“Impact of operational activities on customer satisfaction in cafes and restaurants: A mediating role of infrastructural elements”

After restrictions on community activities caused by the COVID-19 pandemic were lifted, numerous businesses, including restaurants and cafes, have already resumed normal operations. Competition is also unavoidable. Thus, companies should mo- tivate their managers to develop various operational strategies to increase customer satisfaction. This study aims to analyze the relationship between customer satisfaction and operational management activities, including layout, decoration, location, and cleanliness. In addition, it examines human resource management, food quality, and atmosphere as mediating variables. Data were obtained using an online questionnaire conducted between June and December 2021. A total of 1,068 clients of cafes and res- taurants were selected as the participants using purposive random sampling. Data were evaluated using variance-based structural equation modeling. The results showed that operational management activities promote cafes and restaurants (p-value = 0.000). Furthermore, this study indicates the role of infrastructure elements, specifically hu- man resource management, atmosphere, and food quality, as moderating variables on customer satisfaction (p-value = 0.000). Overall, the findings of this empirical study provide a theoretical contribution by emphasizing cafe and restaurant operational strategies that enhance customer satisfaction. This study aims to analyze the relationship between customer satisfaction and operational management activities, including layout, decoration, location, and cleanliness. In addition, it examines human resource management, food quality, and atmosphere as moderating variables. The results showed that the structural elements of operational management strategies promote the infrastructure elements. This study shows the role of infrastructure elements, specifically human resource management, and food quality, as a mediating variable, on customer satisfaction. Overall, the results of this empirical study provide a theoretical contribution to emphasizing cafe and restaurant operational strategies to boost customer satisfaction. Managers should highlight the importance of reinforcement in implementing their operations


INTRODUCTION
After the COVID-19 pandemic-imposed restrictions on community activities, the number of cafe and restaurant patrons increased significantly. As a result, the food industry is becoming increasingly popular. This is evidenced by the growing number of new cafes and restaurants. Some are even championed by celebrities. Meanwhile, existing cafes and restaurants are expanding their operations in various locations. Not only are physical stores expanding, but online stores selling food and beverages are also becoming more common. The performance of the food and beverage industry (including cafes and restaurants) grew by 4.41 percent in the second quarter of 2022. This positive growth continued in 2021, although the performance in 2020 fell quite deep due to the policy of restrictions on community activities to prevent the spread of COVID-19 (BPS, 2022).
Managers must think more creatively to have the right strategy for meeting sales volume targets and customer satisfaction. The intense competition between cafe and restaurant businesses necessitates those

LITERATURE REVIEW AND HYPOTHESES
Every year, industries become sophisticated and customer-focused because their products and services always experience intense competition. According to Martinaityte et al. (2019), customer satisfaction is a key differentiator that leads to a competitive advantage in society. Understanding consumers' requirements became the first step in increasing their loyalty, retention, and longterm relationships with the industry (Wang et al., 2014). An improper understanding of these needs tends to reduce customers due to the perception that they are dissatisfied (Cheng et al., 2019). Mittal (2016) emphasized that dissatisfied consumers tend to become sever ties with the industry.
Consequently, customer satisfaction levels are used as a metric to evaluate the overall quality of a business sector. According to Nguyen et al. (2018), customer satisfaction has become essential and needs to be considered, specifically in the cafe industry. This is because consumers' feelings and pleasure promote them to recommend good restaurants to others. The result showed that positive evaluation generates customer loyalty to the industry during service usage.
Operations management helps with resource organization and productivity, but it may also be a source of long-term competitive advantage; thus, it must be incorporated into firms' strategic processes.

Structural elements
Operational management is crucial because it manages all aspects of the company's operations, including cafe and restaurant entrepreneurs. Operational management is optimizing the utilization of existing resources in a transformation process such that the resulting outputs provide greater value than before. The effect of structural and infrastructural operational strategy decisions on organizational performance in the manufacturing industry has been investigated (Espino-Rodriguez & Gil-Padilla, 2015). According to Jones and Lockwood (1998), structural and infrastructural considerations are just as significant in the hospitality business as in any other industry. Therefore, they should be the subject of equal attention. Significant expenditure is required for structural choices, which have long-term effects.
In cafes and restaurants, structural elements of operations management techniques apply to layout, decorating, location, and cleanliness.
The layout is one of the structural elements of operations management strategies. A good layout is a well-designed workplace that provides appropriate services (Ivanov et al., 2021). Therefore, the organizational layout becomes a critical and strategic decision area because it affects the long-term efficiency of operational activities. According to Heizer and Render (2011), an "effective" layout promotes employee performance by assisting industries in achieving differentiation strategies. In addition, Zerella et al. (2017) emphasized that a well-organized layout promotes employee performance and satisfaction in the workplace. Pullman and Rodgers (2010) showed a link between strategic physical capacity and human resource management (HRM).
Meanwhile, Torlak et al. (2019) explained that a good layout affects customer ratings in the cafe. An efficient layout is vital because it increases employee productivity and maintains food safety in the kitchen. According to Wanniarachchi et al. (2016), cafes that consider layout crucial from the outset of their planning tend to provide high-quality food. Heung and Gu (2012) indicated that a well-organized layout positively influences the restaurant atmosphere because it fosters an excellent customer dining experience. Furthermore, a good layout affects the cafe area by making it more comfortable and organized for consumers.
Design plays a role in supporting the infrastructure elements of operations management. Designing a restaurant tends to promote customer perceptions of food quality and evaluate positive experiences (Han & Ryu, 2009). A successful design is considered through the color, shape, and architectural aspects of a facility's beauty and comfort (Demir, 2019). However, the customer's perception influences high-quality food that increases their appetite. According to Furthermore, decoration attracts consumers to the physical environment of the industry. It enables customers to consciously and unconsciously evaluate the pleasing appearance of the restaurant as well as the quality of the materials used in construction and artwork. According to Bitner (1990), interior design creates a happy atmosphere because it promotes employee performance. El-Zeiny (2012) and Abouelela (2022) showed a positive relationship between interior decoration and employee performance in the workplace.

Infrastructure elements
Although some service companies pay little attention to infrastructure elements, they have a significant impact on customer satisfaction. Human resource management practices, food quality, and the atmosphere are infrastructure elements of operations management strategies. Human resource management practices, food quality, and the atmosphere in service organizations play an essential role in affecting the industry performance (Torlak et  According to Ha and Jang (2012), this food aspect is a value proposition influencing satisfaction. Additionally, the atmosphere, as the third infrastructure element, enables visitors to feel comfortable not only with the served food and drinks but also with the music, lighting, color, and appearance of the cafe. Therefore, a good atmosphere unwittingly stimulates customers' emotions (Heung & Gu, 2012;Torlak et al., 2019). This is similar to Sassenberg et al. (2022) that live music, natural environment, and social interaction positively affect consumers' emotions.

Aim and hypotheses
The purpose of this study is to determine the influence of structural elements of operations management strategies through infrastructure elements of management strategies on customer satisfaction at cafes and restaurants in Indonesia.
Based on this literature review, the conceptual model relating the structural elements of operations management strategies (layout, decoration, location, and cleanliness), infrastructure elements of management strategies (human resource management, food quality, and atmosphere), and customer satisfaction is shown in Figure 1. Therefore, the following hypotheses were developed: H1: Structural elements positively affect human resource management.
H2: Structural elements positively affect food quality.
H4: Human resource management positively affects customer satisfaction.
H5: Food quality positively affects customer satisfaction.
H7: Human resource management mediates the influence of structural elements on customer satisfaction.
H8: Food quality mediates the influence of structural elements on customer satisfaction.
H9: Atmosphere mediates the influence of structural elements on customer satisfaction.

METHODOLOGY
This study used the dependent, independent, and mediating variables, including customers satisfaction (STS), structural (STE), and infrastructure elements, respectively. STS is measured using a three-item scale developed by Oliver (2010) . All variables were measured using a 5-point Likert scale, ranging from strongly disagree to strongly agree.
A total of 1,068 consumers were selected in Indonesia between June and December 2021 as the participants using purposive random sampling. In addition, preliminary processing was performed to check if the respondent entries were incorrect or insufficient. Finally, a questionnaire divided into two sections was uploaded and distributed to participants using Google Forms. The first section consists of profile information, including gender, age, income, and occupation, while the second contains all variables' values.
Data were evaluated using a variance-based analysis method using Structure Equation Modeling (SEM), specifically Partial Least Squares (PLS). The PLS is an analytical technique that overcomes restrictions because it does not require a significant number of assumptions during the evaluation and theoretical underpinning (Hair et al., 2016). Data were analyzed using the outer and the inner models. The first outer model evaluates the reliability and validity variables. This model is evaluated using multiple criteria, including convergent and discriminant validity, as well as composite relia-  bility. Next, the inner or structural method is tested to discover the relationship between the study concept, significant value, and R-square. Table 1 shows that 1,068 consumers in cafes and restaurants comprise men and women, with 523 or 49% and 545 or 51% respectively selected as the study participants. Also, a total of 439 or 41.1%, 366 or 34.3%, 222 or 20.8%, and 41 or 2.8% participants were at the age of 17 -<20, 20 -<25, 25 -<30, and > 30 years respectively. The majority of the respondents are college students who do not have a fixed income. A total of 291 or 27.2%, 345 or 32.3%, 233 or 21.8%, and 199 or 18.6% of the participants have an income 0 -<1, 1 -<3, 3 -<5, and > 5 million IDR respectively. Furthermore, 623 or 58.3%, 51 or 4.8%, 97 or 9.1%, and 297 or 27.8% of the respondents are college students, entrepreneurs, government, and private employees.      A PLS 3 and 5,000 bootstrapped subsamples were used to assess the mediating function of the infrastructure elements variables.

DISCUSSION
The results showed that the structural elements of operations management strategies (layout, decoration, location, and cleanliness) positively affect human resource management, food quality, and atmosphere. These outcomes correspond to Layout, decorating, location, and cleanliness are the structural elements of an operations management approach. The findings indicate that these factors influence the infrastructural parts of operations management methods, such as human resource management, food quality, and atmosphere. An intelligent layout, for example, influences the surroundings of cafes and restaurants by making them more comfortable and orderly for customers. Developing imaginative cafes and restaurants that increase customer perceptions of food quality and evaluate pleasant experiences also contributes to consumer pleasure. Furthermore, the findings show that interior design fosters a cheerful environment by encouraging staff performance. Furthermore, location improves a company's competitiveness by drawing more consumers and influencing customer restaurant selections. Finally, hygiene refers to the cleanliness of equipment and supplies, whereas environmental elements and staff practices influence restaurant client choice.
Furthermore, the structural elements are essential in promoting customer satisfaction, indicating that H7, H8, and H9 are accepted. This shows According to the findings, this infrastructure component mitigates the impact of operational operations on customer satisfaction. Effective human resource management enhances staff attitudes, conduct, and customer satisfaction. In the meantime, food quality exemplified by aesthetic appeal, taste, health, temperature, and freshness of food, along with excellent customer service, tends to calm customers' moods and emotions. This is because it encourages customers to return and suggest restaurants and cafes to others. In addition, the atmosphere as the third infrastructure piece allows customers to feel at ease not only with the food and beverages served but also with the music, lighting, colors, and overall appearance of a cafe. Therefore, customers' emotions are stirred unconsciously by a pleasant ambiance. The results indicate that infrastructure features increase customer satisfaction in Indonesian cafes and restaurants.

CONCLUSION
This study aims to analyze the relationship between customer satisfaction and operational management activities, including layout, decoration, location, and cleanliness. In addition, it examines human resource management, food quality, and atmosphere as moderating variables. The results showed that the structural elements of operational management strategies promote the infrastructure elements. This study shows the role of infrastructure elements, specifically human resource management, and food quality, as a mediating variable, on customer satisfaction. Overall, the results of this empirical study provide a theoretical contribution to emphasizing cafe and restaurant operational strategies to boost customer satisfaction. Managers should highlight the importance of reinforcement in implementing their operations strategy.
The study is not without limitations. First, although the sample size is large, the majority of respondents are college students who visited cafes and restaurants around campus/university. Further study needs to focus on non-college undergraduates as the participants. Second, future studies may consider using respondents from other service industry companies. Last but not least, future studies may consider a mixed approach to explore the structural and elements infrastructure of operations management strategies on customer satisfaction.