AMTP Proceedings 2017

Document Type

Conference Proceeding

Conference Track

Service Marketing/ Non-Profit Marketing/ Ethics

Publication Date

2017

Copyright

This work is archived and distributed under the repository's Standard Copyright and Reuse License (opens in new tab). End users may copy, store, and distribute this work without restriction. For all other uses, permission must be obtained from the copyright owners or their authorized agents.

Abstract

This study focuses upon US fast-food drive-thru delivery, assesses its cycle times, identifies its common delays and inefficiencies, and proposes solutions for improvement. The author, having become a live-alone bachelor since 2012 admittedly has routinely been a regular fast-food consumer, and as a researcher has over the past 4 years convenience-tallied this field study of fast-food drive-thru delivery. The average drive-thru wait time for these fast-food establishments was .81 minutes with average processing times of 3.6 minutes for a total average of 4.45 minutes with an average standard deviation of 2.1 minutes. This data suggests statistically (assuming a normal distribution) that: a) 2/3 of drive- thru customers will experience a wait that is 4.45 + 2.1 = 6.55 minutes or less; b) if a 95% confidence level is desired for any/all customers that a 4.45 + (2.1 x 2) = 8.65 minute cycle time would have to be acceptable to most customers; c) if a 99% confidence level is desired that a 4.45 + (2.1 x 3) = 10.75 minute cycle time would have to be acceptable to most customers. While most drive-thru customers are likely satisfied with the average of 4.45 minutes, 1/3 of drive-thru customers are experiencing cycle times of greater than 8.65 minutes. Thus it is the variance in drive-thru service times and the various delays that cause it that seem to have the greatest opportunity for delivery improvement. These variances invariably were caused by: a) Long customer/issues; b) Poor speaker/mic; c) Staffing; d) Incorrect order; e) Food availability; f) Tech/PC issues; g) Poorly planned special; h) Poor menu organization.

About the Authors

Dr. Jon M. Martin is an Assistant Professor of Health Administration for Pfeiffer University teaching strategy, marketing, and policy. He holds a PhD in Organization & Management, and has 25 years of operations management experience as a middle manager and executive/VP in the international and private sectors.

DOI

10.20429/amtp.2017.07

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Digital Commons@Georgia Southern License

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