Benihana of tokyo essay

The key big difference was the manner in which food was prepared. In the period period of the situation Teppanyaki design dining was unknown in the usa. In this version, food was prepped desk side with a chef rather than kitchen in back. From this setup, customers were amused with a “dinner show” and were able to see their (foreign/exotic) meal being ready, something which Rocky Aoki believed would alleviate some of the concerns Americans held for “exotic foods.

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The Benihana strategy also brought about guests to appreciate the benefits of having ‘made-to-order’ items instead of ‘made-to-stock’ without the larger costs associated with that level of service.

From a customer-focused point of view, the more intimate the experience or relationship among provider and customer, the perceived worth gained in significantly increased. Benihana surely could provide a exceptional, high quality food at a great perceived worth.

_EXAMINE THE AVAILABILITY SYSTEM IN MORE DETAIL. WHAT ARE THE DESIGN OPTIONS WHICH GENERATED OPERATING EFFICIENCIES? _

The hibachi desks in food production brought about the back kitchen to be significantly smaller than a normal restaurant.

Relative to total floor space, this design essential only ~22% of the cafe to be utilized as the prep kitchen as opposed to ~30% in a classic kitchen. This kind of allowed for much larger utilization of the restaurant building (a set cost). To be able to serve an increased number of buyers as compared to classic restaurants using a similar sum of total floor space allows Benihana to push efficiencies including scale economies (the even more you make the cheaper every thing gets).

The teppanyaki design restaurant as well allowed for the reduction in labor without sacrificing customer care. The customers will be being interested and taken care of by their gourmet for the majority of their dining experience. In this set up, a crew consisting of a chef and a waitress can serve two tables of eight and still provide an “unusual amount of attention. “

Because of the higher efficiency in the staff to deal with customers, we would infer added (profitable) rewards. This model likewise eliminates the task of servers and waitresses bringing food out to the tables (with the exemption of the straightforward appetizers of salad and soup) as it’s brought out uncooked and then served by chef, that way the wait staff can better focus on choosing and offering drink purchases. If this assumption were to hold the case, the eating places are able to offer a higher ratio of beverages to meals which improves profitability. Meals generally costs about forty percent of the menu price, as opposed alcoholic drinks cost around 20% of selling price and soda only 8%! (1, 2, 3).

The “golden ratio” of restaurant food service is definitely 45: fifty-five food to drink sales (4). This is the focus on that restaurateurs try to attain. Benihana was able to achieve a 30: 70 food to drink product sales ratio, a thing that would be extremely enviable for virtually any fine cusine establishment. This kind of evidence facilitates the aforementioned inference.

Rocky as well made it a point to have a very limited menu with only 3 main entrees choices composed of steak, chicken and shrimp. A 2013 study demonstrates the average volume of menu things at the top 500 restaurant stores exceeds 75 items. Particularly at full-service restaurants this kind of number is now over 60 (5). The number of elements and space for storage required to preserve that many things is very high priced. Having substantially fewer menu offerings and ingredients allowed Benihana to greatly reduce meals waste. An average restaurant features food costs of forty percent of meals sales, but due to decrease in waste Benihana was able to function at 30%-35% (1). Here the saying that “less is definitely more” certainly holds true.

In Benihana, the dining encounter usually won’t begin till all almost 8 seats at the dining table are occupied. This coupled with delete word very few entrée options (c) allows for Benihana to operate like a batch operation to further improve their operating performance as compared to additional traditional eating places. There is a large probability that 2 or even more guests is going to order similar item (or at least a version than it, ex. unusual vs med-well filet mignon), allowing for the chef to arrange meals to get the guests with very little additional labor. Within a conventional restaurant the likelihood of a chef being able to prepare two of more dishes simultaneously can be remote. Through this comparison a regular restaurant is definitely something more akin to a ‘job-shop’ in the sense that many different items have to be made in with minimal control of the particular purchase.

_SUMMARY_

There are several exceptional benefits of the teppanyaki style restaurant electricity costs by Rocky Aoki when he created the Benihana restaurants. Increased asset utilization in floor area and cooking space getting semi-combined, successful use of labor allowing for more value-added activities, reduction in creation material waste materials by lessening the ingredients and menu offerings and finally, the batch processing-like operations allowing for significantly improved production performance all allowed the restaurant to operate incredibly successfully. Coupled with Benihana’s one of a kind aesthetic charm and amazing offerings, most of things brought about huge success for the restaurant strategy.

_REFERENCES_

http://smallbusiness.chron.com/successful-profit-margins-restaurant-business-23578.html

http://www.examiner.com/article/why-soft-drinks-are-huge-profits-for-fast-food-restaurants

http://yourbusiness.azcentral.com/ideal-profit-margin-bar-drinks-25544.html

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