Restaurant Case Study

2589 Words Mar 31st, 2012 11 Pages
Moviante Restaurant Case Study

SMHM 5280

October 11, 2004

Introduction This proposal is intended to pinpoint the problems and introduce actions or solutions for the active restaurant operator-owner and manager who are involved in the Moviante Restaurant. The analysis is divided into four parts: (1) problem identification, (2) causes of the problems, (3) solutions to the problems, and (4) recommendations. Additionally, there will be a complete discussion on problem solving designed to avoid future, foreseeable undesired outcomes.

Statement of the Problem

Mark Jaslow, the manager of Moviante, described that the business level in the spring and summer of 1998 was booming. However, from November on, business began to
…show more content…
Further, Moviante served much the same menu for lunch and dinner, only portions and prices were different. The menu was not created in such a way that can attract new customers. These all shortcomings would bring in the restaurant’s menu problem. Causes of the Problems

There are a lot of symptoms stated and occurred at the restaurant. To make sure that these symptoms really cause the problems, it is necessary to verify each symptom closely. The problems stated earlier are involved with operating loss, advertising and promotion, target market, and menu. The following are those that cause the restaurant problems. 1. Management – the restaurant began to decline in sales revenue, incurring operating loss since November 1998. Obviously, this loss happened right after Mark Jaslow was promoted to be the manager of Moviante. Jaslow had been employed as a cook in New York City for the past six years and was just finishing his Hotel and Restaurant management degree at Cornell University. He was originally hired as the cashier/assistant manager in March 1998. He who has very few months of management experiences, are now responsible for all areas from the front to the back of the house. It would be problematic for a job that used to have two persons (Schore and Quinn as a co-manager) responsible for transferring to a job of one person. Perhaps, job overloading can result in an ineffective performance. It is also known that poor organizational
Open Document