delimitations ...........................................................................................................9  

Significance of the Study .............................................................................................. 9  

Contribution to Business Practice ...........................................................................9  

Implications for Social Change .............................................................................10  

A Review of the Professional and Academic Literature ............................................. 10  

Fundamental Issues of Marketing Strategies.........................................................11  

Branding ................................................................................................................19  

Relationship Marketing .........................................................................................24  

Resource Advantage..............................................................................................31  

Profitability............................................................................................................32  

i
 Transition and Summary ............................................................................................. 39  

Section 2: The Project ....................................................................................................... 41  

Purpose Statement ....................................................................................................... 41  

Role of the Researcher ................................................................................................ 41  

Participants .................................................................................................................. 42  

Research Method and Design...................................................................................... 43  

Research Method ...................................................................................................45  

Research Design ....................................................................................................45  

Population and Sampling............................................................................................. 49  

Ethical Research .......................................................................................................... 50  

Data Collection Instruments ........................................................................................ 51  

Data Collection Technique .......................................................................................... 55  

Data Organization Technique...................................................................................... 57  

Data Analysis Technique............................................................................................. 58  

Reliability and Validity ............................................................................................... 60  

Reliability ..............................................................................................................60  

Validity ..................................................................................................................61  

Transition and Summary ............................................................................................. 62  

Section 3: Application to Professional Practice and Implications for Change.................. 64  

Introduction ................................................................................................................. 64  

Presentation of the Findings ........................................................................................ 64  

Theme 1: Word of Mouth and Social Media Marketing .......................................66  

ii
 Theme 2: Limited Financial Resources.................................................................68  

Theme 3: Product Differentiation and Atmosphere ..............................................70  

Theme 4: Blogging and Using the Point of Sale (POS) System ...........................76  

Theme 5: Employee Engagement and Upselling ..................................................79  

Connecting Findings to Conceptual Framework...................................................81  

Relating Findings to Literature on Effective Business Practice............................83  

Applications to Professional Practice.......................................................................... 84  

Implications for Social Change ................................................................................... 86  

Recommendations for Action...................................................................................... 87  

Recommendations for Further Research ..................................................................... 90  

Reflections................................................................................................................... 91  

Summary and Study Conclusions................................................................................ 92  

References ......................................................................................................................... 94  

Appendix A: National Institutes of Health (NIH) Certificate ......................................... 125  

Appendix B: Introductory Letter for Executives............................................................. 126  

Appendix C: Interview Questions ................................................................................... 127  

Appendix D: Letter of Cooperation................................................................................. 128  

Appendix E: Informed Consent Form for Participants ................................................... 129  

iii
 1

Section 1: Foundation of the Study

Owners of independent restaurants are affected considerably and face many

challenges, such as decreased consumer demand, decreased sales, and reduced disposable

income, when the economy is unstable, which may threaten their level of profitability and

competitive advantage (Lee & Ha, 2012). The restaurant business is the second largest

employer in the United States, yet 67% of restaurants fail within the first 3 years of

operation (Frazer, 2012). Businesses leaders of small, independent restaurants may need

to use new marketing tools to attract and retain customers, increase revenue, optimize

products, and develop a comprehensive understanding of customer needs in order to grow

and sustain their business. Small, independent restaurant owners should strengthen their

competitive position to seek effective marketing strategies to improve profitability and

exceed competitors’ strategies and performance (Desai, 2013).

Background of the Problem

Creating marketing plans that contribute to effective expenditure of resources and

promote profitability is a task for small business leaders such as small, independent

restaurant owners. The challenge for small business executives is relationship building

with customers via marketing, especially because of resource constraints (Fiore, Niehm,

Hurst, Jihyeong, & Sadachar, 2013). Marketing strategies for small-medium enterprises

are different from large enterprises because of these limited resources (Harrigan, Ramsey,

& Ibbotson, 2011). Strategic execution of market and competitor analysis, and how to

adjust marketing strategies to meet target revenue and profitability goals are tasks for

executives of small businesses (Desai, 2013). The ability to react to changes in market
 2

conditions is an internal factor that influences business performance (Ciemleja & Lace,

2011).

Small, independent restaurant owners cannot afford to become content with the

current customer base, but should continue to be innovative in establishing and building

relationships with customers (Fiore et al., 2013). Small business leaders should use

social networks such as LinkedIn, Facebook, and Twitter to filter marketing strategies

and retain customers (Koutroumanis, 2011). To remain competitive, small, independent

restaurant owners should explore new strategies to survive and remain profitable.

Problem Statement

More than 99% of the businesses in the United States are small businesses (Fox,

2013). Parrott, Muhammad, and Holliman (2010) stated that the sustainability for small

and medium-sized enterprises relies on the understanding of competitive pressures and

volatile market conditions. According to the U.S. Small Business Administration (SBA),

50% of all small businesses close within the first 5 years because of insufficient and

poorly executed marketing plans (Cronin-Gilmore, 2012). The general business problem

is that small business executives face profitability challenges based on execution of

marketing strategies. The specific business problem is some small, independent

restaurant owners lack marketing strategies to generate profit.

Purpose Statement

The purpose of this qualitative, exploratory, multiple case study was to determine

what marketing strategies small, independent restaurant owners need for profitability.

Market requirements and conditions are pertinent to establishing future sales, market
 3

share, and profitability (Ngo & O’Cass, 2012). The population was managers and

employees from three small, independent restaurants in Philadelphia, PA. Twelve

managers and employees participated in an interview.

This study may contribute to positive social change by enhancing marketing

intelligence and providing innovative strategies for domestic deployment to small

businesses in the United States. The results from this study may influence small,

independent restaurant owners by showcasing to business leaders the importance of

strategic marketing for sustainability, long-term profitable growth, brand equity, and

competitive advantage. Small business restaurant owners should apply innovative market

strategies for growth and profitability (Smith, 2013).

Nature of the Study

This study was a qualitative, exploratory, multiple case study. Qualitative,

exploratory research allows a researcher to explore and use personal stories to understand

lived phenomena (Barratt, Choi, & Mel, 2011). In contrast, quantitative research

methods help researchers to explain relationships with the goal of confirming

associations or correlations between variables (Horsewood, 2011). Comparatively,

qualitative research involves the collection of data that may be easier to interpret versus

numbers and statistics presented in quantitative data (Sallee & Flood, 2012). Mixed

methods research encompasses the use of qualitative methods for interpretation,

description, and validation of quantitative findings (Harrigan et al., 2012).

Qualitative ethnography research design is associated with anthropology with a

study focus on an entire culture group (Cibangu, 2013; Hays & Wood, 2011). In
 4

qualitative discourse analysis research design, textual units are examined, analyzed, and

used to scope linguistic expressions (Khoo & Jaidka, 2011). Qualitative grounded theory

research design involves saturated data, while phenomenological studies are focused on

the lived experiences of participants (Hays & Wood). Researchers use the qualitative

case study research design to explore and interpret multiple facets of the phenomenon

through an array of data sources (Baxter & Jack, 2008; Yin, 2003). The qualitative case

study design aligned with this study because other qualitative designs such as

ethnography, discourse analysis, grounded theory, and phenomenology were unsuitable

for this study. The qualitative, exploratory, multiple case study research design was

selected over quantitative and mixed methods research designs because the qualitative,

exploratory, multiple case study research design involves analyses of systems and

strategies (Baxter & Jack, 2008; Yin, 2003). Implementing the qualitative, exploratory,

multiple case study research design was the best research method and appropriate in

exploring marketing strategy practices for three small, independent restaurants.

Research Question

The objective of this study was to explore profitability based on the marketing

strategies used by three small, independent restaurants. The central research question

was: What marketing strategies does the executive of three small, independent restaurants

need to generate profit?

Interview Questions

Participants answered the following questions:

 5

1. What are the marketing strategies used to retain current customers and gain new

customers?

2. As a small business, what are the barriers to your business and marketing

strategies?

3. What are the unique characteristics of your company’s brand that guide marketing

strategies?

4. How does your company position its brand for competitive advantage and

profitability?

5. How do you measure the success or failure of your marketing strategies?

6. How do you conduct your marketing profitability analysis?

7. What marketing performance tools have you implemented to track trends and

calibrate profitability?

8. What are your strategies to help maximize profitability?

Conceptual Framework

The fundamental concept of marketing strategies was the basis of this study.

Theories of marketing include brand equity theory, relationship-marketing theory, and

resource-advantage theory. The brand equity model, developed by Aaker (1991), was the

conceptual framework that I used to complement this doctoral study. Brand loyalty,

name awareness, perceived quality, brand associations, and other proprietary brand assets

are dimensions of the brand equity model that provide value to the customer and the

business (Aaker, 1991).

 6

Aaker (1991) theorized that effective marketing strategies and high business

performance are attributes of high brand equity. According to Stahl, Heitmann,

Lehmann, and Neslin, (2012), brand equity theory includes knowledge, relevance,

esteem, and differentiation as four pillars of value that connect customers to the brand

because of its quality, reliability, and uniqueness. The likelihood of customers switching

to a brand they are familiar with is favorable because the risk of the product not suiting

their needs is less, rendering positive outcomes on acquisition and profit margin (Stahl et

al., 2012). In relationship marketing theory, organizational goals involve creating a

consumer champion or advocate that will recommend the company (Bhattacharya & Sen,

2003). Hunt (2011) identified resource-advantage theory as a constant investment of

resources through an evolutionary process for competitive advantages.

Highlighted in this review are various marketing theories. The marketing theories

included brand equity theory, relationship-marketing theory, and resource-advantage

theory. The brand equity theory of marketing was adopted for this doctoral study as the

conceptual framework because brand equity was appropriate and relevant to exploring

the profitability of the marketing strategies used by three small, independent restaurants.

Operational Definitions

Branding. Branding is the selection and blending of attributes specifically and

uniquely used attractive to consumers (Cheng, 2014).

Competition-based pricing. Competition-based pricing is when a company sets

and bases prices in accordance with the competition (Khan, 2014b).

 7

Customer relationship management (CRM). Customer relationship management

is a strategic approach that is concerned with creating improved shareholder value

through the development of appropriate relationships with primary customers and

customer segments (Chiang, 2013).

Market analysis. Market analysis means to analyze the market profitability and

attractiveness (Cheng, 2014).

Marketing mix. A fundamental concept of marketing, which is a set of

controllable marketing tools executives use to create a desired response in the targeted

market, is a marketing mix (Khan, 2014b).

Marketing-mix adaptation. The process executives use to implement its export

strategy in response to internal and external forces is marketing-mix adaptation

(Magnusson, Westjohn, Semenov, Randrianasolo, & Zdravkovic, 2013).

Market segment. Market segment is a group of consumers who respond similarly

to a given set of marketing stimuli (Cheng, 2014).

Assumptions, Limitations, and Delimitations

Assumptions

Assumptions, in qualitative research, are a supposition about what is analyzed,

what counts as evidence, and what counts as knowledge (Chandler, 2013). Assumptions

carry risks because prejudgments and conjectures may taint knowledge obtained from the

qualitative study data results. In this qualitative study, I made assumptions regarding the

application of marketing strategies for small, independent restaurants. One assumption

that I made was that a lack of efficient implementation of tools and systems for marketing
 8

strategies contributes to a deficiency in business practices. The executive for the

restaurants applied tools and systems for marketing strategies efficiently and did not have

a deficiency in business practices. Another assumption that I made was that a flaw in the

execution of marketing strategies negatively influences profitability, as evidenced by

revenue targets and organizational growth. The executive implemented sufficient

marketing tools and systems for efficient business practices, growth, and profitability

(Andrew, 2011; Shin, 2013).

An additional assumption that I made was that participants would understand the

interview questions and would provide truthful and unbiased responses. Participants

understood the interview questions with clarification, at times, for nonmanagerial

employees. Participants’ responses seemed truthful and unbiased.

Limitations

Limitations are constraints that challenge researchers conducting qualitative,

quantitative, or mixed methods research (Lakshman, 2012). The first limitation was that,

according to Goffin, Raja, Claes, Szwejczewski, and Martinez (2012), an exploratory

multiple case study of three small, independent restaurants may be insufficient to provide

adequate data to answer the central research question, and may limit the ability to make

transferable business recommendations. Another limitation of this qualitative study was

the challenge of obtaining approval from the executive to allow the inclusion of

proprietary information, prior to submitting to the IRB application to Walden

University’s Institutional Review Board (IRB). I obtained approval from the executive to

include proprietary information. I made presentations about the purpose of the doctoral
 9

study prospectus to the executive, to address feedback and concerns before initiating the

study. I took feedback in the form of one-on-one consulting with the executive for three

small, independent restaurants, which made the approval process easier to include

proprietary information.

Delimitations

Delimitations are controlled boundary conditions for theory (Ody-Brasier &

Vermeulen, 2014). The delimitation was the focus on marketing strategies for three

small, independent restaurants in Philadelphia, PA. The participants of the qualitative

study were 12 managers and employees. The delimitation of the area and population

were characteristics that did not make the transferability of results from this qualitative

study difficult to apply other small businesses (Gau & James, 2013; Ody-Brasier &

Vermeulen, 2014).

Significance of the Study

Contribution to Business Practice

This qualitative study may contribute to information on how executives can

implement effective practice of business by exploring marketing strategies for

profitability for small businesses. The knowledge obtained from study results may help

small business leaders improve business practices, as well as identify and determine

factors that support innovative approaches to improve revenue, profitability, and market

share. The implementation and effective execution of marketing strategies for

profitability are significant from a business perspective because they may help small

business executives accelerate growth, expand current market position, solidify brand
 10

position, and achieve marketing targets. The responses obtained from the data instrument

may allow executives to use the data to identify customer needs, analyze market trends,

and forecast marketing and brand strategies for business.

Implications for Social Change

The implications for positive social change include business development for

small businesses, such as small, independent restaurants, to help elevate economic

growth. A direct contribution to positive social change may be to open up resource

centers in the community that offer information on marketing techniques, factor analysis,

advertising effectiveness, and marketing research for entrepreneurs and those seeking

business investments. Resource centers are institutions with a source of new external

knowledge for the community (Shaijumon, 2014). Business development and

implementing resource centers are implications for positive social change because they

help drive business success through financial resources, technological resources,

marketing strategies, and create employment opportunities (Jasra, Khan, Hunjra,

Redman, & Azam, 2011).

A Review of the Professional and Academic Literature

The purpose of this qualitative, exploratory, multiple case study was to determine

what marketing strategies small, independent restaurant owners need for profitability. In

this literature review, I examined the various strategies of marketing for profitability in

small, independent restaurants through marketing concepts and theories. Ninety-eight

percent of the 105 sources in this literature review were peer reviewed, and 92% were

published within 5 years of expected Chief Academic Officer (CAO) final approval.
 11

The organization of this literature review starts with the fundamental issues of

marketing strategies, followed by theories of marketing: branding, relationship

marketing, resource advantage, and last a review on profitability. I used the following

EBSCO databases in my search for professional and academic literature: Business Source

Complete, ABI/INFORM Complete, SAGE Premier, Science Direct, Health Science and

Information and Technology databases. Books and journal articles were the main

publications used in the review. I retrieved these with the following keywords:

advertising, branding, competition-based pricing, competitive advantage, customer

engagement, customer relationship marketing, customer relationship management,

customer segmentation, marketing–mix adaptation, market analysis, marketing mix,

market orientation, market segmentation, marketing strategies, marketing theories,

product development, profitability, pricing strategies, relationship marketing, resource

advantage, small business, small restaurants, social marketing, and viral marketing.

Fundamental Issues of Marketing Strategies

The main goals of marketing strategies for business leaders are to fill market

needs, grow market share, and increase shareholder value (Jemaiyo, 2013). Small,

independent restaurant owners must develop stakeholder strategies to support annual

strategic initiatives and assist in accomplishing opportunities for growth. Small business

leaders should gather all insights regarding marketing activities to forecast growth and

sustainability patterns (Fiore et al., 2013). Identifying consumer insights and trends

through marketing assists with the evaluation of cost savings and other ongoing

initiatives, and may contribute to organizational growth.

 12

Marketing new products keeps customers aware of new offerings; for long-term

growth organizations must involve innovation and insights from customers (Barwise &

Meehan, 2011). Executives use promotion, advertising, fundraising, and public relations

as principles of marketing operations and strategy (Tabaku & Mersini, 2014). Small,

independent restaurant owners can attract new customers to apply marketing strategies

such as viral marketing, advertising, flyers, brochures, and outreach (Tawanda, Future, &

Angela, 2013). Creating and executing a coordinated marketing plan for new and

existing products and services may also help small, independent restaurant owners make

enhancements or modifications based on adjustments in the competitive landscape.

Small and medium sized businesses with high levels of performance are descriptive when

documenting strategic marketing planning activities such as business mission, marketing

objectives in the area of market share, products and services, and distribution

(Ogunmokun & Tang, 2012). Using the concept of marketing as an adaptive strategy is

necessary to ensure resources are available when implementing marketing activities

(Tabaku & Mersini, 2014).

Leaders of small and medium sized firms should use more cross-functional

involvement with focus on inter-organizational partnerships, intraorganizational

partnerships, and training as a marketing strategy (Gillian, Weerawardena, & Liesch,

2012). Training all staff on marketing principles and the importance of market research

is fundamental (Tabaku & Mersini, 2014). Training executives from stakeholder

organizations in areas such as sales, services, and leadership are critical when

implementing a marketing plan (Janicic & Jankovic, 2014). Integrated marketing

 13

strategy, external integration of resources, market research, steady marketing

management activity, and market orientation are basic principles of an innovation-

marketing model (Li & Ju, 2014). Organization commitment, market orientation,

business performance, and data sources (top management, employees, annual reports) are

the main factors in the theoretical model when implementing internal marketing

programs in organizations (Zaman, Javaid, Arshad, & Bibi, 2012). Employees who are

loyalty and committed to an organization provide excellent service to their customers and

are concerned with organization growth when business executives provide strategic

rewards, effective training, and internal marketing programs (Zaman et al., 2012).

Market orientation and internal marketing programs correlate with high business

performance and profitability (Zaman et al., 2012). An organization’s degree of market

orientation can be positive for business performance and profitability (Jakada & Gambo,

2014).

A strategic marketing system entails a needs analysis, research and analysis,

creative infusion, strategic positioning, marketing plan development and training,

implementation, evaluation, and adjustment (Janicic & Jankovic, 2014). A strategic

marketing system is comprised of approaches that can help leaders cultivate and enhance

marketing plans and marketing efforts. Marketing contributes to customer and

shareholder value through the development of customer-oriented solutions (Abernathy,

Kubick, & Masli, 2013). The analysis of customer data is extracted through marketing

strategies (Chiang, 2013). With the use of marketing strategies, business owners are able
 14

to share concepts with consumers and stakeholders to precipitate profit (Bettiol, Di

Maria, & Finotto, 2012).

The implementation of aggressive advertising strategies is used as a way to

combat competitors’ attacks (Cheng, 2014). Aggressive marketing can be implemented

as a way for business leaders to provide differentiation capabilities compared to

competitors, act as a liaison between supply and demand, and meet consumer

expectations by dispersing better quality products (Cheng, 2014; Sarathy & Banalieva,

2014). According to Cheng, post-testing, recall tests, and recognition tests, are ways to

assess, compare and contrast-advertising strategies of competitors, and examine various

market segments. Business executives assess customers’ product awareness and the

effectiveness of advertising in the target markets by post-testing (Cheng, 2014). Leaders

implement recall tests to check the retention and awareness level of customers about

advertising (Cheng, 2014). Through recognition tests, customers read advertising and

note what they have seen previously to help managers assess the advertising influence in

different market segments (Cheng, 2014).

Marketing managers should implement offensive and defensive strategies to adopt

a relationship marketing orientation approach centered on three concepts: attracting,

retaining, and regaining lost customers (Vivek, Beatty, & Morgan, 2012). Offensive

marketing strategies are marketing planning goals of acquiring more customers,

suggesting brand modifications, and increasing purchase frequency (Vivek et al., 2012).

Small business executives should use offensive marketing strategies to assess the value of

engaging prospective customers and the value of evaluating brand potential (Vivek et al.,
 15

2012). Executives should monitor the activities and interactions of customers to

determine what drives customers to the product or brand (Vivek et al., 2012).

Some prominent classifications of marketing strategies for organizational growth and

profitability are the implementation of offense strategies for challenger firms, intense

growth, market penetration, product development, market development and

diversification strategies to growth (Bozkurt & Ergen, 2014). Using offensive marketing

strategies may help small business leaders such as small, independent restaurant owners

determine if brand modifications are needed to increase purchases. Defensive marketing

strategies are marketing planning goals to increase customer retention and brand

switching; small, independent restaurant owners may use defensive strategies to

maximize the effectiveness of marketing activities (Vivek et al., 2012).

Strategy formulation and technology development can help aid the decision-

making capabilities and build a competitive advantage for small restaurants

(Koutroumanis, 2011). According to Sanchez, Popescy, Chivu, Ciocârlan-Chitucea, and

Popescu (2011), small and medium sized enterprises contribute to 55%-95% of U.S.

Gross Domestic Product (GDP) and generate technical innovation for the economy.

Small business executives should use the Internet as a marketing tool to avoid

competitive disadvantages (Omar, Ramayah, Lim, Mohamad, & Marimuthu, 2011).

Using the latest technology to engage and communicate with customers is important,

because implementing technology as a marketing strategy may help small business

leaders forecast customer expectations and values (Rowley, 2012). Measuring the

outcomes from web-based marketing may determine if it helps increase profit, increase
 16

return on investment (ROI), enhance company brand, increase customer loyalty, and

improve business processes (Omar et al., 2011).

Word of mouth communication is a powerful marketing tool (Vázquez-Casielles,

Suárez-Álvarez, & del Río-Lanza, 2013). Viral marketing, through word of mouth

communication, is fundamental to innovative marketing strategies; and is a good way for

executives to promote and strengthen brand, and to encourage loyal customers to spread

the word to other people (Lekhanya, 2014; Nejad, Sherrell, & Babakus, 2014). Word of

mouth consumer conversations about brand occurs 75% face-to-face, 15% via phone and

10% online with an estimate of 15 billion brand impressions every week in the United

States (Keller & Fay, 2012). Small, independent restaurant executives can implement

online marketing as a communication platform to build relationships and customer

loyalty (Tabaku & Mersini, 2014). Small business executives need customers to spread

the message about the company and products because the ultimate credibility source is

customer to customer or customer to a new prospect (Swenson et al., 2012). Marketing

campaigns that incorporate incentives to encourage viral diffusion may allow

dissemination of the message to spread beyond the anticipated pool of customers, and

continue after the incentive has completed (Ewing, Stewart, Mather, & Newton, 2014).

Social marketing is a way to add an implicit consumer endorsement of a brand (Keller &

Fay, 2012). Applying social media for brand equity as a marketing focal point increases

revenue and profits (Zailskaite-Jakste & Kuvykaite, 2013).

Thirty-four percent of small business executives do not examine the effects of

marketing activity (Katona, 2014). Following up with existing customers to confirm their
 17

satisfaction may help marketing managers who work in small businesses establish,

maximize, and maintain positive relationships with existing and potential customers.

Small business executives should realize the importance of efficient marketing, because

the elements of marketing help operate and manage a small business (Katona, 2014).

Marketing strategies and activities for small businesses are distinctively different from

those observed in large organizations (Bettiol et al., 2012).

Through the analysis of a strategic marketing plan, small business owners can

obtain information on strengths, weaknesses, opportunities and threats (SWOT; Janicic &

Jankovic, 2014). Small, independent restaurant owners should conduct research and a

SWOT analysis of competitor's strengths and weaknesses, and internal elements such as

past sales, consumers, and profitability per consumer (Janicic & Jankovic, 2014). Small

restaurant owners should use the data from research and SWOT analysis, maintain

industry statistical information and market research resources, and implement a strategic

marketing plan for profitability (Janicic & Jankovic, 2014).

Marketing activities such as marketing communications, personal selling,

competition-based pricing, product development, and distribution may help small,

independent restaurant owners emphasize differentiation-based product market strategies

to meet market goals (Khan, 2014b; Mohammed, Rashid, & Tahir, 2014). Executives

can use marketing communications to obtain information and advice, offer information

about products, and persuade target customers on the merits of a particular product

(Khan, 2014b). Information used to determine consumer preferences and to segment

consumers, benefit effective promotional programs and marketing expenditures (Barber,

 18

2014). Personal selling is a form of promotion that small business restaurant owners

should apply to market a product successfully (Khan, 2014b). Small business restaurant

owners can use marketing activities to create a competitive advantage in the market and

provide a product that satisfy individual needs of customers (Khan, 2014b; Mohammed et

al., 2014). Maintaining customer retention favors cross selling and an increase in

purchasing frequency (Khan, 2014a). According to Khan (2014b) the product is the core

of the marketing mix strategy and small business owners can differentiate their product

from competitors and offer broad product lines to enhance profitability and market share

positions in the market. Focusing on differentiation-based product market strategies and

resource deployments may help small business owners meet product-market goals

(Mohammed et al., 2014).

Small business restaurant owners should consider competition and company

objectives when implementing competition-based pricing as a marketing activity (Khan,

2014b). With marketing innovation, small business executives can use new methods for

promotion or change the price of the product to increase sales through new product

introductions and positioning strategies (Çetinkaya & Kalkan, 2014). Marketing is

applied through a unique marketing model structure, to gain better customer satisfaction,

higher market premiums, or higher sales efficiency (Li & Ju, 2014). Marketing managers

should design products with a focus on customers’ consumption behavior and customer

satisfaction to measure market premiums and sales efficiency (Li & Ju, 2014).

According to Li and Ju (2014) small businesses executives can use a corporate

marketing model structure as a tool to help improve customer value, communicate

 19

efficiently and interactively, and reduce customer total cost. Khan (2014b) advanced

small business executives should use pricing to reinforce other marketing activities

because although higher prices will lead to higher profitability initially, higher prices may

result in lower sales and profits in the long term. Creating short-term and long-term

marketing and advertising strategies that align to strategic plans may help small business

executives achieve profitability.

Branding

Strategically building a valuable brand increases customer value perception, gives

the product a higher quality level, and increases profitability (Dogramatzis, 2012).

Proactively innovating a business model, product differentiation, and trend creation

increases brand image (Yang & Chiu, 2014). Small, independent restaurant owners

should continue to generate innovative product concepts to elevate brand growth.

Brand image can be an influential factor that causes customer complaints in a

restaurant (Kim & Boo, 2011). Brand strategists are tasked with using various

communication levels to determine which consumer populations are most likely to talk

about a company brand to help influence quantifiable ways to sales and profitability

(Keller & Fay, 2012). Companies that have a strong brand name achieve better

performance and marketing capabilities (Jannesari, Ghorbani, & Haery, 2014). Hsu,

Hung, and Tang (2012) conducted in-depth interviews with restaurant managers to

identify marketing strategies and activities for building brand equity about managerial

strategies such as: production development, customer service, restaurant ambience, and

integrated marketing communication. Hsu et al. (2012) analyzed data from the
 20

interviews and found customers age 21-30 years old place value on perceptions of

looking, hearing, smelling, and testing, and physical evidences such as meals, uniform

design of staffs, tableware design, and decorations of a restaurant. Customers age 31-40

value symbolic benefits and service attitudes because they want to feel relaxed while

dining and want to experience a friendly, enthusiastic, and cheerful attitude from

restaurant staff (Hsu et al., 2012).

The results of the study may help marketing executives develop, evaluate, and

enhance hospitality brand equity. Small business restaurant owners can use the results to

create marketing strategies and improve customer value of brand equity. Brand creation,

marketing internationally, and searching for new marketing opportunities are ways small,

independent restaurant owners should strategize for profitability (Yang & Chiu, 2014).

Brand equity building is an important component for the competitive advantage

formation of a business (Zailskaite-Jaste & Kuvykaite, 2013). When brand extensions

are successful, companies gain additional customers and organizational performance is

superb (Singh, Scriven, Clemente, Lomax, & Wright, 2012).

Brand and target identities should be transparent because the most effective

approach is to connect brand to consumer identity (Bhattacharjee, Berger, & Menon,

2014). Enhancing brand image along with implementing effective and interactive

communication improves customer value (Li & Ju, 2014). According to Zailskaite-Jaste

and Kuvykaite (2013), business leaders should use social media as a marketing focus to

allow consumers to contribute to brand equity building and brand representation.

Zailskaite-Jaste and Kuvykaite advanced that through social media, consumers can
 21

decide how to interpret a brand and business executives can expand brand awareness.

Using social media will guarantee high consumer involvement in communications that

may increase brand equity, determine brand loyalty, and increase revenue and profits

(Zailskaite-Jaste & Kuvykaite, 2013).

Small, independent restaurant owners must be abreast of the trademark

distribution of competitors before promoting their own brand and design a patent map to

create an enterprise brand (Chen & Liang, 2013). Building a patent map helps restaurant

owners create a trademark map from the company brand and find its position in the

market (Chen & Liang, 2013). Brand extension and brand equity is a way small,

independent restaurant owners can fill market gaps and hinder the expansion of its

competitors’ market shares (Cheng, 2014). Brand equity and marketing activities are

pertinent to customer relationship retention and components of business success

(Hajipour, Bavarsad, & Zarei, 2013). Brand elements selection and marketing strategies

affect brand equity building (Hsu et al., 2012).

Business managers should design viral marketing and email message execution

regarding brand promotion, in an attractive manner in which the recipients relate and

contextualize the marketing strategies (San José-Cabezudo & Camarero-Izquierdo, 2012).

Implementing viral marketing in collaboration with internal and external counterparts

may drive brand initiatives. The likelihood of customers purchasing products and

services is better when brand value and brand equity are superior (Chun-Chen, Szu-Wei,

Cheng-Yi, & Chang, 2014). A brand name is just as important as product quality and

product profitability (Hinterhuber & Hinterhuber, 2012). Companies such as Coca-Cola

 22

and Sony have established reputations globally through branding (Kay, 2011). Small,

independent restaurant owners should involve customers in brand development because

branding is a blending of attributes used attractive to consumers (Cheng, 2014).

Companies with a brand image that include distinctive characteristics from its

competitors and attributes that are better than normal transparency of product marketing,

sustain long-term competitive advantage (Metaxas, 2010). Developing a valuable brand

increases the product’s profitability and sustainability levels and boost customer value,

perception, and loyalty (Dogramatzis, 2012). Business executives should review metrics

regarding profitability and market awareness when seeking cobranding strategies

(Kalafatis, Remizova, Riley, & Singh, 2012). Small, independent restaurant owners can

examine economic attractiveness, competitive intensity, and differential product

advantages through market characteristics, product characteristics related to branding and

pricing components, and business portfolio priorities (Dogramatzis, 2012).

Budget comparisons, marketing objectives and goals, marketing activities, sales

channels, and positioning are areas within marketing dynamics that small business

executives can use as they conduct a marketing audit (Janicic & Jankovic, 2014).

Marketing strategies and marketing capabilities that include an in-depth market and brand

analysis may help to support brand growth. Sixty percent of product decisions and 32%

of distribution decisions influence long-term brand sales (Ataman, Berk, Van Heerde, &

Mela, 2010).

Small business managers can promote brand and products to identify market

trends, propose customized marketing strategies, and execute market campaigns through
 23

online interaction successfully (Pantano & Corvello, 2013). Small, independent

restaurant owners can track and optimize brand performance by using data analytics to

help identify opportunities for business growth and innovate brand initiatives. Using a

virtual environment for marketing may allow consumers to influence brand expression

and contribute the building, dissemination, and promotion of the brand (Zailskaite-Jakste

& Kuvykaite, 2013). Small, independent restaurant executives should collaborate with

consumers about website updates and various multimedia sources to increase brand

awareness and recognition.

Small, independent restaurant owners should use a logo, a website, and a brand

development model as elements of a marketing plan to execute the brand (Holland &

Weather, 2013). Holland and Weather (2013) opined brand strategy coupled with an

organization’s business strategy is a marketing plan that promotes growth and strategic

brand development initiatives. The development and execution of marketing brand

strategies are key initiatives that drive brand awareness. Comprehending customers’

value and using marketing activities for positive investment may improve brand

performance (Herrmann, Henneberg, & Landwehr, 2010). Human resources managers

should create brand ambassadors because employees should play an integral part in an

organization’s brand strategy to deliver brand messages properly (Holland & Weather,

2013).

Product development, promotion, advertising, and innovation are marketing

activities that help promote brands. Filtering on the knowledge that consumers prefer

brands positioned on their identity, Jif peanut butter targets mothers with marketing
 24

messages by noting, Choosy moms choose Jif (Bhattacharjee et al., 2014). A marketing

strategy should include image development and brand characteristics that allow

organizations to have an efficient marketing mix that reflects a trustworthy image (Torre,

Fenger, VanTwist, & Bressers, 2014).

Relationship Marketing

Relationship marketing, which encompasses relationship building and market

analysis of competitors and consumers, emerged as a marketing theory in the early 1990s

(Khan, 2014a). Relationships with customers and competitors are forefront for a

company when issues are addressed regarding business strategy (Kay, 2011). The

purpose of employing relationship marketing is to allow small, independent restaurant

owners to use a strategic process to develop and maintain a profitable relationship

portfolio (Catoiu & Tichindelean, 2012). The application of relationship marketing is

significant to the profitability of a business (Borisavljevic, 2013). Small, independent

restaurant executives should implement effective marketing strategies that align with the

business strategy, which includes defining successful engagement of customers,

prospects, and competitors in the market arena (Jemaiyo, 2013).

Micro marketing, database marketing, one-to-one marketing, loyalty marketing,

wraparound marketing, customer partnering, and interactive marketing are customer

relationship concepts under the pillar of relationship marketing (Khan, 2014a). Small,

independent restaurant owners should implement micro marketing as a proponent of the

relationship marketing process and strategic approach to customer engagement (Khan,

2014a). Small business executives apply relationship marketing to different marketing

 25

activities ranging from consumer frequency marketing programs, customer partnering,

and interactive marketing, directed toward building partnerships with important business

customers (Khan, 2014a). Executives implement loyalty marketing to show commitment

and maintain a relationship with the buyer; leaders use commitment as a variable to

measure the strength of a marketing relationship and predict future purchase frequency

(Khan, 2014a). Relationship marketing helps to foster the competitive advantage through

networks communications and interactions during implementation marketing strategies

(Gharehbashloni & Seify, 2014). Small business leaders should identify, develop, and

execute new business opportunities to build relationships with primary customers within

targeted market segments.

Customer relationship marketing (CRM) is a new paradigm and is important to

the service industry for leverage of customer and business value (Chiang, 2013). The

CRM strategy is an integration of marketing, sales, and customer service with the

objective of delivering customer value to enhance marketing productivity (Soliman,

2011). Soliman (2011) advanced the aspects of CRM, which include a primary focus on

customers, organizational efficiency, and customer knowledge management, help

businesses achieve a high marketing performance. Small, independent restaurant owners

should execute a CRM strategy to evolve marketing communications, drive brand

engagement, and generate profit. Small, independent restaurant owners should invest in

CRM technology and systems, to improve electronic and direct marketing programs,

enhance prediction models, upgrade planning systems, improve organizational structures,

and increase profitability margins (Soliman, 2011). Small, independent restaurant

 26

owners should implement CRM and lead maturation to attain new customers for targeted

growth. Small business executives should apply relationship marketing to maintain and

improve competitive position in the market (Borisavljevic, 2013). Soliman (2011)

conducted a study of sales administration and reported 50% of companies, which had a

profit of more than one million dollars in sales, had executives who practiced CRM.

Product, price, promotion, and place are the traditional 4P concepts in relationship

marketing for small business owners to improve its competitive position in the market

(Borisavljevic, 2013). Driven marketing approaches involve the initiation of product

strategies that foster the development of product positioning, formulation, advertising,

and pricing. Changing the product might be necessary to maintain or grow market share

because product characteristics are also factors of brand loyalty (Schmidt & Ralph, 2014;

Zailskaite-Jaste & Kuvykaite, 2013). Customers’ positive perception of a brand

cultivates relationship-marketing strategies (Radu, 2013). As small, independent

restaurant executives work to maintain current client base, they should aggressively grow

sales through prospecting and relationship development with external stakeholders within

designated market territories. Managers can use brands and products to revitalize and

innovate customer relationships (Bettiol et al., 2012).

Effective marketing strategies should include leveraging products and services to

meet customer needs. Consumer identification, customer acquisition, customer retention,

customer development, and tracking consumer information are steps in the process of

relationship marketing small business leaders implement to maintain lifelong

relationships (Khan, 2014a). Marketing executives who implement relationship

 27

marketing may improve marketing productivity, increase profits from 25-85%, and

decrease customer attrition by 5% (Khan, 2014a). According to Khan (2014a) small

business owners should use customer retention to obtain advantages from a turnover

perspective, and a costs perspective. Khan (2014a) conveyed executives should track the

fragmentation of consumer markets and customer buying patterns in the development and

growth of relationship marketing.

The close relationship small and medium-sized enterprise leaders have with

customers along with market orientation affords them the competitive advantage over

larger businesses (Reijonen, Laukkanen, Komppula, & Tuominen, 2012). The process of

relationship marketing requires the knowledge base of customers’ economic, emotional,

and moral needs, and mechanisms to serve and satisfy customers efficiently (Radu,

2013). Small, independent restaurant executives should use relationship marketing to

identify existing and potential customer segments and to invest in new market segments

(Micheaux, 2013). Employing relationship-marketing strategies that encompass long-

term communication processes to capture customers’ point of view makes customers

loyal to the organization (Omidinia, Matin, Jandaghi, & Sepahyar, 2014). From a

broader perspective, positive relationships and customer satisfaction helps attract new

customers generate referrals, expedite the roll out of new products and services, and

improves brand equity (Agarwal, Chaurasia, & Negi, 2012). Positive customer

relationships are formed from the process of CRM, because CRM creates customer

awareness and customer engagement and allow business owners to establish long-term,

resource-manageable, and profitable customer relationships (Chiang, 2013).

 28

Proper implementation of relationship marketing helps business managers

successfully attract and maintain profitable clients, and establish relationships with

manufacturers and distributors for an optimization of organizational, financial

performances (Radu, 2013). Relationship marketing is a way to establish a unique long-

term relationship with customers to drive business equities (Abeysekera, & Jayakody,

2011). Small business executives should pay attention to customer needs as they design,

implement, and coordinate product strategies and other marketing initiatives; the

maintenance of customer interaction is important (Bouguerra & Mzoughi, 2011; & Sanzo

& Vazquez, 2011). Small, independent restaurant owners should align the philosophy of

relationship marketing with a business and marketing plan to cut costs, increase incomes,

and generate intangible benefits (Radu, 2013).

Small, independent restaurant owners should develop relationship marketing

based on market situation and organizational characteristics (Juscius & Grigaite, 2011).

Intellectual assets regarding environment cultivation such as customer, channel, and

partner relationships are all fundamental aspects of marketing strategies (Sarathy &

Banalieva, 2014). Marketing strategies are executed based on customer segmentation.

Small, independent restaurant owners need to establish a process to help determine

customer segmentation strategies based on analysis of existing customer database and

competitive and market intelligence.

Retaining current partners and customers poses high economic options (Kang, &

Sivadas, 2013). Specializing in the acquisition of new customers and retention of

existing customers can help small business executives leverage relationships to maximize
 29

revenue opportunities. Customer loyalty is linked to financial success and profitability

(Bowden & Dagger, 2011). Fundamental components of strategic relationship marketing

are an increase in profitability and sustainable competitive advantage for service

organizations (Hashem, 2012). Relationship marketing involves market success and

profitability; small, independent restaurant owners must be positioned to influence

existing customer relationships and adjust services, products or strategies as needed

(Essawy, 2012). Creating a systematic follow-up process for all networking activities,

maximizing referrals, and focusing on a target market are strategies small, independent

restaurant owners should implement to improve marketing activities. Evaluating existing

products, services, market segments and customer targets, as well as profitability can

ascertain the need for new products and services.

Relationship marketing presents a strategic response to businesses in attaining

competitive advantages and commitment with customers (Pereira, Ferreira, & Alves,

2012). Understanding and responding to consumer needs, operating in a competitive

environment, and consumers’ preferences are centralities of marketing (Sarathy &

Banalieva, 2014). Small, independent restaurant owners should make efforts to measure

the value of each customer (Radu, 2013). Business managers should take advantage of

complaints from customers and use it as a marketing tool to build long-term customer

relationships (Kim & Boo, 2011).

In relationship marketing, strategic competitive advantage involves satisfying

existing customers through buyer-seller relationships and increasing corporate

profitability (Khan, 2014a). Bilateral relationships, seller-maintained relationships, and

 30

buyer-maintained relationships are categories of buyer-seller relationships business

executives can use to incorporate relationship-marketing tool and build partnerships with

important business–to–business customers (Khan, 2014a). From a sales management

perspective, managers apply relationship marketing to various marketing activities

directed toward developing long-term relationships, trust, and communication with

customers (Khan, 2014a). Client orientation, trust, commitment, teamwork, innovation,

flexibility, and results orientation, which are shared values related to the development of

relationship marketing orientation, should align with marketing strategies (Iglesias,

Sauquet & Montaña, 2011). Developing relationship-marketing programs and valuing

customers across cultures are important (Hui, Ho, & Wan, 2011). Relationship marketing

will help businesses thrive in the market and guard competition (Alvarez, Casielles, &

Martin, 2011).

Small, independent restaurant owners should have their sales management team

review marketing campaigns, consumer frequency marketing programs, and sales

activities relating to data about business partnerships when applying relationship

marketing (Khan, 2014a). The sales management team should conduct a review to seek

information on the competitiveness of the firm, transaction cost, financial performance,

and marketing productivity (Khan, 2014a). Influencing customers through relationship

marketing to achieve sales volume and margin targets may provide small businesses the

competitive advantage in the marketplace. Relationship marketing represents a win–win

situation for buyers and sellers and helps guide the needs and interests of current
 31

customers with a focus on building positive relationships (Agariya & Singh, 2011; Choo

& Petrick, 2012).

Relationship marketing focuses on enhancing, retaining, and maintaining

relationships with existing customers (Vivek et al., 2012); when small, independent

restaurant owners implement relationship marketing as a strategic business plan, they

should ensure that they are also developing relationships with distributors, suppliers, and

public institutions (Khan, 2014a). The high level of customer engagement that

encompasses a relationship-marketing strategy is pertinent to business executives because

it leads to customer retention (Hashem, 2012). Commitment and trust are essential for

promoting long-term relationships via the relationship marketing approach (Johns, 2012).

Resource Advantage

The aspect of resource-advantage theory supports the notion that valuable

resources influence marketing strategy and export performance (Magnusson et al., 2013).

The objective of resource-advantage theory is superior financial performance (Foss,

2012). Sustainable marketing and economic growth are cross-functional disciplines in

resource advantage theory (Hunt, 2011). Operational practices of an organization around

the actions of competitors and suppliers and consumers’ behavior are concepts of

resource advantage theory (Griffith & Yalcinkaya, 2010).

Marketing is a solution for small businesses to distribute scarce resources

equitably (Baker, 2013). Scarce resources and lack of specialized structures and

competences may hinder the implementation of marketing strategies and marketing

 32

planning for small businesses (Bettiol et al., 2012). Marketing strategies that encompass

sustainability align with resource-advantage theory (Crittenden et al., 2011).

Resources and high financial performance are concepts of resource-advantage

theory (Arnett & Madhavaram, 2012). Resource-advantage theory is a theory centered

on competition, theoretical practices of business, and marketing strategy (Hunt &

Madhavaram, 2012). Resource diversity and market segments for competitive advantage

and disadvantage are important in resource-advantage marketing strategy (Hunt, 2012).

Profitability

To accelerate profitability levels and be successful, executives have to engage

customers in product deployment, which will help drive the market (Swenson, Rhoads, &

Whitlark, 2012). Examination and analysis of best market opportunities and creation of

profitable strategies are elements of strategic marketing planning (Ogunmokun & Tang,

2012). Small, independent restaurant owners should create marketing strategies from the

analysis of customer segmentation to augment sales and profits (Hwang, Lee, & Park,

2012).

Marketing strategies have an effect on financial outcomes for small businesses

(Solomon & Perry, 2011). An effective marketing strategy can lead to increased sales

and dominance in a targeted market (Jemaiyo, 2013). Small business leaders can gauge

market attractiveness based on growth rate and profitability (Dogramatzis, 2012).

Creating opportunity, multiplying the effect, leveraging relationships, and making profits

are elements of a systematic framework used to measure and execute entrepreneurial

marketing (Swenson et al., 2012). Evaluating a business idea and the dimensions of a
 33

product are ways leaders create growth opportunities and develop responsive marketing

strategies (Swenson et al., 2012). According to Swenson et al. (2012) entrepreneurs

implement the multiplying effect to identify and partner with business stakeholders who

have a significant influence over the target market. Leveraging relationships with

advisors, suppliers, and customers may increase business success (Swenson et al., 2012).

Small, independent restaurant owners should use marketing strategies to help identify

specific buying and use trends of customers and modify product specifications for

profitability (Swenson et al., 2012). Understanding use patterns may allow executives to

understand customers’ needs and how to deliver value and recognize marketing

opportunities (Swenson et al., 2012). Small, independent restaurant owners should apply

market information management to grow market value and enhance organizational

performance (Shin, 2013).

Marketing activities should involve the analysis of data for efficiency, marketing

program pricing, and cost savings recommendations. Implementing an analytical system

that includes a reporting mechanism for ROI, revenue projections, and industry and

market developments is important. Using marketing metrics to forecast profitability and

evaluate organizational performance are important for marketing managers, because

forecasting allows managers to analyze marketing effectiveness and return on investment

outcomes (Mitchell & Olsen, 2013).

Business executives should continuously use marketing to increase profitability

and growth through the assessment of market research and customer dynamics

(Groenewald, Prinsloo, & Pelser, 2014). Business leaders must conduct a profitability
 34

analyses to determine if marketing strategies permit allocation of resources and

innovative ways to foster and retain customer relationships (Kumar & Rajan, 2012).

Allocating higher expenditures for an effective marketing innovation strategy and

technology development is recommended for small businesses, based on study results

(Çetinkaya & Kalkan, 2014).

Small, independent restaurant owners’ innovative-oriented strategies and

marketing activities help increase organizational sustainability (Çetinkaya & Kalkan,

2014). Marketing strategies should include quick product launches, and the identification

of new market dimensions needed to pursue and drive customers, and successfully drive

profits (Swenson et al., 2012). Small, independent restaurant owners should design

marketing practices on cross-functional and cross-buy opportunities to develop strong

customer relationships and drive sales (Shah, Kumar, Qu, & Chen, 2012). Development

and execution of marketing strategies and promotional activity through the marketing

mix may help achieve revenue targets for small businesses.

For profit and growth, business executives must implement a marketing strategy

such as designing and redesigning companies’ products and services to sustain

competitive advantage (Civic, 2013). Small business leaders should create information

gatekeepers for product marketing to drive profits (Chen & Liu, 2013). Andrew (2011)

opined significant gaps between marketing expectations and performance satisfaction are

barriers called tactical soup and failure to launch. Tactical soup is when business leaders

do not adequately prioritize strategies on how to generate revenue and profitability

through marketing activities, whereas failure to launch is when business executives do

 35

not effectively implement marketing resources for growth and profitability (Andrew,

2011). Small, independent restaurant owners should review current marketing strategies

to avoid tactical soup (Andrew, 2011). Leaders should (a) put every marketing tactic

under the microscope, (b) calculate the value received from the marketing activity, and

(c) schedule ongoing maintenance of the activity (Andrew, 2011). Reviewing current

strategies will allow leaders to explore the correlation of between a marketing activity

and business outcome (Andrew, 2011). Andrew advanced email and direct mail

campaigns must in a reliable and accessible database and maintained continuously.

Small, independent restaurant owners should use marketing resources and convert

business ideas into revenue to avoid failure to launch (Andrew, 2011). Facilitating an

engagement with prospective clients and maintaining brand awareness are marketing

tools business executives can implement for growth and profitability (Andrew, 2011).

The marketing channels small business executives use should incorporate customer

feedback, as a way to increase customer profitability and influence corporate profitability

(Karamehmedovic & Bredmar, 2013). Marketing executives should use customer base

and relationship with customers to create marketing programs and initiate profitability

(Pepe, 2012).

The effectiveness of marketing strategies is measured by analysis of profits and

sales (Jemaiyo, 2013). Eighty percent of the senior managers ranked branding,

marketing, and sales as important success factors for business (Andrew, 2011). Sales

promotions foster short run or long run profitability (Zebra, Syeda, Malik, Batul, &

Syeda, 2012). Profitability levels relating to advertising are measured by past sales
 36

figures with past advertising expenditures (Cheng, 2014). Developing a marketing plan

that creates new product concepts based on customer insights and customer innovative

recommendations may help small business owners improve the performance of products

and become more profitable (Markides, 2012). Brand execution is essential to long-term

growth, whereas customer insights are valuable in guiding innovation and resource

allocation (Barwise & Meehan, 2011).

Profitable customer loyalty, business performance metrics, and marketing-mix

adaptation correlate to the following marketing-mix variables: product, promotion and

advertising, price, distribution, sales, and sales force (Kumar, Sharma, Shah, & Rajan,

2013; Magnusson et al., 2013). Profitable customer loyalty is fundamental to business

success and involves customers who exhibit attitudinal loyalty and provide profits for a

firm (Kumar et al., 2013; Magnusson et al., 2013). Increased customer loyalty

contributes to business profitability (Agarwal et al., 2012). Marketers should implement

a combination of promotional and advertising strategies to reach profitability goals

(Kumar et al., 2013; Magnusson et al., 2013). Small, independent restaurant owners

should develop pricing strategies around business objectives, market conditions, and

customer portfolios, as they align marketing strategies (Kumar et al., 2013; Magnusson et

al., 2013). Effective marketing strategies can help small business owners enhance the

understanding of its position in the marketplace (Tawanda et al., 2013). Effective sales

promotions implemented by executives will optimize pricing strategies; sales

performance is an important indicator of customer loyalty (Kumar et al., 2013;

Magnusson et al., 2013).

 37

Small, independent restaurant executives should develop marketing plans around

customer loyalty programs across multiple platforms. Examining various distribution

networks will help leaders build a loyal customer base and more customer segments,

which are primary marketing strategies (Kumar et al., 2013; Magnusson et al., 2013). As

small, independent restaurant owners assess market needs, marketing specifications and

measure organizational growth, product innovation should represent the voice of the

customer through a strategic and operational marketing process (Cherchem, 2012). For

small businesses, major components of marketing innovation are increased profits and

market shares, and sustainable competitive advantage (Çetinkaya & Kalkan, 2014).

Small business owners use corporate profitability and product characteristics as a

dimension of relationship marketing to connect to existing satisfied customers (Khan,

2014a). Customer insights can help foster the process of building a valuable long-term

asset, brand equity, and a platform for business growth (Barwise & Meehan, 2011).

Financial and operational accountability should align with marketing initiatives and

strategies. Small, independent restaurant owners must measure the effectiveness of

marketing program and strategies quantitatively and qualitatively. Small, independent

restaurant owners can use business and marketing strategies to shape, achieve, and

sustain the competitive advantage of their portfolio (Jemaiyo, 2013). Zaman et al. (2012)

proposed business executives who apply internal marketing programs have an influence

on market orientation, business performance, and profitability. High brand image, high

company image, and a well-maintained profit margin are success factors that may help

small, independent restaurant owners maintain its market shares and profit (Cheng,
 38

2014). Small, independent restaurant owners may have a competitive advantage on sales

and marketing opportunities when brand image is high because of customers’ brand

loyalty and awareness (Cheng, 2014). Customers’ positive perception of products and

services attributes to high company image and the quality of products and services

delivery (Cheng, 2014). Executives should continue to analyze and evaluate brand equity

strategies and marketing approaches for profit margin (Cheng, 2014).

The focus of a marketing plan for small, independent restaurant owners should be

to create customer equity development and brand valuation to facilitate the innovation of

new products (Sarathy & Banalieva, 2014). Implementing creative project plans and

strategic marketing plans tailored to build products and brand equity may help small,

independent restaurant owners achieve annual profit and volume. Conducting a market

analysis when implementing a strategic marketing plan, is important for small,

independent restaurant owners, because using marketing analysis will help position

image and brand awareness (Janicic & Jankovic, 2014). As marketing opportunities

change, executives should stay current on trends and consumers attributes for

organizational growth and profitability (Schmidt & Ralph, 2014). Small business

executives should create strategic marketing plans to target and grow revenue in each

channel effectively. Leaders should continuously assess the effectiveness of strategic

marketing initiatives and market channel. Small, independent restaurant owners should

become familiar with the attributes of competitive products and design new products and

programs in current and evolving markets to support organizational sales and

profitability.
 39

Strategic marketing, marketing communication, and sales process are integral

parts of effective operational execution and profitability (Bierbooms, Van Oers, &

Bongers, 2014). Bierboom et al. (2014) advanced executives should target markets,

position products, and develop a marketing communications plan for strategic marketing.

Successful marketing strategies may help leaders strengthen the market orientation and

increase profitability (Bierboom et al., 2014). Small, independent restaurant managers

must drive a customer retention strategy along with a marketing strategy to help achieve

brand goals and focus on growing revenue and profits. Small business leaders should

seek opportunities and threats through the examination of how economic development of

emerging markets over time affects marketing strategies (Sarathy & Banalieva, 2014).

The chief marketing officer’s role is important to evaluate business performances such as

a low asset turnover and high profitability (Abernathy et al., 2013).

Transition and Summary

In the beginning of Section 1 of this study, I provided the problem statement and

purpose statement. I aligned and justified both the problem statement and purpose

statement with peer-reviewed sources. The method and design I chose were the

qualitative research method and exploratory multiple case study research design. I used

the central research question to determine the content for the interview questions.

After the discussion of the conceptual framework, I presented a review of the

academic and professional literature about various marketing theories and strategies, and

profitability for small businesses, to articulate past research and contribute resourceful

information to the study. In Section 2, a synopsis of the study is discussed, followed by

 40

the segments: purpose statement, role of the researcher, participants, research method and

design, population and sampling, ethical research, data collection, data analysis

technique, reliability and validity, and transition and summary. In Section 3, an

introduction to the study, presentation of the findings related to the conceptual

framework, literature review, and data analysis of the results with the themes identified

are discussed. The segments application to professional practice, implications for social

change, recommendation for action and further research, reflections, and study

conclusions are presented.

 41

Section 2: The Project

The objective of the doctoral study was to explore how executives can implement

marketing strategies for profitability in three small, independent restaurants in

Philadelphia, PA. I begin Section 2 with the purpose statement, role of the researcher,

and participants, followed by the presentation of research method and design, population

and sampling, ethical research, data collection, and data analysis technique. The section

also includes the reliability and validity segments through a plan designed to address the

credibility, transferability, and dependability of research data and results.

Purpose Statement

The purpose of this qualitative, exploratory, multiple case study was to determine

what marketing strategies small, independent restaurant owners needed for profitability.

Innovative approaches to marketing such as sales promotions, product strategies, and

advertising are marketing activities that may bolster market share growth and profitability

(Shin, 2012). This study may contribute to positive social change by enhancing market

intelligence and providing innovative strategies for domestic deployment of marketing.

Business executives may use the results of this study to develop strategic marketing

strategies and initiatives for growth, business sustainability, brand equity success, and

competitive intelligence. For growth and profitability, small, independent restaurant

owners should implement innovative marketing strategies (Smith, 2013).

Role of the Researcher

The role of a researcher in the data collection process is to use reliable and valid

data collection instruments for accurate representation (Parker, 2012). In the data
 42

collection process, I collected and analyzed qualitative data to evaluate outcomes that

support marketing strategies for profitability in small businesses. I interpreted the data

and minimized personal bias to avoid ethical issues that may relate to validity, reliability,

and authenticity (Street & Ward, 2012). The process included providing a clear and

concise explanation of the goals and objectives of the research to each participant, and

furnishing clarity of language and content to eliminate incorrect analysis. According to

Wikman (2006), problems associated with word ambiguity, and the limitations of

everyday language are from lack of clarity. I reviewed the Belmont Protocol Report

(U.S. Department of Health and Human Services, 1979), and completed the National

Institutes of Health (NIH) web-based training course (see Appendix A), to ensure

compliance with ethical standards and the protection of human research participants.

As a native and resident of Philadelphia, this study focus related to my

professional and academic interests. The study involved data collection that may provide

performance trends and marketing strategies regarding the success or failure of small

businesses in Philadelphia. A qualitative approach to the study helped me explore the

interdependence between marketing strategies and profitability for small, independent

restaurants in Philadelphia (e.g., Starke, 2013).

Participants

The owner of three small, independent restaurants in Philadelphia, PA,

participated in this study. To gain access to participants, I used personal and business

networking strategies with the owner. I conducted a purposeful criterion sampling

 43

process of 12 managers and employees who met specific criterion for the study (Patton,

1990).

The small sample size of 12 is appropriate for an exploratory case study (Guo,

Porschitz, & Alves, 2013). I selected two managers and two employees from each of

three small, independent restaurants, for a total of 12 individuals. When using qualitative

research, small samples and validity are incorporated (Bleijenbergh, Korzilius, &

Vershuren, 2011). The number of participants chosen, as well as the target population of

managers and employees, was sufficient because the participants had a general

knowledge base of marketing and experience in the restaurant industry, which was the

eligibility criteria for study participants.

Purposive sampling involves participants who can provide data sources and

insights into the research questions because of their knowledge of marketing (Wan & Ng,

2013). I implemented criterion sampling for this research, which is a type of purposeful

sampling that entails inclusion criteria (Patton, 1990). The goal of a researcher, when

implementing a case study research method, is to report data from participants in a

truthful and unbiased manner rather than manipulate conclusions (Amerson, 2011).

Research Method and Design

When conducting research, the researcher has three types of research methods to

consider; quantitative, qualitative, and mixed methods (Ostlund, Kidd, Wengstrom, &

Rowa-Dewar, 2011). Researchers implement the quantitative method for deductive

research when testing relationships between variables and hypotheses (Klassen, Creswell,

Clark, Smith, & Meissner, 2012). The qualitative research method entails inductive and
 44

deductive research with a focus on contexts and human experiences (Klassen et al.,

2012). Qualitative research involves credibility, transferability, and dependability, while

quantitative studies depend on quality criteria such as external validity, generalizability,

and reliability (Wisdom, Cavaleri, Onwuegbuzie, & Green, 2012).

The mixed methods research encompasses three basics types of designs;

convergent (or parallel or concurrent), sequential (or explanatory sequential or

exploratory sequential) and embedded (or nested; Klassen et al., 2012). Researchers

employ the mixed methods research to make philosophical positions through collection

of quantitative and qualitative data (Klassen et al., 2012). Quantitative and mixed

methods research was considered; the qualitative research method was chosen for this

study. The qualitative research method was appropriate because I sought answers on why

and how with the goal of getting an in-depth analysis of marketing methods for small

businesses through semistructured interviews (Uluyol & Akci, 2014).

Prowse and Camfield (2013) explained that life history interviews and

semistructured interviews are suitable and focused qualitative research methods.

Qualitative research is important to help discover, comprehend, and interpret processes

and experiences in individuals, teams, and organizations (Bluhm, Harman, Lee, &

Mitchell, 2011). Data obtained from applying the qualitative research method may

clarify strategies and techniques needed to improve profitability through the execution of

marketing strategies for small, independent restaurants.

 45

Research Method

I used the qualitative research method to analyze marketing strategies for

profitability in small, independent restaurants. Qualitative research methods help build

theory and support conceptualization (Doz, 2011). Qualitative approaches help

researchers to understand possible changes needed in processes around organizational

culture (Garcia & Gluesing, 2013). Qualitative data are beneficial to understand the

nuances of customer behavior (Zenobia & Weber, 2012).

I used semistructured interviews and archival records from three small,

independent restaurants as sources of information for the qualitative, exploratory,

multiple case study (Yin, 2009). Using additional sources to collect information added

rigor and guided me throughout the study (e.g., Yin, 2009). I used archival records to

obtain information about previous data in areas such as business strategies, marketing

trends, and profitability for three small, independent restaurants (Liu et al., 2012).

This study had a consumer focus and qualitative research strategy (e.g.,

Chikweche & Fletcher, 2012). Personal categorizations and perceived association with

qualitative methods involve responses from participants (Cieza, 2012). Small,

independent restaurants may use data acquisition from participant interviews and data

results as an apparatus to measure marketing strategies, perform periodic market analysis,

and assess market share for profitability.

Research Design

A researcher can implement case study research, when examining organizational

phenomena (Hoon, 2013). Case studies involve an analysis of projects, policies, and
 46

systems, and capture characteristics of real life events (Lalor et al., 2013; Thomas, 2011).

Case studies consist of descriptive, explanatory, exploratory, intrinsic, instrumental,

multiple case, holistic single case, and single case with embedded units, which are the

preferred options for qualitative research (Stake, 1995; Yin, 2003, 2009). According to

Yin (2003), a researcher should use an exploratory case study research design to analyze

situations, when the interventions evaluated have no clear set of outcomes. Bengtsson

and Johansson (2012) applied the exploratory case study design to examine sustainability

opportunities for small-medium enterprises through cross-functional business

relationships with large firms. Heijes (2011) used the exploratory case study design to

gain knowledge and obtain an in-depth analysis of diversity policy development through

organizational context. Researchers can apply the exploratory case study research design

to analyze data from interview questions and obtain information from multifaceted

context (Conboy, Fitzgerald, & Mathiassen, 2012).

A multiple case study design enables the researcher to explore differences

between cases and conduct a cross-analysis of cases with the goal to replicate findings

across cases (Yin, 2003). Terziovski and Hermel (2011) used a multiple case study

approach to explore the role of quality management practice in the performance of

integrated supply chains (ISCs) and examine major implementation decisions of strategic

quality in the supply chain. Booth (2012) used a multiple case study approach to

examine three online learning communities for K-12 educators and explore how to

support users through trust and knowledge sharing practices. Researchers can implement
 47

cross-analysis and replication of findings to explore multiple facets and variations of

cases through the multiple case study research sign (Baxter & Jack, 2008; Yin, 2003).

Other types of case studies reviewed and considered were descriptive,

explanatory, intrinsic, instrumental, holistic single case, and single case with embedded

units (Stake, 1995; Yin, 2003). Researchers use the descriptive case study design to

describe an intervention or phenomenon and the real-life context (Yin, 2003). A

researcher uses the explanatory case study design when attempting to answer a question

regarding real-life interventions too complicated for survey or experimental strategies

(Yin, 2003). When a researcher has an interest in the case but does not have a purpose to

understand abstract, construct, or generic phenomenon, the intrinsic case study design is

used (Stake, 1995). Researchers apply the instrumental case study design when seeking

to pursue an external interest, gain an in-depth insight into an issue, or help refine a

theory (Stake, 1995). A holistic single case study design requires a unique single group

in one environment (Yin, 2003). Single case study design with embedded units involves

the analysis of sub-units for a unique single group within a larger case (Yin, 2003). Case

studies with descriptive, explanatory, intrinsic, instrumental, holistic single case, and

single case with embedded units did not align with the purpose of this study.

I reviewed and considered other qualitative research designs such as ethnography,

discourse analysis, grounded theory, and phenomenology (Cibangu, 2013; Hays & Wood,

2011). In ethnography, the researcher seeks to understand the cultural practices of

participants and is not appropriate for this study (Herrmann, Barnhill, & Poole, 2013). A

researcher using discourse analysis explores the understanding of textual units and
 48

discourse relations; discourse analysis was not a suitable research design for exploring

marketing strategies (Khoo & Jaidka, 2011). Grounded theory research involves

developing a theory to generate data grounded in participant experiences and

perspectives; in contrast, the goal of phenomenology research is to obtain participants’

lived experiences (Hays & Wood, 2011). Neither research design aligned with the

purpose of this study.

I selected the exploratory multiple case study design for this study. Implementing

the exploratory multiple case study design enabled me to use data outcomes as a

provision for strategic and business analytics on marketing strategies for tangible growth

and profit in three small, independent restaurants. Applying the exploratory multiple case

study approach enabled multifaceted explorations of marketing strategy practices for

three small, independent restaurants (Crowe et al., 2011). I chose the qualitative,

exploratory, research design over ethnography, discourse analysis, grounded theory, and

phenomenology because the other designs did not align with process to explore and

conduct an in-depth analysis of marketing strategies (Amerson, 2011; Heijes, 2011).

I used methodical triangulation in this study to enhance the trustworthiness of the

research (Denzin, 2012; Yu, Abdullah, & Saat, 2014). Methodical triangulation and

multiple data gathering techniques are pertinent strengths of case study research (Denzin,

2012; Yu, et al., 2014). Data saturation is when data obtained from continuous

interviewing have been examined and indicate no new themes or information (Guest,

Bunce, & Johnson 2006; Poghosyan, et al. 2013).

 49

Population and Sampling

The population for the study consisted of 12 managers and employees from three

small, independent restaurants in Philadelphia, PA. Two restaurants were full-service

and one was a café, specializing in soul food and southern cuisine. I embedded the

qualitative, exploratory, multiple case study in the business setting for each restaurant

through the purposeful sampling technique (Lasch et al., 2010). I had a 6-year business

relationship with the restaurant owner, which helped with the consent process to

interview employees. Using my business relationship with the restaurant owner, I

obtained a list of all managers and employees of the independent restaurants from the

human resources department, which included contact information.

Guest et al. (2006) deduced that a sufficient sample size for a case study is around

12. Criterion sampling is a type of purposeful sampling, which involves selecting cases

that meet a predetermined criterion (Patton, 1990). Using a purposeful criterion sampling

technique, I interviewed 12 managers and employees from three small, independent

restaurants in Philadelphia, PA. Guo et al. (2013) used a small sample size when they

conducted an exploratory, qualitative, case study on the career experiences of Chinese

self-initiated repatriates after their return to China. Using a sample size that is larger than

needed poses the ethical issue of uselessly employing research funds and wasting

participant time (Francis et al., 2010).

Data saturation was ensured when no new information or themes presented after

continuous interviewing (Guest et al., 2006). The eligibility criterion for participant

selection was that study participants were employed at the restaurant for a minimum of 6
 50

months and had 1-year prior experience in the restaurant industry. Managers had a

minimum of 1-year of experience providing direct supervision. All participants were a

least 18 years of age. The race and gender of managers and employees were not a part of

the criteria in the selection process. These eligibility criteria that I applied in this study

provided the chance of obtaining a sample of study participants who have a solid

knowledge base of marketing (Wan & Ng, 2013).

Ethical Research

Approval from Walden University’s Institutional Review Board (IRB) via the

IRB application process is important before data are collected to address compliance. I

received approval from Walden University’s IRB, IRB approval # 05-22-15-0169162,

before collecting and analyzing data. The areas of compliance included: proposed

research, community research stakeholders and partners potential risks and benefits, data

integrity and confidentiality, potential conflicts of interest, data collection tools,

description of the research participants, and informed consent (Walden University, 2015).

The goal of the IRB process is to invigorate research ethics and avoid exploitation of

study participants to access three ethical principles: respect for persons, beneficence, and

justice (Shore, 2009). I followed the consenting process once IRB approval was given,

by inviting 12 managers and employees from three small, independent restaurants to

participate in the study and presented the design and purpose of the study.

Appendix B is an email invitation, sent before submitting the IRB application,

containing a synopsis of the study and requesting the executive to participate in the study.

Appendix D is the Letter of Cooperation the executive signed and submitted to me when
 51

agreement was made to participate in the study. Participants had the right to refuse to

answer particular questions or withdraw from the study at any time by verbal notification

or submitting me a signed letter. All participants decided to participate in the study.

Participants did not receive incentives to participate in the study. I protected the names

of each participant and restaurant by implementing an alphabet and numeric coding

system to maintain confidentiality. I will secure and store the data for 5 years under a file

requiring a password to meet the requirements of the IRB, before deleting electronic files.

Data Collection Instruments

The purpose of this qualitative, exploratory, multiple case study was to determine

what marketing strategies small, independent restaurant owners needed for profitability.

In qualitative research, the researcher commonly uses interviews as a data collection

instrument (Tessier, 2012). Sánchez-Rodríguez and Spraakman (2012) used

semistructured interviews with open-ended questions to interview controllers from 13

Canadian firms, to explore modifications that enterprise resource planning (ERP)

implementations have had on performance measures and management accounting

techniques. Sakulkijkarn (2012) applied semistructured interviews as a data collection

instrument, to conduct a case study on the effectiveness of team building techniques with

small and medium business executives. I used open-ended interview questions (see

Appendix C) and archival records as instruments for data collection.

With the goal to determine what marketing strategies the management of three

small, independent restaurants needs to remain profitable, data collected from in-depth

interviews were explored. I used the data to help small, independent restaurant owners
 52

ascertain how to execute marketing strategies to develop and deliver innovative products,

and support the strategic direction of the restaurant and the brand. In addition, to explore

what additional barriers of marketing strategies impede profitability, I used the data

collected to determine how to measure outcomes and change marketing strategies,

according to market and competitive environments for small, independent restaurants.

The interview questions involved themes about marketing and profitability in a consistent

and systematic manner to elicit more elaborate responses from participants (Qu &

Dumay, 2011). I relied on qualitative methods to supply rich context, in lieu of

calculating and analyzing the meaning of scores (Maltseva, 2014). Assessment of

reliability and validity of the data collection instrument is pertinent because measurement

helps to establish credibility, trustworthiness, and transferability of the study (Klassen et

al., 2012).

I contacted the executive of three small, independent restaurants via telephone to

explain the purpose of the study, request permission to use the restaurants in the study,

and request a list by email of employee names, job position, and contact information:

email addresses and phone numbers for all managers and employees. I sent the executive

via email, a formal introductory letter (see Appendix B) indicating the scope and synopsis

of the doctoral study and a Letter of Cooperation (see Appendix D). The requested

timeframe for the executive to electronically sign and return documents was one to two

days. After I received both signed documents from the executive and employee

information, I sent an Informed Consent Form (see Appendix E) to managers and

 53

employees. The requested timeframe for managers and employees to electronically sign

and return documents was two days.

All documents were in Microsoft Word. Managers and employees replying via

email with the words, “I consent, I understand that I am agreeing to the terms described

above” was the way I obtained signatures electronically. The Introductory Letter, Letter

of Cooperation, and Informed Consent Form served as documents to consent and secure

the confidentiality and ethical rights of all participants.

I contacted each participant via telephone and scheduled an interview date and

time after I received the signed consent form. I documented the interview schedule on a

research log and tracked interview appointments in Zimbra Collaboration software.

Through Zimbra Collaboration software, participants received the interview start time

and finish time, conference line information, and reminder notification. Once the

participant accepted the interview appointment, the acceptance was tracked via Zimbra

Collaboration software; participants could propose a new time if the original time was not

convenient.

Participants received an email confirmation with the interview logistics. Two

days before the interview I called the participant as a reminder; from Zimbra

Collaboration software the participant and I received a reminder three hours before the

interview. The telephone interviews occurred for employees and managers of three

small, independent restaurants outside of work hours.

All telephone interviews were audio-recorded through FreeConferenceCall.com, a

conference call service. Participants needed a phone to participate in the interview via
 54

FreeConferenceCall.com; participants did not need access to a computer. I downloaded

and saved all interviews as a file requiring a password, on my computer. Access to all

files is exclusive to me. Only the identifier code assigned to each participant was

included in the study to maintain confidentiality. I audiotaped interviews through

FreeConferenceCall.com, downloaded interviews, and transcribed interviews verbatim.

I applied the member checking process and engaged participants for accuracy the day

after transcription (Parker, 2012). Member checking allowed participants to review

content to ensure data was precise and afforded me the opportunity to make

modifications to language if necessary, to increase data credibility, and support data

confirmability (Faseleh-Jahromi et al. 2013). I deleted interviews from the conference

account after data were transcribed and verified by participants.

I loaded the transcripts into NVivo 10. NVivo 10 is computer assisted qualitative

data analysis software to organize responses, identify themes, and advance the robustness

of the qualitative research (Bergin, 2011). HyperRESEARCH and PASW 18 (SPSS)

were other qualitative data analysis software reviewed and considered. Researchers use

HyperRESEARCH software to analyze qualitative data from formats such as audio,

video, graphs, or text. PASW 18 (SPSS) is software used by researchers to describe

quantitative data, test hypotheses, and analyze qualitative survey results. NVivo 10 was

the best choice for this study because I was able to enter each interview via transcript into

the software and categorized themes about marketing and profitability (Qu & Dumay,

2011).
 55

Other types of recording devices reviewed and considered were the Verba

Recording System and Uptivity Call Recording. A researcher can use the Verba

Recording System to record phone interviews from any device. Uptivity Call Recording

is a device researchers can use to record and analyze calls such as phone interviews.

FreeConferenceCall.com is a free conferencing service and was the best choice for this

study because I used the device to interview participants and record responses at no

charge. Through FreeConferenceCall.com, I received a reference number and a call

detail report (CDR) for all calls to help me identify each recorded call. The file on the

researcher’s computer will be stored for five years and deleted thereafter.

Data Collection Technique

Semistructured interviews were the primary data collection technique through

telephonic conversations (Sakulkijkarn, 2012). Employing semistructured interviews

allowed the collection of rich data and a precise way of retrieving insights from

participants. With approval from the restaurant owner, I obtained a list of all managers

and employees of the independent restaurants, who met the criteria for the study, from the

human resources department. The list included employee names, job position, and

contact information such as email addresses and phone numbers.

First, I sent out via email 50 invitations to participate in the study. Second, I

selected managers and employees from the first 18 signed consent forms received. My

plan was to select managers and employees from the first 20 signed consent forms

received, but only 18 participants responded. Last, I chose 12 out of 18 participants; the

remaining six were placed on an alternate list. Initially, there were six participants
 56

designated as a backup if a participant from the first selection withdrew from the study,

but one participant decided not to participate in the study and notified me via email.

I deleted the participant information from my electronic files and my computer.

The alternate list was changed to reflect five backup participants. On the list, I included

names of every person who decided to participate and complete interviews and those who

chose not to participate, as a way for me to keep thorough statistics. There were no

demographic factors considered when selecting participants. The race and gender of

managers and employees were not a part of the criteria in the selection process. I

selected participants who were eligible and willing to participate in the study.

Twelve individuals, two managers, and two employees, each from three

restaurants participated in semistructured interviews, through a purposeful criterion

sampling technique. I confirmed eligibility with the participant before conducting the

interview. Interviews lasted for the duration of 30-45 minutes. Participants did not

receive incentives to participate in the study.

I assigned each participant a code as a form of measurement to assure ethical

protection is adequate, for example, GSEP1, GSMP2, REP1, RMP2, and WEP1, WMP2.

I coded participant number one, employee of GS restaurant, as GSEP1 and participant

number one, manager of GS restaurant, as GSMP1. The code identifier is the initial of

each restaurant, position level, and participant number. I electronically tracked and

documented responses from the interview on a data sheet with the use of a research log

through categorization of participant code and each independent restaurant. I did not use

a pilot study; coding of data and engaging participants through member checking was the
 57

way I enhanced the reliability and validity of the data collection instrument and data

collection process (Goffin, et al., 2012; Mangioni & McKerchar, 2013; Parker, 2012).

Member checking afforded participants the opportunity to review content to ensure data

was accurate, allowed me to make corrections if needed, and strengthened data credibility

(Faseleh-Jahromi et al., 2013).

The Letter of Cooperation is included in Appendix D for the executive as a

consent form to participate in the study. The Informed Consent Form is included in

Appendix E for managers and employees to agree to participate in the study and secure

the confidentiality and ethical rights of all participants. I will secure and store data for 5

years on a desktop under a file requiring a password.

Data Organization Technique

The data organization techniques I used were NVivo 10, Microsoft Excel, and

research logs. I organized and stored data from this qualitative research by each

interview question, the assigned participant code, and responses by columns in a

Microsoft Excel workbook file (Qu & Dumay, 2011). The Microsoft Excel workbook

file includes a separate spreadsheet for each question.

Implementing NVivo 10 helped me organize responses and identify themes

(Bergin, 2011). I used research logs to track and categorize data (Goffin et al., 2012). I

scanned and saved each signed consent form in an electronic folder (Sin, 2010). I am the

only one with access to the Microsoft Excel workbook file and the password. All data

collected and organized in the file will be stored in a safe cabinet for five years and

destroyed after the study has concluded (Sin, 2010).

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Data Analysis Technique

The purpose of the qualitative, exploratory, multiple case study was to address

the main research question: what marketing strategies does the executive of three small,

independent restaurants need to generate profit?

The interview questions for participants were:

1. What are the marketing strategies used to retain current customers and gain

new customers?

2. As a small business, what are the barriers to your business and marketing

strategies?

3. What are the unique characteristics of your company’s brand that guide

marketing strategies?

4. How does your company position its brand for competitive advantage and

profitability?

5. How do you measure the success or failure of your marketing strategies?

6. How do you conduct your marketing profitability analysis?

7. What marketing performance tools have you implemented to track trends and

calibrate profitability?

8. What are your strategies to help maximize profitability?

First in the data analysis process, I used a coding system for all

participants (Mangioni & McKerchar, 2013). Data analysis involves an inductive process

such as codes and patterns to theory (Castellan, 2010). The codes for managers ranged

from GSMP1-WEP2 and codes for employees ranged from GSEP1-WEP2. The code
 59

identifier for each participant is the initial of the restaurant where he or she works,

position level, and participant number. Second, I analyzed data collected through

application of interview transcripts, NVivo 10, and Microsoft Excel software tool to code

and identify themes (Qu & Dumay, 2011). I compared and contrasted Atlas.ti to NVivo

10 and Microsoft Excel. Atlas.ti is a qualitative analysis tool, which researchers

implement to import tables and code and organize data. NVivo 10 is computer assisted

qualitative data analysis software researchers use to load transcripts, organize data, and

identify themes. Microsoft Excel is an electronic tool researchers apply to store and

organize data through spreadsheets. Implementing Microsoft Excel and NVivo10 as

tools for this study was the best choice for coding and identifying themes.

Third, I focused on the fundamental themes of marketing and profitability to

document themes from data collected during interviews and used archival records to

demonstrate methodical triangulation (Denzin 2012; Guest et al., 2006; Poghosyan et al.,

2013). Last, I correlated the themes about the fundamental issues of marketing strategies,

branding, relationship marketing, resource advantage, and profitability to the central

research question, to literature (including new studies published since writing the

proposal) and the conceptual framework. Data analysis helped address logically and

sequentially the brand equity theory of marketing for profitability, which is the

conceptual framework of this study. The data helped explore if marketing a high brand

image will give small, independent restaurant owners the competitive advantage, elevate

customers’ brand loyalty and awareness, and foster a sound financial position (Cheng,

2014).
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Reliability and Validity

Reliability

Reliability and validity constitute evaluative measures that enhance research rigor

and add to the credibility of statistical data (Rao, 2013; Sin, 2010; Srivastava & Misra,

2014). Reliability and validity include quality case analysis and procedures to guarantee

research findings reflect the purpose of the study (Rao 2013; Sin 2010; Srivastava &

Misra, 2014). Measurements established to assure conclusions are valid science and not

biased observations are results of reliability in research (Street & Ward, 2012). In

qualitative research, reliability comprises data collection and data analysis techniques,

starting with the coding of data (Mangioni & McKerchar, 2013). A qualitative coding

(categorization) process ensures reliability and increases validity in case study research

(Goffin, et al., 2012). Implementing the same techniques for data collection and data

analysis will lead to equivalent methodological results by other researchers (Ali & Yusof,

2011).

Providing a full description of the study was a necessity for data quality and

reliability. I applied strategies to ensure rigor and reliability of this qualitative study and

provided a thorough and detailed description of data collection/instruments, data

collection/technique, data organization techniques (coding, reflective journals, data

analysis), to guarantee credibility, transferability, dependability, and confirmability of the

findings and conclusions (Klassen et al., 2012; Wisdom et al., 2012).

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Validity

Validity refers to the accuracy and legitimacy of research findings (Venkatesh,

Brown, & Bala, 2013). Validity is critical in qualitative research based on the logic that

data is plausible, credible, and trustworthy, and can be defended when challenged

(Venkatesh et al., 2013). Credibility, transferability, dependability, and confirmability

are important principles for validity in qualitative research (Marais, 2012).

Prolonged engagement, member checks, quality record, and triangulation are

elements of validity (Marais, 2012). Methodical triangulation involves the use of

multiple methods as way to secure an in-depth understanding of the phenomenon in

question (Denzin, 2012). The validity and credibility of a study is threatened if

participants withhold relevant information during the interview process (Zhou & Miguel,

2013). Rao (2013) tape-recorded interviews and transcribed them to understand the

interview material clearly and as a mechanism to increase validity for a qualitative

multiple-case design study. I audio-recorded each participant during the interview and

transcribed responses to provide reliability and validity.

Data saturation was concluded when no new information or themes emerged

(Guest et al., 2006). Data saturation occurred after the analysis of 12 interviews (Guest et

al., 2006). I collected data using in-depth interviews from 12 managers and employees

and continued interviewing until data saturation; data examination occurred by

documenting themes and analyzing repetition to confirm and validate data saturation

(Guest et al., 2006; Poghosyan et al., 2013). Member checking is an important quality

control process in which participants have the opportunity to review statements for
 62

accuracy (Harper & Cole, 2012). I confirmed data saturation through member checking

when all participants reviewed the findings and had no additional contributions (Merwe,

2014). Results developed from data saturation presented strong credibility (Ashworth,

2012). I implemented the member checking process and methodical triangulation at the

end of the data collection and data analysis process to track emerging themes, ensure

validity, ensure creditability, and engage participants from the study (Denzin, 2012;

Parker, 2012).

Transferability refers to extrapolation and relies on the reasoning that findings can

be transferred to other environments or groups (Elo et al., 2014). In the viewpoint of

trustworthiness and credibility, the main question is; “How can the reader evaluate the

transferability of the results?” (Elo et al., 2014). I incorporated transferability in my

study to provide a precise and detailed description of the research context on marketing

strategies for profitability for small, independent restaurants and clarification of any

assumptions (Watkins, 2012). Transferability added an element of rigor to this

qualitative study and helped assess how the conclusions apply to other small businesses

seeking revenue growth through marketing strategies (Gau & James, 2013). I used

Walden University’s doctoral study committee to examine and critically assess the

qualitative research findings, which helped ensure the credibility/believability of content

analysis (Marshall & Rossman, 2011).

Transition and Summary

In Section 2, I presented an analysis of the participant selection process, the

process for population and sampling, data collection methods and techniques, data
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instruments, reliability and validity of the study and a review of the interview questions.

The study involved interviews of 12 participants, two managers and two employees, each

from three small, independent restaurants in Philadelphia, PA. The decision to use the

qualitative research method over quantitative and mixed method was justified through

peer-reviewed sources.

I discussed and justified through peer-reviewed sources the choice to use the

qualitative, exploratory, multiple case study research design over ethnography, discourse

analysis, grounded theory, and phenomenology. I presented the advantages of

implementing an exploratory multiple case study research design to analyze marketing

strategies and profitability in small, independent restaurants. In Section 3, I discuss the

introduction to the study, presentation of the findings and how to apply the results of the

study in professional practices, and implications for social change. I present

recommendations for action and further research, along with reflections and study

conclusions.
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Section 3: Application to Professional Practice and Implications for Change

Section 3 includes an introduction to the study, presentation of the findings

related to the conceptual framework and literature review. I also present the data analysis

of the results with the themes identified. Application to professional practice,

implications for social change, recommendation for action and further research, along

with reflections and study conclusions are presented.

Introduction

The purpose of this qualitative, exploratory, multiple case study was to determine

what marketing strategies small, independent restaurant owners needed for profitability.

The findings of the study revealed five themes regarding marketing strategies for

profitability: (a) word of mouth and social media marketing, (b) limited financial

resources, (c) product differentiation and atmosphere, (d) blogging and using the point of

sale point of sale (POS) system, and (e) employee engagement and upselling.

Participants identified cost-effective marketing strategies for small, independent

restaurant owners to implement for profitability through word of mouth and social media

marketing and blogging and using the (POS) system. Collectively, 100% of participants

acknowledged unique brand characteristics guide marketing strategies, brand equity, and

profitability.

Presentation of the Findings

The central research question was: What marketing strategies does the executive

of three small, independent restaurants need to generate profit? Using a purposive

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sample, the participants for this study were 12 individuals: two managers and two

employees, each from three restaurants, in Philadelphia, PA. I assigned each participant

an alphabet and numerical code, which is the initial of each restaurant, position level, and

participant number. I replaced the names of participants with codes GSEP1, GSEP2,

GSMP1, GSMP2, REP1, REP2, RMP1, RMP2, WEP1, WEP2, WMP1, and WMP2.

Participants’ interview responses provided insight on the marketing strategies small,

independent restaurant owners use for profitability. Five themes that emerged from the

study included:

1. Word of Mouth and Social Media Marketing (IQ1)

2. Limited Financial Resources (IQ2)

3. Product Differentiation and Atmosphere (IQ3 and IQ4)

4. Blogging and Using the Point of Sale (POS) System (IQ5, IQ6, and IQ7)

5. Employee Engagement and Upselling (IQ8)

Interview Question 1

The interview question was: What are the marketing strategies used to retain

current customers and gain new customers? My intent with this question was to explore

the marketing strategies used for customer retention and customer acquisition. Theme 1,

word of mouth and social media marketing, emerged from Interview Question 1. Small

business leaders should implement social media marketing to develop and maintain

customer relationships (Khan, 2014a; Omar et al., 2011). Applying customized

marketing strategies may help small, independent restaurant owners attract new

customers (Agarwal et al., 2012; Pantano & Corvello, 2013). Using the Internet and
 66

relationship marketing are attributes of marketing for competitive advantage (Agarwal et

al., 2012; Khan, 2014a; Omar et al., 2011).

Theme 1: Word of Mouth and Social Media Marketing

The first theme that emerged from participants’ responses was word of mouth and

social media marketing. Results revealed that 11 participants (92%) linked the

importance of using word of mouth and social media marketing as tools to retain current

customers and gain new customers. Participants were of the opinion that executives

should use word of mouth and social media marketing campaigns to obtain new

customers and promote brand awareness (Ewing et al., 2014; Keller & Fay, 2012). I

found that implementing social networks such as LinkedIn, Facebook, and Twitter as a

platform for marketing strategies may help small restaurant owners retain customers

(Koutroumanis, 2011). Participant RMP2 stated:

We focus on the customer because great customer service leads to word of mouth.

Other marketing strategies are weekly emails and sharing email lists with our

other restaurants with the same demographic base. We tie marketing into our

weekly events such as Wednesday happy hours, Election Day, Thursday comedy

night, and Friday Karaoke. We work with radio personalities and use our strong

social media. We have a loyal following and our food is top notch.

Participant GSMP1 posited that social media, word of mouth, positive customer

experiences, and ensuring each guest has an excellent experience are marketing strategies

used to retain current customers and gain new customers. Participant GSMP1 was in the

opinion that “word of mouth is so powerful.” Participant WEP1 shared a similar view;
 67

“Providing good service is key to retaining customers and that can turn into word of

mouth and help us get new customers.”

Business executives should implement social media as a marketing tool to expand

brand equity, foster customer loyalty, and increase profits (Zailskaite-Jaste & Kuvykaite,

2013). Engaging customers and prospects successfully through social media is an

effective marketing strategy small, independent restaurant owners should explore

(Jemaiyo, 2013; Zailskaite-Jaste & Kuvykaite, 2013). Participant WMP2 expressed the

following opinion: “word of mouth and information blast on Facebook, Twitter, and

Instagram are strategies. We have a social media person who is primarily in charge of

marketing.” In addition, Participant REP2 stated:

Weekly email blasts inform them of current events, specials events, special offers,

and social media to keep them interactive. Radio advertisement, word of mouth,

having happy loyal guests who introduce others to the restaurant helps gain new

customers. Group affiliations and large parties also help to introduce the

restaurant to new customers. Both participants RMP1 and REP2 believed

promoting business through word of mouth at birthday parties, wedding rehearsal

dinners, and other large events create the opportunity to gain new customers.

Word of mouth communication is a good way for small, independent restaurant owners to

strengthen brand image, increase customers’ loyalty, and acquire new customers

(Lekhanya, 2014; Nejad et al., 2014).

Interview Question 2
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As a small business, what are the barriers to your business and marketing

strategies? The goal of this question was to examine the obstacles to business and

marketing planning. Theme 2, limited financial resources, emerged from Interview

Question 2. Executing brand strategies could help small, independent restaurant owners

allocate and integrate resources to optimize business initiatives (Cheng, 2014).

Profitability, financial performance, and business performance are elements of resource-

advantage theory that support brand awareness and strategic business development efforts

(Arnett & Madhavaram, 2012; Foss, 2012; Magnusson et al., 2013).

Theme 2: Limited Financial Resources

The second theme that emerged from participants’ responses was limited financial

resources. Findings showed that 42% of participants perceived limited financial

resources as challenges to business and marketing strategies. Applying various resources

is a pertinent resource-advantage marketing strategy for competitive advantage (Hunt,

2012). Participants were of the opinion that small, independent restaurant owners should

allocate more funds for marketing innovation strategies as advanced by Cetinkaya and

Kalkan (2014). Participant RMP2 indicated:

A barrier to our business and marketing strategies is the cost of mainstream

advertising. We would like to implement mainstream advertising but it is

expensive. You could blow your whole month budget on advertising in

Philadelphia magazine. Traditional media outlets are expensive and it is

unrealistic to spend $6,000 a month on advertising, so email is 100% the way to

go.
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Participant WEP2 expressed, “A barrier for business is that we are not able to

offer the higher wages as corporate and restaurant chains. The good thing is that we do

not struggle with staff retention.” Participant GSMP2 asserted, “It is difficult to market

because of the limited money we have to use toward marketing.” Participant WMP1

stated, “Two challenges are trying to make marketing work within the revenue you are

able to generate and reviewing the price points for demographics. Customers look for a

deal and value.”

Participants suggested that having access to valuable resources would help small,

independent restaurant owners implement mainstream advertising and enhance the

visibility and awareness of the brand (Bettiol et al., 2012; Magnusson et al., 2013).

Participant REP2 added that as a small, independent restaurant, the concepts of business

and marketing strategies are different from those of a chain restaurant. The budget does

not permit constant recognition, large capital to do more radio spots, print media, and

television advertisement. Participant WMP2 expressed:

A barrier is that we don’t have the corporate backing because we are not a large

business. Money can get tight, and we don’t have millions of dollars to use on

marketing. We can’t do big commercials like Olive Garden or Red Lobster.”

The opinion of Participant WMP2 directly aligned with the theory that small

business owners have to develop new approaches to marketing, different from big

business owners, for effective customer engagement and sales (Harrigan et al., 2011).

Interview Question 3
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What are the unique characteristics of your company’s brand that guide marketing

strategies?

Interview Question 4

How does your company position its brand for competitive advantage and profitability?

Through Interview Questions 3 and 4, I attempted to examine unique

characteristics of the restaurant’s brand that guide marketing strategies and how brand

positioning influences competitive advantage and profitability. The third theme emerged

from Interview Questions 3 and 4, product differentiation and atmosphere. Business

executives can use brand attributes and CRM to enhance marketing productivity and

maximize customer retention (Hajipour et al., 2013; Soliman, 2011). Small, independent

restaurant owners can implement competitive intelligence, forecasting, and customers’

perspective to develop product plans and product launch strategies (Barwise & Meehan,

2011).

Theme 3: Product Differentiation and Atmosphere

The third theme that emerged from participants’ responses was product

differentiation and atmosphere. Participants (100%) indicated excellent cuisine and the

design and mood of the restaurant atmosphere are attributes, which guide marketing

strategies, brand equity, and profitability. Hsu et al., (2012) identified customer service

and restaurant ambience as marketing tools to build brand equity.

Cuisine and live entertainment. Operating in a competitive environment and

meeting customer needs are pertinent aspects of competitive advantage and marketing

(Sarathy & Banalieva, 2014). Participant WEP2 stated:

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Our restaurant is one of the fewest places in Philly and the country that offers

great entertainment and great cuisine. Now days its one or the other. We offer

the best of both. It is not a lot of competition in that niche.

Participant REP1 posited:

We are a Soul Food Restaurant and one of a very few fine dining restaurants that

showcases a soul food cuisine, on-site and off-site catering, private parties, and

wedding rehearsal dinners; anything a guess wants, we cater to that. Additionally,

we offer a fantastic buffet Brunch on Saturdays and Sundays and that sets us apart

as one of the best in the city with the options we provide. We provide excellent

service and a quality buffet brunch with an entire dining experience as a whole.

Participant GSMP2 expressed, “We have good healthy fast food; everything is

made fresh, nothing frozen is made.”

Participant GSMP1 added:

We are very progressive. We offer fast-casual dining experiences. We bridge

healthy eating and encourage better eating habits. Our food tastes great. We cater

to each customer and because we are not a chain restaurant, we personalize our

menu and services; this is what sets us apart from Qdoba and Chipotle.

Business executives should include marketing initiatives on lead generation,

brand awareness, and brand consistency, to enhance sales and revenue growth

(Ogunmokun & Tang, 2012; Torre et al., 2014).

Participant WMP2 stated, “The ambience, the live entertainment, and our food are

unique characteristics. We are the only restaurant that has live entertainment in
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Philadelphia, 7 days a week. You can’t get that combination anywhere else.” Participant

REP2 posited, “Our brand position itself by staying on the cutting edge. It is important to

continually keep looking for the next best thing. There are always new ideas to borrow,

add, or use for quarterly marketing mix.” The response from participant REP2 validated,

marketing strategies should include unique brand image characteristics and product

differentiation as the center of the marketing mix, to enhance profitability (Torre et al.,

2014). Participant WMP2 expressed:

Not a lot of people have live music and entertainment 7 days and week. We are

unique because we have headliners coming in nationally and locally. We have

people who come from South Carolina and Georgia to see musicians and eat our

great food. Our corn bread is well known; people come from all over for our corn

bread. We don’t serve crappy food; we serve great southern cuisines with 3

courses for a great price and a reasonable cover charge.

Participant WEP1 indicated, “We are unique because we have live music and

entertainment 7 days a week. We have fun working here and even interact with musicians

some times during performances. Managers talk to employees as human beings.”

Participant RMP1 expressed the following opinion:

The unique characteristics of our company’s brand that guide marketing strategies

are (1) our atmosphere, (2) live music, (3) great food, (4) great service, and (5)

our décor. We are located in the West Oak Lane section of Philadelphia, which is

a small neighborhood but when you come inside our restaurant it has the feel of a
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jazz club in center city Philadelphia. We give our guest a different experience

with its own unique experience.

Atmosphere. Small restaurant owners should use brand equity building as a

component for the competitive advantage and to increase brand awareness (Zailskaite-

Jaste & Kuvykaite, 2013). Participant WMP2 stated:

We try to create a southern home-style hospitality atmosphere. We take a

personal approach and are very hands on. Our performance stage is a foot away

from the dining room. People are often smiling, having fun, and enjoying

themselves. Guests are allowed to interact with artists and feel included in the

music experience.

Participant RMP2 stated:

The things that make our brand better than our competitors is our hands on

approach. The owners come to our place everyday. There is a family feel from

the servers, managers, and hostess. Knowing that the owners are here makes us

want to take care of our customers and offer a warm hospitality experience; there

is no red tape.

Small, independent restaurant owners should use relationship marketing to retain

customers and solicit ideas for new products (Catoiu & Tichindelean, 2012).

Participant RMP2 posited:

The owners offer an atmosphere and environment, which is warm and inviting;

this environment lends to a family base of customers. We offer an upscale modern

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environment and the finest in southern cuisine; the soul food and services we

offer are the best in city.

Participant GSEP2 asserted, “We are encouraged to provide exceptional service to our

guest. If I provide the customer with a great experience this will make him or her want to

return to our restaurant.” Participant GSEP1 added, “Making sure each guest feels warm

and welcomed is important. Giving the customer a good experience impacts my own

profit. The goal is to increase guest retention.”

Participant GSMP1 stated:

We position our brand for competitive advantage and profitability by working

toward being better and gauging perceived guest frustrations. We are so guest-

oriented. We want people to have an experience that is positive and resonates

with them. A guest is going to enjoy everything when he or she has a positive

experience. Word–of-mouth communication is so powerful. We come from a

company of successful restaurants. Two keys to profitability are (1) ensuring

food is high quality and cost-effective and (2) consistency. Consistency is

important with positioning our product for profit.

Participants indicated product differentiation increases brand image and brand awareness

(Yang & Chiu, 2014). Participant WMP1 stated, “The ambience, the live entertainment,

and our food are unique characteristics. We are the only restaurant that has live

entertainment in Philadelphia, 7 days a week. You can’t get that combination anywhere

else.”

Participant WMP2 added:

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We take the time to make sure everything comes out consistently good and that

the experience as a whole is not just about eating food, but it is about the exterior,

interior, how we serve, and how we create that atmosphere.

Participant GSMP2 noted a differential advantage is that the food they serve is organic,

hormone free, and chicken is farm raised. We have a clean atmosphere and it feels clean

when you walk in our restaurant. Participant WEP1 added, “We create a comfortable and

warm atmosphere for guest. We develop relationships with guests and this is why they

come back to our restaurant over and over again.” All participants affirmed the need to

integrate relationship marketing and brand positioning for business success and

profitability (Borisavljevic, 2013; Hajipour et al., 2013).

Interview Question 5

How do you measure the success or failure of your marketing strategies?

Interview Question 6

How do you conduct your marketing profitability analysis?

Interview Question 7

What marketing performance tools have you implemented to track trends and calibrate

profitability?

My intent of interview questions 5-7 was to explore performance tools used to

measure marketing strategies, marketing profitability techniques, and tools to track

trends. Theme 4 emerged, blogging and using the point of sale (POS) system. Using

data analytics will help business executives measure the effectiveness marketing

initiatives, social media engagement, and sales activities (Mitchell & Olsen, 2013).
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Theme 4: Blogging and Using the Point of Sale (POS) System

The fourth theme that emerged from participants’ responses was blogging and

using the point of sale (POS) system. From the results, I found 42% of participants

connected blogging and using the POS system as methods to measure marketing

outcomes, profitability analysis, and trends. Responses from participants confirmed

executives should use statistical information to track marketing development strategies,

market strategy insights, and profit levels from sales trends (Janicic & Jankovic, 2014).

Small business executives should compile data and prepare reports of marketing material

expenditures and POS promotional expenses to identify product and market trends for

profitability (Kalafatis et al., 2012). Participant WEP2 asserted, “We position our brand

through careful analysis of each promotion through the POS system. Every manager is

required to blog every night via Google. Staff are encouraged to use social media.”

Participant REP2 stated, “Our POS system helps us to see increase and decrease

of business. There are also consistent business cycles and trends we can manipulate to

increase profitability”. Participant RMP2 asserted, “We use spreadsheets, weekly Google

blogs, look at seasonality and holidays, and review blogs from previous years to analyze

and track trends.” Small, independent restaurants owners can use sales history to execute

sales strategies and target prospective customers (Cheng, 2014).

Participant REP1 advanced:

Guest turn out is a way we measure the success or failure of our marketing

strategies. An example would be if guest turnout is lower than projected. If we

receive a lot of reservations but not the guest turnout to match those reservation
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numbers, this is not considered a failure but rather us not hitting our target. When

guest don’t show up we have to evaluate why.

Participant WMP1 had a similar perspective:

We use blogs, and track the number of covers, and our owner track trends on a

macro level to calibrate profitability. We have had one of our best years ever this

past year. If our guests are happy, the buzz out there is good.

Participant REP1, however, was not aware of how to conduct marketing profitability

analysis for the restaurant. Participant GSMP2 stated:

We retrieve information from our employees and blogs to track trends. If we

change the recipe for turkey chili and customers don’t like the change, it will

show on our sales report; that prompts us to go back to our original recipe.

The response from participant GSMP2 coincides with the opinion that modifying product

characteristics when necessary is an important element of brand loyalty (Schmidt &

Ralph, 2014; Zailskaite-Jaste & Kuvykaite, 2013).

Participant WEP2 advanced, “We measure through blog recording; an example

would be if 65 out of 100 people go for a promotion, the marketing strategy was

obviously successful.” Participant WEP2 added, “We use blogging and POS as tools.

We can look to see how many people actually went to a promotion. We track trends and

even go back 10 years to review feedback and trends.” Five participants (GSMP1, REP1,

RMP1, RMP2, and WEP2), 67% of managers and 17% of employees, discussed other

marketing methods, such as bounce back cards, open table, Yelp, comment card,

feedback box, and the restaurant website for measuring marketing strategies for
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profitability. Small, independent restaurant owners can implement forecasting tools to

monitor sales volume and buying trends of customers for profitability (Swenson et al.,

2012).

Bounce back cards. Participant WEP2, asserted:

The biggest is the bounce back cards we give out to our staff to create a personal

relationship with guests. Staff put their own name on the card so guests come

back and ask for them. We give out complimentary desserts, drinks, and for loyal

customers we take care of their bill from time to time. Promotions and outside

promoters help us gain new customers. We wow new customers when they are

here to keep them.

Open table. Participant RMP2 posited, “We also use open table and grubhub to

retain current customers and gain new customers. Participant RMP1 stated, “We use

open table services, which allow us to see and gain access on how to expand our

reservation count and is another avenue to bring in new guests.”

Yelp. Participant GSMP1 expressed, “Reviews on yelp are very helpful. We

read the reviews on yelp and take in consideration what customers say and respond when

necessary. I would like to implement a system to respond directly to positive and

negative reviews.”

Comment card, feedback box, and restaurant website. Participant REP1

stated:

We use a comment card, a feedback box, our website, and open table services as

marketing performance tools to track and calibrate profitability. The comment

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card has options to rate areas such as: atmosphere, price value, service, and food

with a rating scale of 1-5, 5 being the highest rating. There is a box in our

restaurant where guest can write how they feel; there is also promotional material

on our website and social media information.

Interview Question 8

What are your strategies to help maximize profitability? My intent of this

question was to examine strategies used to maximize profitability. Theme 5 emerged,

employee engagement and upselling. Promoting innovative initiatives with customers

and staff may improve profitability (Markides, 2012). Small, independent restaurant

owners should apply employee engagement as a strategic approach to understand

customers’ preferences and exceed sales quotas (Barwise & Meehan, 2011).

Theme 5: Employee Engagement and Upselling

The fifth theme that emerged from participants’ responses was employee

engagement and upselling. Findings indicated 33% of participants thought employee

engagement and upselling were strategies used in the restaurant, which help maximize

profitability. I found, increasing sales through new product launches and positioning

strategies may help managers meet sales target (Cetinkaya & Kalkan, 2014). Managers

and employees validated small, independent restaurant owners should implement

offensive marketing strategies to raise purchase frequency (Vivek et al., 2012).

Participant WEP2 indicated that:

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Staff are empowered through the bounce back card. Employees are provided with

their own personal business cards. Managers promote staff initiatives such as

mini contest and prizes, i.e.. whoever sells the most gets a free meal or wine.

Participant WEP1 stated:

When we come up with new event ideas we are able to work those events. Once I

did a West African Extravaganza; the bosses and managers are always open to

hear new ideas. We are looked at as more than servers or bussers.

Participant WMP2 expressed the following opinion:

I am a coach for my staff. Staff can kill business or they may help business

thrive. When thinking about strategies to help maximize profitability, you can’t

forget the importance of having motivated staff. Our young staff between the

ages of 18-25 have a lot of insight of what’s new, help bring in more clients,

upsell guests, and build relationships with guests; this makes guests want to come

back. An example is when guests come in and say I want to be seated in Mark’s

section or a bartender lets me know about an innovative idea. The owner has a

good relationship with managers and managers have a good relationship with

staff. It starts from the top. The owners are always here.

Participant RMP2 asserted, “We try to upsell our customers, give a bounce back card for

free dessert, and suggest customers tell a friend. We also try to promote our business and

improve our marketing strategies.”

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Connecting Findings to Conceptual Framework

The brand equity model, developed by Aaker (1991), was the conceptual

framework used to complement this doctoral study. The five brand equity components of

the model include:

1. Brand loyalty:

a. Retaining and attracting new customers

b. Decreased marketing costs

2. Brand awareness:

a. Associations

b. Familiarity

c. Customer purchasing process

3. Perceived quality:

a. Product differentiation

b. Various sales channels

4. Brand associations:

a. Retrieve associations via a form of advertising

b. Contribute to brand differentiation

5. Other proprietary brand assets:

a. Patents

b. Proprietary rights

Analysis of participants’ data confirmed the brand equity theory of marketing developed

by Aaker (1991) was appropriate and relevant to exploring the profitability of the
 82

marketing strategies used by three small, independent restaurants. Participant responses

and themes aligned with the five components outlined in Aaker’s brand equity model.

Components 1-3: Brand loyalty, brand awareness, and perceived quality.

Responses from managers and employees linked to brand loyalty, brand

awareness, and perceived quality, which coincide with the components of Aaker’s brand

equity model. Participants (96%) acknowledged Theme 1 and Theme 3, restaurant

environment and product differentiation as unique brand characteristics of marketing

strategies that foster profitability. Participants stated that customers are loyal and

continue to come to the restaurant because of brand loyalty, which helps with marketing

via word of mouth (Aaker, 1991). Study findings confirmed marketing strategies, which

include designing and redesigning products, as necessary, and could help small business

executives sustain competitive advantage and increase profits (Civic, 2013). Positive

customer relationships promote successful product launches and improve brand equity

(Agarwal et al., 2012).

Components 1 and 2: Brand loyalty and brand associations. Derived from

Theme 1 and Theme 2, an average of 67% of participants for both themes, advanced the

importance of using innovative ways to advertise a business and expand a customer base.

Small business executives should distribute resources proportionately because of limited

financial resources (Baker, 2013). The study results confirmed small business executives

should implement different marketing strategies because they do not have the resources

of large business executives (Harrigan et al., 2011). Findings of the study validated the

need for small business executives, such a small, independent restaurant owners with
 83

limited financial resources, to decrease marketing costs through word of mouth and social

media marketing (Aaker 1991; Harrigan et al., 2011). Perspectives from participants

linked to brand loyalty and brand associations, which are elements of Aaker’s brand

equity model.

Component 3: Perceived quality. Developed from Theme 5, participants (33%)

believed offering additional products to customers and promoting employee involvement

are different sales channels small, independent restaurant owners can use as marketing

profitability strategies. Implementing various sales channels are elements of perceived

quality (Aaker, 1991). Results from the study confirmed managers should involve

employees in strategic brand development initiatives to maximize profitability (Holland

& Weather, 2013). Small, independent restaurant owners should apply personal selling

to convince customers to purchase additional products and meet revenue goals

(Mohammed, Rashid, & Tahir, 2014; Khan, 2014b).

Relating Findings to Literature on Effective Business Practice

I used the results from the study to validate word of mouth as a powerful

marketing strategy small business executives should use because positive word of mouth

marketing has a stronger influence on brand purchase probability (Aaker, 1991; Vázquez-

Casielles et al., 2013). Executives can use valuable resources and customer relationship

marketing to influence marketing planning and develop marketing programs (Magnusson

et al., 2013; Pepe, 2012). The findings of the study confirmed limited financial resources

could constitute barriers when developing and executing marketing plans to meet profit

targets (Bettiol et al., 2012). Results confirmed executives should create a portfolio
 84

strategy that includes product development and brand equity to improve profitability

levels (Khan, 2014b; Mohammed et al., 2014; Stahl et al., 2012).

Theme 3 on product differentiation and atmosphere aligned with literature on

effective brand strategies. Small business managers can drive brand development and

create new platforms for market campaigns (Pantano & Corvello, 2013). Small,

independent restaurant owners should incorporate marketing practices to promote the

brand image, drive sales, and interface with customers for a high level of level of

customer satisfaction (Shah et al., 2012).

Applications to Professional Practice

The findings of this study apply to small business executives such as small,

independent restaurant owners. Most participants advanced the importance of

implementing brand equity as a fundamental marketing strategy for profitability. Small,

independent restaurant owners should ensure that brand initiatives are consistent with

priorities, strategies, and brand equities, and should align with business processes and

initiatives across brands (Zailskaite-Jaste & Kuvykaite, 2013). As opined by

Dogramatzis (2012), to maximize profitability, small business executives should deliver a

financial strategy for brands including:

• Identify financial and performance gaps

• Review forecasting tools

• Differentiate product advantages

• Provide pricing strategy recommendations

• Examine marketing and trade plans

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Small, independent restaurant executives can improve business practice through

marketing profitability analysis (Sarathy & Banalieva, 2014). Executives should evaluate

the research market environment, competitive environment, and competitive pricing in

the market to focus on brand valuation (Sarathy & Banalieva). Aligning brand equity

strategies with product-market goals and profit goals can help business executives assess

competitive initiatives (Mohammed et al., 2014; Swenson et al., 2012). Small business

executives should provide appropriate competitive responses including POS reports,

advertising, marketing programs, and adjust brand equity strategies accordingly (Janicic

& Jankovic, 2014).

Executives, managers, and employees can use the applicability of the findings

with respect to the professional practice of business to gain competitive advantage,

through a SWOT analysis of competitor's strengths and weaknesses and marketing a high

brand image for profitability (Cheng, 2014; Janicic & Jankovic, 2014). Managers can

examine marketing strategies and provide feedback to executives on effective collateral

materials to ensure promotional materials costs align with the revenue allotted and

decrease marketing costs (Aaker, 1991). Small business executives can establish and

implement strategic and tactical communications plans to capitalize on market

opportunities, generate demand, and create brand awareness (Andrew, 2011).

Small, independent restaurant owners can use blogging and POS as tools to measure the

return on marketing program investments (Shin, 2013).

Executives should use word of mouth and social media marketing as cost-

effective marketing strategies to foster brand loyalty, organizational growth, and

 86

profitability (Aaker, 1991; Koutroumanis, 2011; Vázquez-Casielles et al., 2013). Small

business owners can implement customer loyalty and relationship marketing to sustain

competitive advantage for profitability (Alvarez et al., 2011; Hashem, 2012). Business

executives should use brands to cultivate customer relationships (Bettiol et al., 2012).

When exploring marketing strategies for profitability, small, independent

restaurant owners should manage brand equity activities to increase customer base and

revenues, optimize the marketing mix, and analyze the effectiveness of sales channels to

improve business practice. Using brand equity can help managers quantify marketing

strategies for sales and profitability (Keller & Fay, 2012). Small, independent restaurant

owners should focus on unique brand characteristics, quality, and reliability of their brand

to build and maintain relationships customers (Stahl et al., 2012).

Implications for Social Change

The implications for positive social change of this study include the following

integrated approaches to business sustainability: (a) business development for small

businesses and strategies for financial resources, (b) training programs to support new

entrepreneurs and the public and, (c) free webinars on marketing strategies for

communities and organizations. Small business owners should develop and foster

relationships with communities and other organizations to help grow business

development opportunities and identify marketplace opportunities (Tawanda et al., 2013).

Small business executives can act as a liaison to gain an understanding of important

trends and issues affecting the community (Fiore et al., 2013). Analysts for small

businesses can use marketing strategies to manage business sustainability, increase

 87

opportunities for community growth, create jobs, and develop social resources through

the investment of capital (Jasra et al., 2011).

Opening up resources centers in the communities and offering bi-weekly training

programs promotes positive social change through community engagement (Shaijumon,

2014; Tabaku & Mersini, 2014). Topics for training should include cost-effective

marketing strategies, project management and policy development to gain and retain

customers, and targeting investments to enhance profitability, to support new

entrepreneurs and the public (Radu, 2013; Tabaku & Mersini, 2014). A network of small

businesses should host community meetings and webinars monthly to present effective

marketing strategies for profitability. Small business professionals should work closely

with the communities and organizations to evaluate the effectiveness of training

programs and apply metrics such as observational feedback and surveys (Mitchell &

Olsen, 2013).

Recommendations for Action

Based on the five themes identified from semistructured interviews, analyzing

participants’ responses, and methodical triangulation of archival business records, I have

made three recommendations for small business executives, such as small, independent

restaurant owners.

I recommend small, independent restaurant owners develop marketing strategies

that include employee engagement. Managers should promote learning resources for

employees on effective marketing strategies (Ogunmokun & Tang, 2012). Owners

should ensure employees are engaged and made fully aware of tracking mechanisms such
 88

as blogging, comment cards, and the POS to enhance business performance (Shin, 2013).

Creating a scorecard of metrics and using archival employee engagement data may help

executives identify areas of success and failure of marketing strategies. Executives

should offer incentives to motivate employees to develop and share best practices for

efficient marketing from indirect and direct interactions with customers (Vivek et al.,

2012). Implementing important metrics to determine overall effectiveness based on

employee engagement activities can help increase profitability levels (Swenson et al.,

2012).

I recommend small, independent restaurant owners create a cross-functional team

of managers and employees to act as brand liaisons. The cross-functional team can

manage new product launches and promotional programs. Owners should align the brand

portfolio with product roadmaps, sales and marketing strategies, and industry trends

(Markides, 2012). Managers can use brand associations and customer relationship

marketing as performance tools to track trends, calibrate profitability, and retain and gain

new customers (Aaker 1991; Abernathy et al., 2013; Chiang, 2013; Mitchell & Olsen,

2013). Executives should collaborate with managers to explore innovative ways to

maximize profits through relationship marketing, customer acquisition, and customer

retention (Khan, 2014a; Vivek et al., 2012).

I recommend small, independent restaurant executives allocate more resources

toward social media marketing to increase brand loyalty, profits, and ROI (Aaker 1991;

Omar et al., 2011). Executives should ensure social media marketing activities align with

business goals and profit strategies (Radu, 2013). Small, independent restaurant owners
 89

need to create ways to implement marketing strategies that promote business across

social media channels such as Blogs, Facebook, Instagram, Linkedin, Twitter, YouTube,

and local radio and television stations (Koutroumanis, 2011; Zailskaite-Jaste &

Kuvykaite, 2013). Managers should use social media to engage current and new

customers, which may lead to word of mouth referrals and communications. I

recommend executives apply customers’ reviews to improve brand strategies and monitor

social media networks for brand consistency (Keller & Fay, 2012). Administrators

should encourage managers and employees to collaborate to support social media daily

interaction, such as blogging and tweeting.

The knowledge base and feedback from nonmanagerial employees can help small,

independent restaurant owners explore effective marketing strategies. Responses to the

interview questions may help managers tailor their overarching marketing strategies to

deliver brand equity and marketing initiatives from management to nonmanagerial

employees, from employees directly to customers in a way that promotes profitability.

Executives can see if equitable knowledge of marketing strategies between

nonmanagerial employees and managers and conduct professional development as

needed.

Small business owners, marketing managers, brand managers, and entrepreneurs

need to pay attention to the findings from this study. I will send an email to the

restaurant owner to inform the study results are completed. The email will request the

owner to contact me via phone if he would like a summary of the research findings. I

will provide a debriefing session of the study results via phone after completion of the
 90

research. Research results will not be disseminated via email or in person. Also, I will

disseminate the results of this study at small business expos, business-networking events,

call for paper conferences, the Philadelphia Small Business Association, and through the

ProQuest/UMI dissertation database.

Recommendations for Further Research

The study was designed to explore marketing strategies management can

implement for profitability in small, independent restaurants. Limitations of this study

were a multiple case study of three small, independent restaurants, a sample size of 12

participants, and a target group of managers and employees. I included and interviewed

nonmanagerial employees, as participants because I believed data are pertinent to

employees just as much as managers. Often employees are the primary implementers of

marketing strategies and have substantial input about marketing strategies in the

restaurants where they work. Employees directly and indirectly apply marketing

strategies when they serve customers and provide anecdotal insight into areas such as

marketing strategies for competitive advantage and profitability. I obtained sufficient

data to answer the central research question and identified pertinent themes from

managers and employees. I recommend further studies to expand the multiple case study

to six small, independent restaurants and include more employee related interview

questions, to provide additional approaches to effective marketing and improve business

practice.

Another limitation of this qualitative study was obtaining approval from the

executive to use the restaurants and review archival business records, prior to submitting
 91

the IRB application to Walden University’s Institutional Review Board (IRB). The

limitation was because of time constraints; the executive is the owner of the three

independent restaurants used in the study. Independent restaurants can have the same

owner because they are not a chain or part of a national chain. I presented the purpose of

the doctoral study and potential benefits to the executive and addressed concerns before

initiating the study. A quantitative correlation study to examine the relationship between

resource allocation and the two variables, marketing strategies and profitability levels

may provide additional information on effective marketing techniques and innovative

practices to improve business performance (Sallee & Flood, 2012).

Reflections

My passion for developing and implementing business processes and creating

new approaches for business sustainability was the reason I chose to explore marketing

strategies for profitability. In my community, four small, independent restaurants closed

within a year of operation, which prompted me to use three small, independent

restaurants in my study. I had a preconceived idea that once receiving approval from the

IRB, collecting and analyzing data would be easy. I underestimated the amount of time

and level of tediousness it took to transcribe the data personally. Interviews with each

participant were rewarding. The business culture of all three restaurants was exceptional;

Participant responses showed how the culture replicated in each restaurant. I was amazed

at the level of buy-in staff showed. Policies and customer retention strategies were

similar at the restaurants. The results of this study confirmed my proposition that

innovative business approaches to services and brands should include input from
 92

nonmanagerial employees. I believe that employees can support managers and

executives with business development efforts and marketing initiatives to maintain best

practices for profitability.

Summary and Study Conclusions

In this qualitative, exploratory, multiple case study, I explored what marketing

strategies the executive of three small, independent restaurants needed to generate profit.

Five themes emerged from the study: (a) word of mouth and social media marketing, (b)

limited financial resources, (c) product differentiation and atmosphere, (d) blogging and

using the point of sale (POS) system, and (e) employee engagement and upselling.

Ninety-two percent of participants indicated the importance of using word of mouth and

social media as marketing strategies for customer retention and customer acquisition.

One hundred percent of participants believed the southern cuisine, custom menus, design,

and the ambiance of the restaurants are elements, which guide marketing strategies, brand

equity, competitive advantage, and profitability. Participants noted limited financial

resources are barriers to business and marketing strategies, but expressed using cost-

effective strategies such as word of mouth and social media marketing may increase

profits while operating within budgetary constraints.

The study population of managers and employees from three small, independent

restaurants helped me explore diverse business practices and innovative marketing

strategies for profitability. I found small business owners, such as small, independent

restaurant owners, can implement effective marketing strategies and align profit and

business development objectives to their brand with limited financial resources. I

 93

concluded from the findings that brand awareness, brand equity, product characteristics

and positioning, and marketing communications activities could help executives

maximize profitability and create a competitive advantage.

 94

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Appendix A: National Institutes of Health (NIH) Certificate

Certificate of Completion
The National Institutes of Health (NIH) Office of Extramural Research
certifies that Wanda Jenkins successfully completed the NIH Web-based
training course “Protecting Human Research Participants”.
Date of completion: 10/02/2014
Certification Number: 1581870

`
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Appendix B: Introductory Letter for Executives

Dear Executive,

My name is Wanda Y. Jenkins and I am a doctoral candidate at Walden University. I am

pursuing a Doctor of Business Administration (DBA) degree with a specialization in
Leadership. I am conducting a qualitative, exploratory, multiple case study a titled:
Marketing Strategies for Profitability in Small Independent Restaurants. The purpose of
this study is to determine what marketing strategies small, independent restaurants need
for profitability. This study may affect business practices for small, independent
restaurants, such as yours, by showcasing to business leaders the importance of strategic
marketing to level sustainability, long-term profitable growth, brand equity, and
competitive advantage.

As part of this study, I am requesting authorization from you to conduct semistructured

interviews with open-ended questions with your managers and employees from three
small, independent restaurants, for the purpose of data collection. Interviews will be
conducted outside of work hours via telephone. I understand that employees’
participation will be voluntary and at their own discretion.

Here are some sample questions:

• What are the marketing strategies used to retain current customers and gain new
customers?
• As a small business, what are the barriers to your business and marketing
strategies?
• What are the unique characteristics of your company’s brand that guide marketing
strategies?

If you grant me permission to conduct the study using your restaurant and employees,
please review, sign and email or scan the Letter of Cooperation to me at
[email protected]. Should you have any questions or concerns, please contact me
at (xxx) xxx-xxxx.

Sincerely,
Wanda Y. Jenkins
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Appendix C: Interview Questions

Participants will answer the following questions:

1. What are the marketing strategies used to retain current customers and gain new

customers?

2. As a small business, what are the barriers to your business and marketing

strategies?

3. What are the unique characteristics of your company’s brand that guide marketing

strategies?

4. How does your company position its brand for competitive advantage and

profitability?

5. How do you measure the success or failure of your marketing strategies?

6. How do you conduct your marketing profitability analysis?

7. What marketing performance tools have you implemented to track trends and

calibrate profitability?

8. What are your strategies to help maximize profitability?

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Appendix D: Letter of Cooperation

XXX, XXX, & XXX Restaurants

XXXXX XXXX

Philadelphia, PA 19118

April 24, 2015

Dear Wanda Y. Jenkins,

Based on my review of your research proposal, I give permission for you to conduct the
study entitled Marketing Strategies for Profitability in Small Independent Restaurants.
As part of this study, I authorize you to conduct semistructured interviews with open-
ended questions for the purpose of data collection. Individuals’ participation will be
voluntary and at their own discretion.

We understand that our organization’s responsibilities include: A list from the human
resources department of employees who have been employed with the restaurant for a
minimum of six months and have one-year prior experience in the restaurant industry;
and a list of managers who have a minimum of one year of experience providing direct
supervision. Lists will include employee names, job position, and contact information:
email addresses and telephone numbers.

I authorize approval for you to conduct research. I understand that the data collected will
remain entirely confidential, and no one outside of the research team will receive data
without permission from the Walden University IRB.

Sincerely,

Authorization Official:____________________________________________

Contact Information:_____________________________________________
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Appendix E: Informed Consent Form for Participants

Dear Potential Participant,

My name is Wanda Y. Jenkins and I am a student at Walden University pursing a

doctoral degree in business administration. You are invited to take part in a research
study I am conducting titled: Marketing Strategies for Profitability in Small Independent
Restaurants. You were chosen for this study because you are an employee or manager of
a small, independent restaurant. This form is part of a process called “informed consent”
to allow you to understand this study before deciding whether to take part.

Purpose of the Study:

The purpose of this study is to determine what marketing strategies small, independent
restaurants need for profitability. This study may contribute to business practices by
helping small businesses identify and determine factors that combat innovative
approaches to improving revenue, profitability, and market share.

Participation in the study requires the following criteria:

• All employees must be 18 years of age or older

• All employees must be employed at the restaurant for a minimum of six months
and have one-year prior experience in the restaurant industry.
• Managers specifically must have a minimum of one year of experience providing
direct supervision
• Employees and managers must have a general knowledge base of marketing

Procedures:
If you agree to be in this study, you will be asked to:

• Participate in an interview via telephone for the duration of 30-45 minutes.

• Be interviewed on a day and time agreed upon with the researcher.
• Agree to allow the researcher to audio-record the interview through
FreeConferenceCall.com
• Engage in participant feedback, by reviewing the data from your interview to
determine if your statements are accurate and propose corrections if necessary.

Here are some sample questions:

• What are the marketing strategies used to retain current customers and gain new
customers?
• As a small business, what are the barriers to your business and marketing
strategies?
• What are the unique characteristics of your company’s brand that guide marketing
strategies?
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Voluntary Nature of the Study:

This study is voluntary. Your decision will be respected whether or not you choose to be
in the study. If you decide to join the study now, you can still change your mind later.
You may withdraw from the study at any time with no penalty.

Risks and Benefits of Being in the Study:

Being in this study would not pose risk to your safety or wellbeing. Participation in this
study poses no risks. The benefit of being in the study allows your knowledge base and
feedback to be used to help small businesses explore effective marketing strategies.

Payment:
You will not receive any payment, thank you gifts, or reimbursements to participate in
this study.

Privacy:
Any information you provide will be kept confidential. Your name or anything else that
could identify you in the study reports will not be included. You will be assigned an
identifier code, which will be included in the study to maintain confidentiality. Your
interview will be deleted from FreeConferenceCall.com (Conference account) after all
data has been transcribed by me and verified by you. Data will be kept secure in an
electronic file requiring a password. I will be the only one to have the password and
access to the data. All data collected and organized in the file will be stored in a safe
cabinet with a lock for 5 years and destroyed after the study has concluded, as required
by Walden University.

Contacts and Questions:

Should you have any questions now or later, you may contact me at (267xxx) 761xxx-
xxxx and/or at [email protected]. If you want to talk privately about your rights as a
participant, you can call Dr. Leilani Endicott. She is the Walden University
representative who can discuss this with you. Her phone number is xxx-xxx-xxxx.
Walden University’s approval number for this study is 05-22-15-0169162 and it expires
on May 21, 2016.

Statement of Consent:

I have read the above information and I feel I understand the study well enough to make a
decision about my involvement. By replying via email with the words, “I consent, I
understand that I am agreeing to the terms described above”.
Please keep this consent form for your records.