Submitted byPritam Das 12DM006Sunil Acharya 12DM008Priyanka Bhattacharya 12DM011Jyoti K Mohapatra 12DM0Akash Prusty 12DM0
Benihana’s HistoryFound in 1964 by 25 year old Hiroaki Aoki (Rocky)Benihana selling : Food and BeveragesTypes of foods serve : Steak, chicken, shrimp Target Customers- Business Person Tourist visitors White collar
Major drivers of success Achieve high levels of customer service with less skilled labour Limited menu reduces food and waste costs Fast table turnover due to limited menu and cooking time, food and info transfer inefficiencies reduced by eliminating servers Large bars increase beverage (high-margin) % of sales 78% floor space is dining or bar (vs. 70% elsewhere)
Simple management structure (4 execs + controller in corporate), high level of controlHigh quality and customer serviceAdvertising & PR Authentic Japanese atmosphere.
Benihana vs TR Typical RestaurantsCUSTOMER WAITER CHEF Benihana CUSTOMER CHEF WAITER
Provides an interactive dinning experience. Less wastage of food due to less options in the menu. Reduced wait time for the customers. Equal attention to all the customers preference as thefood was cooked in front of them.
Production systemArrival – Cocktail Lounge, batches of 8 in hibachi tableRequest - 3 Food item menuCapability – Chef prepares food directly with customers withinthe encounter, reducing variability from waitress and customercapability to communicate menu.Effort- Participate in the cooking processSubjective Reference – Customers suggest preferences whilechef is cooking allowing customer more control of fined product.
Major Design Choices• Waiting Time (Bar/ Lounge area)Increases beverage sales and reduces costConvenient waiting time, creates revenue generation fromInventory.8 sitting together filling up empty seats.• Cooking (Chefs cooks in dining room)Eliminates needs for conventional kitchenNeeds only 22%of total space vs. 30% of typical restaurant• Ordering Food (Reduced menu)Avoid wasting of food, cutting food cost to 30-35% vs.38-48%
• Advertising10% of sales vs. 0.75 to 2%, increasing demand and minimising demand side bottlenecks• StaffNative, well trained chefs, reduced no. ofWaiters, labour cost 10-12% vs.30-35% of sales.