Analyzing the Effectiveness of Marketing Culture Dimensions on Restaurant Performance

Abstract

The marketing culture is essential for improving performance in the highly competitive restaurant industry. It investigates the effectiveness of marketing culture dimensions on the performance of restaurants in the competitive restaurant industry. The data was gathered from
298 respondents of managers and employees across 48 restaurants using a structured questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to evaluate the connections between these constructs. The measurement model assessment was validated using indicators such as Average Variance Extracted (AVE), Composite Reliability, and Cronbach’s Alpha. The structural model assessment investigation's strategy hypothesized connections were also tested using evaluations of five structural path frameworks. The findings demonstrate that all five dimensions of marketing culture positively and significantly impact restaurant performance. Sales strategy had the strongest influence, followed by innovation potential, quality of service, organizational structure, and leadership-staff collaboration. All hypothesized relationships were supported with significant path coefficients, T-values, and p- values. The study emphasizes the importance of a robust marketing culture in enhancing restaurant performance and suggests that restaurant managers should prioritize the development of effective sales strategies and foster innovation within their marketing culture..