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The Evidence of a Thai Restaurant’s Mass Customization Implementation for Firm Survival During the Pandemic Crisis

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dc.contributor.author Piriyakul I.
dc.contributor.author Nambuddee N.-A.
dc.contributor.author Piriyakul R.
dc.contributor.author Piriyakul M.
dc.contributor.other Srinakharinwirot University
dc.date.accessioned 2023-11-15T02:08:40Z
dc.date.available 2023-11-15T02:08:40Z
dc.date.issued 2023
dc.identifier.uri https://www.scopus.com/inward/record.uri?eid=2-s2.0-85169818619&doi=10.4018%2fIJABIM.323797&partnerID=40&md5=29d364c487afeaea301548ba3e054cc2
dc.identifier.uri https://ir.swu.ac.th/jspui/handle/123456789/29456
dc.description.abstract To survive in any crisis, business owners and executives must be able to adapt and change in all aspects of business functions, especially in the marketing function. The aim of the study is to investigate an efficient marketing strategy to provide the implementation for firms’ survival. To explore the advantages and how to manage a mass customization strategy in the restaurant business during a pandemic period. The authors conducted the research by selecting restaurants that have proven successful and exploring the key success management factors for further proof. The results show that the moderator, customer collaboration management, of the restaurant sector has a positive impact on the relationship between consumption experience and customer satisfaction through customer engagement. Additionally, the result indicates that the strategic and process implications during a crisis must be tailored to the sub-stages. © 2023 IGI Global. All rights reserved.
dc.publisher IGI Global
dc.subject Consumption Experience
dc.subject Customer Collaborative Management
dc.subject Mass Customization
dc.subject Product Design
dc.title The Evidence of a Thai Restaurant’s Mass Customization Implementation for Firm Survival During the Pandemic Crisis
dc.type Article
dc.rights.holder Scopus
dc.identifier.bibliograpycitation International Journal of Asian Business and Information Management. Vol 14, No.1 (2023)
dc.identifier.doi 10.4018/IJABIM.323797


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