HAT 205 Food and Beverage Management: Proposal to Improve New Dining Experience

Everybody has a favorite place to eat. Eating out can be a very pleasant experience or a disastrous one. People are free to choose from a wide range of different restaurants where to spend time and have a meal. Although, not all restaurants are the same and each has different characteristics regarding class, interior, cuisine and service. This paper provides a comparison of 4 different restaurants (fast food, casual, upscale): McDonald’s, Panda Express, Applebee’s and Delmonico’s.

Food is a basic need for everyone. Although many people prefer eating at home, many others will look for new places to dine in for a change. It is usually hard to find a table in famous restaurants unless you have a previous reservation. Famous restaurants owners enjoy a deluxe existence by having a better chance to meet important customers. The success of a restaurant depends on providing quality food and friendly atmosphere. Once customers like a certain restaurant they will usually revisit. Customers’ satisfaction is also an important element of success. Therefore, responding to customers’ needs could lead to outstanding results. Consequently, an efficient managerial approach could help a restaurant to provide both the high quality of food

This paper will introduce a product and service which operates in the U.S. with the intent to expand within foreign markets eventually. The service that I chose is a current service in the food service industry that does exist but would benefit from enhancing it; there are market trends for the new service that would definitely satisfy potential customers’ needs and wants once the idea is brought to their attention. The goal is to bring the feel of the city’s fine dining and lounging experience to areas outside the city without having to travel far or spend more. The service is an

The moderate growth rate of the restaurant industry results in many competitive rivalries and the nature of business allows customers to switch freely. Therefore, among porter’s five forces, the pressures from substitute products tend to drive the most competition in the restaurant industry today (Restaurant 2015). In addition, restaurants face the threat of customer’s ability to choose other leisure activities such as going to the movies, bowling, or other social outings (Restaurant 2015). To effectively compete under such conditions, restaurants are heavily investing in brand building to create customer loyalty. Another trending strategy used to increase customer returns is servicing beyond food and beverages; restaurants are heavily investing in providing individualized, memorable and entertaining

The nature of the products and services provided in the restaurant industry are based on customer satisfaction with the food and services that each location provides. Providing a selection of delicious and well-presented food made with quality ingredients that are simple and good tasting is exactly what the customer wants. Most customers go to restaurants to meet with others socially in a friendly environment. Making sure the restaurant is clean, attractive, and the décor is consistent with the food and restaurant’s image and making sure the waiting staff knows that it is ok to allow customers to linger adds to

The auxiliary services units on campus are: concessions & vending, dining services, Eaglecard Office, Eagle Trace Gold Course, Environmental Health & Safety, Laundry Services, University Bookstore, and University Postal Services. All of the units receive funding from the general budget; however, some of them also generate funding for the institutions. The University Bookstores actually funds other projects on the campus as well. Dining services has been outsourced to Aramark, but they also provide a revenue to the university through meal plans. We provide free laundry services to students, but this has also been outsourced.

It is hard to imagine that after the financial crisis swept across Europe, many great transitional enterprises had to face collapse and bankrupt while the luxury goods industry become more prosperous. Recently, the French luxury goods group LVMH announced their recent business condition. The volume of the first week in October had incredibly increased by 12% the previous week. The Hermes Corporation also said that in order to meet the increasing number of market demand, it would open 15 branch stores in the latter half of the year. These aroused some fierce debates, the public held a skeptical opinion towards the questions: How can the luxury companies maintain their positions? Why didn’t they strike down by financial crisis?

This behavior brings competitive advantages to the European luxury brands. Moreover, customers in different countries have different purchase behaviors. For instance, some countries’ customers are willing to move away from common recognized brand, because they want to purchase more exclusive products. Furthermore, because of the increasing speed of globalization, people are more likely willing to travel between different countries. These travelers will buy luxury good during their trips. In fact, Chinese tourists contributed over one third of sales in Europe. The luxury goods industry should notice to adjust the actual demand between local people and tourists in Europe

Key managers that can run each business independently but with a group vision are also part of the equation. Additionally the luxury industry is strongly dependent on tourism which is influenced by economy trends. The 9-11 events and the global economy slowdown have had a great impact on the industry. Finally huge investments were done to win strategic position, having an important impact on revenues. Appendix 5 is an example of the proportion of cost and impact on revenues and the stock performance.

Regardless of the rising standard of living globally, individuals are not falling short of wealth. In accordance with Synovate, on the list of world’s largest research firms, affluent clients across Asia-Pacific possess huge spending power both in bad and the good times (Business Review, 2010). Seeing that Asia-Pacific basks in prosperity, midst classes drove the tourism industry up by double digits inside the region (The Straits Times, 2011). In accordance to The Business Times (2009), a research finds that people who earning income above average has got greater expectations when dealing with services quality. Shangri-La, five star hotel possesses the ability as well as experience to fulfill the needs in this market segment and offers the clientele together with service over and exceeding the

At Ritz-Carlton, electronic databases are used to track guest’s preferences and tastes enabling them to provide express check-in for their regular guests. Legal and political conditions, such as war or political strife between countries, limit international travel which can have a detrimental impact on international locations. In addition to these extreme circumstances, legal restrictions, such as zoning restrictions, may force Ritz to limit the height or size of their hotels in certain regions. Specific international events, such as the current economic recession, have had major impacts on the demand for luxury accommodations. Lastly demographics play a role in site location for a luxury hotel. The population surrounding a hotel can often dictate the type and amount of clientele the hotel will receive. (Exhibit 1)

Food is the key component of life and the way you consume it tells a lot about your culture, ethnicity and taste background. Communities in India eat with their hands, Europe usually uses full on table setting while in Japan chopsticks are the main utensils. It is extremely unusual for someone to imagine how would it look like to eat a meal without the vision component being present while doing this everyday routine. Many people believe that the sense of sight plays an immense role in the dining experience but that is not completely true, on the contrary touch is the crucial element that guides you through the dining experience. So, after the given information above would you dare to dine in the dark where your eyesight is completely gone during this ninety-minute journey?

The closing of a factory in Thailand one year after its opening – because it lost out to other low-cost producers in Indonesia – was the last straw for Ho, who then realized that a low-cost strategy was not only difficult to follow but would also lead nowhere. Determined to craft out something proprietary that would allow the company to become a price maker rather than a price taker, Ho decided that building a strong brand was the only way for him to maintain a sustainable competitive advantage. The idea of entering the luxury resorts market was inspired by the gap in the hotel industry that giant chains such as the Hilton and Shangri-La could not fill. There existed a market segment that wanted private and intimate accommodation without the expectation of glitzy chain hotels. This was fueled by the sharp price gap between the luxurious Aman Resorts and other resorts in the luxury resorts market. For example, the Amanpuri in Thailand, one of Aman’s resorts, charged in 2004 a rack rate for its villas ranging from US$650 to over US$7,000 a night, whereas the prices of other luxury resorts, such as the Shangri-La Hotel and Phuket Arcadia Beach Resort by Hilton in Thailand were priced below US$350. Noticing the big difference in prices between Aman Resorts and the other resorts in the luxury resorts market, Ho saw potential for offering an innovative niche product that could also bridge the price gap in this market.

The organization has explicitly kept this advantageous environment over other organizations by improving its service capacity. Additionally, the organization ensures that it stays ahead of its rivals by engaging in research and development that focuses on luxury products and markets analysis. The Ritz-Carlton hotel uses data from its research to predict the future of the industry; therefore able to dictate what and how the market will trend in the foreseeable future. Another factor that keeps the organization’s advantage over its rivals is that while rivals tend to become a hotel brand in the industry, Ritz-Carlton has rather position itself to be a leader and lifestyle brand that constantly develop new properties and ensure that customers live the culture of the hotel. The final factor that has kept the advantage of the organization intact is the culture of trust that exists between the management and employees. The leadership of the hotel lives and communicates the organization’s value to its employees who in turn satisfy customers in a way that they often anticipate a return visit. These are some of the reasons that the Ritz-Carlton hotel continued advantageous environment over its rivals has persisted in the hotel and resort industry (Reiss,

The paper presents an analysis of the different factors influencing the restaurant industry and how these factors increase or decrease the demand for such services. The hypothesis that will be examined is that the performance of restaurants is mostly based on the type of food chosen by customers when they decide to go out for dinner, lunch, breakfast, or simply for a snack. What type of food refers mainly the nationality or concept of the food, (traditional American, Italian, Indian, Latin, or from any other type of culture). This factor is important because when customers go out to for dinner; they decide what to eat before deciding where to eat. That is why this factor is considerably important according to the hypothesis.