13 CHAPTER II LITERATURE REVIEW II.1 Theoretical Foundation II.1.1 Strategic Decision Making Process According to Alhawamdeh et al. (2019), decision-making is a daily process that takes place in executive offices, boardrooms of corporations, homes, and political and governmental organisations. Leaders and managers at the top of the organisational hierarchy make decisions, particularly crucial ones. Managers detect organisational problems and work towards resolving them through the process of decision-making. Decision making, is the process of recognising and skillfully choosing from a variety of options in accordance with one's preference. It consists of a range of processes that are all necessary transitions from thinking to action, or the building blocks of behavior. Making strategic decisions is an effort to prepare for an organization's long- term future and raise the likelihood that the organisation will succeed. Strategic decision-making is a particular kind of decision-making that is "important in terms of the actions taken, resources committed, or the precedent set." additionally to Unlike tactical and operational decisions, strategic decisions belong to a different category of decisions. Elucidate the fundamental aspects of strategic choices: Novelty, complexity, and open-endedness are characteristics of a strategic decision process. Typically, an organisation starts out with little knowledge of the decision problem it faces, no sense of how to get to a solution, and just a hazy idea of what what that solution might be and how the development process will assess it. A decision is made only after laboriously navigating a discontinuous, recursive process involving numerous challenging steps and a variety of dynamic circumstances over an extended period of time. The goal of strategic management is to help identify methods for raising organisational performance. This helps establish the organization's direction and ability to maintain its position in the context of a predictable environment, which is a strategic decision. According to (Tatum et al., 2003), managers decide on daily matters and deal with pressing issues. They went on to explain that managers make decisions in a variety of ways 14 depending on the quantity of information available, the variety of options, and the attempt II.2 Empirical Foundation II.2.1 Popcorn Industry (Khajarern, 2021) Whole-grain popcorn is a staple snack made primarily of maize. It is highly regarded in Thailand and throughout much of the world as one of the most popular snack foods. Generally speaking, it is sold in general theatres far more frequently than potato chips. In early western civilizations, Indians developed a unique variety of flint maize that became popcorn. became convenient food in the Western manner in Asia. Popcorn is quickly becoming the preferred movie theatre snack among Americans, even as the movie theatre industry continues to expand. For a considerable amount of time, it makes a large profit alongside the movie theatre industry. According to, the movie theatre concession generates 10 million US dollars in revenue, and the theatre industry in Thailand has a market worth of up to 125 million US dollars. Popcorn makes for 71.8 million of the snack food industry's total market value of 843.7 million US dollars. These days, television watchers can have microwave-cooked quick popcorn at home. Given its popularity and connection to entertainment, popcorn appears to be a promising product case for this food emotional research study. Popcorn with specific flavors was chosen to be consumed according to the kind of film showing in theatres. Measuring the emotional reaction to the ingestion of each popcorn flavor while watching a different kind of movie is a fascinating exercise. Which kind of popcorn goes with which movie and can delight spectators is the question. Therefore, the purpose of this research is to investigate the connection between audience preferences and the emotional effects of popcorn on diets. Furthermore, the researchers examined the emotional reactions of participants to a range of digital video discs (DVD) movies using flavored popcorn, based on a 39-item list of food-related emotions. Watching films significantly affected the induction of mood. However, the study of taste-tested popcorn's impact on viewers' emotional reactions to various 15 film genres has never been done. The results of this study should help food makers understand how customers feel about food in the future. According to (Khajarern, 2021) popcorn with butter and caramel flavoring was often the most common type offered and eaten in cinemas for several of movies. These days, cinemas provide a wide variety of various flavored popcorns, such cheese and BBQ, along with a selection of soft drinks. Many different flavored popcorns were created in the future to provide consumers more options. These new tastes may not have a distinct taste in the tongue, but they may affect the customer's emotional reactions in a different way. Food product consumer satisfaction scores frequently don't correspond with commercial success. Food-evoked emotions were supposed to offer a sensitive method to characterize items in a way that contributes information, in addition to sensory assessments. To induce good emotions in the case study of the theatre scenario, specific movies should be provided with flavor-infused popcorn. From this vantage point, some flavored popcorns with advantageous psychological effects ought to be appropriate for certain films. Therefore, in product marketing, customer decisions should be motivated by the associations between taste acceptability and emotional advantages for the product opportunities and brand essence. Numerous new items were available on the market that had to be marketed to consumers' tastes in order to heighten their feelings. The authors believe that this might also be used to separate customers for market segmentation through the use of psychology or good emotions, which would result in healthier eating choices. 16 II.3 Conceptual Foundation II.3.1 Sustainable Business Model Kubiński et al., (2024) finding the Sustainable Business Model meaning from several journal: Source Definition of Sustainable Business Model N. Abdelkafi , K. Täuscher (2016, 75) A business model for sustainability “incorporate sustainability as an integral part of the company’s value proposition and value creation logic. As such, provide value to the customer and to the natural environment and/or society.” N.M.P. Bocken, S.W. Short, P.