Digital transformation has altered the way customers interact with restaurants. As a result, digital transformation has had an enormous impact, changing restaurant customer value. Therefore, this research aims to develop a dynamic and sustainable method for creating customer value in digital transformation. This study suggested digital dynamic capabilities and digital customer orientation as a process model (i.e., sensing, seizing, transforming, and refining) to develop digital transformation and create a dynamic customer value. We chose fast-food restaurants in Egypt to examine the proposed model using a qualitative approach of semi-structured interviews with fast-food managers and hospitality experts. The findings indicated that fast-food restaurants’ different digital transformation capabilities and tools (e.g., value innovation, SWOT analysis, artificial intelligence, new technology selection criteria, digital maturity, building several digital platforms, and gathering and analyzing customers’ online reviews) help them create customer value. However, interviewees highlighted how well-suited the suggested digital dynamic capabilities are to serve as drivers of digital transformation in fast-food restaurants and create a dynamic customer value. This research expands the dynamic capabilities theory by adding digital customer orientation (i.e., proactive and reactive to customer feedback) to develop digital transformation and create customer value in fast-food restaurants. This research provides fast-food restaurant managers with an in-depth explanation of how to implement the digital dynamic capabilities model for executing digital transformation and developing a new dynamic customer value.

Recently, social media marketing has become an effective tool for restaurants to gain visibility, increase customer engagement, and boost sales. Through social media marketing activities (SMMAs) including customization (CUST), entertainment (ENTR), trendiness (TRND), and interaction (INTR), restaurants can connect with their customers in a dynamic way that may affect their satisfaction and purchasing behavioral intention. Hence, this study primarily aims to empirically explore the individual influence of SMMAs namely CUST, ENTR, TRND, and INTR on social media followers’ satisfaction and purchase intention in a sample of casual-dining restaurants in Saudi Arabia. Furthermore, drawing on the Stimulus-Organism-Response (S-O-R) model, we also seek to investigate the influence of customer satisfaction as a mediating variable in the relationship between CUST-PI, ENTR-PI, TRND-PI, and INTR-PI. Furthermore, to examine the direct influence of CS on PI. In order to meet these objectives, an online survey was created to collect data from a convenience sample of restaurant social media followers. Data from 415 followers were analyzed using the PLS-SEM with a bootstrapping technique to confirm the research hypotheses. The findings of the study illustrated the significant positive effect of CUST, ENTR, and INTR on followers’ purchase intention, respectively. Trendy social media marketing activities did not significantly affect purchase intention. Additionally, CS partially mediated the relationships between CUST, ENTR, INTR, and PI but fully mediated the trendiness-purchase intention relationship. The results from this research can assist restaurant operators to leverage the benefits of social media more effectively by understanding how SMMAs influence customers’ purchase intentions and enhancing their understanding of how customer satisfaction can be used to capitalize on the benefits of social media.