Blaine Hurst is the president of Panera Bread, a company that oper-ates more than 2,000 small restaurants offering basic soup-and-sandwich meals to people taking short lunch or dinner breaks. Shortly after Hurst's appointment to his position, the quantity of restaurant lunches demanded decreased. Panera Bread was among many U.S. firms that consequently experienced a decline in sales. Hurst quickly recognized that a fundamental problem was that cus-tomers of a typical Panera Bread outlet were spending lengthy intervals of time in lines to place orders at counters staffed by only a couple of employees. Naturally, the extra time that customers spend waiting in long lines is valuable to those consumers, so this waiting time had pushed up the quality-adjusted price of each meal. The result was a decrease in the quantity of restaurant lunches sold by the company. Hurst responded by introducing self-order kiosks and an online facility for accepting remote digital orders. These innovations cut the average customer wait time at Panera Bread from 8 minutes to 1 min-ute. As a consequence, the total quantity of meals demanded by the company's customers increased.

1) Did the decline in the quality-adjusted price of soup-and-sandwich lunches offered by Panera Bread and other soup-and-salad restaurant chains generate a rightward shift in the demand curve or a down-ward movement along that curve