Broadway Tandoori Restaurant: Performance Review Criteria - Case Study Example

 BROADWAY TANDOORI RESTAURANT Table of Contents 1.0 Performance Review Criteria 2 2.0 Market segmentation analysis 3 3.0 Competitor Analysis 6 Competitor one: Darden Restaurants 6 Competitor two: Western Sizzlin’s 6 4.0 Market Place Analysis 6 5.0 Competitive Advantage Evaluation 7 6.0 Strategy Evaluation 7 7.0 Plan Implementation 9 8.0 Plan Measurement, Monitoring and Adaptation 10 Summery 10 References 11 1.0 Performance Review Criteria Broadway Tandoori restaurant has been in operation for a period of over five years. It is in Sidney Australia. The restaurant has been exceptional in offering Indian meals to its customers. The following are the notable performance review criteria that we established: Quality of service delivery: over the years, service delivery at Broadway Tandoori restaurant has improved significantly. Meals are prepared in time and served to its customers without delay. On average, attendance to customer takes about two to three minutes after entry. Accuracy in delivering orders to the right customers is about 75%. Nevertheless, there are some situations where customer orders have been delayed due to the large number of customer awaiting to be served. Employee job knowledge: most of the employees who serve in this restaurant have been trained in their various areas of specialization. The chefs for instance, are mostly of Indian origin and have been trained in relation to all types of Indian meals. We also established that there are those employees who are attending on-job trainings at evening in a nearby college. This is aimed at improving their job awareness and subsequent service delivery. The attitude of employees: most of the employees that we interacted with showed that they truly loved their jobs. This was evident through the way they talk to customers, the smile on their faces and the movement within the restaurant. It was clear they loved what they were doing. Nevertheless, one employee behaved in contrary to what sounded like the norm. We later established that it was due to family feuds. The current mission statement and vision of the restaurant is: Mission Statement: To provide delicious and high quality Indian food and drinks that provide an authentic Indian experience – while ensuring that each customer receives a prompt, professional and friendly service Vision: That within five years we will provide a high quality authentic Indian dining experience to all over Sydney by opening branches in different locations The restructured mission statement and vision is: Mission Statement: We take pride in providing a terrific dining experience of Indian culture to every guest, every time, in every one of our restaurants. That is how we will be the best company in casual dining, now and for generations to come Vision To maintain a profitable operation that will continue our tradition of Quality Family dining, at a reasonable cost, in a comfortable atmosphere, with exceptional service. 2.0 Market segmentation analysis There quite a number of market segments in Sydney. Each segment has unique features that a marketer must capitalize up on. Students: these are college students from the nearby learning institutions. They form about 17% of the total number of customers of this restaurant. They mostly prefer low-priced meals. Their consumption trends go in line with their college calendar, i.e., when colleges close, they are unavailable. Their consumption is at peak during the first month of their opening. Workers: these are people who are either employed or running their own businesses around. They visit evenly throughout the year. Most of them either prefer taking short leaves or none. This is why they are available almost throughout the year. They form about 35.8% of the customers. Of this category, those who own businesses prefer take-away meals. They have a reasonable income and that is the reason they care little about the price but just quality. They contribute the largest amount of income into this restaurant. Key competitors of this category of customers are those who offer Australian meals. Vegetarians: this category majorly consists of lunch customers; almost three quarters of this group come for lunch. They are more concerned about their health. They form about 8% of customers. They are very sensitive on the choice of meals. As long as they are assured of their health, they pay for it regardless of the price. Though they are less, the restaurant makes the highest margin on their sales. Competition on this group of customers is from the hotel on the opposite wing (Mt Carlo restaurant) that specializes in vegetables. Those familiar with Indian cuisine: these are the core customers to this restaurant. They form a substantial portion of the income of this restaurant. They form about 42% of customers. A good portion of these are in Sydney for academic purposes and therefore, they are unavailable during holidays. Most of them come from wealthy families and therefore have no issue with pricing. Major competitors for these customers are those who specialize in Asian meals. Families: this category represents mostly those who live in the neighborhoods. They prefer take-away meals. They are irregular in their attendance. They form about 8% of the customers. There are no specific competitors for this group mainly because most of them prefer cooking their homes. Secondary Data collected months prior to this research No of customers Customer Satisfaction sales Monday 107 89% $708 Tuesday 95 92% $680 Wednesday 102 67% $800 Thursday 130 87% $920 Friday 120 78% $900 Saturday 70 81% $630 Sunday 65 77% $600 Primary Data: Reason he/she prefer this restaurant The preferred meal(s) Satisfaction rate Length of time they have visiting this restaurant Customer 1 Cheaper lunch 78% 4 years Customer 2 Near to place of work Lunch & Dinner 87% 2 years Customer 3 Loves Indian meals Lunch 80% 5 years Customer 4 Offer good services Dinner N/B Not yet 3.0 Competitor Analysis Competitor one: Darden Restaurants This is one of the main competitors. The restaurant is situated just few meters from Broadway Tandoori restaurant. Of the many customers that were interviewed, the main reason they prefer this restaurant is the price. Their prices are generally lower than many other restaurants around. The reason they have succeeded in this is because of their ability to cut down costs. They have successfully been able to lower their costs over the previous years. This is because they have an outlet of their own that supplies them with most of the raw food. Competitor two: Western Sizzlin’s It is also located few meters from Tandoori restaurant. They have been in operation for the longest period as compared the restaurants in this region. Therefore, this is one of the competitive advantages it has over other restaurants. Its preference by customers is based on the fact that they offer diverse meals. Their meals are from several cultural backgrounds. 4.0 Market Place Analysis Customer interface refers to the medium in which information flows between the service provider or the seller and the customer. This avenue enables the flow of information that is essential in the progress of the business. At the end of it, there need to be customer satisfaction while at the same time the necessary returns to the owner (Daman 2006, p.48). For Tandoori restaurant, the main customer interface is face to face. It is the best and most effective for a restaurant. Besides the face to face interface, Tandoori restaurant can also utilize the social media. Facebook can be used as an avenue for customers to post their comments and complains. The administrator should be charged with the responsibility of responding to these issues. 5.0 Competitive Advantage Evaluation For Tandoori restaurant to be competitive enough there is need to gauge the way forward concerning the strategies of the competitors. One way of approaching this issue is finding the solution to the cost issue. The high costs have made it hard for this restaurant to slightly lower its prices in order to be competitive enough. This requires an analysis into the factors that have led to the increase in costs of operation (Daman 2006, p.71). One of them is the high cost of raw food. This needs a review on the suppliers of the raw food used in Tandoori restaurant. Cheaper options should be considered carefully. At the same time, there is a huge need to review the salary and wage structure of all the employees. One of the options available in relation to this policy is to divide responsibilities so that these employees do not need to work for the whole day (Malhotra & Birks 2005, p.262). This is because most of the employees at this restaurant are idle during off-peak hours yet they are paid for it. Off-peak periods in this restaurant are almost half of the working hours per day. The work should be apportioned in a way to give room for only few workers to be present during off-peak hours. With the adjustment in working hours, it becomes easier to lower their salaries to meet the required standards. Besides, there is also need to take customer feedbacks more seriously. Customer feedbacks should be taken with utmost seriousness and urgency in order to effectively make the necessary adjustment in favor of the customer. 6.0 Strategy Evaluation The market strategy to be adopted by Tandoori restaurants is the penetration strategy. The focus is going deeper into the existing market with the existing products. The focus is to increase customer base and market share of current goods (Salant & Dillman 1994, p.58). This will be achieved through more dedicated one on one selling. The restaurant is also looking forward to dominating the markets. Similarly, the restaurant is focused on increasing the consumption rate by the current customers. In order to succeed in the penetration strategy, there will be need to adopt more of defensive and less of attacking tactics (Malhotra & Birks 2005, p.280). This is because the main objective is to maintain or increase the market share. Because the business is not planning to venture into new markets, the major focus would be to defend existing markets. This will entail special offers and promotions in order to make sure the customer loyalty index does not go down. All these will be directed at ensuring we have more and more loyal customers. There shall also be some promotions aimed at drawing new customers (Daman 2006, p.67). These will require monetary resources. From the current budget, the restaurant will have to set aside some funds to facilitate these promotions. At the same time, short loans are also an option in a situation where internal resources are limited. All these are to be done in the interest of ensuring our market share remains strong. 7.0 Plan Implementation The success of these strategies is dependent on many stakeholders. First it will require the commitment of all employees. They need to deliver their best in order to realize good returns. At the same time it will also demand the utmost commitment by the managers. Managers should effectively discharge their duties. This includes overseeing all major activities of the restaurant to ensure efficiency and effectiveness is what is driving the business (Daman 2006, p.75). With efficiency, the business will be able to minimize unnecessary costs and expenditures. This will ultimately be essential in overall goal of cost minimization. The importance of commitment by employees is because they are directly in association with the customers. Therefore, how they relate with customers will either build or destroy the name of the business. This therefore will force the management to train the staff on the required etiquette (Salant & Dillman 1994, p.61). This is to ensure the best services in the move for the restaurant to build a strong customer base. To motivate these employees, necessary performance reviews shall be conducted on a regular basis in order to reward the best employees. This will ultimately boost their morale. 8.0 Plan Measurement, Monitoring and Adaptation The effectiveness of these strategies shall be assessed on a regular basis. A report must be prepared on monthly basis after a review has been carried out. This will be done by external assessors. They will carry out an analysis on the response of customers. This can be analyzed through looking at the trend of return customers. The focus will be to find out if there is an increase in return customers (Daman 2006, p.88). Of every day’s customers, how many are returning customers? They will also analyze the comments made by the customers over the period. The focus is to assess the issues of concern by the customers. At the same time, these assessors will inquire of what the response of managers have been (Malhotra & Birks, p.265). At the end of it, the proportion of complaints that were attended to must be analyzed. Besides, they will make an inquiry into why the other complains were not attended to. Are they beyond the limits of this restaurant? Is there anything that could be done to improve the situation? All these information shall be given to the managers who will forge the way forward of the business. Summery The success of a business is founded on the proper utilization of the information at their disposal. This is the main reason research are carried out. The information carried out about Tandoori restaurant is important in designing its strategic plan. This includes the focus on the mission of the business in meeting its vision. This also involved the evaluation of competitors’ strategies and laying counter strategies. After implementation, necessary evaluation and monitoring is important in analyzing if the business is meeting its objectives. References Doman, D 2006, Marketing Research Made Easy (Self-Counsel Business), Self-Counsel Press, North Vancouver, p.45-93. Malhotra, N.K, & Birks, D.K 2005, Marketing Research: An Applied Approach- European, Prentice Hall, Edinburgh, 255-287. McDaniel, C & Gates, R, 2009, Marketing Research Essentials, Wiley, New York, p.98- 145. Salant, P, & Dillman, D 1994, How to Conduct Your Own Survey, Wiley, New York, p.56-66. Read More