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Benihana of TOKYO

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on 11 May 2014

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Transcript of Benihana of TOKYO

Pressure to grow quickly
Risk of targeting unresponsive market
Entertainment appeal = fad or megatrend
Expensive investment in staff & decor
Risk of changing risks losing entertainment experience
could restaurant survive on quality of food alone
Analysis of Strategic Plans
Benihana branded products
Capitalizing on strong brand name looks positive
Smaller cities & Suburban Market
Smaller cities still have city centers for high lunch traffic
Suburban market loses lunch/business but could get entertainment seekers
Mexico is a completely different market & likely the perceived price per service wouldn't work there
The UK market relies on outsourcing costly overhead resulting in lower margins or higher prices to customers
The 4 "V"s
Competition Stars
Operational Stats
Benihana of TOKYO
Professional Service
Medium volume, high visibility, higher levels of discretion, people-based
Restaurant-Functional Design
Activities grouped (i.e. waiting, food prep, bathroom, dining)
Dining room-Fixed layout
Product is entertainment/diner
Resources (ingredients) moved to table
Analysis of Strategic Plans
Joint Venture with Hotels
Competitive differentiation lines up
Franchises & Fast Food
Competitive differentiation contradicts
Compromises strong values of company employee care & traditionalism
Operational cost savings allow for quality product sold at lower prices
less staff but perceived as highly service oriented
less variety = increased utilization (no waste)
less variety = faster moving process
fast moving process = more customer turnover
more customer turnover = more sold
savings in operations = $ to purchase quality resources while maintaining lower prices
Full transcript