The aim of this research is to reveal the impact of the COVID-19 pandemic in Turkey in terms of the restaurants and menu planning. The authors believe it is possible for people's attitudes to shape their consumer behavior, which are considered in food and beverage preferences. In this respect, it is important to examine the effects of the COVID-19 pandemic on restaurants and menu planning within the scope of gastronomy in Turkey. This research is based on a case study. Primary and secondary data sources were used among the data collection techniques. Secondary data consists of data such as studies, reports, and statistical information in the relevant literature. The primary data of the research consists of qualitative data. Accordingly, the semi-structured in-depth interview technique was used. The sampling method was used in the research and interviews were conducted with a total of 12 participants in Istanbul, Turkey.
TopIntroduction
Eating and drinking, which are described as one of the most basic needs and greatest pleasures of human beings, have been accepted as an important phenomenon in all areas of life, from cultural formation to economic structure, from sociological initiatives to political events, and have been evaluated as a status indicator throughout history. Today, in addition to the effort to produce to meet the mass nutritional needs of mass production, it is inevitable for restaurants to develop themselves according to the requirements of the day in their physical environment, production, business processes or menus. Like the concepts applied in food and beverage businesses, the menus also differ from each other. The factors affecting the net income such as the location of the business, being in a province or district, and rent are reflected in the menu pricing. Considering the waste, profitability and popularity within the scope of menu products, menu engineering plays an important role at this point (Doğdubay, & Saatçi, 2014). Expenses such as employee salary payments, insurance, electricity, water, gas, wholesaler, supplier, and other purchases for the enterprise appear, and accordingly, all expenses and profit margin are determined and pricing is set. Cost information alone is not sufficient for menu pricing. Menu analysis allows the manager of the food and beverage business to evaluate the costs and sales systematically. Instead of comparing total revenue from the menu to total costs, it is possible to determine which menu items are profitable or harmful, which menu item(s) should be removed, and whether a new item should be added.
At this point, the menus, the quality of service they provide, and customer preferences used by restaurants can provide a significant advantage in competition with other restaurants. Today, many companies tend to use seasonal menus once every six months in relation to agricultural production. One of the main reasons for using this alternating menu is not to repeat itself but to differentiate itself from its competitors by offering healthier and newer products to its customers and to try to meet consumer expectations. In addition, restaurants specializing in one or a few products or specialty restaurants differ only in these products compared to their competitors. An example of this is fixed menus (fast food, pizza etc.) (Doğdubay, & Saatçi, 2014).