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The lunch b usiness industry in Sweden and Denmark 5 I comparative study LISSE D. TINDR®K Master of Science Thesis Stockholms Sweden dMhd

The lunch restaurant business i n Denmark and Sweden Ð a comparative study Lasse D. Tindb¾k Master of Science Thesis INDEK dMhduir KTH Industrial Engineering and Management Industrial Management SE5hMM ii STOCKHOLM

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Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden c2dr h. Introduction The foundation of future feconomicC prosperi ty lies within the fie ld of entrepreneurship fCallejon Segarras hLLLB Iudretsch Keilbachs dMMiB Rosmas Stams Schutjenss dMhhaB Schumpeters hLidC. Ent repreneurship originates from innovations whi ch takes its point of departure in humanÕs ability to focus and be creative fWards dMMiB Idriana Constantins dMhMB Ko Rutl ers dMM6C. The se skills ares am ong otherss used to identify and develop business opportunities fRaron R. I.s dMMrB Ve salai nen Pi hkalas hLLLC where the development of a sustainable business model is a key ingredient fMorriss Schindehuttebs Illencs dMMcC. In order for humanÕs to develop and acquire these cognitive skillss food is a must. The lack or insecurity of food affects the development of these skills negatively fJyotis Frongillos Joness dMMcC. Furthermores research has shown that the development of these cognitive skills can be stimulated through a healthy diet fPieper Whaleys dMhhCs and since lunch is most peopleÕs only food intake during their workday it becomes an important and interesting field of studys at least in the eyes of the author. Several studies involving lunch have been carried out with school childrens all indicating improved academic and cognitive performance fRelota Jamess dMhhB Nelsons dMhhB Feinsteins dMMrCs thus improved ability to innovate and develop businesses. The scope of this paper is not concerning the nutritional elements of lunchs nor its effect on cognitive skills and innovations but the industry that has emerged around lunchtime at workplaces. This industry was chosen since it is relatively news with several int eresting business modelss and the fact that it is growing fsee belowC. Furthermores it has the potent ial to effect innovation2interpreneurshiph within the existing companiess as stated above. d. Problem and purpose In generals focus on eating habits has increased during the recent years in both Denmark and Sweden fMikkelsens et al.s dMMiC. The benefit businesss including the lunch industry fMatpŒjobbets dMhdB Nielsens dMM1Cs is growings and is expected to keep growing in both Denmark and Sweden fRandstads dMhhC. The benefit business had its general breakthrough at the beginning of the economic boom at the start of the dhst century. Companies in Denmarks and in the Western world in generals fought to keep and attract skilled personnel fDuggans dMhhB Stevnhoveds dMMrC. One way of doing this was to offer the employees fringe benefits fMotess dMhdC. I now common benefit in Denmarks which arose in this periods is employer paid or partly paid lunch. The common business model is lunch served as a delivery buffet directly at the ordering company fexamples of companies in Denmark which apply such a model areu frokost.dks frokostkokken.dks maaltidet.dk etc.C fDanielsens dMhMC. In Swedens a number of business models exist in the area of lunch benefits. The common Danish models as described aboves does not exists or companies operating in Swedens that apply this models has not been detected during the research for this thesis. The most common lunch business models found in Sweden a reu fhC coupons that employees buy from their employer with tax reductions and use as payment in restaurants fEdenreds dMhdC. fdC Delivery of ready5made frozen food that workers can buy with a tax reduction as well fMatpŒjobbets dMhdC. fgC Delivery of lunch as single dishes from different restaurants fgastroni.ses aptit.seC. Rusiness model number one is the oldest one and has existed in Sweden for more than dc years. aTbleofolContsfTsnTleofolContsfT5tlTseTt.fflnT5setslT.lT2nsneslMThdgf.liTfTidd Ressants dMMLC.T

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden r2dr Given the Scandinavian regionÕs close relations and similarities fLindell Irvonens hLL6B Ylalahtis hLLLC the countries first look to their neighbourss when expanding business beyond their native market fNordens dMhhs s. hhhC. One would think that companies within the lunch industry would have done the sames howevers this has not been the case and sos the objective of this study is a market comparison in order to identify why this has not happened. The research questions and purpose of this thesiss is to identifyu Why have the Danish and the Swedish lunch business modelss respectively not been introduced into the other country7 In order to answer this questions the following two elementss proposed as research questionss will be subjected to research. Tac rt.eT.oTetT6Cl1.gle.LTu.LCnT5setslTetTB.lsntT.l1TetTm51sntTLClhtTt.vsenwTTaTbleTofCenTtsTtl5fT.2eft5soTC5MMThnsd5geTiosCMegceTsrTlsCTtleTtCsT62Mt2nefThen6e5deTtle5nTM2o6l1TbleTeLhneff5soTur2ogBeotMTdM2efmT6sdenfTT62Mt2nMT2ogenftog5ocTsrTtleTceoef5fTsrTM2o6lTveld5s2nwTlv5tfTogTrds2nf1Tbl5fTeMeBeotTCfT6lsfeoTrtenTneg5ocT7sloffsowTetTM1TfdMMLCwTClsTfttefTtltTrssgTogTet5ocTneTgeehMyTeBveggegT5oT62Mt2ne1TTT7c rt.eTsnTetTyiTnChhnnT6.hedonTd6TetTvCnslnnTgd1LnT.ffLs1TslTetTLClhtTsl1CneoiTslT Blg.oyT.l1Tm51lTonfhesuLiwTTTaTbleTofCenTtsTtl5fT.2eft5soTC5MMTg5fhMyThsff5vMeTg5rreneo6efTogTf5B5Mn5t5efT5oTtleTCyTsrTgs5ocTv2f5oeffTC5tl5oTtleTtCsT6s2otn5efTM2o6lT5og2ftn5ef1TTThe word and elements of a business model can vary from one person to another fMorriss Schindehuttebs Illencs dMMcCs thus to create a common understanding the author refers to the work of Ilexander Osterwalder and Yves Pigneur fdMMLC. This model was chosen since it is one of the most popul ar among s cholars fKuparinens dMhdC. The y identify nine main categories fValue propositions Customer relationshipss channelss customer segmentss ke y activitiess key resourcess key partnerss c ost struc ture and revenue stream sCs which will underlie the second research question. g. Delimitation In order to ensure a more comparable study this paper will concentrate its empirical findings on the capitals of the two countries. This will be done in order to minimi ze pote ntial demographic and market issues. i. Frame of reference Comparative research in general aims at developing concepts and generalizations based on the identified similarities and differences among the social entities being compared fLewis5Recks Rrymans Liaos dMMis s. hcdC. Lewis5Recks Rrymans Liao furthermore argues that the primary scientific objective of comparative research is not theory testings per ses but concept formations elaboration and refinement fdMMis s. hcMC. Comparative research is often defined by its focus on phenomena that are of interest because they are rares meaning a small number of Ns whi ch gives the comparative research a strong induct ive component fLewis5Recks Rrymans Liaos dMMis s. hiLC. Cross5national research or analysis is a form of comparative researchs which concentrates on two or more countries fHantrais Mangens hLLrs s. hC.

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden 62dr Scrutiny of the existing literature on comparative cross5national research suggest that there is no si ngle way to construct such research as diff erent scientists use different approa ches depending on the compa red s ubject. This assertion is supported by Hantrais Mangen fdMM6Cs two of the leading scientist within the field of cross5national comparative researchs who stat esuÒ There is no single recipes or one best wa ys for carrying out cross5national comparisonsÓ. In their book Cross5National Research Methodology Practise fdMM6Cs they have gathered articles discussing the main problematic areas within this type of research. The ideas and conclusions of this book provide the theoretical foundation of this paper. c. Method It the very beginning of this works several methodologies where considereds but as soon as the research objective stood clears a comparative study seemed to be the only logical choice. Due to the limited timeframe of this study a wide andTableaofCfntsfo5T.2sMCsChoTf2dhobTgodoTdoioco5rTsM5TsfTsTdof26Te1TaCfrTaCfTf25bTCfTLosMTeTtoTCModldoChoTsM5TcsfoTf25bTtsfo5u Is described in the section above there is no Òhow toÓ manual for conducting comparative research. Hences the author initially divided his research into two stages. fhCThe objective of the first stage was to researchs identify and describe lunch habits within the two countries. fdCThe intention of the second stage was to identify the content of different business models within the lunch industry in the two countries. In order to achieve an extensive knowledge within lunch habits and businesss a thorough literature reviews and several case studies fLeedy Omrods dMMhCs have been conducted. Due to the e xplorative int entions of the study fresearch questions one and tw oC a qualitat ive approach fFlicks dMMLB Lockyers dMM1C inspired by semi5structured interviews fIyress dMM1B Rernards dMMrC was chosen. Iccording to the Iyres fdMM1C and Rernard fdMMrCs the semi5structured approachs allows t he interviews to be more flexible and also permitting new questions and thoughts to be brought up during the interviews as a result of the communication between interviewer and respondent. I number of open5ended questions were to be used with the purpose of ensuring the respondents explicit view about the investigated subject. The first section of the results contains a literature review in order to identify and describe the fundamental values within lunch habits. This review contains official documents and studies from both national and Nordic institutionss as well as research from professional organizations and studie s by several scholars and scientists. The second se ction of the resul ts contains several case study interviews with leading actors within the lunch business industry. Prior to these interviews a manual was developed fcovering research question number twoC to ensure focus on the specific subject. This template was constructed on the basis of the Rusiness Model Canvas fOsterwalder Pigneurs dMMLCs wi th the intention of getting a t horough understanding of the business models of the current actorss in order to identify the key success factors of the industry. The prepared questions were open in form and gave the respondents the opportunity to put forward their answers in an explicit manner. The interview manual was first written in Englishs since the Rusiness Model Canvass on which the questions are based is in English. Furthermores the business terms used by the model are widely known in the two countries and do not have direct translationss let alone Scandinavian names. Howevers when conducting the interviewss the questions were asked in Swedish when the research subject was Swedishs and asked in Danish when the subject was Danish 5 this approach was selecteds following the recommendations of Lawrence fhL11C. The interview candidates were found using the Internet and the search engine Google s searching for words like ÒlunchÓs ÒfrokostordningÓ etc. The candidates in Denmarks where

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden 12dr found after a specific search on the wordsu Òfrokost ordning k¿benhavnÓd. The first i hits were initially chosen and contacted. These companies had different sizess and were found to give a representative picture of the business in the Copenhagen area. Iddit ionallys these searches unveiled a Danish com pany called Frokost.dk whos e busines s model is a mix between the common Danish one fbuffetC and the earlier described grd Swedish one fdelivery from different restaurantsC. Thi s company was c ontacted as wel l. Ifter these interviewss where one of the companies did not want to participates the answers were so similarB that the author felt no additional data was neededs and sos no more interviews were conducted in Denmark. The Swedish candidates initially chosens were the ones mentioned as examples in the problem and purpose section. Since scrutiny in the Internet search did not reveal any more companies engaged in the lunch industry within the Stockholm areas no more interviews were conducted. Ill of the inte rviewees fi Danish a nd i SwedishC had higher5level positions in the ir respective companiess and were often the operating managerss the companies CEOss or the owners themselves . I complete designation of occupation can be found in the inte rview resume in the appendix. 5.2 Methodologicalconsiderations I game5changing hurdle arose during the initial telephone calls. When candidates became aware of the intention to interview them on their business plan2models reluctance became obvious. It seemeds that the word business plan2model triggered this reaction. The solution to this problem was a rewrite of the interview manual concealing the business model questions in more acceptables less alarming ones. The finals amended version of the interview manual can be found in the appendix. The initial plan was to conduct face5to5face interviews w ith Stockholm candidatess and telephone interviews with the Danish candidates. The reason for this dissimilar approach was the authors profound believe in increased interaction when communicating face5to5face and the time and economic limitation of the project. Howevers when trying to set op face5to5face interviews in Stockholms the timetables of the candidates greatly complicated such meetingss and finally all interviews were done by telephone. This choice might decrease the level of interactions and thereby the quality of the interviewss but on the other hands it increases the comparability between the interviews conducted in the two countries. r. Results Is described in the methods this section is divided into two parts. The first part contains a review of the lunch habits within the two countries and the second part describes the content of different business models of different actors within the two examined countries. 6.1Lunchhabits Johanssons et al. fdMMLC concluded that food and e ating are deeply e mbedded in culture. dÒLunch solution CopenhagenÒ in Danish 5 httpu22www.google.com2search7qvfrokosttordningtkeCgeR1benhavnievutf51oevutf51aqvtrlsvorg.mozillaudauofficialclientvfirefox5a

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hM2dr did a doctoral thesis on ready meals from the Swedish consumers perspective and found that microwave ovens and ready meals are strongly connected in the mind of the consumers. Only 1e of her sample did not have access to a microwave oven at work2school Ð dMe did not have one at home. 6Me agreed that ready meals are tastys have improved and are sufficiently filling. dMe perceived ready meals as unhealthy. Furthermores Prims fdMM6C study connected ready meals with stress and time pressure. Ready meals where most commonly eaten at home for dinners or at work for lunch 5 iLe eats at least one ready meal a week fPrims dMM6C. Finally a study claims that people want to eat healthier buts due to high pricess they do not do sos and that people who eat a healthy lunch are more inclined to obtain a healthy way of living in general. fLunchfrŠmjandets dMhMC TTTBcced5CMmTeTvsffoMrTwsMfoMrT7Tyde66 o fdMMrCTthe typical food selection in Danish company canteenss consist of cold cutss a variation of breads sandwichs salad and one hot dish. Inother study indicates that the most frequently served dishes are fin orderC salads a warm dishs open sandwich fDanish sm¿rrebr¿dCs a hot dishs and finally sandwiches fMikkelsens et al.s dMMiC. I research paper from hLLc states that the percentage of Daness eating lunch at least four times a weeks in the age between dc5ris are 6rsre fF¿devaredirektoratets hLLcC. I more recent study finds that cLe prepare a packed lunchs at least every second day and ihe prepare it five times a week fLandbrug og F¿devarer af Synovates dMhMC. Furthermores this report argues that the number of alternatives are the greatest hazard to the packed lunchs thuss the amount of packed lunches are smaller in Copenhagen then any other place in Denmark. Finally the study asked the respondents how their packed lunch habits have evolveds and the result was that i1e have been making fewer packed lunches throughout the year prior to the research. This tendency is further being confirmed by a reports which documents an increased use of cante en fac ilities among younger people fhL 5gi Ye arsC fGroths S¿rensens Ri ltoft5Jensens Matthiessens K¿rups Fagts dMMLC. Iccording to this studyTIRCTe1 the Danes eat lunch in a canteen five times a week. g6e eat at least one lunch a week in a canteen fGroths S¿rensens Riltoft5Jensens Matthiessens K¿rups Fagts dMMLC. Their study further revealeds that only h6e eat a t least one ready meal a week at home. The re latively low numbers compared to Swedens are being explained by prioritizing of home cooked meals and a desire for fresh ingredients fGroths S¿rensens Riltoft5Jensens Matthiessens K¿rups Fagts dMMLC. Research claims that Lge of the Danes think that work canteens should make healthy food with many vegetables fLagneviks LindŽns Nybergs J¿rgensens Mikkelsens Thorsens dMMLCs and that c6e find it important that the packed lunch is healthy fLandbrug og F¿devarer af Synovates dMhMC. Is mentioned in the introductions Swedes that want to enjoy lunch with tax reduction have two choices. Either they can purchase Rikskupongers which is done by more than hrc.MMM people fticketrikskupongers dMhMCs or t hey c an purchase rea dy5made frozen at t heir workplaces which is done by more than 6c.MMM people fOlsons dMhdC fSkatteverkets dMhdC. In Denmark the only way to obtain tax benefits are through the canteen solution fSkats dMhdCs which a study shows that ghe of companies with more than hM employees offers fRamb¿ll Managements dMMcC. 6.2 Businessmodelinterviews Due to the rewritten interview manuals the resume of the interview answers given below is subjected to a great deal of interpretation by the author of this paper. The Danish lunch companies are focusing on serving healthy and fresh made food to work staff. Their offered val ue propositions could be described as making sure that staff in

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hh2dr customer companies are getting feed well during their workday in order for these to contribute their utmost. The Swedish companiesÕ answers are very similars with the addition that they see themselves as a burden easier and a way of increasing efficiency. Iccording to the inte rviewed compani ess in both countriess a typical cus tomer cannot be described as they have all kinds in their portfolio Ð both regarding industry and number of employees as well as type of work perf ormed etc .. Howevers the tendency to use l unch companiess such as the intervieweds seems greater among academic heavy companies than manufacturers. This tendency is particularly valid among the Swedish companies applying business model number three. Furthermores several of the respondents claim that art isan companies and shops do not use this kind of services do to odd working hours and lack of facilitiess such as a common eating area2room. Ill respondents state customer relationship as a key factor within this industry. They all have regular mail and telephone correspondences and several have developed systems to tracks document and analyse customer satisfaction regarding variations qualitys delivery etc. Regarding accretion of new customerss all interviews indicate that it is generally the lunch companies that seek up the pot ential customers rather than cust omers coming to the m. Internet advertising fgoogle adwordsCs companies2employees networks referencess booking of sales meetings etc. are all mentioned as ways of getting new customers. Is described aboves a typical customer does not exists and therefore a typical customer profile cannot be made or used when segmenting the market. One company reported that they mainly look at companiess which had their physical location close to already existing customerss so that transportation cost could be divided on a larger customer group. Inother company saids that they mainly targeted companies that already had a lunch arrangement but with a different company. The tendency for lunch compani es to s eek up custome rs seemed stronger in Sweden t han in Denmark. One Swedish interviewee even saidu ÒThe customers never come to uss we always contact themÓ. This interviewee further stresseds that in his point of views this was connected with a non5existing tradition of Swedish companies taking care of their employeeÕs lunch. When asked about preferences and patterns within the customerÕs choice of food based on industrys type of work or education etc.s no general tendencies were observeds althoughs they all greatly stre ssed the importance of variation. Ill respondents underl ined the fac t that physical hard work requires more energy2food than sitting down in front of a computer all days and t hat younger pe ople and men tend t o e at more than older people and wome n. Furthermores some Danish lunch companies said that they saw a small trend among some academic intensive companies to order a little more sophisticated food e.g. sushi or exotic dishes but this was not a general picture. One of the Swedish interviewees stated some food ordering differences connected to which area of Stockholm city their customerÕs office was located in. The typical Danish lunch buffet offering consists of a hot dishs some saladss cold cuts and different kinds of bread incl. butter. Regarding ecology and health issues some respondents reported dissimilarities between what was spoken out loud and what the customers actually wanteds or maybe wanted to pay for. Most of the interviewees found their possibility of affecting the lunch market and behaviours in their respective countriess to be very limited. In generals they said that they just followed the market needs and trendss which are controlled by the customers. It is a general opinions in both countriess that one of the most important activitiess if not the most importants is the connection and communication with the customers. Some companies do this in a very organised way e.g. week5 or monthly questionnaire among the customers employeess in order to constantly adjust and optimize the offered product. Other companies keep the contact more casuals although still frequents with face5to5face meetings or telephone calls focusing on a personal relation with their customers. Most oftens howevers the bigger

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hd2dr players perform both structured and un5structured customer surveys f requently. The companies applying a business model where they do not make the food themselves state communication with their suppliers to be vital as well. Regarding the question on how the different companies differentiate themselvess the answers can be summed up in two wordsu variation and service. I few companies mentioned their it5systems as wells but this was just seen an instrument to reach service and food variation. If the respondents pointed out any partnershipss which far from all dids it was mainly that with their respectively suppliers. Is described aboves this depended to a large extend on which business model that the particular company applied. One Swedish company told about a co5operation with a branch organisation of restaurant ownerss and one Danish companys about them being part of an educational program. When the respondents where asked about what they found to be most important to succeed in their industry they all had quite similar answers. The element mentioned most often was variation. The interviewees stated that this element is crucial if one wanted to survive in the businesss and that selection variation and menu planning have to be implemented with great diligence. Delivery and logistic s was another important element that e specially Swedi sh operators mentioned several times. I general themes which goes for almost any businesss was customer focus e.g. observing and constantly identifying customer needs and wants in order to adjust the product. Food quality and nutritional balance were mentioned a few times as well. 6. Inalysis The following section contains an analysis of the findings in the result section. 7.1Lunchhabitsanalysis I personÕs food habits are greatly affected by ones childhood experiences. In Sweden the free school lunch for everyone is embedded in the society and is seen as part of the educational system. This could very well be the reason for most grown5up swedes to perceive the lunch as important compared to breakfast and dinner. Furthermores the school tradition of hot lunch is carried into the adult lifes as most Swedes prefer to eat a hot meal for lunch. Contrary to thiss most Danes eat the lunch cold and prefer rye bread open sandwichess as they know them from childhoods schools work and the Danish culture2society in general. Howevers it seems that the trend is moving away from packed lunches. The packed lunch symbolises a little piece of Òfamily2mom and dadÓ. The fact that Swedes are served their school lunch in a canteens thus get used to a food serving environments could be the explanation for more Swedes to choose restaurant2staff canteens compared to Danes. It seem s that Swedes have a more positive attitude towards ready meals than Daness in general. The populations of both countries seem to desire a healthy and nutritional lunch. Finallys similar tax reduction is possible in both countriess and does by suchs not influence the comparison of lunch eating habits. The tax benefit in both countries is directed at eating in restaurants2canteenss hence the number of people choosing the option might be lowers than if the reduction was not available. 7.2 Interviewanalysis The lunch industriess in the two examined countriess appear quite similar at the first glance. This thought is confirmed by the interviews in this study. Ilthough there may be differences in the applied business modelss the basic content and areas of importance are more or less the same.

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hg2dr Due to the re write of the intervi ew manual it was difficult to get exact a nswers on the interviewed companiesÕ value propositi ons. Howevers the answers circul ated around the convenience of delivery of healt hy food. Regardi ng customer segmentat ions a typi cal customer could not be described in neither of the two countriess nor in any of the interviewed companies. Nonethelesss the us e of lunch companies seemed more wide spread among academic companies in both countries. Concerning the act of attracting new customerss no differences were reported between the two countries. Roth used direct and indirect channelss such as sal es persons ca lling potential customers s and different ki nds of marketing and commercials e.g. Google adwords. Ill respondents agreed that customer relationship is an essential element if one wants to succeed in the lunch busine ss indust ry. They all mentioned buildi ngs maintaining and developing customer relationships as key activities. Howevers the way of doing this depends more on the particular lunch company than on applied business model or operating country. Furthermores most companies regarded their way of doing this as one of their key resources. Some respondents re ferred to advanced IT5systems and structured processe s in t heir communication and partnership with the customerss and others often smaller companiess told about occasiona l telephone calls and sporadic ques tionnaires. Inother key resource mentioneds by all respondentss were the ability to vary the offered solution. Suppl ier partnerships were declared importants but only by the companies that apply a business models where these play an essential role e.g. those companies that bought the food from independent restaurants. The key success factors emphasised by the respondents did not differ between the countries or applied business model. Variations delivery and logisticss customer focuss and quality were identified as the four most important elements if one wants to succeed in the lunch business industry in Sweden or Denmark. 1. Conclusion From the day Swedes begin in school they get used to hot meals for dinner. Furthermores they get accustomed to a restaurant2canteen environment when dining for lunch. These early life experiences seems to deeply affect the habits of most Swedish peoples as the traditions of restaurant visits and hot meals for lunch are continued throughouts at leasts their work life. The fact that many Swedes prefer to eats at leasts some of their lunches in a restaurants have led to the existence of a rather large lunch restaurant industry compared to Denmark. The Danish children grow up with a home packed lunch in their school bagss containing rye bread and cold cuts. I traditions which many of them brings into their adult life. Howevers the traditional Danish way of lunching got heavily influenced by the breakthrough of the lunch business industrys which came about with the economic boom in the start of the dhst century. I still increasing number of Danish companies incorporate a lunch arrangement in their daily activities. The Swedish tradition of eating ones lunch in a restaurant was pickeds and further developeds by Edenreds the company who offers ÒRikskupongerÓs back in hL1c. Todays one of their greatest strengths is their network as such a business model requires a number of restaurants to participate and accept their payment methods e.g. couponss in order to function properly. Is the lunch restaurant industrys known from Swedens virtually does not exist in Denmarks such a business models as the one applied by Edenteds would be very difficult to implement in Denmarks which probably is the reason why this have not been done. The general Danish attitude towards ready5made meals is properly the reason why the second Swedish business models with delivery of frozen ready5made foods has not been introduced on the Danish market. This model mights howevers work if the delivered food is fresh instead of frozens as the Danes are used to eat cold lunch.

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hi2dr The third Swedish business modesl with delivery of lunch as single dishes from different restaurantss becomes kind of superfluous when compared to the common Danish business model of buffet deliverys or at least when compared to the business model of frokost.dks where the customer can choose between a number of kitchens2restaurants and change this as often as one would wish to. It first sight the commonly applied business model of buffet delivery in Denmarks seems to fit better with the Swedish society and traditions as the hot lunch meal served as a buffet is more embedded in the Swedish than in the Danish culture due to the childhood experiences in school. When examining the actors of the lunch business industry in the two countriess no major differences in the content of the business models were found. Furthermores the same four key success factors were identified in both countries fVariations delivery and logisticss customer focuss and qualityC. Thuss this study shows no obvious explanation to why this business model has not been introduced into the Swedish market. L. Future research Refore rushing in and f ounding a com pany with this business m odel in Swede ns further research into preferences of the Swedish populationÕs lunch habits is advisable as this could enlighten potential problematic areass and perhaps provide a more detailed explanation to why this model have not been introduced earlier. Idditionallys a thorough study of Swedish law and regulations could add other important elementss and last but not least a survey of the potential customers fbeing companiess if the Danish business model if followed accuratelyC interest would be crucial to a potential business. hM. Source of error In the following section the author will try to describe a number of the potential errors that have been made throughout this paper. The section on lunch habits is based on a large number of studies by several researchers and scholars. Since these s tudies differ in thei r designs number of respondent s and research methodologys their results and conclusions may not be summed up or compiled as it has been dones and their level of representativeness might undermine the conclusions made in this paper. The empirical part of this study contains a number of potential errors as well. The research relies on a number of intervi ews that might be too s mall t o justify the conclusions. Furthermores the rewrite of the interview manual added a substantial veracity hazard as the new questions might not trigger an answer to the element wished fors and that the answers were subjected to the authorÕs interpretation. The last of the major possible errorss which will be accounted for heres were the interviews themselvess where the interview technique and language differences fin SwedenC might have biased or triggered uncompleted answers. b

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hc2dr hh. References G1os.l.HTBcHTITJdlne.leslH TmcTK7LaLMc TNleofo lContsfTGl1TJo.esuseicTIooMfTsrTRsBh2tt5s oMTC6sosB56fTwTDTKIOMHTaP7EaPPcTGC1oenhtHTBcTQcHTITFsLv.htHTDcTK7LLRMcTBdnTNleofolContsfTJ.fse.LTD.eeowTCotnehneoe2nfl5hTblesnyTogTEn6t56eTwTFGTKSMHTRaTER7TcTGionHTUcTK7LLOMcTmgsEneoCheCo1Tsleous5ncTsTUcTDcTVsulHTbleTHceTCo6y6Msheg5TsrTI2M5tt5deTJefen6lTKetlsgfTKnncTOaLEOaaMcTmGVNTWCvLsh.esdlncTQ.odlHTXcTYcHTITZ.ll.lHTDcT[cTK7LL7McT\oM.ls].esdl.LTQLCfoslenT6doTmChhnnTslTZsMtE[htTme.oeE^fnRTUnndlnT6odgTetTme.l6do1TWod_heTdlTNgoMslMTJdgf.lsncTRM5rsno5TJed5eCTKoceBeotTwTLLTKIMcTQ.odlHT`cTGcTK7LLaMcT\ffdoeClseiT`hdMlsesdlT.nTW.eeolT`hdMlsesdlRTZd5TNleofolConTbJdllheTetTBdencTedTb1les6iTY5TQCnslnnT\ffdoeClsesnTcTbleTI6geByTsrTKoceBeotTEenfhe6t5defTwTFMTKaMHTaLREa7LcTQLde.HTDcHTITX.gnHTXcTK7LaaMcTZ.LetiTnhtddLTg.LnT.l1T1Ch.esdl.LTdCehdgncT7s2noMTsrTNeMtlTC6sosB56fTwTDMTKIMHTROTESLRcTQol.o1HTZcT`cTK7LLaMc Tmgsneo CheCo1Tb leous5slMcTsTZcT`cTQol.o1H TJefen6lTBetlsgfT5oTotlnshsMscyOT.2M5tt5deTogT.2ot5tt5deThhns6lefTKncT7a7McT\26do1HT^FRTGLe.Dso.TWonncTQsoLiHTmcHTITrnet.1HTWcTKaTTRMcTGTe.2dldgiTd6TvCnslnnTne.oeECfTo.ndlnT.l1TetsoTsgf.heTdlT6sogTMod5etT.l1Tns]cT7s2noMTsrTP2f5oeffTQeot2n5ocTwTRTKaMHTPEIacTQL.lht6Ld5oHTBcTVcHTIT\n5.L1HTGcTXcTKaTTLMcTrZG[TDGFNmTGTd\^YVTNY[`NW`NYN^`wTSPCJTTsni5ocTEhenTwTDFUFcTQL.lht6Ld5oHTBcTVcHTIT\n5.L1HTGcTX cTKaTTOMc Trt.eTD.ynT .lTNleo folCowTcT7s2noMTsrTVvsnTC6sosB56fTwTWXTKaMHT7aEaLcTQdng.HTYcHTme.gHTNcHTITmhtCe_lnHTecTK7Laa.McTJo.esuTBneoChesdlT.l1T`Msdl.LTWod1ChesuseiTVod5etfTNus1lhT6odgTetTBCehtTD.lC6.heCoslMT.l1TmoushnTbl1CneosncTHBMMTP2f5oeffTC6sosB56fTwTDXTKRMHTRLaERaOcTQdng.HTYcHTrlly onHTmcHTITGgdo gnHTXcTNcTK7LaaMcTYVZPIVTCSbJCEJCSC[JHN\ ETKZS\bZJTFMWWTC]bCS^C^TJCEZJbOTCotne hneoe2nfTogTCotnehneoe2n 5MTCBhMsyeefTI6nsffTtl eTYMsveT1TVLdv.LTNleofolContsfT`n.ohtTGnndhs.esdlTKVN`GMTcTQo.llHTUcHTIThLe htoHTXcTKaTT TMcTJdg f.osndlTd6TJdLLMTmeC1leniTJCooleTN. eslMTZ.vse nT.l1T`hdLLhesdlnTd6T[tsoTJtsL1tdd1hdd1TWo.heshncTCMfed5enTwTDWTKaMHTILREIaLcTJ.LL_dlHTDcHTITmM.oo.HTGcTKaTTTMcTQCnslnnT1il.gshnT.l1T66shslhiTslTsl1CneosnT.l1ToMsdlnRT[tTh.nTd6Tmf.slcTcTHBMMTP2f5oeffTC6sosB56fTKaIMHT7SIE7PacTJtosng.lHTXcTXcHTQ.Conhtg s1eHTGcHTITZd6oHTJcTrcTKaTTOM cT[tTBe ogsl.len Td6TY5TeleCoTWo6dog.lhRTGlTN2el11TDd1LcTCotnehneoe2nfl5hOTblesnyTogTEn6t56eTwTFDHTaE7acT

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Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden h12dr U1iHTWcTBcHTIT\god1HTXcTNcTK7LLaMcTEn6t56MTJefen6lOTEMoo5ocTogT^ef5co1TTU5snEQhyHTDcTmcHTQoig.lHTGcHTITUs.dHT[cThcTK7LLRMcTbleTHceTeo6y6Msheg5TsrTfs65MTf65eo6eTnefen6lTBetlsgfTKedLcTaMcT[tdCn.l1T\.ynHTJ.Ls6dols.RTmGVNTWCvLsh.esdlnTcTUsl1LLHTDcHTITGoudllHTXcTKaTTPMcT[tTYdo1shTg.l.MgleTneiLTslT.TNCodf.lThdle2ecT\otenot5soMTHt2g5efTsrTKoceBeotTdTZnco5ht5soTwTFXTKIMHTPIETacTUdhyioHTmcTK7LLOMcTN udLCesdlT d6TpC.Lse.esuT`n.ohtcT sTUcTDcTVsulHTbleTHceTCo6 y6Msheg5TsrTI2M5tt5deTJefen6lTKetlsgfTKnncTPLaEPaLMcTmGVNTWCvLsh.esdlcTUCMoHTDcHTITFddHTXcTK7LLSMcTB6slslMT.l1T[o.hyslMTQCnslnnTme.oeE^fncTHBMMTP2f5oeffTC6sosB56fTK7RMHTaPE7OcTUClht6okg_.l1ecTK7LLPMcTjntMkcco5ocTdTyniefdenifBBfTM2o6ldosnTFMMe1TUClht6okg_.l1eTdMTmildu.eTm51lcTUClht6okg_.l1ecTUClht6okg_.l1ecTK7LaLMcTV2o6lv5MgTFMWM1Tmildu.eTBsoyecTUClht6okg_.l1ecTD.efl_dvvecTK7La7McTKthb_svvet1fecTZk ge.eT6ollT\gTD.eTflT XdvveTCTmlTvno _.1T1eR TteefRCC555cg.ef._dvvecnCm.Evdo_.1E1ec.nf2T1lT7IT7T7La7TTDs1LoHTJcHTITmsLvo].tlHTWcTK7LLOMcTD.l.MslMTodvCneT1uLdfgleTfodhnnT6doTtsMtEehtTne.oeCfnTetodCMtTgCLesEfod_heTL.olslMRT[tTh.nTd6Te5dTNCodf.lTne.oeECfncT\otenot5soMT7s2noMTsrTEns_e6tTKoceBeotTwTFXHTRPTTETROacTDsyyLnlHTQcTNcHTmulnndlHTbcTmcHTm_ntdLgHTbcHTZlydlnnlHTJcHTVo.l6L1eHTdcHTW1onlHT[cHTdc.cTK7LLRMcTIitlnoMyfeT5ogeorsnT6ten5ocffeitsneoT5Tmnef2ogfnec5soeo1TwonCl1Thdd1TYe5doycTDdoosnHTDcHTmhtsl1tCeevHTDcHTITGLLlhHTXcTK7LLSMcT[tTleofolCovnTvCnslnnTgd1LRTed5.o1T.TCls6s1TfonfhesucT7s2noMTsrTP2f5oeffTJefen6lTwTUGTKaMHTP7aEPIScTDdenHTXcTK7La7McTelsC16sBcTZk ge.eT6ollTrt.eTGoTm dgThoslMTQl6 senwRTteefRCC555ctd5chdgCsl6dyPOPLaSay6oslMEvl6senctegLT1lT7LT7T7La7TTDCoftiHTGcHTITU15setHTGcTK7LLaMcTWod_heTg.l.MgleTeddLnT.l1TehtlszCnTslTtsMtEehtTmDNnTslTboL.l1cTWLtlTIoo2MTN5clTbe6losMscyTHBMMTa5nBfTRsoreneo6e1TNlnht1HT[tTYetoL.l1ncTY.esdl.LThdd1TG1gslsneo. esdlcTK7LLPMcTPnTBtT5 TfisMoOTnbgT rnnTrnnf isMeiMffwTcn2ogfisMwT cyBof5efisMTs6lTrn5t5gfleB1TY.esdl.LThdd1TG1gslsneo.esdlHT^ffn.L.RcTYLndlHTDcTK7LaaMcT[tTmhtddLThdd1T[oCneRTeo.ln6dogslMTnhtddLTLClhtnTslTNlML.l1cTS2tn5t5soTP2MMet5oTwTDXTKIMHTIOaEIOTcTYsLnlHTGcTFcTK1lTPTST 7LLOMcTgn1gicTZk ge.eT6ollTWlMRTteefRCC555c1oc1yCB`aCflMC7LLOCLSCLPaIRSIIctegT1lT7IT7T7La7TTYdo1lcTK7LaaMcTSsng56THtt5ft56MToenvssiTFMWW1TRTYdo1shTJdClhsLTd6TDslsneonTcTYivoMHTDcTK7LLTMcTKy6ietTBtwTBeoTM5teTBbMt5genTaTCoTft2g5eTdTnvetfhMtfeoTfsBTBbMt5gfneoT1TmdhsdLdMsny.TslneseCesdllcTUCl1T^lsuonseecT

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Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden dh2dr hd. Ippendix 12.1RewritteninterviewmanualThis amended version of the interview manual laid the foundation for the telephone interviews. The underlined texts were the specific subjects that the questions in bold where suppose to illuminate. Given the fact that a semi5structured interview method was useds additional questions were asked depending on the respondentÕs a nswers. The additi onal questionss the ones in parenthesiss we re help questions with the purpose of guiding the interviewee in the right direction. Is stated aboves the manual was translated into Swedish when Goddags mit navn er Lasse Tindb¾k. Jeg er I ¿jeblikket I gang med min Master thesis Ð en sammenligningsstudie mellem Danmark og Sverige. I den forbindelse vil jeg gerne have lov til at stille jeres virksomhed nogle sp¿rgsmŒls har du hM mi n7 FormŒlet med sp¿rgsmŒlene2st udiets er at fŒ et bedre overblik over frokost industrien. Sp¿rgsmŒlene f¿lger Osterwalders Rusiness Model Canvass og hvis du ikke ¿nskers eller kan svare pŒ et specifikt sp¿rgsmŒls er du naturligvis velkommen til at sige pas. Value propositionu h. Hvis du skulle pr¿ve at definere jeres virksomhedsrolle i samfundets hvordan ser du sŒ den7 fHvad er det i bidrager med7C Customer relationshipsu d. Hvem er jeres kunder typisk7 fHvem har sŒdan frokost ordninger7C g. Hvordan foregŒr den typiske ny5kunde proces fkontakter i dem eller kontakter de jerC7 ia. Hvad laver i for mad7 ib. Hvad vil folk gerne have7 ic. Er der forskel pŒ brancher fRanker vil hellere have fisk etc.C7 c. Hvordan er jeres muligheder for at pŒvirke markedet og frokoster i DK fHvor store er iC7 Channelsu Hvordan s¾lger i7 ops¿gende salg eller via internet etc.7 Uddybelse af sp¿rgsmŒl g Customer segmentsu Segmenterer I jeres kunder7 Hvis I g¿rs hvordan g¿r I sŒ det7 Uddybelse af sp¿rgsmŒl ic Key activitiesu Hvilke aktiviteter udf¿rer i7 og hvilke er de vigtigste7 r. Hvad skulle du beskrive som jeres vigtigste aktiviteter fMadlavningens gŒr jeg ud fras men ellersÉ Kontakt med leverand¿rers kontakt med kunders egen innovations sp¿rgeskemaer etc.C7 Key resourcesu 6. Hvordan differentierer i jer7 Key partnersu 1. Har i nogen samarbejdspartners og hvad gŒr samarbejdet ud pŒ7 fDeltager I i nogen branche organisationers udvikling med Universiteter2kokkeskolers j eres kunders jeres leverand¿rerC Key success factorsu L. Hvad skal man v¾re dygtig til for at lykkes i jeres branche7 12.2ResumeoftheinterviewDo6egTaoTdos5odTc sMT1CM5Ts66 TaoTsMfgodfT1deLTao TfoLCnfd2c2do5TCModhCogfuTyaoTsMfgodfTsdoTgdCoMTCMTEsMCfarTfCMcoTaCfTCfTaoTMsChoT6sMm2smoTe1TaoTs2aedTsM5TsT6osfTas61Te1TaoTsMfgodfTgaodoTmChoMTCMTaCfT6sMm2smouTRuTTFCT6ohododTLs5TC6T1edosmTemTldChslodfeModuTDoaehTt6sM5ThCdGfeLao5odrT5odTfGs6TtoflCfoTLo5sdtoi5odouTH2M5TemTMIdoM5ouTFCTasdTJInJKTLo5sdtoi5odorTfLTsMfhsdoT1edT5oLTfeLTsdtoi5fmChodTodTemfLThCmCmuTFCTmMdTahod5smo MT6oodoT1edTsdtoi5oM5oTLoMM ofGoduTFCTodToM TfodhCcoTMLdTLoMMofGodTtoaMhodTLs5TlLTfCMoTLM5oduTFCTodToTGeLl6CLoMuT

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