UNIVERSITY OF EASTERN FINLAND Faculty of Social Sciences and Business Studies Business School
Characteristics of successful migrant restaurant entrepreneurs in Finland
Basanta Adhikari 277184
June, 2020
ABSTRACT
UNIVERSITY OF EASTERN FINLAND Faculty
Faculty of Social Sciences and Business Study
Department Business School
Author
Basanta Adhikari
Supervisor
Raija Komppula
Title
Characteristics of successful migrant restaurant entrepreneurs in Finland
Main subject
Service Management
Level
Master’s Thesis
Date June 2020
Number of pages 67+1
Abstract
In recent years, Finland’s tourism industry has grown and become more international and has become important sectors to provide employment. The new migration policy of Finnish government that came in June 2013 has call more flexible in the migration process and result more migrant workers in Finland. This study aims to investigate and determine the different characteristics of a successful migrant restaurant entrepreneur that contributes for Finland. With this aim, this study was done to investigate the main reasons why restaurant success and what skills are required to open a successful restaurant, investigate the key motivations to be a restaurant entrepreneur. This study was done to provide practical information, real life experience of migrants restaurant entrepreneurs. The researcher also hopes that this study will be useful and guide new migrants to Finland who would like to open a new restaurant.
This study is a qualitative study where open-ended interviews with CEOs of migrant restaurant was performed. The questions were ready-made by (Camillo at. El 2008a) where they used these questionnaires to find success and failure of restaurant in northern California. Seven telephone interviews were held and analysed thematically according to Creswell (2014). The aim of the questions was chosen so as to ask different aspects of the respondent’s company without being biased.
The empirical chapter was done to find seven different restaurant entrepreneurs who all work as CEO in their own company. The research was done to find critical success factors, motivation theory and common traits contributing to successful restaurant operations.
The finding shows that work experience was among the top factor of success being marketing as second. Social skills, operation skills, financial skills, planning and strategic skills, restaurant opening skills were among most needed skills. Mostly, restaurant entrepreneurs were motivated with pull factor, because they wanted to become independence, receive recognition and gain wealth.
Keywords
Migration, Entrepreneurship, Restaurant, Success
Table of Contents
1 INTRODUCTION ... 6
1.1 Background information ... 6
1.2 Objectives and the main questions ... 7
1.3 Limitation ... 7
1.4 Thesis structure ... 8
2. THEORITICAL BACKGROUND... 9
2.1 Entrepreneurs ... 9
2.2 Entrepreneurial typologies ... 9
2.2.1 Craftsmen entrepreneurs: ... 10
2.2.2 Opportunistic Entrepreneurs ... 10
2.3 Ethnic Entrepreneurship... 10
3 LITERATURE REVIEW ON MIGRANTS ENTREPRENEURSHIP ... 11
3.1 Migrants Entrepreneurship... 11
3.1.1 Migration in a modern society ... 12
3.1.2 Migrants in Finland ... 12
3.1.3 Migrants in restaurant sectors in Finland ... 12
4 SME SUCCESS IN RESTAURANT BUSINESS ... 13
4.1 Small and Micro business ... 13
4.2 Restaurant entrepreneur success ... 13
5 CRITICAL SUCCESS FACTORS ... 16
5.1 A general discussion of critical success factor ... 16
5.2 Critical success factor in the restaurant industry ... 17
5.3 A conceptual framework of restaurant viability ... 20
6 THEORITICAL MODEL ... 22
6.1 Theories in Motivation ... 22
6.2 Maslow’s Hierarchy of Needs ... 23
6.3 Push/pull Theory ... 25
6.3.1 Pull factor ... 26
6.3.2 Push Factors ... 27
6.4 Paths to become an entrepreneur in Finland ... 29
6.5 Steps for restaurant establishment in Finland ... 30
7 METHODOLOGY ... 31
7.1 Qualitative Research Methods ... 31
7.2 Research strategy ... 34
7.3 Data Collection ... 34
7.3.1 Interview ... 35
7.3.2 Semi -Structure interviews:... 35
7.3.3 Unstructured interview... 36
7.4 Data Analysis ... 36
7.5 Interview Questions ... 39
7.6 Empirical research ... 40
8 RESULT ... 48
8.1 Critical success factors of migrant’s restaurant ... 48
8.2 Motivation of migrant restaurant entrepreneurship ... 52
8.2.1 Maslow’s Hierarchy of needs result ... 52
8.2.2 Push/ Pull Factors Result ... 53
9 DISCUSSION AND CONCLUSION ... 55
9.1 Discussion of the results ... 55
9.2 Theoretical and Managerial conclusions ... 58
9.3 Recommendation from the research ... 59
9.4 Critical evaluation of the research and the result ... 60
9.4.1 Critical evaluation of Interviews ... 60
9.4.2 The credibility of the research finding ( Validity and Realiability)... 60
9.4.3 Ethical Considerations ... 61
9.5 Suggestions for future research ... 62
10 REFERENCES ... 63
11 APPENDIX-QUESTIONS ... 68
List of Tables and Figures
Table 1: Critical Success Factors . Source (Camillo, Connolly & Woo Gon Kim, 2008) ... 19
Table 2: Restaurant Success Factors ... 39
Table 3: Description of the interviewees ... 40
Table 4: Result of Critical Factor of Migrant’s restaurant entrepreneurs ... 49
Table 5 Maslow’s Hierarchy of needs result ... 52
Table 6: Push/ Pull factors results ... 53
Table 7: Advantages and disadvantages of interviewing ... 60
Figure 1. Characteristics of Successful entrepreneurship ( Source: Mukherjee, 2016) ... 15
Figure 2: Impact of various factors on restaurant viability ... 20
Figure 3: Maslow’s Hierarchy of Needs ... 24
Figure 4: Push and Pull factor theory of entrepreneurs ( Source: Z,M.,& JC,C.2018) ... 26
1 INTRODUCTION
1.1 Background information
During the last couple of decades, the economic impact of immigration has been a widely discussed subject. Multiple studies also have indicated that the business ownership rate rends to be higher among immigrant. In US, immigrants business ownership rate is 10.0 percent against 9.6 person natives (Fornaro, 2018). According to this report, it also states that the entrepreneurship rate in Finland is very close to the one of immigrants as number of foreign entrepreneurs has dramatically grown over the years from 2004 to 2006 as well as number of employees. It also writes that the contribution of foreign residents to the inflow and outflow of entrepreneur has grown over time.
In recent years, Finland’s tourism industry has grown and become more international than other sectors and also has become an important export sectors and provide employment (Minister of economic affairs and employment of Finland, 2019). According to Finnish Hospitality Association (2019), Finland is a good place for entrepreneurs, since assistance is available. It also states that setting up a business can be a good way for immigrants to obtain work as over 6,500 Finnish business have been established by people who have moved from abroad. The new migration policy of Finnish government of June 2013 has call for more flexible in migration process and as the result migrant workers in Finland has increases numerous in recent years as majority of the workers are coming to fill less skilled or semi- skilled jobs (Ollus, 2013).
The hospitality sector in which both hotels and restaurants is a growth industry in Finland has 2400 member companies which employ a total of 60,000 persons. The record in 2008, where migrate owner owned were 1440 restaurant or hotel business in Finland. Most migrants owned restaurants are located in southern Finland, and most of these in the Helsinki region. About 70% of migrant entrepreneurs are from Turkey and Asian country like china, India, Vietnam and Thailand. It is said that, restaurant work is often the first entry point for migrant workers into Finnish labour market (Ollus, 2013). ‘Restauranteurs’ desire that their establishment will be successful and profitable thus everyone would like to know the secret to the success of a business and every researcher would like to develop that formula for success (Healy, 2014).
These facts show the interest of migrant entrepreneur in Finland to run a restaurant business.
entrepreneurs to succeed in Finland? The main subject of this study is also to find out the different success characteristics of restaurant entrepreneur in Finland.
1.2 Objectives and the main questions
According to (Camillo at el, 2008a), It is very difficult for a restaurant to survive in the city.
They suggested that the restaurant industry’s failure rate results from an underestimation of the difficulty of the business atmosphere. Also, due to lack of necessary specialized knowledge and staying power and a misunderstanding of a business owner’s lifestyle. The study suggests that restaurateur’s success may depend on his or her ability to achieve and control a difficult business in a dynamic and competitive environment. Similarly, this study will try to find the best success factors of a migrant restaurant owners.
The main objectives of this research is :
• To investigate and determine the different characteristics of successful migrant restaurant entrepreneur that contribute for Finland.
• Investigate the main reasons why restaurants success.
• Investigate what skills are required to open a successful restaurant.
• Investigate what motivations are keys to be restaurant entrepreneur
This research will provide practical information, real life experience of migrants restaurant entrepreneur. This research also be useful and guide to those new migrants who want to succeed their new restaurant company as it might help to understand business policies and strategies.
1.3 Limitation
This research is focused and limits only to the entrepreneurs who came to Finland as a migrants and who operate restaurant business around the country. The respondent are seven migrant entrepreneurs and are quite small because this research focuses on small and independent restaurant and helps deepen the study. This thesis concentrates small, ethnic restaurants owners which has been running the restaurants over three years. The results cannot be general, as the sample is not truly representative of general population of Finland. The results will precisely give the information about the ethnic restaurants rather than international chain restaurants,
Finnish owned business or partnership business. Nevertheless, it can help to give tips to be successful new restaurant entrepreneurs.
1.4 Thesis structure
Thesis structure will be through the chapter of introduction. This will include thesis background information, objectives and the main questions and limitation. The second phase will consider to be theoretical background. This chapter will start with literature reviews of entrepreneurs, it’s topologies, ethnic entrepreneurship, immigrants entrepreneurs, migrations topic, general discussion of critical success factors, theories in motivation and company firms in Finland.
The third chapter will explain about qualitative research methods. This chapter will also explain about credibility of research finding and ethical consideration. The next chapter will be:
research methodology. Here, this thesis will explain about research approach, research strategy, data collection, data analysis and empirical research. Moreover, data collection and data analysis procedure will also be explained. The next chapter will be empirical research where this thesis will show qualitative results. Finally, the last chapter will be the conclusion part and recommendation.
2. THEORITICAL BACKGROUND 2.1 Entrepreneurs
According to (Lloyd, 2019), entrepreneurship concept is highly complex with no one concise definition. In an article by (Chen & Elston, 2013), they write that, one of the first researchers to classify business owners labelled as entrepreneurs was Smith in 1967 who studied entrepreneurs according to their personality and background. Whereas (Lloyd, 2019) mention that the value of new business creation and growth through entrepreneurs is vital for economic development and understanding not just what is motivates individuals towards entrepreneurship, but who to target is critical for policymakers. Again (Chen & Elston, 2013), defines that entrepreneurs usually come from humble background and have hands-on management style; as they are not counted as risk taker and have no long term business plan, but just focus making comfortable living. They also write that, on the other side opportunistic have middle-class background and are highly educated; they tend to focus on business growth and profits. Entrepreneurship or self-employment normally involve setting up a new business or buying existing business. We can say that some people are more entrepreneurial than other (Mediha Sahin et el, 2007). (Henry et el, 2005) defined entrepreneur is ‘someone who specializes in taking responsibility for and making judgemental decisions that affect the location, form and the use of goods, resources and institutions’. They also defined entrepreneurs as a ‘person who creates new business, brings new products to market, or develop new process of production’. (Mukherjee, 2016) has his own thoughts about entrepreneurs. He writes entrepreneurs are not always born genius but through systematic and rigorous training, they can be made. He even mentions that young entrepreneurs have little knowledge on management, production process and marketing. So, he suggested that entrepreneurial development and training gives an opportunity to update knowledge of entrepreneurs.
2.2 Entrepreneurial typologies
We know different strategic are necessary to grow and contribute success in the organization.
Specially, in small, entrepreneurial company, strategic planning is done by individual entrepreneurs. The personality, management style, leader’s perceptions of opportunities and threats in external environment signify affect in strategic decision-making (Elwood Williams, Tse, 1995). (Smith, Miner, 1983) founded the idea of classification for entrepreneurs according
to their personality, background and behaviour. They were the one who found two distinct entrepreneurial types.
• Craftsmen entrepreneurs and
• Opportunistic entrepreneurs
2.2.1 Craftsmen entrepreneurs:
Craftsmen entrepreneurs usually have narrow educational and managerial experience and come from blue-collar background. Their preference are more likely to work in administrative work. These entrepreneurs typically have low level of social awareness and involvement. Such entrepreneurs do not take risk and lack confidence. Craftsmen entrepreneurs usually does not have long plans. They only look for comfortable living, and they measure their success by customer satisfaction.
2.2.2 Opportunistic Entrepreneurs
Opportunistic entrepreneurs can be characterized by high level formal education, good managerial experience and wide variety of work experience. Such entrepreneurs tend to be middle-class background, and they favour decentralized management styles. They are active towards marketing. They tend to have high level of social awareness and high level of social involvement and growth rate of their company. They think that personal income and business growth are considered as success. They are also known as opportunistic entrepreneurs.
In this research, the author will cite two different typologies to distinguished and find who are craftsmen entrepreneurs and who are opportunistic entrepreneurs (Smith, Miner, 1983).
2.3 Ethnic Entrepreneurship
(Volery, 2007), writes ethnic entrepreneurship has become a significant aspect of modern urban life and fulfils a key economic and social role for ethnic communities. He argues that ethnic ownership economy consists of small and medium-size businesses owned by ethnic or immigrant entrepreneurs. He also believes that the ethnic-controlled economy licences fellow migrants to secure more and better jobs in economy by reducing unemployment and improve
connections and regular patterns of interaction among people sharing experience’. (Volery, 2007) also mention ethnic entrepreneurship has become a significant aspect of modern urban life and fulfils a key economic and social role for ethnic communities. The author mention that the business entry decision has had a strong impact on the development of theories in ethnic entrepreneurship. Also, sociology, anthropology and labour economics literature have each contributed to the development of theoretical frameworks addressing the consequence of ethnicity and race on entrepreneurship. In the same article he said ethnic business typically starts when an entrepreneur starts serving other members of the ethnic community and satisfies their specific ethnic needs.
3 LITERATURE REVIEW ON MIGRANTS ENTREPRENEURSHIP 3.1 Migrants Entrepreneurship
Not all migrants are entrepreneurs and also different kinds of migrants are more likely to end up in entrepreneurship, with different success rates. Migrants are often expected to be better entrepreneurs because it is thought that they will benefit by developing in home country through remittance(Naudé et el, 2017). E.g. (Giulietti at el 2012), pointed to successful developing countries, such as China has 25% of migrants are self-employed and benefiting their country through remittances. Migration can be an important tool for raising the welfare of individuals and households in both sending and receiving countries. In contrast, immigrants most often face discrimination in their destination country. Typically, immigrations face more difficulties in obtaining credits than their native counterparts, especially forced migrants who have left all their assets and networks behind. In recent years, there is significant business activities by migrant people towards self-employment. E.g.(Levent et al, 2003) says: Migrant entrepreneurship is also usually regarded as an important self-organizing principle through which migrant minorities are able to expand their weak socio-economic position.
3.1.1 Migration in a modern society
Entrepreneurship is one of the often used ways to escape unemployment in a host country because of this migrants usually attempt to choose self-employment. Entrepreneurship directly affects the economy both direct and indirectly through competition, innovation. Since the early, 1980’s self-employment among migrant minorities has increased considerably in Europe and migrant entrepreneurship has become an important issue in EU, with great impact on micro, meso and macro level of development. Migrant entrepreneurs make a Varity of contributions to the economic environment of their host and home country (Mediha Sahin et el, 2007).
3.1.2 Migrants in Finland
According to statistics Finland (2013), there were around 59,000 migrants working in Finland whose permanent country of residence was other than Finland. Migrants workers in Finland may reside on different immigration statuses which are usually based on employment if they have work permit or studies or family ties. Migrant workers in Finland covers variety of people with different residence statuses and permits, including EU/EEA and Swiss citizen and third country nations. It is possible to work in Finland using any of the residence statuses e.g. student can work for 25 hours a week on average during the academic term and asylum seekers get right to work after they stay for three months if they have valid travel documents.(Ollus, 2013).
3.1.3 Migrants in restaurant sectors in Finland
Hospitality sector is growth industry in Finland. In a report published by ollus, (2013), the employer’s union in hotel and restaurant sectors has 2,400 members companies which employ a total of 60,000 persons. In 2008, migrations owned 1440 restaurants and hotel business in Finland which make about 13 percent of all the restaurants and hotel companies in Finland employing a total of 5000 persons.
4 SME SUCCESS IN RESTAURANT BUSINESS 4.1 Small and Micro business
According to (Reijonen, Komppula, 2007), small and micro-businesses are predicted to bring new innovation into the market. The authors also writes that in the business world, small and micro-businesses form a high majority worldwide. Only in Europe, 99,8 percent of private enterprises are small and medium-sized enterprises. They also state that more over 90 percent of these ‘SMEs’ are micro-business with fewer than 10 people and even typical European business employ three people.
In this research, the study of small and micro business restaurants will be added. Precisely, typical ethnic restaurants fewer than ten employees will be included in depth.
4.2 Restaurant entrepreneur success
Miller, (2008), writes “Passion only isn’t enough” because an entrepreneur also need a sound concept and restaurant management experience. However, (Mukherjee, 2016) writes, an entrepreneur should be “passionate” to become successful. He should have that passion to create a business idea and make money by making the idea a great business. Along with it, (Mukherjee, 2016) writes, entrepreneur should be “self-motivated”, because an entrepreneurs starts business on his own risk so, there will be lot of difficulties ahead of him to start his business. An entrepreneur with mental strength overcomes the problems and become a successful person. To become successful entrepreneurs, “versatile” nature is important. An entrepreneur should change his attitude so that he can analyse what the situation is in business.
He should create such an environment such an environment so that everybody will be comfortable with his decisions and work when there are ups and downs in the business. The other successful characteristic should have is extraordinary business skills. This is an important characteristic because it helps to avoid those disasters and failures in business. An entrepreneur should be a “risk taker” meaning that entrepreneurs who start business on his own risk should be mentally prepared for taking risk. If he is not prepared taking the challenges then he will face a lot of trouble that he may lose the change to become successful entrepreneurs. An entrepreneur should have the quality “drive” because he should drive the company so that the staffs follow the lead. He should become leader of the firm so that he can show the path to success which can be followed by employee. The other quality that an entrepreneur should
have is proper “vision” because without proper vision an entrepreneur cannot become successful. He should have knowledge of the market in the society. He should also be aware whether the market price will go down or high or whether the requirement is becoming high in society so that he can change his plan automatically. An entrepreneur should have the nature of “Flexibility and open-minded” as it is vital in a firm. An entrepreneur therefore should have the flexible nature because if there is a new thing arriving then the company should adapt the change. If he is not able then the firm might lag behind the other firms. The last characteristic that entrepreneurs should have is “decisiveness” nature. It is because entrepreneurs should have the mentality to take the decision instantly according to the situation. They should be prepared for new changes as he should be actively taking part in taking quick decision without hesitation.
An entrepreneur always should be prepared for taking new challenging decision without any delay.
Figure 1. Characteristics of Successful entrepreneurship ( Source: Mukherjee, 2016)
Characteristics of successful entrepreneurs
Passionate Self Motivated
Versatile
Risk taker
Vision
Flexibility and open mind
Decisiveness Extraordianary
business skills
Drive
The number of restaurant serving ethnic food and its demand has spurred growth in the number (Agarwal, Dahm, 2015) Their study suggest that a business plan is more important to the success of an independent ethnic restaurant. According to(Arora, Singer, 2006), the success of restaurant entrepreneurs depends on their understanding of customers’ need, expectations and meeting these needs better than their competitors.(Parsa et al., 2005), estimate in their studies that 40% of all new restaurants fail within the first three years. In a research conducted by (Agarwal, Dahm, 2015), they found that restaurateurs closed their businesses in less than three years because of difficulty managing the work/ life balance. Also, they found that restauranteurs with some background in culinary arts were more likely to succeed because they understand how to develop and price menus items and how to manage a kitchen. Therefore, it is critical that restaurant owners provide high satisfaction and value to succeed in this competitive business. (Camillo, Connolly & Woo Gon Kim, 2008b) writes that the restaurant industry tends to appeal to people who want to start their own business. They suggest that the restaurant failure rate results from an underestimation of the difficulty of the business environment, a lack of necessary specialized knowledge and staying power and misunderstanding of business owner’s lifestyle. But sometimes other contributing factors may be beyond a restauranteur’s control such as: weather disease, storms, economic downturns etc.
5 CRITICAL SUCCESS FACTORS
5.1 A general discussion of critical success factor
Critical success factors is necessary because it is an approach to a management. It is not a new idea which seen back in 1960s (Daniel W.Greening et al, 1996). Researcher has shown that Critical factor can also be used to broader range of industrial condition (Geller, 1985). Due to similar research, the purpose of the study of Critical success factor must be specific being migrant entrepreneurship study. There are number of definition regarding critical success factors:
(Rockart 1979) defined ‘’ Limited number if dimensions that ensure successful competitive performance for organization’’
(Brotherton, Shaw, 1996) defined ‘’ the factor that are to be achieved if a company’s overall goals are to be met.’’
(Engle 2008) defined’’ the most efficient and effective methods of accomplishing a task or
Among all the definitions, In this thesis, Engle’s definition will be used as the topic of this thesis is success factor of migrant entrepreneurs. The study is about different restaurant entrepreneurs who came to Finland from different country.
5.2 Critical success factor in the restaurant industry
We can see many publications that examine individual factors that contribute to the success or failure of business. According to (Camillo, Connolly & Woo Gon Kim, 2008), restaurant success lies on five constructs and many more different variables. First being strategic choice, competitive factor, marketing, resources and capabilities, owner-manager traits.
(Kotler, Bowen & Makens, 1996) discussed the strategic choice that includes importance of restaurant location. They also discussed the importance of marketing which include advertising, public relations, customer relation management and community involvement.
(Perry, 2001) defined the importance of good business plan.
In the competitive factor part, (Kotler, Bowen & Makens, 1996) discussed product quality and competitive knowledge.
In Marketing variables, (Kotler, Bowen & Makens, 1996) talk about marketing abilities, customer relations, public relations, advertising, demand and pricing. Firm size was discussed by (Liiann Ricket et al., 1993) while (Parsa et al., 2005) discussed about organizational culture, internal relationship, product quality, service levels and employee relationship. In the last part owner-manager traits, vision was discussed by (Olsen, Roper, 1998) while leadership and values were written by (Kouzes, Posner, 2006).(Parsa et al., 2005) wrote about personality, knowledge, experience, balance of work and family.
Critical Success Factors
Critical Success Factors Supporting Literature
Strategic choices
• Restaurant Location (Kotler, Bowen & Makens, 1996)
• Business Plan (Perry, 2001)
Competitive factors
• Product (Kotler, Bowen & Makens, 1996)
• Competitive knowledge of competitive force (Kotler, Bowen & Makens, 1996) Marketing
• Marketing ability (Kotler, Bowen & Makens, 1996)
• Customer relationship (Kotler, Bowen & Makens, 1996)
• Public relation (Kotler, Bowen & Makens, 1996)
• Advertising (Kotler, Bowen & Makens, 1996)
• Demand (Kotler, Bowen & Makens, 1996)
• Pricing (Kotler, Bowen & Makens, 1996)
Resources
• Firm size (Liiann Ricketts Gaskill, Howard E. van Auken & Ronald A. Manning, 1993)
• Organizational culture (Parsa et al., 2005)
• Internal relationship (Parsa et al., 2005)
• Product quality (Parsa et al., 2005)
• Service (Parsa et al., 2005)
• Employee relationship (Parsa et al., 2005)
Owners/Managers traits
• Vision (Olsen, Roper, 1998) Leadership/value (Kouzes, Posner, 2006)
• Personality (Parsa et al., 2005)
• Knowledge (Parsa et al., 2005)
• Experience (Parsa et al., 2005)
• Balance of work and family (Parsa et al., 2005)
Table 1: Critical Success Factors . Source (Camillo, Connolly & Woo Gon Kim, 2008)
Common traits contributing to successful restaurant operations according to(Camillo, Connolly
& Woo Gon Kim, 2008) are:
1. Unique concept or idea 2. Large size of portion
3. Charge only what are needed 4. Sell a concept not your good name 5. Standardization of perishable products 6. Cost and product differentiation 7. Keep creative sentiments high 8. Competent management
9. Follow industry and technological trends
10. Culinary and hospitality management educational background 11. Operation benefits from owners interaction
12. Care for local businesses
13. Competitive advantages of new entrants 14. Staff seniority in the workforce
15. Balance price, value, service and product appropriate combinations of price/value, service, product quality
16. Manage cost not only revenues; revenue and cost control 17. Balance between family and work life
18. Faithful to clients
19. Have a vision, stay focused and act don’t react
These Nineteen common traits are here to compare and match the empirical finding. Does these common traits comes to the mind of all the restaurants entrepreneurs while doing interview? Nevertheless, the finding and the result will decide.
To summarise, critical success factors theory is very significant to the restaurant industry because they can be used to explain the success of individual restaurant. Qualitative methods research is an appropriate for determining whether this kind of model generate ideas regarding successful key factors in more in-depth. The goal of this research is not to create a completed model of critical success factors but to provide insight by conduction semi-structured interview
for subject restaurant of these studies. An interview is intended to describe one person’s experience and that one person’s experience would be used as a guide for future research.(Farrish, 2010).
5.3 A conceptual framework of restaurant viability
Figure 2: Impact of various factors on restaurant viability Source:(Parsa et al., 2005)
Family Life Cycle
• Youth/ early childhood
• Marriage/Family
• Maturity
• Empty nest
• Retirement
Internal Environment
• Strategy
• Product
• Management
• Financial
• Marketing
• Types of ownership
• Culture Personal factors
• Leadership
• Demographics
• Personal/ Familey goals
External Environment
• Legal and political
• Economic
• Demographic
• Technological
• Social and Culture
• Competitive forces
• Suppliers
• Customers
• Regulatory Agencies
Restaurant Viability
Organizational Life cycle
• Introductory Stage
• Growth Stage
• Maturity Stage
• Decline
Entrepreneurship theory focuses on the exploitation of opportunities, as well as on how to avoid failure. (Shane, Venkataraman, 2000). In the above picture we can see internal and external factors. They were developed as key determinations of business success. It was developed for stakeholder model by(Charan, Freeman, 1980). Since that time other models have been proposed to guide entrepreneurs and increase their likelihood of success.(Parsa et al., 2005) identified family life cycle, organizational life cycle, and internal and external environment mostly on quantitative factors.
This model is presented by (Parsa et al., 2005), in an article why restaurant fail as a conclusion.
This model clearly describe what attributes are necessary for successful restaurants. In their research they mention that internal factors like Organization strategy, product, management financial, marketing, types of ownership, culture and personal factors like leadership, demographics and family goals are very important rather that external environment. External environment includes, legal and political, economic, technological and social and culture.
Attributes as restaurant density, firm size and managerial characteristics are important to success. Particularly, they have described that, manager’s ability to balance family mater with development of the organization is critical. Along with that balance, it is important for the owners-manager to have requisite skills to run a restaurant. The restaurateur should plan carefully in growing the business and be ready to change the plans in response to change in external factors. The restaurant must pay attention to community and customer relation to be part of its community.
6 THEORITICAL MODEL
In this research, the theoretical framework has been structured by using 5 different critical factors conducted by Camillo et al. (2008). They conducted a study in the restaurant sector in Northern California. They studied and found common characteristics of successful and failed restaurant in that area. With the support of different literature, they found strategic choices, competitive factors, marketing, resources and owner/ managers traits as a critical factor. With this study they found that there are two different factors for restaurant success. They are emotional factors and operational factors. In emotional factors, entrepreneurs’ creativity makes restaurant successful. The examples are, Curiosity, love, fondness, confidence, ego and success. Whereas in operational factors, the examples are: location, food and beverage cost, utilities cost, size of business, local legislation, competition, act of god, payroll, recruitment, product quality, product consistency, price, customer relation and security.
6.1 Theories in Motivation
Employees are becoming the competitive advantages for business in this era of globalization.
In a tight labour market, employers therefore needs a strategy to retain crucial skilled workers.
We know that motivation influence people to act in a desired way. (Haque Mohammad et el 2015), defines motivation
‘’Motivation is a way of creating high level of enthusiasm to reach organizational goals, and this situation is accommodated by satisfying some individual need. Basically, motivation refers to achieving organizational main goals by satisfying individual employee’s needs or demands’’.
They write that, motivation is very important for the managers and officers. It helps to know and understand why people behave differently at workplace and how to manipulate their behaviour so that they exert their best efforts to achieve organizational goals. Motivated employees can progress at desire rate, place and time. To understand more valid explanation here in this research Maslow’s hierarchy of needs is presented which is an early theory of motivation.
6.2 Maslow’s Hierarchy of Needs
(H.Maslow, Abraham, 1954) stated that people are motivated to achieve certain needs they want. A person seeks the next one when first one is fulfilled and it continues that way. Maslow wanted to understand what makes people motive. He attempted to synthesize a large body of research related to human motivation. At the beginning, Maslow posted a hierarchy of human needs based on two groups. The first one was deficiency needs and growth needs. The first four levels are:
1. Physiological and Biological needs : hunger, thrust, bodily comfort e.g.: air, food, drinks, shelter, warmth, sex, sleep etc.
2. Safety/ security needs: out of danger e.g. protection from elements, security, order, law, limits, stability etc.
3. Social, belongingness and love needs: affiliate with others, be accepted e.g. work group, family, affection, relationships etc.
4. Esteem needs: to achieve, be competent, gain approval and recognition e.g. self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.
Figure 3: Maslow’s Hierarchy of Needs Sources:(H.Maslow Abraham, 1954)
According to Maslow, an individual is ready to act upon the growth needs if and only if the deficiency needs are met. Maslow later differentiated the growth need of self- actualization.
They are:
7 Cognitive needs: to know, to understand and explore e.g. knowledge, meaning etc 8 Aesthetic needs: Symmetry, order and beauty e.g. appreciation, balance, form etc.
9 Self- actualization needs: to find self-fulfilment and realize one’s potential e.g. Seeking personal growth, peak experience and
10 Self-transcendence / Transcendence need: to connect to something beyond the ego or to help others find self-fulfilment and realize their potential.
Maslow’s ultimate conclusion that the highest level of self- actualization are transcendent in their nature is regarded the most important contributions to the study of human behaviour and
Transcendence Self-Actualization
Aesthetic Needs Need to know and understand
Esteem Needs Belongingness and love needs
Safety Needs
Pysiological Needs
6.3 Push/pull Theory
People have numerous motivations for becoming an entrepreneur. The theory around motivations has been classified into groups of push and pull factors (Kirkwood, 2009).
Similarly,(Humbert, Drew, 2010) suggest that push and full theory lead to the end of the process in which the achievement of entrepreneurship is the positive outcome. (Raphael Amit
& Eitan Muller, 1995), in the study writes that pull entrepreneurs are indeed some successful that push entrepreneurs. The push and pull factor theory of entrepreneurship tells that there are two different main reasons that make people choose to become entrepreneurs (Z,M.,& JC,C.
2018). However (Humbert, Drew, 2010) the experiences are differentiated by a wide range of positive as well as negative issues. They argue that some people are forced into entrepreneurship by their situations, while others are enticed or draw into entrepreneurship because of their expertise a skills or an opportunity that present itself.(Humbert, Drew, 2010), also mention that one of the major disadvantages of using the push/pull factors model is that it is often conceptualised in simplistic terms as an economic and social process.
According to (Grundström, 2014), pull or push marketing strategy concerns how an organization offering products that might me either goods and services views the market. He defines push and pull strategy as follows:
‘‘A push marketing strategy focus on what resources, competences and capacity the organization has. This means all offerings are based on what organization sees as most suitable for itself rather what the customer need’’.
“A pull marketing strategy focuses on the needs of the market. Products are developed and offerings are tailored to suit the customer segments the organization choose to serve”.
In an article of (Kirkwood, 2009) he mentions that push factors are characterised by personal or external factors and often have negative connotation. Whereas pull factors are those that draw people to start a business such as seeing an opportunity. Therefore, the author also write businesses started by entrepreneurs who experienced push motivation are less successful that those built upon pull factors.
Figure 4: Push and Pull factor theory of entrepreneurs ( Source: Z,M.,& JC,C.2018) The above picture shows the pull and push elements studied by (Z,M.,& JC,C. 2018). More clear definition are explained in details below as they are motivational factors to become an entrepreneurship.
6.3.1 Pull factor
Independent: People who establish their business are attracted into starting their business with independence. People are pulled into entrepreneurship by their needs for independency, flexibility and the hope of avoiding challenges in their employment. Independence and the chase of financial rewards are the main goals why people become entrepreneurs. People are involved to entrepreneurship by the vision of being their own boss and the associated financial rewards as well as prospect of gaining their independence.
Drive to become entrepreneurs (Opportunity) No other alternatives ( necessity)
Pull factors
• Independence
• Achievement
• Recognition
• Personal development
• Personal Wealth
Push Factors
• Unemployment
• Job insecurity
• Disagreement with management
• Does not fit in with organization
• No other alternatve Entrepreneurship
Dissatisfaction in traditional jobs
Push and Pull Factor
Achievement: Many ambitious entrepreneurs are looking for achievement. Entrepreneur’s managing one’s own business is certainly one way of gaining gratitude in the society.
Entrepreneurs who offer internal stable explanations for their plans for getting into business are likely to persist in actions that leads to successful starting their business.
Recognition: Recognition denotes to the social status derived from operating one’s own business. Some entrepreneurs start a business for financial improvement while some do for personal development. Recognition include innovation, financial success, independence recognition and self-realization. Entrepreneurs get success in business because of their performance.
Personal development: Entrepreneurs are more interested in personal development. In some culture it encourages entrepreneur to take risk and think independent. Maybe they are not attracted towards job related as they are interested in personal development. This is one of the pulling factor because such entrepreneurs encourage taking risk and think independently.
Small-scale entrepreneurs might push into entrepreneurship because of their culture, poverty or their values. These entrepreneurs who look for personal development are pulled because of need to generate higher income.
Personal wealth: Small scale entrepreneurs are interested in making a basic living rather become rich. It is said that small scale entrepreneurs do not start a small enterprise to become wealthy, but rather to be able to provide food for their families. The small enterprise entrepreneurs sense of why and how to start a business.
6.3.2 Push Factors
Unemployment: People who unemployed are looking for income by creating a living. It has been said that people who are unemployed attracted into entrepreneurship because of their personal skills and prior knowledge in the related field. They might choose this field because they have no other means of raising money. Due to this factor many persons see entrepreneurship as a way of solving the problem rather than being jobless.
Job insecurity: In most cases, employees who are employed on contract basis face the uncertainty because they don’t know whether their new contracts are going to be renewed or
not. In small scale empresses employee does not know when they are fired at any time.
However, it is also true that employees may be dissatisfied with the job they are doing. In this case due to job insecurities employees decide to become an entrepreneurs. Here, majority of people who might start his/her own business be highly skilled people because they are confidence of their new business. It is also noted that a person who may be pushed into entrepreneurship by job insecurity are still very successful.
Disagreement with management: In business, if there is conflict with those with the management, this disagreement may result employees to start their own business. A lack of recognition from the employers may choose to discontent. Due this reason, many good employees choose to make self-employment a permanent solution. In a small enterprises some old entrepreneurs ( previous employer) might feel fair to the recent employer this can also result to push into entrepreneurial enterprises because the management has not treated well.
Do not ‘‘Fit in’’ with the organizations: In numerous parts of the world, entrepreneurship is always seen as culturally. Every business has its unique philosophy in term of how business operation is run. One of the main reasons that people leave their job to start their own business is that they may often feel like left behind or views themselves as odds with the organization.
People some pulled into entrepreneurship because of a lack of promotion chances or job satisfaction. Sometime, people do not have a clear strategy or business background of certain field and often left job to start their own business. Some entrepreneurs are pushed into entrepreneurship because their previous position had not been sufficiently challenging. Some also are pushed into entrepreneurship as a result of gender discrimination in large organization.
No other alternatives: The lack of alternative source of income often drives or pushes people into entrepreneurship. Ordinary citizens, often living in poverty with only one way to live is earning an income often drives to self-employment. This section of case that pushes people to entrepreneurship is due to negative circumstances. Here people are pushed into entrepreneurship are due to unemployment and the absence of another way to make money.
This thesis adopts (Z,M.,& JC,C. 2018)s’ above definitions and has extended it to include and compare to this in the final result.
6.4 Paths to become an entrepreneur in Finland
According to (Jentoft, 2019) , there are nine steps or path to become entrepreneurs in Finland.
1) Test and record the business idea 2) Draw up a business plan
3) Choose the company form and trade name
4) Check whether the business is subject to a licence 5) Arrange financing
6) Prepare the establishment documents
7) Register your company in trade register and the tax 8) Find suitable premises for your business
9) Take out self-employed person’s pension insurance (YEL) and other necessary insurance policies
According to (Jentoft, 2019) , to establish a company, we need to start with refining our business plan in a functional form and writing it down on paper and complete the necessary calculation. It is important because when we are searching for, fund, subsidies or guarantee of our company, it gives general idea to develop our business.
It is said here that if we want to apply for a start-up grant we should not start our business until TE office has made a decision for a start-up grant.
After that, we need to decide which company form is right for us because it depends if we are establishing a business alone or with other people.
As, we know our company form, now we need to come up with a name for our company as it takes some planning.
Now, It is time to prepare the company’s establishment documents because to establish a company, we must register our company to the trade register after that we can submit the company into registers of Tax Administration with notification of establishment form. At this time we need to think about leasing premises as it includes rent and legal documents. The other important is insurance because it is mandatory
6.5 Steps for restaurant establishment in Finland
After completing above documentation next step is to find suitable space for restaurant purpose. At the beginning, the municipality’s building control authority checks and approve the space and its structures to verify that the place is suitable for restaurant purposes. The next important is Hygiene check. In this case the municipality’s environment centre perform a check at the business location to verify and approve that it is suitable in terms of overall hygiene and that is does not pose any health-related risks. The valid hygiene passport needs to prove to the officer. If we plan on serving alcohol at the restaurant, we need to apply for serving licence.
Every working staffs who serves alcohol to customers must have a valid alcohol passport.
7 METHODOLOGY
Research method plays a vital part in any research project as they determine its success, validity and reliability (Alshenqeeti, 2014). According to (Saunders, Lewis & Thornhill, 2003) , A term
‘research’ can be used to get an idea of the people and to advise that they should have confidence in it. Following three characteristics are underlined by the writers.
1) Data are collected in a systematic order.
2) Data are also interpreted in a systematic order.
3) There is a perfect purpose to find out things.
According to Creswell, (2014) ,there are three business research that researchers need to focus on: which are, Quantitative, Qualitative and mixed method approach. Here, the author mentions that quantitative analysis has been available to the social and human scientist for years. The second, which is quantitative research has emerged primarily during the last three or four decades and mixed research is new and still developing in form and substance. Quantitative research methods deal with numbers and describe an event in the form of figures and support hypotheses model. The qualitative research method enable researcher to use text for justifying their findings, describing the quality of subjects and provide a mental picture from the researcher’s view. Mixed method includes mixed of both qualitative and quantitative data for providing the existing measure. This model involves collecting, analysing quantitative with qualitative focus group interviews.
7.1 Qualitative Research Methods
According to (Eriksson, Kovalainen, 2008), Qualitative research often described in comparing to quantitative research. They said that it is easier to compare both research than to define them. Qualitative research approaches are concerned with the interpretation and understanding, whereas quantitative approaches deal with the explanation, testing of hypothesis and statistical analysis. However Creswell, (2014), defines although the process is similar between qualitative methods and quantitative research have unique steps in data analysis and draw on diverse design. But (Babchuk A. Wayne, Badiee Manijeh, 2016) has a different opinion as they write, although, qualitative researchers have previously collected data through interviews, observations and documents but new forms of data, such as audio visual materials and those reflecting the expanding role of the internet in research have risen. They also write that,
the data collection method interview typically constitutes the primary form in phenomenology and grounded theory studies ,whereas participant observation has long been associated with ethnography.
According to Creswell, (2014) , There are seven characteristics to define qualitative research.
1. Natural setting:
In the natural setting, in this research, researchers have face to face communication, often usually. Qualitative researchers manage to collect data in the field at the site where participants experience the issue or problem under study. The researcher does not bring individuals to a contrived situation, nor send instruments for individuals to complete. They gather information by talking directly to people and seeing their behave and act within their context is a major characterises of qualitative research.
2. Researcher as key instrument:
Qualitative researchers collect data themselves through examining documents, observing behaviour and interviewing participants. They may use other protocol, but the researchers are the one who actually gather the information. They do not rely on questionnaires developed by others.
3. Multiple sources of data:
Qualitative researchers moreover gather multiple forms of data, such as observation, documents, audio visual and interview information rather than rely on a single data source. After that the researchers review all the data, make sense of it and organize it into categories or themes that cut across all the data sources.
4. Inductive and deductive data analysis:
In qualitative research, researchers build their designs and themes from the bottom up by organizing the data into increasingly more abstract units of info. This inductive process shows working back and forth between the themes and the database until the researchers have established a comprehensive set of themes. After that, the researchers look back at their data from the themes to determine if more evidence can support each theme or whether they need to gather additional information. Thus , while the procedure begins inductively, deductive thinking also
5. Participants’ Meaning:
The researcher, always keeps focus on learning the meaning that the participants hold about the problem or issue. This does not mean that researcher bring to the research or express in literature.
6. Emergent design:
The key idea behind qualitative research is to learn about the difficulty or issue from participants to obtain information. This means the questions may change, the form of data collection may shift and the individual studies and the sites visited may be modified. The process may change as it cannot be tightly prescribed.
7. Holistic account: The researcher tries to develop a complex picture of the problem in the study involving multiple perspectives, identifying the many factors involved in a situation and generally sketching the larger picture that emerges. A visual model of many facets of a process in establishing this holistic picture.
Eriksson, Kovalainen, (2008), writes, qualitative research has been used in social science and business research as the first phase of study which is followed by quantitative phase. They have introduced different qualitative research approaches that can be issued in business research:
• Case study research
• Ethnography research
• Narrative research
• Action research and
• Focus group research.
• Grounded theory research
• Discourse theoretical research
• Critical research
• Feminist research and
• Visual research.
In this chapter how the study of research approach, research strategy, data collection, data analysis was done are described. There were seven telephone interviews with semi-structured which were held for one month. The three main aim of the interview was to collect the information and to find success of migrant restaurant entrepreneurs, what is the secret of restaurant success and different skills that are needed to operate a restaurant business in Finland. In addition, this study was also designed to determine which attributes restaurant entrepreneurs believe most important for operating a restaurant successfully.
7.2 Research strategy
This study used an exploratory approach because it is a good choice when there is little previous knowledge about the topic Esaisson at el (2017). Information about the success factors of restaurant entrepreneurs was gathered by the previous literature review. Due to this, we found overview of previous research and theories in this research. The questions were recorded in the following main categories:
1) General information about the entrepreneur and restaurant background 2) Business strategy used by entrepreneurs to ensure the success of business 3) Success of restaurant strategy ( Business operation)
4) Human resource requirement and Finance 5) Motivation factor to become an entrepreneur
7.3 Data Collection
The data for this study was collected by using semi-structured interviews and unstructured interview. As said by Patton (1990), a sample size of qualitative sample size should balance available source, time and objective of study, this study reached the writer’s saying effectively.
According to (Eriksson, Kovalainen, 2008) , semi-structured interviews’ challenging issue is that all the topics on the outline must be covered and at the same time must be prepared for more in-depth responses. All the seven participants are migrant restaurant entrepreneurs who operate their restaurants over 3 years. All the migrant entrepreneurs work as manager/ owners
December 2019 through mobile phones. The interview was conducted in English. Information and research questions regarding interview was sent one week earlier so that they could prepare in advance. The interview was all written down on a paper as memo. The list of questions was divided into different themes using literature reviews.
7.3.1 Interview
According to Kahn and Cannell, (1957), An interview discussion should be purposeful between two or more people. This way interview can help to get valid and reliable data for the research questions. Also (Berg.L.Bruce, 2000) argue that the extensive literature on interviewing contains numerous descriptions of the interview process. They write, being a good interviewer is described as an innate ability or quality possessed by only some people.
Interviewing from this perspective has been described as an art rather than a skill or a science .(Eriksson, Kovalainen, 2008) writes , a common reason for the use of interviews in business research is that they are an efficient and practical way of collecting information that you cannot find in published form. E.g. It is impossible to find the migrant restaurant entrepreneur characteristics just by looking at old publish documents.
7.3.2 Semi -Structure interviews:
According to (Saunders, Lewis & Thornhill, 2003) in semi- structured interviews the researcher will have a list of themes and questions to be enclosed. This also means that omitting some questions may be possible in the particular interview in a specific organizational context that is encountered in relation to the research topic. They also write additional questions may be required to explore your research question and objectives given the nature of events within particular organizations. (Berg.L.Bruce, 2000) in other hand writes, semi-structured interviews are also called as semi standardized interview which lies between extremes of complete standardized and complete unstandardized interview structure.
7.3.3 Unstructured interview
According to (Eriksson, Kovalainen, 2008), unstructured interview is also called narrative, informal and open interviews in qualitative interviews. Similarly (Berg.L.Bruce, 2000) describe the unstructured interview as un-standardised. He writes with the assumption that they do not know in advance what all the necessary questions are. They also assume that not all subjects will necessarily find equal meaning in like-worded questions-in short, that subjects may possess unlike vocabularies. Whereas (Eriksson, Kovalainen, 2008) writes this type of interview is useful for exploring the research subject in depth and from the participant’s point of view. Unstructured interviewing differs from structured interviews in several ways and rely to a great extent on what the interview talks about. The advantage of an unstructured, informal, open or narrative interviews is that it is highly individualized, contextual and relevant to the interviewee not just the researcher. Conducting such an interview requires good interpersonal skills. Similarly, (Berg.L.Bruce, 2000) writes in such an interview, interviewers must develop, adapt and generate questions and follow-up probes appropriate to the given situation and the central purpose of the investigation. He also writes that unstructured interviews are used to augment field observations as such interviews allows researchers to gain additional information about various phenomena they observe by asking questions of participants.
Finally, (Alshenqeeti, 2014) conclude that researchers should consider developing skills of using and examining interviews. The writer also suggests that researchers should choose the method that answers their research questions best by taking into respect that the more accurate the researchers are when conducting and analysing the data, the more accurate the finding would be.
7.4 Data Analysis
Dicicco-bloom,B.,& Crabtree, B.F.(2006), writes, data analysis in qualitative research occurs after the data collection so that investigators can generate an emerging understanding about research questions being asked.
Data analysis was done according to Creswell, (2014)’s suggestion for this research.
Step 1.The first step is to read or look at all the data. As first step provides a general sense of the information and an opportunity to reflect on its overall meaning. It give information like what general ideas are participants saying? What is the tone of the ideas? What is the
impression of the overall depth, creditability and use of the information? Qualitative researchers write notes in margin of transcripts.
Step 2. The second step is to organize and prepare the data for analysis. This involves transcribing interviews sorting and arranging the date into different types depending on the sources of information.
Step 3. The third step is to start coding all of the data. Coding is the process of organizing data by text or image segment and writing a word.
Step 4. The fourth step is to use the coding process to generate a description of the setting or people as well as categories or themes for analysis. Descriptions involves a detailed rendering of information about people, places or events in a setting. Researcher then can generate codes for this description. This analysis will be useful in designing details descriptions for different qualitative projects. The writer suggest to use coding as well for generating a small number of themes or categories perhaps five to seven themes for a research study. These thems aooear as major finding in qualitative studies and are often used as headings in the finding section of studies.
Step 5. The fifth step is to advance how the description and themes will be represented in the qualitative narrative. Many researchers in this step also use visuals, figures or tables as adjuncts to the discussions.
Step 6. This is a final step in data analysing which involves making an interpretation in qualitative research of finding or result. Here, researchers might describe how the narrative outcome will be compared with theories and the general literature on the topic. The interpretation in qualitative research can take many forms; be adapted for different types of designs; and be flexible to convey personal, research-based and action meanings.
Data in the analysis phase are collected in an Excel File. Later they are classified code on the name of dimension. Here is the table to analysis the finding.
Restaurant success Factor
Dimension Attribute
(Strategic choice)
Restaurant Location Customer convenient
Suppliers ease Public transportation Parking
Choose the location carefully.
Business Plan Visionary
Right business model (Competitive factors)
Product Quality
Value/price Appearance
Competitive knowledge threats of substitute
Bargaining powers Threats of new entrance (Marketing)
Marketing ability Marketing mix
Customer relationship Understanding what Customer wants Public relationship Focus on local culture, demand, ethics Advertising use technology,
Demand
Pricing Competitive pricing (Resources)
Firm Neat and clean, cosy Internal relationship staff management Product quality
Service
Employee relationship ( Manager traits)
Leadership/ value Personality Knowledge Experience
Balance of work and family.
Table 2: Restaurant Success Factors
7.5 Interview Questions
The questions to all the respondents were same. The first nine questions were ready made questions by ( Camillo at. el , 2008a). They used same questionnaires in their research which was ‘success and failure of restaurants in northern California’. Questions regarding motivation was included from theory in motivation of Maslow’s hierarchy of needs also to figure out the theory of pull or push factors.
Questions:
1. Nationality, Age, Martial status?
2. Years in operation?
3. Did you had any previous experience?
4. Was there a feasibility study done?
5. Do you have a business plan?
6. How do you market your restaurant?
7. Did you self-finance your business?
8. Did you borrow money to finance your business?
9. Did you seek legal counsel?
Sources: (Camillo, Connolly & Woo Gon Kim, 2008a) 10. What characteristics is important for restaurant success?
11. Why your restaurant is very successful? What factors make restaurant successful?
12. What skills are most important to operate a restaurant?
MOTIVATION QUESTIONS
13.Where was the idea of opening a restaurant come from?
14. What motivated you to become a restaurant entrepreneur in Finland?
