The restaurant industry is more engaged in innovation now. Many entrepreneurs realized that the restaurant sector faces major challenging market environments: changing needs of customers, high competition, low barriers to entry, high labor costs, and innovation technology. The market orientation drives business learning about customers. Engaged customers can assist firms to improve performance by getting involved with the firm’s product innovation. Innovation could help restaurants to improve the products and service quality, cut costs, increase sales and profits; it is the basic condition for the survival of restaurant entrepreneurs. However, studies about how the innovation affects restaurant performance were still limited to describe the overview of products innovation process (Ivkov et al., 2016). Resource-based theory takes the internal resources and capabilities of a firm as valuable sources of competitive advantage. How to combine internal resources and quickly respond to market needs to create performance of innovation entrepreneurship that still unclear and worth exploring in depth discussion. Based on the above, This study personal interview with twelve restaurant entrepreneur, government experts and scholars reveal how absorptive capacity could strengthen the link between positional advantage and innovation for entrepreneurship restaurants with the influence of customer engagement. The positional advantages can make enterprise differentiate with their competitors, that including entrepreneurial orientation, human capital and market orientation (Jogaratnam,2017). The experts believe that innovation entrepreneurs need to adopt an open mind, seek new opportunities in the catering market, acquire or develop new technologies and launching new products / services in the market, using high returns and high risk strategies in search of success in market. Training and educating team members are effective way to improve their innovation entrepreneurship.

While the relationship between market orientation and new product performance has been extensively investigated, the mechanism by which market orientation contributes to new product performance was further studied in a business-to-business context. We developed a set of alternative research models to examine the roles of timing of entry and positional advantage in the market orientation—new product performance relationship. The results showed that industrial firms’ positional advantage is a key step in the process. Market orientation does not directly influence new product performance. Instead, market orientation helps to establish a firms’ positional advantage, which, in turn, positively influences new product performance in the marketplace. Timing of entry, shown to be an outcome of positional advantage, is not a determinant of new product performance in the business-to-business context. The findings revealed that market-oriented firms achieve superior new product performance through thoughtfulness indicated by a well-defined positioning strategy, not rapidity of action.