Go Sushi Case Study

3002 WordsOct 28, 201313 Pages
Executive Summary This report analyzed and exposed the issues facing Go Sushi, a small franchised retail enterprise in the take away food industry. The information received is based on interviews with owner and innovator Luigi Bertolacci, and research in to the external and internal environment related to Go Sushi and the take away food industry. Go Sushi first opened as a sushi train in 1999 and a further 4 trains were opened in the next 6 years. In 2006 the company’s business model was re-written and the sushi trains were transformed in to cabinet sushi take away shops, then by 2010 there were 32 franchises Australia wide. The key business issues and challenges were then identified. It was found that most of the…show more content…
so by having a healthy take away option in food courts with limited options attracted customers. 2.3 Growth of the Business The company has grown significantly and increased profitability since Mr Bertolacci started it in 1999. Mr Bertolacci believes that this is largely due to the business model. It is easy and accessible and doesn’t require a lot of training, there are large profit margins due to the nature of the product and the model was prepared for rapid growth. All this combined with the ability to adapt has ensured comfortable growth. 3.0 Current State of Business 3.1 Vision To become the Largest sushi franchise in Australia and gain international growth throughout Europe and Asia. 3.2 Mission and Business Objectives Go Sushi has and always will, provide to its customers the freshest, tastiest and best quality take away sushi in a friendly and hygienic environment. Our commitment to detail, quality and service assures our customers a superior product which is consistent and of the highest quality. Go Sushi will continue to carry this same promise throughout our ever expanding franchise/retail outlets. 4.0 Identification of Key Business Issues and Challenges Most of the challenges of Go Sushi arose from franchisee issues including taking on franchisees that did not have the skills to run the businesses, being to generous/lenient with franchisees and taking on franchisees that did not have sufficient capital. This

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