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Luis Kluwe Aguiar M.Sc. Senior Lecturer in Marketing at the Royal Agricultural College

CONSUMER CHANGE IN FAST FOOD PREFERENCEJames Richardson and Luis Kluwe Aguiar

In the UK fast food companies are failing to meet changes in consumer

demands.

Objectives: to test (1) fast food chains attributes that appeal to contemporary

consumers; (2) fast food brand recognition (3) consumers alternative fast

food outlets.

The fast food industry is perceived to be an American creation, but the fish-n-chip format has prevailed in the UK since the eighteenth century as an outlet

where the working classes could easily purchase inexpensive prepared foods.

Whilst in the USA, the first hamburger outlets appeared in the mid 1930s with

the sector quickly developing and expanding into fast food chains only in the

post Second World War era. With the expansion of the road network and

subsequently the motorcar industry producing affordable vehicles for the

masses it was possible to see the changes in lifestyle in the 1950s that

required adaptations of food provision. This was well captured by the first

hamburger companies. According to Schlosser (2001) with increased mobility

and the sprawling of urban areas people spent more time commuting to work.

This was coupled with an increasing presence of women in the workplace

thus leading to less time allocated for food preparation at home. At that stage,

some three quarters of the family food budget was initially spent on fast food

meals.

Quick to capture the changing nature of the business, the fast food industry

has also changed the face of the food chain in the last decades. Changes in

food presentation and preparation were derived from technological

improvements that facilitated the preservation of both uncooked and pre-

cooked foods. The advent of the microwave helped with the rapid preparation

of food. As well as food preparation, the presentation of food also went


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through transformation. Outlets that relied highly on staff and the use of

crockery or cutlery gave way to a strong eat with your fingers emphasis.

In addition to this, technological advances in packaging allowed the ultimate

use of disposal of materials made of plastic, cardboard and polymers. These

came in tandem with a drive towards uniformity of expectations, which

included not only the presentation of the food itself, but also radical changes

to the fundamentals of traditional restauranteuring (Schlosser 2001).

Rault-Wack and Bricas (2002) propose that food is also a powerful medium

for the construction of cultural and collective identities. Therefore, by

establishing a corporate identity through the use of architectural symbolism

such as red tiles and neon arches (Jackle and Scalle, 1999), the overall resultmeant that a particular name would be immediately associated with a

particular product and service. As a result a strong brand association and

identification was established facilitating the formation and consolidation of

strong corporate identities.

In the UK, fast food preparation and presentation thus follows the American

model which created a strong cultural and collective identity. The model has

provided the consumers with uniformity and repeated experience (Schlosser2002). Guthman (2003) calls this phenomenon the McDonaldisation of our

society that has embraced the all American meal throughout the globe.

However, in the UK the great success of the traditional fast food outlet is

potentially beginning to lose its pull factor. Sandelman (2003) believes that the

actual fast food sector is in transition from a traditional selling of burgers to the

pre-eminent arrival of a fast casual food industry. The driving force for change

has been a number of issues that raise questions to scrutinise the fast food

companies, such as the link of regular fast food ingestion to obesity (Sapala

2002), chains showing operating loss for the first time in their thirty eight years

of history and the forced closure of outlets. This is reflected on McDonalds

facing a lawsuit from an overweight teenager who felt it was the company to

blame for her condition (The Economist 2002). The food giant has also closed

down outlets worldwide.


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The fast food industry is going through a transient period where consumers,

by becoming more alert to the implications of the effects of modern life, are

scrutinising fast food companies. What holds on to the consumer may no

longer be valid. The gap notion that has formed between the needs of the UK

consumer and the offerings of the fast food retailer may not be entirely

fulfilled.

Schlosser (2001) the most vehement critic of the fast food system, agrees that

fast food, more specifically hamburgers, taste good. Yet Morgan and Murdoch

(2000) disagree as they regard fast food from tasting good superficially since

they are technologically enhanced products dripping with fat, therefore could

by no means be tasty. Yet Sapala ( 2002) by establishing a parallel between

the fast food industry and that of tobacco, has come to the conclusion that we

may become addicted to fast food, its texture, taste and the sensation of

fullness after its ingestion. Nonetheless, whether it is the consumers

responsibility to watch what they eat or the retailers obligation to monitor the

healthiness of what they serve seems irrelevant when considered against the

backdrop of consumers power of perception. After all, fast food brands are

merely what the consumer perceive them to be (English 2002).

Companies that fail to come with replacements for such a consumers

perception may contribute to enlarging the gap of products on offer and

consumers wants. This gap could be understood by fast food companies

maintaining their original branding attributes and not moving on with time.

After all, branding communicates the firm across multiple dimensions: culture,

product mix, geographical area and consumer mix. Mahon (1989) believes

that an effective brand must be capable of responding to a changing

technological and global environment. And knowledge about the external

environment is thus key to branding. Thompson (1967) understands branding

as key functions so that it works for mitigating uncertainty sensing changes in

a dynamic environment; understanding the impact on the organisation, and

creating viable responses. Griffing (2002) sees McDonalds largest obstacle is

to overcome its present uncertainties due to its shear brand success. As a

generic symbol of the industry, it represents all that is good and bad.

However, the chain has been able to manage all the uncertainties so far such


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as allegations of beef content on its French Fries oil thus affecting Vegan,

Vegetarians and Hindus and the obesity related lawsuit among others.

In an interview with Dr B J Pettifer, the author was led to believe that after

studies carried out regarding caloric, fat and sodium content on burgers and

other sandwiches from popular food chains and from a company with clearmission statement on creating natural food made of best ingredients it seems

that eating a burger is not the worst food offering. According to Dr Pettifers

research some sandwiches perceived as more natural may carry more fat and

carbohydrate content than a hamburger. The ill consequence of frequent

ingestion of fast food only comes as a result of habitual consumption. It

seems that the issues come down to the consumer purchasing behaviour and

brand perceptions.

Despite this, fast food organisations should respond to pressures by

becoming more specialised and less autonomous with centralised decision-

making requirements. It would be possible for fast food companies to come

up with discrete brands that are more capable of reacting to the diversity of

demand. Discrete branding strategies suggest that different product or

divisions within a companys portfolio may be centrally co-ordinated without

overlap at a local level.

A seminal work by Miele and Morgan (2003) has identified a new trend in the

market: The Slow Food Movement. The movement gathers people interested

in saving regional cuisines and products. The contention that fast food and the

cultures it stimulate are potentially threatening ways of life places fast food at

a level of controversy beyond comprehension. Should the fast food industry

be indeed threatening the ways of life that societies depend on, then one

should assess the long-term consequences for both the consumer and fast

food retailers. Will the consumer recognise that the functionality of their

culture is perhaps being threatened? Nonetheless, in the UK the fast food

industry may not be threatening society but is in earnest being threatened by

the resilience and diversification of the society exercising its choice. English

(2002) believes that the UK is a unique case as it does not consume as much


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fast food as in the USA, despite consuming much more than in Western

Europe.

Could this gap between the message the fast food companies convey and the

image the brand represents not be understood, the implications for

management are vast.

Methodology

In order to establish what is provoking the gap between what fast food

companies deliver and what consumers actually want, a pilot focus group was

carried out at the Royal Agricultural College involving students. The major fast

food outlets recall included McDonalds, Burger King, Pret-a-Manger,

Dominos and Supermarkets. For the authors surprise, supermarkets came

up in the panel as the ultimate expression of fast food outlet. This may be due

to supermarkets localisation strategies in recent years that have promoted a

widespread acceptance as a convenient and potentially trusted retailer of fast

food. The range of fast food companies also reflect all the segments of the

market. From McDonalds perceived quick and cheap to Pret-a-Manger seen

as tasty/wholesome, but expensive. Following this, the next stage was to

consider brand recall regarding what it conveys and its association with brand

perception and expectation.

In light of research by Kara et al (1995) the panel proposed a set of attributes

that should be investigated as considered key to the Uk fast food industry.

These are: Speed; Convenience; Choice; Healthiness; Predictability; Aroma;

Cleanliness; Presence of Friendly Staff and Cost. These attributes were

tested in isolation and in association with the principal outlets identified.

In order to establish what attributes contemporary consumers ideologies and

aspirations perceive as lacking from the fast food provision, a set of

secondary attributes was identified and tested. These include: Lower Fat

Content; Organic Ingredients; Larger Vegetarian Selection; More Local

Produce; Better Service; Biodegradable Packaging; Kosher/Hallal ingredients;

More Licensed Outlets and Pleasant Looking Staff.


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Data was collected by the means of a survey carried out in London in

February 2003. This aimed at establishing the UK consumer habits with a

view to perhaps capturing new ways of fast food consumption. Data was

collected using a partial-random sampling technique in the form of a self-

administered questionnaire. This was carried out in three different

neighbourhoods on either sides of the river Thames in London: Notting Hill,

Kings Cross Station and in Vauxhall. Some 100 questionnaires were

distributed with return rate of 70%. The sample represents a cross section of

the population regarding age, gender, income and ethnic background.

Results:

Gender %

Male 31.4

Female 68.6

Age % Ethnicity %

= 16 4.3 White 75.7

17-24 20 Afro-Caribbean 14.325-35 21.4 Asian 4.2

36-49 34.3 Mixed Origin 2.9

50 + 20 Hispanic 2.9

The implication of the highest female response rate is two fold: women maybe

more inclined to fill in a questionnaire, but more importantly they are the

driving force behind the fast food industry. Womens attitude towards health

and food content has put pressure on the fast food industry to alter their

product mix.

The sample also mirrors the general population distribution in London where

some 92.1 are white and 7.9 of ethnic minorities.


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Respondents major spontaneously recalled indicate that McDonalds (80%),

Burger King (60%), KFC (50%), Pizza Hut (26%). These were followed by

Fins-n-Chips, Pret-a-Manger, Dominos, Wimpy, Chinese Take Away, Pizza

Express and Supermarkets in this order.

Traditional fast food brands such as McDonalds, Burger King and KFC

indicate strong brand recognition. Brand recognition also meant that it still

conveyed a strong association between consumer perception and

expectation. However, the research shows evidence of a change in fast food

purchasing habits whereby supermarkets are possibly eroding the power of

strong brands in the contemporary fast food market. In spite of supermarkets

having very low brand recognition as a fast food outlet, with only 2.8% brand

recognition, by providing fast food meal solutions they have captured aconsiderable share of the market. Some 50% of the respondents stated they

buy fast food from supermarkets once or more times per week. Thus, the

research gives some indication of the respondents perception of

supermarkets being able to deliver healthier food choices.

Some 69% of the respondents were willing to pay from 2.01 to 5.00. This

price bracket gives the consumer the widest choice, from hamburgers meals

to special sandwiches, small pizzas and supermarket solutions.

The main attributes regarding traditional fast food provision such as taste

cleanliness, convenience, speed and predictability are still ranked high in

the respondents recall. However, other attributes such as healthiness,

provision of choice and friendly staff are relevant to consumers when

thinking of alternative outlets. Therefore, consumers perceive that attributes of

the traditional fast food retailer no longer meet their discerning expectations

specially those belonging to higher income brackets. In addition, the

respondents indicated desired characteristics missing from todays fast food

products include: lesser fat content (68.7%), better service (48.6%) and

both organic ingredients and biodegradable packaging (41.4%) as well as

broader vegetarian selection, friendly staff, more use of local produce and

Kosher/Hallal ingredients.


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Conclusions: The primary attributes guiding consumer behaviour such as

taste, cleanliness, convenience and cost are no longer enough to represent

the true desires of the consumer. Findings indicated that in the UK there has

been a shift of preferences from satisfaction based on cheap food and speedy

service to more emphasis on ingredients and taste.

The brand power in the contemporary fast food format is being eroded. The

perceived attributes of the traditional fast food retailer no longer meet the

demand and product expectations of the discerning UK consumer. The gap

generated between the UK consumer needs and the products of the fast food

retailer has not been filled. In the post-modern fast food sector, supermarketsdespite not being characterised as fast food outlets, provide, intentionally or

not, discrete and translucent brands that are likely to play a defining role in the

consumer purchasing choices.

UK fast food companies are not responding quickly enough to satisfy these

aspirations. The research shows a real opportunity for fast food companies to

enter a more specialist end of the market. Fast food outlets should project an

alternative approach to contemporary consumers to reflect their demands.

Thus, the UK fast food industry offers opportunities to both existing food

retailers with unrealised potential and new entrants wanting to create a new

brand for those who demand cuisines that share characteristics with todays

more conscientious consumers.

Bibliography

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culture. The Environmental Magazin.e13 (2002) 5: 42-43

2. English, Simon. McDonald to shut in 10 nations. Daily Telegraph, 9

December 2002.

3. Griffin, J. To brand or not to brand. Corporate Reputation Review. 5

(2002) 2/3: 228-240.


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4. Kaynak Erdener, Kara Ali, Kucukemiroglu Orsay.Marketing Strategy for

Fast food restaurants: a customer view. International Journal of

Contemporary Hospitality Management. 7 4 1995.

5. Mahon, J. Corporate political strategy. Business in the Contemporary

World. 2 1: 50-62

6. Miele, M, Murdoch, J. Fast food/slow food: differentiating and

standardising cultures of food Globalisation location and sustainable

livelihoods. Ashbridge 2003.

7. Rault-Walk Anne, Bricas Nicola. Ethical issues related to food sector

evolution in developing countries: about sustainability and equity. Cirad

2000.

8. Sapala, S. Is the fast food industry becoming the new tobacco industry?.

Obesity Surgery12 1:1-2.9. Schlosser, Eric. Fast food nation what the all American meal is doing to

the world. Penguin 2002.

10. The Economist. Fast food in America not so fast. The Economist365

8302:89 7 December 2002.

11. Thompson J. Organisations in action. McGraw-Hill 1967.

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