Menu Planning: Culture, Demographics, and Technology

Introduction to Menu Planning

Planning menus may on the surface seem rudimentary, but upon further inspection, one should realize that a thorough and prudent approach is required. Menus are an essential component of any business, irrespective of the industry. They are the foundation by which the customer can interpret the value proposition offered by the business. In planning the menu, the owner should focus on two primary concepts: culture and technology. With culture, the franchise can better determine its target market and demographic, enabling the company to formulate a menu that caters specifically to that audience. Technology, as it stands today, will impact the menu and subsequent product offerings. Due to its ubiquitous nature, the internet provides consumers with a wide range of options. Thus, when designing the menu, technological advances should be utilized.

The first aspect of menu design should address culture, target markets, and demographics. Knowing this information provides franchises with important data that can be applied to menu construction. For example, the socioeconomic status of a region will help the franchise price its offerings correctly. A price point that is too high in a region characterized by low socioeconomic status and wages is a recipe for disaster (no pun intended). Consumers, although receptive to the franchise, will be reluctant to purchase when the price point is too high. Furthermore, the menu should cater to the tastes of the target market. If, for example, the target market is primarily Chinese, the menu may incorporate more red, as the color represents prosperity in that culture. Knowing the socioeconomic status, culture, and target market will help determine how the menu is constructed and planned (Bernstein, 1994).

Culture, Target Markets, and Demographics

Culture is also very important within the context of menu construction. For example, with respect to Pasta Italia, the surrounding culture may be primarily Chinese. A sound cultural foundation will therefore be needed in the menu's construction. Eastern countries such as China, Japan, and Singapore all have a collectivist nature — their people work together to achieve educational, company, and corporate objectives. They are generally concerned with others' wellbeing and will go to great lengths to provide help. This mirrors the culture of ancient Chinese farming communities, in which teams of individuals worked together as a unit rather than as isolated individuals. As a result, more individuals have a vested interest in the group's overall goals, heightening the sense of community. Armed with this information, the menu should be constructed in a manner that encourages community. Group discounts should be a focal point, and options that cater to differing tastes within a group — such as a buffet or an "all you can eat" option — should also be incorporated (Li, 1996).

In America, emphasis is placed on individual achievement, which is often at the expense of broader society. This can be observed across nearly every industry — from veteran athletes traded when their performance declines, to Wall Street executives who issued subprime loans to borrowers they knew could not repay them. American society is oriented around individual gain, individual recognition, and individual accolades. As such, a menu serving an American audience should reflect a more individualistic approach. Individual-sized options with smaller servings should feature prominently, rather than group-oriented choices. Each culture described above differs in its habits and behaviors, and the menu should be tailored to reflect these dynamic cultural differences (McGrory, 2004).

In addition to culture, technology will play a profound role in menu construction. As with many new technologies introduced into society, new industries are created while others are disrupted. This occurred during the industrial revolution, which resulted in an increase in factory labor and a corresponding decrease in farm labor. The present era is no different: the internet has given rise to international competition and lower barriers to entry. Companies must therefore deliver their products and services in ways that leverage these new technological trends. This concept applies directly to Pasta Italia, which will inevitably encounter international competition. The menu should be designed so that it can easily be displayed online for potential customers to view (Clines, 2010). It should also be smartphone-friendly, allowing customers to photograph it with a standard device. With these goals in mind, the menu should incorporate the following principles:

Conclusion

Clines, Frances X. (1994-01-16). "Building the Szechuan Empire." The New York Times. http://www.nytimes.com/1994/01/16/nyregion/new-yorkers-co-building-the-szechuan-empire.html

Erikson, Chris (2010-06-28). "The Chinese Menu Wars." The West Side Spirit.

Bernstein, Emily M. (1994-01-02). "The Menu Wars, Continued." The New York Times. http://www.nytimes.com/1994/01/02/nyregion/neighborhood-report-upper-west-side-update-the-menu-wars-continued.html

Li, Jane H. (1996-07-28). "The Chinese Menu Guys." The New York Times. http://query.nytimes.com/gst/fullpage.html?res=9F07EEDF1439F93BA15754C0A960958260&pagewanted=all