IPO Project –Chipotle Mexican Grill, About company Chipotle Mexican Grill, Inc. and its subsidiaries has operated 1,084 restaurants in the United States, two in Toronto, Canada and one in London, England till December 31, 2010.Over the past five years, company has experienced grown up greatly and substantially, and expect to their big rally of 2011, new openings between 135 and 145 restaurants are expected to operate in 2011. Chipotle is working to change the way people think about and eat fast food by looking to fine-dining restaurants for inspiration. Chipotle use high quality ingredients, classic cooking methods to make good tasting food, have top performing people to take care of each customer, and make restaurants operationally
Castle’s Family Restaurant Business Plan: Stage I Franco Pacheco HRM-340 Prof. Ficken Devry University January 8, 2013 INTRODUCTION We have been approached by Mr. Jay Morgan, the Operation and Human Resources Manager for Castle Family Restaurants; an eight restaurant chain with approximately 300-400 employees, located in Northern California. Mr. Morgan travels each week to each of the eight restaurants to perform his functional payroll responsibilities, oversee and manage employee’s functions. Mr. Morgan would like to reduce his travel time mainly due to the gasoline increasing costs. We as a Human Resources Consultant can help Mr. Morgan to improve his HR tasks in order to eliminate some of his traveling time allowing him to do part of his HR tasks from his office. BUSINESS ASSESSMENT Mr. Morgan is the Human Resources Manager for Castle’s Family Restaurant based in Northern California, which has
By far, the restaurant has the most locations in the fine dining steak house industry category beating its closest rival by nearly 30 locations. Enjoying its success, The company decided to go public with an IPO offering in 2005 that raised over $154 million in new equity capital. As expected, the company now faced high expectation of increasing share holder equity through expansion and profitability. Dan Hannah, vice president of business development was responsible for development of a new business strategy focused on continued growth of the company owned restaurants as well as franchisee owned. He saw major opportunities in expanding abroad and regularly fields inquiries from prospective franchise owners around the world.
This saves time significantly in the food, sauce, and oil preparation area, and provides more space to customers who are getting their food prepared. • Add more tables for more people to sit in the empty spots close to the entrance. This will allow having more seating in the restaurant and bring in more customers in busy days. Control & Feedback: • A weekly meeting will be arranged to evaluate how much time it will take for customers to have their food prepared in the new proposed design. • The management will keep Monitoring the restaurants progress and financial costs.
* About 81,000 permanent staff * 288 Waitrose branches * 39 john lewis branches * Annual gross sales of £8.7bn * John spedan lewis set up the partnership * His combination of commercial acumen and corporate conscience, enables the john lewis partnership to be as successful as it is today * Won retailer of the year in 2011 * Waitrose Has a market share of 4.2% * AN EXAMPLE OF EXCELLENT CUSTOMER SERVICE * My parents had bought a table from John Lewis * Unfortunately during transit it was damaged * The John lewis delivery team apologised and instantly called their manager to arrange a second delivery for the table. * We had a phone call about a day later from a John Lewis furniture manager apologising for the inconvenience and offered a discount off of the cost of the table. He also told us that he had arranged for the table to be delivered to the store first to be
Competition is very intense in this industry since different dining options are all over the place. Because of this there is no one company that has the market cornered. The growth rate of this industry is high with new restaurants popping up all over the place all the time. The biggest characteristic of this industry is the degree of product differentiation. Each restaurant tries to make themselves different from their competitors by the products that they offer.
For example those calls might be a reservation, an employee calling in sick, an employee switching shifts, or Bruce our top dog manager who works in Omaha. The paperwork he does is usually business related or it's the "who's who" (sheet of paper that tells the hosts who is all working for the day or night) he's filling out. A regular day for Jared is like a roller coaster ride. Throughout the day, Jared goes to every table to talk to them to make sure their dining experience was excellent. While working Jared has to maintain the front of the building (lobby) and the back of the building (kitchen).
But behind what the casual observer see is a very complex company with the capacity to deliver millions of packages to millions of addresses around the globe overnight. Throughout the course of virtually every day and night, FedEx mobilizes its army of 280, 00 employees 80,000 vans and trucks, and 684 planes to get the job done. For FedEx, getting the job done means managing quality 24 hours a day, with a watchful eye on customer expectations. The company’s goals are simple: 100% on-time deliveries, and 100% accurate information available on every shipment to every location around the world. Although these sound like far-fetched goals, the company goes to great lengths try to make them a reality.
This hospital has some challenge in their operational process especially in estimation of required quantity for food and beverage items. SITUATIONAL ANALYSIS On daily basis, the F&B Division had been preparing food items that were more than 20 % in excess of the quantity that was estimated based on previous experience. There are 45 plate/servings of rice were left over after dinner service one day; the consumption of rice for dinner that same day was 75 plates/portions. Food was prepared for around 230 in-patients daily for breakfast, lunch and dinner. And they ordered food from the menu given to them every day, for breakfast they were taken the food order the day before and for lunch and dinner were taken in the morning.
Every customer has a value to an organization and every customer has a price to that organization. Customers are the lifeblood and source of revenue to a business (O’Rourke, p.275). Dr. Wallace’s family had a genuinely unpleasant experience in an Olive Garden restaurant with the customer service. On a Tuesday evening in Mishawaka, IN, Mr. Wallace, his two young daughters, and his disabled father arrived at the establishment at 8:15 p.m. for supper. The restaurant is usually open until 10 p.m. during the week and 11 p.m. on the weekend, so 8:15 p.m. was a fairly decent time to arrive at the restaurant for supper.