Business Analysis: Sonny's Barbeque Restaurant

While this region’s high population offers a great deal of potential for Firehouse subs, it will also be difficult to penetrate the market. This is because with a heavily populated area, such as one of the numerous cities in this region, has been saturated with restaurants. Many would think of direct competition from Subway or Quiznos, but there are other forms of competition within the restaurant industry. To gain a foothold in this region, the company will have to differentiate itself from the competition. The most relevant piece of information

The strengths of the business would be having knowledgeable, trained, educated, and experienced staff. Lavish décor and great food and prices will add to those strengths. Location that is easily accessible and close to home for most of the guest. The restaurant would offer discounts to the college students and the travelers that are passing through, having a good reputation will be a strength and help build clientele. According to the data there is no other restaurant in the area with the same concept. The weaknesses of the business would be targeting multiple segments and trying to satisfy all of their wants and needs. Another weakness would be trying to keep the restaurant as trendy as possible but would be difficult with the changes in trends, what’s hot today may not be the next. The area is not completely in need of the type of restaurant and lounge in mind, therefore getting people to be open to and supportive of the idea is a concern. Poor reputation among customers by not giving a good first impression or not meeting their expectations would be a weakness for the company. Other weaknesses may include high costs, lack of access to key natural resources and distributors. The opportunity is that because of the current recession it would be the optimum time to open a business that would create jobs. Restaurant space can be negotiable and very

Chick-fil-A is one of the most successful fast food restaurant establishments in the country. With over 1,300 locations in 37 states in the Southern U.S., they continue to grow the brand by expanding to new territories (Chick-fil-A Company, 2009, para 1). In 2008 Chick-fil-A has seen a 12.17 percent sales increase over the chain’s 2007 performance and a same store sale increase of 4.59 percent (Chick-fil-A Company, 2009, para1). Throughout the years Chick-fil-A has come up with many innovative ideas to continue expanding business and satisfying their loyal customers. One of the ideas was to offer different types of restaurant set-ups to cater to customer’s needs. The different restaurant set-ups include mall/in

How may I serve you? This is the greeting everyone gets when they dine at a Chick-fil-A restaurant. The company's relentless pursuit to build relationships with its customers goes beyond chicken sales. As a leader or manager, scanning your organizations external environment for opportunities and threats will assist in keeping employees motivated and the customers loyal during turbulent times. This paper will evaluate the external environment of Chick-fil-A, determining the extent to which opportunities exceed threats, or threats exceed opportunities.

Castle’s Family Restaurant has eight restaurants in the northern California area with approximately 300–340 employees. Most of the employees are part time, with approximately 40% of them full time. The operations manager, Jay Morgan, also acts as the HR manager and travels to each location each week to take care of scheduling, recruiting, hiring, and answering questions for the employees as needed. He also takes

Through analysis of the mean and median values for student populations near store locations, we determined that student population is a significant factor in determining pizza restaurant profitability (Table 5.). On average, the larger the student population near Crusty stores, the more potential there is for earning higher monthly profit. When sorted by amount of monthly profit, the highest earning stores have student populations that are, on average, nearly twice as large as the populations by the lowest earning stores. Data consistency is in question for all quartiles for this factor , except the top quartile which is in the “good” consistency range. (Gardner, 2012).

Although the restaurant industry is perceived to have high risk of failure, the risk of a restaurant failing is not too different from other small businesses. Parsa et al. quantified the risk of failure at 26% in the first year and 57% by year 3. He also described several factors that can influence the risk of failure. Those include physical location, firm size, speed of growth, differentiation from other restaurants in the market, adapting to external trends, and management experience. In terms of location and differentiation, Paul’s bar will be located in a new development designed to attract affluent customers and with very few competitors. Paul’s small firm size increases risk because of barriers to attract partners (i.e. suppliers and bankers are prejudiced against smaller firms) and growth that may be too rapid to manage. On the other hand, Robert already has experience in the restaurant business and should know how to run the bar and subsequent restaurant. Their choice of a piano bar may be in response to local trends that favor success.

Typically, consumers go out to eat not only for good food, but we also expect good services, fresh ingredients, proximity, and an atmosphere to match. My client is The Varsity Club Tavern in Morgantown, WV. Usually just referred to as The Varsity Club, but the tavern part gives a little hint to the overall feel of the restaurant. As you may know, taverns are places that sell beer and other beverages and some of the time food. The Varsity Club offers an extensive beer selection and

Some of the key reasons for the dismal profits are primarily due to lack of control, and inexperience from both Julie and Mary, the co-owners and managers of Café Bijoux. The reasoning behind this claim is that a business that is not seen profitable is usually not. In addition, a real restaurant sign is not up and visible. A sign is a major gateway to success in a busy congested market which sees more than eleven businesses surrounding a one km radius. However, Julie and Mary have been awaiting the funds to put up a sign, which has seen negative results due to lack of

...................................................10 Alternative 3 – Review Existing Locations..........................................................................................11 Alternative 4 – Expansion through Franchise Operations.....................................................................11 Alternative 5 – Expand Catering Segment ...........................................................................................12 Recommendations and Action Plans .......................................................................................................12 Recommendations ..............................................................................................................................12 Action Plans .......................................................................................................................................13 Contingency Plan ...................................................................................................................................14 Attachments ...........................................................................................................................................15 Exhibit 1.............................................................................................................................................15 Exhibit 2.............................................................................................................................................16

Darden Restaurants owns a number of specialty brands that are located throughout the United States and Canada. These include: the Olive Garden, Red Lobster, LongHorn Steakhouse, the Capital Grille, Bahama Breeze, Seasons 52, Eddie V's Prime Seafood and Wildfish Seafood Grille. The company has 2 thousand locations and they employ 135 thousand people. Their primary markets are middle class to affluent families. ("Our Company," 2012)

Demo’s BBQ is a small family- owned business which sells premium brisket and pulled pork sandwiches accompanied by a wide variety of slaws to top your sandwich. Demo’s BBQ currently runs with 8 employees, these employees face a variety of scheduling challenges as most of them are soldiers working second jobs, add to this that at times some of these employees are in the filed or even deployed overseas. The intent of this plan is to focus on ways the company can grow not only in regards to the business itself, but also in regards to customer relationships as well as with developing and implementing new products and opening new store locations.

For this Business Strategy Report, I have selected a restaurant chain named Nando’s. It was established in 1987 by two friends, Fernando Duarte and Robert Brozin (Nando’s.com, 2017). Although being a South African brand it has Portuguese influence and the restaurant chain depicts these designs. Nando’s specialty is flame-grilled chicken spiced with their unique selection of marinade sauces and spices ranging from mild to extra hot and for those individuals not into the hot stuff, there’s a lemon and herb option. It also has other selected food options to choose from in their attractive menu. Its niche market is working middle class male and female customers who enjoy spicy food and casual dining. It also caters for kids and families.

The cost factor is one of the major concerns for Benihana’s growth. Each new unit costs $300,000. In order to reduce the startup cost, Benihana must find revisit its operating model and re-evaluate what is the most important to the customers. Looking back at exhibit 4, majority of respondents valued quality and taste of the food, service and preparation of food. These are the qualities that truly separate Benihana from other restaurants. Changing Benihana’s staffing model, including training, and the use of materials and labor from Japan, will most certainly minimize new unit cost.

Bruce Melhuish has finished his first year as a franchisee of Sunset Grill and has had some difficulties. He is staying focused on differentiating his restaurant due to his clientele. Bruce’s Business-to-customer experiences create added value by engaging and connecting with the customer in a personal and memorable way. (Fitzsimmons, Fitzsimmons, & Bordoloi 2014). He has done this by deviating from the franchise model by adding personal touches to the restaurant such as a unique set of salt and pepper shakers, serving a small