Customer and Employee Satisfaction in the “Burger” Fast-Food Chain: Implications for Sustainable Development and Urban Planning

The food service sector is characterized by rapid development [1]. The scale and structure of the food service industry directly depend on consumers, whose purchasing power and available leisure time are increasing [2]. Scholars claim that people have become more inclined to spend money on food service [3]. Demand for the development of the food service market is linked to the economic development at the macroeconomic level (gross domestic product, unemployment rate, etc.) and the microeconomic level (income levels, expenditure structure, including food, socio-demographic and cultural changes, etc.) [4]. The staff (especially those whom customers meet first) have a significant influence on shaping the food service and its attractiveness. This phenomenon also applies to fast-food establishments, which are striving to become meeting places for city residents rather than merely places for a quick bite with minimal service.

From the perspective of sustainable urban design, fast-food restaurants can function not only as commercial food outlets but also as semi-public “third places” embedded in the everyday mobility and social routines of city residents [5, 6]. In dense metropolitan areas, such venues may complement the public realm by providing affordable indoor seating, basic amenities, and a social environment for interaction (e.g., short meetings, family lunches, or breaks between activities). It is really important for such places to support urban sustainability goals (SDG 11) and implement special requirements. It should be primarily pedestrian- and transit-oriented; the space is inclusive and comfortable, and the offer is compatible with public-health and environmental priorities. The venue can contribute to social cohesion and everyday urban livability [7, 8]. Conversely, if the “third place” function is achieved at the expense of health outcomes (limited healthier options, low transparency of nutritional information) or environmental performance (high waste, low visibility of green practices), it may conflict with broader sustainability objectives despite its social popularity.

Additional factors stimulating demand for food service and increasing its social significance include industrialization and urbanization, along with all related social changes, such as changes in family structure; the growing number of people working outside the home; new approaches to time management; heavier workloads and studying away from home; and the physical distance between work and residence [9, 10].

Alongside these structural drivers, the criteria by which urban residents evaluate restaurants have expanded beyond convenience and price to include signals of corporate responsibility and environmental performance (e.g., waste and packaging reduction, responsible sourcing, and health-oriented options) [11-13]. Recent comparative evidence from 2024–2025 indicates that sustainability and corporate social responsibility (CSR) practices can contribute to higher customer satisfaction and loyalty-related outcomes, most often indirectly—through perceived value, trust, and brand/restaurant image—while the strength of these effects varies across consumer segments (e.g., gender/age) and across CSR dimensions [14]. In the fast-food segment specifically, sustainability communication by chains (for example, on social media) has been shown to stimulate more eco-conscious consumer behavior, suggesting that visible and credible sustainability cues can support favorable evaluations when they do not conflict with core expectations such as taste, speed, and price–value [15].

In this study, we treat the “meeting place” dimension as a social-infrastructure indicator within the urban food environment and examine it together with other design-relevant aspects of sustainability, including accessibility and inclusiveness (adaptation to the needs of people with disabilities), perceived suitability for family use, and transparency of nutritional information as a prerequisite for responsible consumption [16]. By comparing customer and employee perceptions in the “Burger” fast-food chain in Moscow, we assess not only which factors drive restaurant choice and satisfaction but also whether stakeholders perceive these restaurants as spaces that align with the practical expectations of a sustainable and inclusive urban environment.

The focus of our attention is improving the efficiency of services and satisfaction in the fast-food sector from the perspective of sustainable business and social development. Commitment to sustainable development implies that business is oriented not only toward profitability but also toward the satisfaction of key stakeholders (consumers and employees) and responsibility to society and the environment. Within the framework of this study, we also aim to highlight the social factor (quality of labor and services) and the economic factor (service efficiency) since these factors in the fast-food sector are of decisive importance and are based on the fundamental principles of sustainability. In addition, we considered the environmental factor in the food service business as its inclusion in the fast-food industry is significant (for example, service efficiency can indirectly contribute to reducing food loss and waste).

The article aims to identify the directions that determine the selection and satisfaction of customers and employees of fast-food restaurant chains in Moscow, Russia, for the development of sustainable urban nutrition, the strengthening of social responsibility, the implementation of sustainable practices, and the promotion of a culture of responsible consumption.

3.1 Research design

In 2024, we conducted a study using mixed methods that combined qualitative and quantitative data collection. This empirical research aimed to compare the factors influencing the selection and satisfaction of consumers and employees in the “Burger” restaurant chain (accounting for 7% of the total number of chain restaurants in Russia) in terms of the services provided and product quality. The study further sought to identify which factors have the greatest impact on the selection and satisfaction of both customers and staff in such establishments. An important feature of our research was its focus on promoting sustainable practices in the fast-food industry, enhancing social responsibility toward employees and consumers, improving the quality of the urban consumer environment, and thereby contributing to the Sustainable Development Goals. The study addressed SDG 8 “Decent Work and Economic Growth” through improved working conditions for employees; SDG 11 “Sustainable Cities and Communities” through enhanced quality of urban food services; SDG 12 “Responsible Consumption and Production” through raising consumer awareness and satisfaction, ultimately encouraging more conscious consumption.

It is worth mentioning the specific characteristics of the modern food service sector in Russia, which help to explain the choice of methods and tools applied in this research. Fast food in Russia combines national specificities with global trends. Over the past two decades, the Russian food service market has undergone significant changes influenced by so-called megatrends, i.e., global phenomena and economic, social, political, or cultural processes that strongly affect the nature and direction of economic development across most countries, shaping industry patterns and growth mechanisms [25]. Rising household incomes and the availability of greater leisure time have led urban Russians to dine out more frequently, while the increasing importance of tourism has expanded demand for food services during travel [26]. As a result, new chains of bars and restaurants have emerged, accommodation infrastructure has developed, and gastronomic offerings have diversified. The growth of the food service sector has had a significant impact on household management, eating habits, and changes in leisure structures. Food services positively contribute to the standard and quality of life [27].

The level of awareness regarding the factors that determine the quality of food service and customer satisfaction differs between clients and employees. Customers primarily rely on expectations and prior experiences, whereas frontline staff possess knowledge gained through their professional practice [28].

3.2 Tools

The main research instrument was a structured questionnaire consisting of two anonymous survey forms: one designed for consumers and the other for food service employees, aimed at assessing the quality of services in “Burger” restaurants. In designing the questionnaire, we considered standardized approaches to measuring service quality: the structure and content of the questions were based on the SERVQUAL concept, adapted to the restaurant industry through the DINESERV model. This allowed us to cover the key dimensions of perceived service quality and satisfaction. Each indicator was evaluated by the respondents primarily using a five-point Likert scale (ranging from “strongly disagree” to “strongly agree”), providing a quantitative assessment of perceived service quality and satisfaction levels. Prior to the main stage of the study, a pilot test of the questionnaire was conducted on a small group of respondents to verify the clarity of the wording and introduce the necessary adjustments.

The main consumer survey was conducted in February 2025 in Moscow with a sample of 98 participants (all aged over 18), each of whom had visited “Burger” restaurants at least once. A similar questionnaire was distributed among 50 employees of the same establishments.

The empirical stage of this study was intentionally conducted as a pilot cross-sectional wave in February 2025 in Moscow. The primary purpose of this first wave was to (i) test the feasibility of simultaneous surveying of customers and employees across multiple outlets, (ii) validate and fine-tune the adapted SERVQUAL/DINESERV-based instrument in the local fast-food context, and (iii) establish a baseline for further monitoring. Therefore, the February snapshot is reported as an exploratory benchmark rather than a claim of full-year-round representativeness. Building on the pilot findings, the study design is intended to be extended into a monitoring format (repeated waves across different seasons and/or a longitudinal panel design) to examine temporal stability, seasonal effects, and the relationship between satisfaction and repeat visitation.

The study included seven “Burger” restaurants located in different districts of Moscow; these venues are characterized by high customer traffic, strategically significant locations (e.g., proximity to the city center), and a diverse customer base (including a substantial share of tourists). In each selected restaurant, 10-14 visitors and 6-8 employees were surveyed, with participation being voluntary and anonymous.

The collected data were processed using descriptive statistical methods: mean values of indicators and percentage distributions of responses were calculated to summarize the results. To identify differences in evaluations between the two respondent groups (customers and employees), a comparative analysis was carried out: mean differences were computed, and the statistical significance of these differences was tested using the independent samples Student’s t-test. Cronbach’s alpha coefficient was calculated to assess the reliability of the questionnaire, confirming the internal consistency and robustness of the applied scales.

We consider it necessary to discuss the findings through the lens of sustainability. The differences in the perception of key factors between employees and customers can be interpreted in the context of sustainability principles. According to our data, employees place greater value on product safety and professional service, i.e., on social working conditions and service quality that meet high standards (which corresponds to SDG 8). Customers value cleanliness and convenience to a greater extent, ensuring a comfortable and healthy environment in the restaurant, as well as access to information about the nutritional value of dishes. These preferences correspond to the goals of responsible consumption (SDG 12) and public health promotion (SDG 3).

Recent evidence suggests that environmental and sustainability practices can affect consumer satisfaction and loyalty, but the effect is usually indirect and contingent on visibility and perceived authenticity. Empirical studies of green restaurants report that sustainable practices (e.g., food safety, food sustainability practices, and environmental sensitivity) positively predict satisfaction and revisit intentions, with perceived value and willingness-to-pay acting as important boundary conditions [29]. At the same time, analyses of online reviews indicate that “green” attributes tend to have weaker effects on satisfaction than core attributes such as taste and service unless customers notice and interpret these initiatives as relevant benefits [11].

The results show that both customers and employees are consistent in their statements regarding the factors of selection and satisfaction. The observed differences mainly concern aspects related to service, which employees rate more highly. Customer opinions are more rational and polarized, with clear distinctions between the most and least important factors. Employees, by contrast, tend to view the factors of selection and satisfaction more broadly, which is reflected in smaller differences in their assessments of individual factors. Scholars argue that employees often evaluate the reasons for customer selection and satisfaction more objectively, based on their observations, whereas customer evaluation is always subjective.

Improving convenience for visitors and enhancing their awareness (for example, by clearly providing information on the nutritional value of dishes) can encourage more responsible consumer behavior, e.g., choosing healthier food options and reducing food waste. Greater attention to employee safety and satisfaction supports the social stability of the organization, reduces staff turnover, and aligns with the principles of CSR. Thus, a dual focus on customer satisfaction and employee well-being reflects the implementation of the ESG approach in the restaurant business, where the social component is directly linked to long-term effectiveness. In fact, the results confirm that positive customer feedback and high loyalty are key conditions for the long-term sustainability of food service enterprises. This conclusion fits into the concept of the Triple Bottom Line, which implies balancing economic goals with people’s satisfaction and the environmental responsibility of business [30].

Recent research also highlights that sustainability can enrich the dining experience by adding authenticity, meaning, and trust – mechanisms that then support loyalty outcomes. For example, sustainable practices in Michelin Green Star restaurants have been linked to more memorable customer experiences via locally rooted sourcing, waste-reduction routines, and transparent storytelling [31]. In the green restaurant segment, responsible consumption cues and food/waste-reduction practices can shape customers’ affective responses, which in turn strengthen revisit intentions [32].

However, the survey results show that both customers and employees place less emphasis on environmental factors (and green initiatives such as waste reduction, eco-friendly packaging, etc.) among quality priorities. This can be explained by several reasons.

First, in the Moscow context, fast food is perceived primarily as a quick, affordable, and convenient way of eating; therefore, attention is focused on price, taste, and speed of service [33].

Second, the environmental initiatives of restaurants often remain invisible to visitors and staff: waste sorting, energy-efficient technologies, or eco-packaging are not always directly associated with service quality [34]. Prior research suggests that when green initiatives are largely “back-of-house” (e.g., energy efficiency, procurement standards, waste sorting), customers may not incorporate them into satisfaction judgments because they lack observability. This helps explain why environmental factors can be rated as less important even when restaurants are actively implementing them [29]. Consumer studies further indicate that sustainability cues influence satisfaction mainly when they are perceived as credible and authentic; otherwise, customers may remain indifferent or skeptical. Accordingly, transparency (e.g., clear in-store explanations and consistent online communication) is a practical lever for building trust and loyalty from sustainability initiatives [35].

Third, under conditions of high competition and limited time among city residents, factors related to sustainable consumption (such as the health value of food or environmentally friendly cooking technologies) give way to more pragmatic criteria [36].

Thus, low ratings of environmental aspects do not indicate their insignificance but rather reflect a gap between the strategic goals of sustainable development (SDG 12 “Responsible Consumption and Production” and SDG 11 “Sustainable Cities and Communities”) and the everyday practices of consumers and employees.

From a practical perspective, the results help develop recommendations for “Burger” and similar chains.

First, it makes sense to inform customers more actively about the nutritional value of dishes and their ingredients. This will help bridge the identified perception gap and support the principles of responsible consumption.

Second, it is necessary to maintain high standards of hygiene and comfort in restaurants since these aspects directly affect customer satisfaction.

Third, management should invest in staff development and decent working conditions. Motivated and well-trained employees will deliver higher-quality service.

Fourth, the identified discrepancy in the evaluation of pricing policy signals the need to reconsider internal incentive programs. For example, introducing special discounts for staff would increase their satisfaction. Implementing these measures will lead to a closer alignment of expectations between customers and employees and strengthen the restaurant’s contribution to achieving the SDGs, from economic viability to social responsibility and public health.

Fifth, the company should propose initiatives to city authorities for joint programs in developing green projects. This implies the need to make environmental measures more visible and valuable to the audience through transparent communication, labeling of healthy dishes, demonstration of green technologies in restaurant spaces, and staff engagement programs.

Evidence from recent restaurant studies suggests that green practices can strengthen a restaurant’s ecological image and support revisit intentions when communicated through tangible, customer-visible cues (eco-labels, visible waste-reduction programs, and clear explanations of packaging choices), and these effects may vary across demographic segments and willingness to pay [33]. Therefore, making sustainability measures more “experienceable”—for instance, linking waste-reduction routines to customer benefits such as portion transparency, right-sized meals, and eco-friendly takeaway options—can help translate environmental performance into satisfaction and loyalty outcomes [37].

We would like to emphasize that the results have not only marketing significance but also sustainable value. For instance, improving convenience and customer awareness can encourage more responsible consumer behavior, while increasing attention to workplace safety supports the social stability of the organization.