al bachio, consumer behavior

8/8/2019 Al Bachio, Consumer Behavior

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VidarHalvorsen

2010

AlBacio

;aconsumerexperience

A restaurant is not a restaurant without customers.

This report gives a picture of the restaurant Al Bacio in

Angeles City; an Italian restaurant build, owned and

run by an Italian, famous for his keen eye on the

details. Through use of the Consumer behavior

matrixes of black box and Consumer decision-making

model, the report aim to uncover some of the reasons

behind the clienteles reasons for coming, reason for

returning and reasons for referrals.

Vidar Halvorsen

Student # 10992766

In partial fulfillmentsof therequirements

Of the Marketing Management Course


2/15

1.1 BACKGR UNDLate October 2010, we (the writer and friends) took a trip to Angeles to pay a visit to a friend of ours.

He is an Italian who owns a small restaurant off Perimeter road in Angeles City. Thou the city has

some well deserved bad reputation, this restaurant, Al Bacio, has a reputation for unrivalled quality

of food, great atmosphere and service quality which can match the best of international restaurants.

Being a marketer at heart, I wanted to analyze the customer experience through empirical methods,

to see if these held in a scenario like Al Bacio.

1.2 THE RESTAURANTThe restaurant has a distinct Italian feeling even as one enters

it, with white concrete walls, arched windows and a wall of

wine set strategically as a focal point. The interior is simple

and gave my friends a feeling of being in an Italian winery

(Co

n

d b

on

o

h

nd

). Floors were tiled with

terracotta brown tiles, seemingly imported from Italy, along

with distinct character giving items like genuine wine barrels,

an Italian bodega style bar and Italian espresso machine.

All the windows have white, thin drapes, to douse the strong

daylight, and give guests the break they need to relax and

concentrate onenjoying the setting, the company and, as we will

later see, the food. A special feature which the owner has

invested in is the wall

image visibly in the image

to the left. Most guests are

impressed by the quality of a digital image, and the scenery

it shows. When, as we were, presented with the fact that

this is not digital, but hand painted scenery from a local artist,

it adds to our understanding that the owner of this restaurant

invested much in the

p

n

he wants his customers to have, opposed to other restaurants

nearby which seemed to have adopted a fast in, fast out approach, a well known business idea in

this area of Angeles.


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1.3 THE GR UPThis day we were 6 individuals from 4 different nations; one of them being an Italian himself, which

would give us ample opportunities for a varied and complete customer feedback.The demographics

of the group were as follows:

1. Norwegian, 37 years, Male2. Filipino, 35 Years, Female3. Italian, 42 years, Male4. German, 29 years, Female5. Caribbean, 27 years, Female6. Nigerian, 39 years, Male

1.4

ENU

The menu in Al Bacio is focused on Italian. Ranging from the starters to main courses, desserts,

snacks and even coffee, everythingbut a very few pinoy adapted courses wereItalian.

Starters had some 15 choices, with dishes like Ho

-

ad

p

nah and

h

av

o

!

" B

#

Ca

pa

o ! which were highly recommended by the waiter.

The Main courses were varied with fish and meat, pasta and naturally pizza. The selection on pasta

and pizza were naturally the majority, but we noticed a few alternatives for the local palate. The

reason for this was, as our waiter explained: We hav $

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The choices in desserts were a selection of what can best be described as a Christmas for food lovers.

All the most well known and tastiest Italian desserts were present. From C

B

u

, (

a

u"

B

o

$ $

and G

a$o, it was all there. Me, being a former restaurant chef knew I would have to take

myself out of the customer experience model as I was already bias, and would hardly give a

representative feedback. I addition, being a former chef I knew what to expect both from

presentation, content and expected flavours.


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1.5 BEHAVIOR MODELSIn this report we will first present the general Aida

3

od4

5

6

1which is closely linked to the bu

7

4

8

D4 9 ision p

8

o9 4 ss

2. This model is closely linked with the AIDA Model which will then lead focus on th 4

B5

a9

@

BoA 3

od4

5 3, a more comprehensive consumer decision making model.

This, combined with the general marketing process we assume Al Bacio have gone through to grow

to where they are, will give us a good image of what behavioural models the restaurant plays on to

attract, service and retain customers.

1.5.1 THE DECISION MAKINGPROCESS INCHOOSING STARTERSThe AIDA shows us the basics of customer decision making; Attention, Interest, Desire, Action.

For the starters my friends (I took myself out off this process as mentioned above) had excellent help

from the staff who acted more as advisors and ambassadors than the average waiter. As the waiter

approached us, we were asked if we were ready to order or if we nB B

dBdso

C

Bh

B

D

p to dB E

idB F

. In

terms of the AIDA process this action worked as a catalyst in the attention level. Instead of simply

pointing out the bestsellers, our waiter asked us if we had any preferences in terms of flavour. For

the meat lovers, this being 2 of our friends and myself, we were advised to consider the Carpaccio.

Its meatsushistyle! See-thG

ough-thinslicedfrozen meat,paintedwith extravirginolive oil,

flavouredwithonlysaltandpepper. We thenaddalittleArugulasaladinthe middle foracrispy

complementarytaste,andconclusivelywe addfreshgratedParmesanDelParma F overitanda few

capers foracontrastingsourtwist. All 3 of us ordered this instantly. In terms of process we see the

following:

Theory framework:

EnH

iIon

P Qntal FactoI s BuyersBlackBox Buyers

ResponseMarketinR

Sti P uli

Environ.Stimuli Buyers

Characteristics

DecisionProcess

Product Economic Attitudes Problem

Recognition

Price Technological Motivation Information Productchoice

1http://changingminds.org/disciplines/sales/methods/aida.htm

2http://en.wikipedia.org/wiki/Buyer_decision_processes#Models_of_buyer_decision_making

3http://en.wikipedia.org/wiki/Consumer_behaviour


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search

Place Political Perception Alternative

evaluation

BrandChoice

ProSotion Cultural Personality Purchase

Decision

DealerChoice

Demographic Lifestyle Post-purchase

behavior

PurchaseTiming

Natural Knowledge PurchaseAmount

Inpracticetheframeworkemployedlookslikethis:

Practical Framework: - generaluntilDecisionprocess,indiT

idual (theAfrican)fromDecision

processtillResponse.

EnT

ironmental Factors BuyersBlackBox Buyers

ResponseMarketing

Stimuli

EnT

iron. Stimuli Buyers

Characteristics

DecisionProcess

Product:

Starter;Carpaccio

Economic:

Highpriced,but

valueformoney.

Attitudes:

Opentonew

experiences,and

familiarwith

ItalianCuisine.

Positiveattitude

totherestaurant.

Problem

Recognition

Price:

215Peso

Technological

N/A

MotiT

ation

Lookingfora

culinary

experience,and

hungry.

Information

search

Productchoice:

BeefCarpaccio


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7/15

Natural

N/A

Knowledge:

Familiarwith

Italianfood,but

mostlyfromthe

Makati

restaurants.Only

onehasbeento

Italy,andassuch

Onlyonecan

actuallyfunction

asabenchmark

forthe

experience.

PurchaseAmount

Whatweseeinthismodelishowthedecisionmakingismadeincombinationwiththecustomers

AIDA Attentiontothemenusofferings;interestFuelledbytheWaitersadvice,Desirefor

CarpacciofromtheWaitersdescription,andactionintermsoforderingCarpaccio.

Weseehowthedecisionmakingprocessintheblackboxishighlyinfluencedbytheactionsofthe

waiter,whointermsactsasasalesmanandadvisor.Playingonthebasicneedsofsustenance,

combinedwiththedesiresofthecustomerswantformeat,thewaiterusedadescriptive approach

tointerestthecustomer(intermsofmentalpresentationandflavours),whichleadstoall3males

orderingtheCarpaccio.Postpurchasebehaviourisequalwiththeguest(theAfrican)aswiththe

otherindividualsofthegroup.Wewereallinhighspiritsasthewaiterentertaineduswith

descriptionsofthewineherecommended;althoughHouse-red,agenuineItalianwine,whichhe

presentedthestoryoftheregionfor.

Inpost-purchasewealsolookatthedishofchoiceitself;howitwaspresented,howtheflavours

were,andhowtheexperienceofthemalegroupwas.

TheCarpacciowerepresentedonasquareplatter, withahealthy

redcolouronthemeat,driedoffsotherewerelittlebloodto

discouragetheguests,brushedwith Extra Virginoliveoil,drizzled


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withfreshParmesanandseasonedwithcoarsesalt,groundpepperandafewcapersmadeitagreat

andappetizingview.

Oneofthefemalesinthegroupraisedquestionsabouttheflavourofrawmeat,fearingthetaste

ofbloodbeingthedominant.OurAfricanfriendquicklyeasedherqualmsasheexplainedthe

thinnessoftheslicestookawaytherawmeatflavour,givingitmorethetasteofamediumcookedbeef,whiletheoilandparmesanandcapersaddedcontrastswhichmadehismouthwater.Thispost

purchasebehaviourledtothefemalesofthegroupaskingforsamples,whereallbutoneagreedthe

Carpacciobeingasurprisinglytastydish. TheWinerecommendedbythewaitergavearich,flowery

complimentingtastetoitall,whichthegroupwerehighlyappreciatetothewaiterfor.

Theother(notdetailedinthispart)startersthatwereorderedwere1CesarSalad,1Spinachand

CheeseRavioliandoneMinestronesoup.

MainCourses:

Thegroupweremorefragmentedinthedecision

makingprocessintermsofMainCourse.Themenuwas

richwithchoices,Pasta,Pizza,Beef,Fish,Chickenanda

fewPinoyrelateddishes(nonechosen).

ThebasicDecisionmakingmodelapplieshereaswellas

itdidwiththeDecisionmakingprocessinthestarters.

However-nowthatthegrouprealizedtheyhada

knowledgeablesourceofinformation(andintermsadvertising;unknowntothemajorityofthe

group);theprocesschangedabitinmarketingterms.Fromthebasicmodelofdecisionmaking,the

waiternowtakeontheroleofinformationandadvertising,asthegroupconsciouslyseekshimoutto

getadvise(andintermsadvertising).

Marketingmakeuseofadecisionmakingmodelincludingadvertising,especiallyonline/interactive

advertisingandinfluences.Therefore,weincorporatetheModelfor RationalDecision maV

ing for

online (interactive) Purchases.4

ThisModelincorporatesknowledgeandbeliefs

onthesideofpre-purchasebeliefsandpurchase

beliefs,andbehaviour/action influencesonthe

4http://jiad.org/article65


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pre-purchasesearchleadingtothepurchaseitself.

Thelinks(betweenboxesH)indicatevariousinformationthatgivesweighttothenextchainof

eventsleadingtopurchase.

Inthiscasethecatalystofinteractive(online)influenceisthewaiter.Bynowthegroupknowheisa

sourceofinteractiveknowledge(resource),andisactivelyusinghimintheirdecisionmakingprocess.

WewillillustratethisthroughthedecisionmakingprocessoftheCaribbean29yearoldFemale.This

individualisfamiliarwithCaribbean,CreoleandAsianfoodingeneral,Italianfoodinperipheral.She

hastastedthestandardsofSpaghettiandLasagne,butnotinagenuineItalianrestaurantbefore.Her

choiceinstarterswasRavioli,adishshehaspreviouslytastedinotherrestaurants,butwhichgave

heraneye-openingexperiencehere.ThewaiterwasaheavyinfluenceonherchoiceofStartersand

shewasrelyingonhisexplanationsindecidingherMainCourse.Westartbyacknowledgingher

newfoundknowledgeandbeliefsongenuineItalianfoodbeingfartastierandenjoyableasshes

beenusedto.Sheappliescertainweighsofimportanceofwhatsheknows;combinedwiththe

informationthewaitersuppliesher. Inotedthewaiterdidnotdirectlyrecommendanycourse,but

guidingthefemalethroughherstatedchickenpreferences.In VerticalboxH1athefemales

preferencescombinedwiththeinformationsuppliedbythewaiter,leadshertoadeeperbeliefand

expectationonwhatalternativesshewillendupchoosingfrom.H1c Establishesapurchase

preference,whichaddstofinaldecision..H1btellsusherinitialpreferencesforChickenwillassigna

heaverweightothatsectionofthemenuthanothers.H2aandH2bisinfluencedbytheinteractive

advertisingmadebythewaiter,thementalimagesheseedsinhermind,andcausehertofocuson

Chickensectionofthemenu,whilefilteringoutareaslikepizzaandpasta.Thereare3itemsonthe

Chickenmenu,onebeingthepinoyalternative,2beingpureItalianchoice.Concentratingnowon

thepre-purchaseSEARCH(pre-purchasesearchbeliefsandpurchasebeliefsbeingfulfilled,The

Behaviournowislinkedtowhatchoiceshehasaccumulatedthemostweightsto(h3),whichleads

toherPurchase/decision.

InthissettingshechosethePolloItaliano,chickenbreastmarinatedinItalianherbs, grilledover

woodcoalandservedwithasautedtomatoesandvegetables.

The flavouris justamazing! The meatisstilljuicyanddripping,yetfullofherbalflavoursandahint

ofsmoW

e from the charcoal. Combinedwiththe tomatotaste inthe sautedvegetables,itmaW

es my

taste buds euphoric!

Bynowthegrouphasalsobeenservedtheirrespectivemaindishes.2Pizzas(CalzoneandPizza

Parma)1Fish,and2Pasta(ArrabiataandPastaCarbonara).Thegroupisverysatisfiedwiththeir

choices,thespeedofthedeliveryandtheflavours.Theonlycomplaintwehavesofarisfromthe

Germanfemalewhofeelsshechosethewrongdish.Sheexplainstheresnothingwrongwiththe


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dish,butsherealizesherchoiceoffishleftherwantingfortheChickenorderedbytheCaribbean

female.Thewaiterofferstohavethechefmakehalfaportionofthedish,forhalftheprice,butthe

Germanfemaledecidestostaywithherdish.

FortheDessertpartofthemealweturntotheconsumerdecision-makingprocess,weusethe

matrixexplainedbyTheDecisionmakingmodel.Stillthisiscontainedwithintheblackbox

framework,butnowwiththeadditionalsituationalvariableofthegroupessentialbeingfull.

Decidingondessertonthisstageholdslessweighthatstarterandmaincourse.Combiningthe

DecisionmakingmodelandtheRationalDecisionModel,,weseehowNeedisnowfarlower,butstill

apparentasthereisaneedforasweetround-offtotheexperience,combined(onadvicefromthe

waiter)withalittleliquortotopofftheflavourandsettlethestomach.

TheNeedsrecognitionpartissettledwithonly4of6individualsoptingforadessert,and2of6

optingfor

liquor

and

coffee,

and

2

with

only

an

espresso

as

an

end

to

the

meal.

In

terms

we

see

the

needforinformationontermsofespressobeingveryshort.Theeconsumersherehadsubstantial

priorknowledgeandthereforehadlittleuseforfurtherinformation/advertising fromthewaiter.

Intermswethenseeastrongrelationbetweenpre-purchasebelies,andthepurchasebeliefs,but

lessemphasisontheprepurchasesearch

leadingtoapurchase.

Forthosewhooptedfordessert,therewasan

interactiveinformationsearchbetweenthe

infointhemenuandthatofthewaiter,

(mediumweightintermsoftherational

decisionmakingprocess),whiletheevaluation

weighsvs.theneedsalsowereweak.Infact

therewassignificantdiscussionthroughoutthedecisionprocesswhetherornottooptfordessertat

all.Inhereweseetheevaluationbeingheavilyinfluencedbyadvertising(thewaiter),who

influencedwithoutpressuringthegroupmembers.TheGermanFemalewerestillnotfullafterher

fishmeal,soconsideringherinformationtothewaiteraboutenjoyingcreamyflavours,headvised

heronTiramisu;acreamycakeandamaretto/coffeeflavoureddessert.Theothermemberchose

ItalianGelato,realicecream,withberriesoftheseason.Thischoicewasinfluencedbythewaiteras

theGermaninformedhimshewantedsomethinglightincomparison,butstillauniquelyItalian

experience.

GoingbacktotheModel,analyzingthepost-purchaseevaluation,feedbackswereuniformlypositive.

Whenaskedaboutunhappycustomers,thewaiterconfessedtherewouldalwaysbecustomerswho


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werenotentirelysatisfied.Mostly,heexplained,thiscameaboutwhenpriorexperienceswerethat

oftheindustrialrestaurantslikeSbarros, Jolibeepastaandalike.Customerswhocametothe

restaurantexpectingthesameflavours,andpreferringthe same flavoursaswith pinoypastatypes,

andSbarroItaliandishes,usuallyweredissatisfied.Intermsthisthencamedowntoopposing

concepts,wherethecustomerhadlearnedtobelieveindustrialItalianfoodbeingthenorm,andassuch,specialityrestaurantbeingtheabnormal.Wefoundnoreasontocontradictthatstatement.

1.6 THEORETIC FRAMEWORKDecisionmaking Process/model

5:

Figure4.1Blackboxmodelofconsumerbuyingbehavior

Source: Keeganetal.(1992,p.193)

Theessenceofthemodelisthatitsuggestsconsumerswillrespondinparticularwaystodifferent

stimuliaftertheyhave 'processed' thosestimuliintheirminds.Inmoredetail,themodelsuggests

thatfactorsexternaltotheconsumerwillactasastimulusforbehavior,butthattheconsumer's

personalcharacteristicsanddecision-makingprocesswillinteractwiththestimulusbeforea

particularbehavioralresponseisgenerated.

Itiscalledthe 'blackbox' modelbecausewestillknowsolittleabouthowthehumanmindworks.

Wecannotsee whatgoesoninthemindandwedon'treallyknowmuchaboutwhatgoesonin

there,soit'slikeablackbox.Asfarasconsumerbehaviorgoes,weknowenoughtobeableto

identifymajorinternalinfluencesandthemajorstepsinthedecision-makingprocesswhich

consumersuse,butwedon'treallyknowhowconsumerstransformallthesedata,togetherwiththe

stimuli,togenerateparticularresponses.

5http://www.marcbowles.com/courses/adv_dip/module12/chapter4/amc12_ch4_two.htm


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GeneralDecisionmaking model6:

Researchsuggeststhatcustomersgothroughafive-stagedecision-makingprocessinany

purchase.Thisissummarizedinthediagrambelow:

Thismodelisimportantforanyonemakingmarketingdecisions.It forcesthemarketerto

considerthewholebuyingprocessratherthanjustthepurchasedecision(whenitmaybe

toolateforabusinesstoinfluencethechoice!)

Themodelimpliesthatcustomerspassthroughallstagesineverypurchase.However,in

moreroutinepurchases,customersoftenskiporreversesomeofthestages.

Forexample,astudentbuyingafavoritehamburgerwouldrecognizetheneed(hunger)and

gorighttothepurchasedecision,skippinginformationsearchandevaluation.However,the

6http://tutor2u.net/business/marketing/buying_decision_process.asp


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modelisveryusefulwhenitcomestounderstandinganypurchasethatrequiressome

thoughtanddeliberation.

Thebuyingprocessstartswithneedrecognition.Atthisstage,thebuyer recognizesa

problemorneed(e.g.Iamhungry,weneedanewsofa,Ihavea headache)orrespondstoa

marketingstimulus(e.g.youpassStarbucksandareattractedbythearomaofcoffeeand

chocolatemuffins).

Anarousedcustomerthenneedstodecidehowmuchinformation(ifany)isrequired.If

theneedisstrongandthereis aproductorservicethatmeetstheneedclosetohand,then

apurchasedecisionislikelytobemadethereandthen.Ifnot,thentheprocessof

informationsearchbegins.

Acustomercanobtaininformationfromseveralsources:

Personalsources:family,friends,neighbors etc

Commercialsources:advertising;salespeople;retailers;dealers;packaging;point-of-sale

displays

Publicsources:newspapers,radio,television,consumerorganizations;specialistmagazines

Experientialsources:handling,examining,usingtheproduct

Theusefulnessandinfluenceofthesesourcesofinformationwillvarybyproductandby

customer.Researchsuggeststhatcustomersvalueandrespectpersonalsourcesmorethan

commercialsources(theinfluenceofwordofmouth).Thechallengeforthemarketing

teamistoidentifywhichinformationsourcesaremostinfluentialintheirtargetmarkets.

Intheevaluationstage,thecustomermustchoosebetweenthealternativebrands,products

andservices.

Howdoesthecustomerusetheinformationobtained?

Animportantdeterminantoftheextentofevaluationiswhetherthecustomerfeels

involvedintheproduct.Byinvolvement,wemeanthedegreeofperceivedrelevanceand

personalimportancethataccompaniesthechoice.


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Whereapurchaseishighlyinvolving,thecustomerislikelytocarryoutextensive

evaluation.

High-involvementpurchasesincludethoseinvolvinghighexpenditureorpersonalrisk for

examplebuyingahouse,acarormakinginvestments.

Lowinvolvementpurchases(e.g.buyingasoftdrink,choosingsomebreakfastcerealsinthe

supermarket)haveverysimpleevaluationprocesses.

Whyshouldamarketerneedtounderstandthecustomerevaluationprocess?

Theanswerliesinthekindofinformation thatthema rketingteamneedstoprovide

customersindifferentbuyingsituations.

Inhigh-involvementdecisions,themarketerneedstoprovideagooddealofinformation

aboutthepositiveconsequencesofbuying.Thesalesforcemayneedtostresstheimportant

attributesoftheproduct,theadvantagescomparedwiththecompetition;andmaybeeven

encouragetrialorsamplingoftheproductinthehopeofsecuringthesale.

Post-purchaseevaluation - CognitiveDissonance

Thefinalstageisthepost-purchaseevaluationofthedecision.Itiscommonforcustomersto

experienceconcernsaftermakingapurchasedecision.Thisarisesfromaconceptthatis

knownascognitivedissonance.Thecustomer,havingboughtaproduct,mayfeelthatan

alternativewouldhavebeenpreferable.Inthesecircumstancesthatcustomerwillnot

repurchaseimmediately,butislikelytoswitchbrandsnexttime.

Tomanagethepost-purchasestage,itisthejobofthemarketingteamtopersuadethe

potentialcustomerthattheproductwillsa tisfyhisorherneeds.Thenafterhavingmadea

purchase,thecustomershouldbeencouragedthatheorshehasmadetherightdecision.

Conceptual ModelofRationalDecision Making7:

7http://jiad.org/article65


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Conceptual Path Model of Rational Decision Making

Severalbarrierstoactualonlinepurchase have been reported,includingconsumerconcernsand

transactionanxiety(KorgaonkarandWolin 1999),paymentsecurityanddistributionissues,

perceptionsofinformationalratherthantransactionalvalue ofthe Internet(ZengandReinartz 2003),

lackof face-to-face contactinonline shopping (Timesof India 2000),as wellasproductfactorslike

needforphysicalexperience (e.g.,perfumes)andcomplexityofpurchase (e.g., realestate). However,

itis equallyevidentthate-shoppingisbecominganincreasinglyglobalphenomenon withover 15% of

globalInternetuserstransactingonline,and18% intendingtodosointhe nextsix months (TNS

Interactive-GlobaleCommerce Report2002). In manyconsumersurveys,convenience,interactivity,

andshopping ease are often mentionedasprimaryreasons forthe growthofconsumers'e-shopping

activities (Ghose andDou 1998; GVUsurvey1998; KorgaonkarandWolin 1999). While some consider

onlythe finalactofbuyingaproductonline asdefiningthe transactionalnature of e-shopping,others

include an entire range ofactivities frompurchase-relatedinformationsearches,use ofprice and

brandcomparisontools,use ofonline couponsanddiscounts,andinteraction with marketing

personnelvia websites,toactualpurchase andpost-purchase use ofthe Internet. This expansive

definitionofonlinepurchase activitiescanbe brokendownintothree basic,stagedcomponentsof

consumerdecision making--pre-purchase searchandevaluation,actualuse/purchase,andpost-

purchase interaction.

Thisstudymodeledtwoofthe three decisionstages withinthe e-shoppingcontext:pre-purchase

searchandevaluation,andactualpurchase.

Thisconceptisapplicableinthiscaseasthewaiteractsastheinformationportal,andinfluences

throughinformationandverbalinformationthefunctionofadvertingandinteractiveinformation.

al bachio, consumer behavior

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