Restaurant Business on an Example “Benihana Restaurant” Essay Example
How many additional customers can Benihana service with batching?
First of all, it was obvious from the first glance that batching strategy was the right one, as it was profitable. On the contrary, the non-batching strategy it was not profitable and there was a loss of $ 201. 58. This is due to the fact that batching allows the restaurant to use fewer chefs which lowers the fixed costs maximizing the profit. We can also notice that in the cases of batching versus the cases of non batching there was an increase in the revenue from the dining room whereas there was also a decline of the revenue from the bar.
This shows that the dinner room is the source of profit and our goal must be to maximize this part of the business. In the batching scenarios the maximum number of cu
...stomers served was 112. On the other hand, in the non-batching scenarios, the maximum number of customers served was 83. So, the additional customers that Benihana can serve with batching is (112-83=) 29.
In the night-run when we have the maximum profit, there is also the maximum average utilization of the dining room, which is equal to 67. 9%. in the same way, the night-run with the higher loss, there was the minimum average utilization of the dining room which was equal to 40. 03%.
What is the impact of batching during peak and non-peak periods?
The peak hours are between 7:30 and 9:30. During this two (2) hours there is always a period in which the dining room operates in full capacity (112 customers) and the bar is also near capacity, which means near fifty five
(55). Batching helps reaching capacity in dining room during the peak hours. On the other hand, there is the disadvantage of losing customers during the non-peak periods, in which the time needed in order to complete batches is more than the waiting time that customers are willing to spend.
What is the optimum size of the bar for maximum profitability?
The maximum profitability that can be achieved is $242. 38 on average with 79 bar seats and 11 dinner tables. The maximum night profit in this scenario is $ 476. 51. This night there was also increased dinner table utilization to 77. 6% which resulted in dinner revenues of $2,890 and bar revenues of $1,159. Even though dinners bring in more revenue than drinks, as we also saw in challenge 1, our analysis showed that maximizing the number of dinner tables increased our fixed labor costs. This led us to believe that using more bar seats was the way to go to increase nightly profits.
What is the optimal dining time across an evening?
In the Benihana restaurant, diners normally take approximately 60 minutes. As proved from the different simulations, the optimal dinning time is 45 minutes for pre-peak period, 45 minutes for peak period and 75 minutes for post-peak period, which maximizes profit to $220 on average with the maximum profit reaching $594. 10 in one night. This also resulted in having only one (1) lost customer on average and maximizing the dinning room utilization to 63. 85 for the most profitable night.
How do marketing efforts affect operations and profitability?
The best advertising scenario was to invest 0. x normal budget, run “Happy Hour” promotion
and open the restaurant one hour earlier at 5 o’clock. This scenario led us to an average profit of $458. 07 and a maximum nightly profit of $851. 31. This is because the advertising campaign also raises general awareness and “Happy Hour” together with one more hour of operation increases traffic, while discount promotion would increase traffic by decreasing profitability at the same time. Finally, if we had a very high advertising budget we could not cover it to increase profitability under the given data of capacity of the restaurant.
What is the impact of more complex forms of batching?
The best scenario is to have tables of 8 from the opening until 8pm and tables of 4 to 8 from8pm to 10:30pm. This is the most profitable scenario with an average profitability of $126. 06 because we become more flexible between the middle of peak hours until the closing of the restaurant. This is the period in which flexibility is requested, as we had the bigger problem of losing customers because of the not reaching the requested number of filling a batch. The average utilization remains almost stable, at 57%.
Experiment with different combinations of decisions. The combination of the best alternatives from the previous challenges seems to be the among the most profitable ones at $507. 72, while there is a slight improvement of $3. 67 in profitability with a change in dining times (50 minutes – 45 minutes – 60 minutes respectively). What changes between the different scenarios is the number of drinks served. We need to serve less drinks for the same number of dinners served. This will lower our costs and will
be achieved through decreasing the waiting time between bar and dinner room.
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