REVIEW OF MENU MANAGEMENT PROCESS MODEL WITH A CASE STUDY

Abstract

This study examines how the Menu Management Process Model is realized in practice. To the best of the author’s knowledge, this study is the first to evaluate this model empirically by applying the case study method to a boutique café. Data were obtained from observations, document analysis, and interviews. The findings revealed which topics attracted attention during the process, the revisions made to the menu cards, and the reasons for these revisions. More drastic changes were made to the food menu than the beverage menu. Food menu revisions included making changes (17 items) and eliminating items (9 items) whereas beverage menu revisions were making only changes (17 items). While 15 new products were added to the food menu, no new products were added to the beverage menu. The process followed the cyclical path theorized in the model. Finally, suggestions were made for researchers and practitioners.