Hard Rock Cafe has expanded globally since opening its first location in 1971 in London. It now has over 175 locations across 55 countries. Hard Rock Cafe follows a multidomestic strategy, using its existing domestic model globally but operating through franchises, joint ventures, and subsidiaries in other countries. This allows it to tailor its business to local responsiveness needs while maintaining global brand recognition and economies of scale through standardization. Its strategy has been successful in combining music, international locations, globally branded merchandise, and attention to each guest's experience to become one of the top 10 recognized brands worldwide.

1. Hard Rock Café’s
Global Strategy
Operations Management
Professor Chuang
Group : Putri, Pia

2. Hard Rock Café (HRC) Milestone
HRC Global Concept
Case Study Questions
Conclusion
Hard Rock Cafe Global Strategy | Operations Management | 2013

3. Hard Rock Café Milestone
• 1971: First café in London.
• 1979: The café stated covering its walls with rock „n‟ roll
ephemera.
• 1982: It began expend and open restaurants in various
parts of the globe.
• 1995: Casinos and hotels, theme park, festival
• 2008: Over 140 café in 36 countries and expanding.
• 2013: 175 Hard Rock locations in 55 countries.
3
Hard Rock Cafe Global Strategy | Operations Management | 2013

4. 4
HRC‟s Concepts
 Mission statements tell an organization where it is going.
 Strategy tells the organization how to get there.
Hard Rock Cafe Global Strategy | Operations Management | 2013
Hard Rock Café Mission:
To spread the spirit of Rock ‘n’ Roll by delivering an exceptional
entertainment and dining experience. We are committed to
being an important, contributing member of our community and
offering the Hard Rock family a fun, healthy, and nurturing work
environment while ensuring our long-term success.

5. 5
Question 1
Identify the strategy changes that have
taken place at Hard Rock Café since its
founding in 1971.
Hard Rock Cafe Global Strategy | Operations Management | 2013

6. 6
Hard Rock Cafe Global Strategy | Operations Management | 2013
Establish café & hotel in many
tourist destination
Elevated dining into “experience”
dining level
Introduced the HRC merchandise
Strategic Development

7. 7
Question 2
As Hard Rock Café has changed its
strategy, how has its responses to some
of the 10 decisions of OM changed?
Hard Rock Cafe Global Strategy | Operations Management | 2013

8. 8
• Goods and services design
• Location selection
• Supply-chain management
• Inventories
• Process and Capacity Design
• Managing Quality
Some of the 10 decisions of OM
changed
Hard Rock Cafe Global Strategy | Operations Management | 2013

9. 9
Question 3
Where does Hard Rock fit in the four
international operations strategies
outlined in Figure 2.9? Explain your
answer.
Hard Rock Cafe Global Strategy | Operations Management | 2013

10. Four International Operations
Strategies
CostReductionConsiderations
High
Low
HighLow
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
 Standardized product
 Economies of scale
 Cross-cultural learning
Examples
Texas Instruments
Caterpillar
Otis Elevator
Global Strategy Transnational Strategy
 Move material, people, ideas
across national boundaries
 Economies of scale
 Cross-cultural learning
Examples
Coca-Cola
Nestlé
International Strategy
 Import/export or
license existing
product
Examples
U.S. Steel
Harley Davidson
Multidomestic Strategy
 Use existing
domestic model globally
 Franchise, joint ventures,
subsidiaries
Examples
Heinz The Body Shop
McDonald‟s Hard Rock Cafe
 Use existing
domestic model
globally
 Franchise, joint
ventures,
subsidiaries
Examples
Heinz
McDonald‟s
The Body Shop
Hard Rock Cafe
Multidomestic
Strategy

11. Conclusion
 The HRC‟s global operation management strategy
successfully combines:
Music
International locations
Globally branding merchandise
The world wide web attention to each quest experience
 The HRC is in the top 10 of the world brands recognition.
11
Hard Rock Cafe Global Strategy | Operations Management | 2013