The following chapter provides the reader with an analysis of the qualitative and quantitative data collected in this paper. The findings are based on the questionnaire responses and are supported by the in-depth interview answers
The primary data collected for this paper is made up of three parts. First, a quantitative survey with 283 respondents was carried out, which makes up the quantitative part of the primary data collected. However, since Dunkin’ Donuts’ target market is between 16 and 40 years of age, the responses used will be limited to the ones within this age group. This puts the total number of useable responses to 221. Second, six in-depth interviews with survey
respondents, and an expert interview with Klaus Madsen, a diet and nutrition supervisor make up the qualitative part of the collected data.
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The first question of the survey (Appendix 6, p. 1) establishes that 75% of the respondents have heard of the brand Dunkin’ Donuts already, and the fifth question shows that 62% of the respondents at this point would be open to the idea of visiting a Dunkin’ Donuts if a store opened in their neighborhood. Furthermore, in question 12 64% answered that they would be willing to try out a new coffee chain if one opened up in their neighborhood. This shows that even before entering the Danish market, Dunkin’ Donuts has a large potential customer base among the Danish consumers. . What it does not ensure however, is that this customer base will be long-term. The potential is there for long-term customers, yet there is no guarantee, as those willing to visit an newly opened Dunkin’ franchise may just be curious about the new product but may decide not to return after that one initial visit.
Question 2 (Appendix 6, p. 2) provides an idea of what prejudices the Danish people have about the Dunkin’ brand, and what preconceptions that they will have to change when entering the Danish market. The respondents in the quantitative survey were asked which word they would use to describe Dunkin’ Donuts. Out of the nine possible answers, 72 % would describe Dunkin’ Donuts as being unhealthy, 25 % chose quick service, and 20 % described it as cheap. Furthermore, the respondents wrote words like “greasy” and “lækkert”
(delicious) (Appendix 6, pp. 2-3). This shows clear preconceptions towards the Dunkin’
Donuts restaurants and the products that they offer. Dunkin’ Donuts has had some success in rebranding their restaurants in the United States, where they now focus mostly on coffee, quality products and healthy alternatives. The responses in this survey show that this
rebranding has yet to reach the Danes, whom still view Dunkin’ Donuts as a greasy, unhealthy donut chain.
The seventh question switches the focus to coffee and the respondents’ coffee habits. 71 % of the respondents answered that they drink coffee regularly, which makes a good basis for answering questions about coffee and coffee habits. Question 12 then shows that most of these 71 %, namely 64 % would be open to trying out a new coffee chain if one opened in their neighborhood (Appendix 6, pp. 8 & 14).
Question 10 shows that the high-end coffee from Baresso, Starbucks or similar places is the most popular among the respondents, with 47 % buying most of their “to-go” coffee at these
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places. In second place with 39 % are schools and workplaces, where coffee is easily
accessible. Finally, in last place is the ‘cheap’ coffee from McDonald’s, gas stations and similar places. These answers seem to suggest that the most important factors are taste and
location/distance. The in-depth interviews paints the same picture, with three of the
respondents all mentioning taste and location/distance as the deciding factors when they buy
“to-go” coffee (see appendix 2).
Similarly, when naming factors that could persuade the respondents to change where they buy their “to-go” coffee both quality, price, distance and menu selection scored high on the list. When looking at the in-depth interviews three of these factors stood out as the deciding factors, namely taste, price and location.
On the other hand, when asked about what could make them buy “to-go” coffee more often, three of the four interview respondents mentioned price as the deciding factor. This suggests that taste and location are important factors when choosing a place to buy coffee, but for a coffeehouse to attract new customers, or make their current customers buy more coffee, price is the most important competitive factor.
The fourteenth question opens up to the subject of fast food and the respondents fast food tendencies/habits. The answers show that there is a market for fast food in Denmark.
However, in Q15 the respondents were asked to specify which meal they usually eat at a fast food restaurant, which is important in relation to what type of food Dunkin’ Donuts should focus on in Denmark. The answers show that a mere 0.5% eat breakfast at fast food
restaurants, or at least consider their bought breakfast to be from a fast food restaurant, 32%
eat lunch, 79% eat dinner and 13% have answered that they eat snacks at fast food
restaurants. This offers a dilemma for Dunkin’ Donuts, since their menu selection is focused on breakfast and lunch, with no dinner selection (Appendix 6, pp. 17-18).
Question 17 (Appendix 6, p. 22) deals with how the Danish fast food consumers prefer to order their food. As the option of ordering online was added after the survey was released, and based on the comments to the question, it is assumed that the actual number of
respondents choosing this option is higher than what is shown in the figure. On this basis, the
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consumers seem to be divided fairly evenly between ordering in the restaurant and staying to eat, ordering in the restaurant to-go and ordering online and having it delivered. This suggests that the option of having the products delivered may be something to consider.
The 18th question (Appendix 6, p. 24) relates to the issue of brand loyalty. When asked
whether they are loyal to one brand, restaurant or chain a total of 12 % percent answered yes and 83% answered no. This could indicate either that the question was misunderstood or was not specific enough, or that the respondents simply choose their fast food and coffee chains by convenience and not by brand or loyalty.
Question 22 (Appendix 6, p. 29) asked the respondents “Tænker du på sundhed, når du køber fast food?” (Do you think about health when you buy fast food?) 32 % answered yes and 59 % answered no. This shows a division between the people who want something that is quick but also healthy, when they buy fast food and those who buy it simply because it is easy quick and tastes good.