Assessment 1B- Mini Case Study K Restaurant Management was confident in the restaurant’s concept, food and décor but wanted to ensure their employees were really and truly focused on the...

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Assessment 1B- Mini Case Study



K Restaurant



Management was confident in the restaurant’s concept, food and décor but wanted to ensure their employees were really and truly focused on the opportunities that inspire guest loyalty.


Client had tried mystery shopping in the past but the programs didn’t have the impact management had hoped they would. The feedback became predictable and employees weren’t consistently buying in. Reports stacked up on busy managers’ desks and accountability suffered as the data became stale.


After in-depth conversations with management, Owner’s agreed that




mystery shopping was not the answer.



Instead they created an incentive program that measured ‘moment-of-truth’ touch points that happen every night in every restaurant. The incentive program was elegant because it was concise and direct. There was no need to recalibrate or update programming; it was an easy fit. Most importantly, there was no scoring; units were simply ranked based on how well they capitalized on opportunities to make guest experiences memorable.


The team felt a deep responsibility to make sure busy restaurant managers were only getting data that was critically important to coach and train. It quickly became clear that rank within the company was the jet fuel for progress. The owner’s created incentive scorecards that are delivered through a mobile-enabled platform built for the fast pace of the restaurant industry. Customized roll-ups show the big picture for corporate management, and the best performers are showcased while lower performers know exactly what they need to do to improve. For this client, the rank within the company was the motivating force to stay sharp, eliminate recurring errors and celebrate the wins.


Within a few weeks, the client began seeing improvement at nearly every restaurant location. Both management and employees continued to be engaged in the process.


Through collaboration, the owners of the business were able to develop an innovative solution, scale it and do a roll-out to all 200+ restaurant locations in a matter of weeks. The results were immediate and quantifiable.


Top executives received positive feedback from the field and was able to deploy corporate support where it was needed. Most significantly, guest satisfaction went up, exactly as management had hoped.



The goal of Empowerment is the best of all business world-empowered employees confidently and capably addressing unique problems and opportunities as they occur-


of empowerment is best suited to organisations that embrace a creative philosophy that facilitates such best of all worlds.


Due to high market competition service organisations must seek all the available points of differentiation. People, who work for an organisation represent a remarkable asset and can provide a company with a unique competitive edge that cannot be stolen by rivals. Due to the nature of the service industry, service delivery and overall company performance is highly dependent on people. Therefore, management should be interested in investing its time and resources to ensure that employees are engaged, passionate and committed.




Answer the below questions:


1) Explain how the K Restaurant owners have learnt their lessons to have the restaurant business back on track. USE the 3 E Model to justify your answer? (2.5 Marks)



2) Discuss the potential benefits of empowerment from the manager’s perspective, employees perspective and customers perspective? (2.5 Marks)



Answered 1 days AfterJan 21, 2021

Answer To: Assessment 1B- Mini Case Study K Restaurant Management was confident in the restaurant’s...

Sumita Mitra answered on Jan 22 2021
142 Votes
1
Case Study Answers:
1) The K restaurant owners made the mistake of just focusing on the concept
of the eatery, décor and food and ignored the most important aspect and the component of successful business, that is the people and the team that runs and operates those restaurants. The people culture is important as they are the ones who showcase the brand image to the customer’s and gets the feedbacks. It is actually the human resource that makes the brand and helps that to grow eventually as time passes by. People connect is the important thing as customers evaluate a place or a brand for that matter, keeping the customer experience factor in the top of their minds.
The same things can be related to the 3E model, with which the owners actually understood their mistake and got...
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