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Abstract
Executives and foodservice managers are concerned about the possible adverse financial impact of menu labeling. To examine the financial impact of four menu labeling approaches, a 23-week study was conducted in a hospital cafeteria. A quasi-experimental, single group, interrupted time-series design was used to test hypotheses that mean differences in the item sales, revenue, and gross profit derived from the menu-labeled items would not differ among four menu-labeling conditions. No significant changes observed in the study provide empirical evidence that menu labeling did not significantly impact sales, revenue, or gross profit.
