Strategic and operational transformation of well-known restaurant

Strategic and operational transformation of well-known restaurant

F&B – Managerial and operational improvement

Strategic and operational transformation of well-known restaurant – Strategic, operational, management and process improvement through a complete turnaround by HYLMAN.

The client and context:

  • The client operates in the restaurant, food and beverage sector.
  • The client has been in business for more than 30 years and has a well-known brand.
  • Its customers are usually repeat buyers with a preference for quality traditional food.
  • The customer faces problems with its management, day-to-day operations and low-cost competition.

The challenges:

  • Rising level of new entrants in the region with low-cost economic direction.
  • The tendency of customers to spend less while the cost of goods increases.
  • Ethical obligation to meet the needs and demand of long-term repeat customers, commercially and qualitatively.
  • Low level of micromanagement and supervision.
  • High level of restaurant staff turnover for many reasons, notably workload, stress and trust issues.

What have we done:

  • We analyzed the differentiators of the restaurant, which were the most profitable products and the ranking of the products in terms of customer preferences.
  • We closely observed the operation of the restaurant for some time to understand the details through the way of management, the behavior of the staff and the level of service.
  • We researched the services provided in terms of speed of service, quality and customer experience.
  • We interviewed and surveyed repeat and new customers to understand their preferences, strengths and weaknesses.
  • We investigated the staff functions behind the service rooms, mainly the kitchen, warehouse and food processing rooms.
  • We analyzed the area in terms of seating arrangements, takeout customers, home delivery systems, average wait time and average seating time per table.
  • We explored periods of high traffic and demand (weekends, holidays, holidays, sporting events, seasons).
  • We analyzed the company’s marketing habits and how they attract new customers, compared to competitors.
  • We analyzed the complete product cycle and value chain, from supplier to customer.
  • We analyzed the company’s finances to understand where the main problems are that prevent the optimization of returns.
  • We explored areas for improvement.

What we achieved:

  • A complete turnaround in terms of strategy, operations, management and marketing.
  • Changed the approach to become more customer-centric.
  • Increased new customer acquisition, improved customer satisfaction and increased repeat customer retention.
  • Positioned the company for higher differentiation and authenticity against competitors.
  • Streamlined management and staff, achieved cost savings, improved sales and achieved higher returns.
  • The bargaining power of suppliers decreased and the position of customers strengthened.
  • Increased uniqueness and authenticity.
  • Lower employee turnover, improved morale and better supervision and control.

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