Benihana was founded in 1964 by Hiroaki Aoki in Florida. It serves Japanese cuisine like steak, chicken and shrimp that is cooked at the table by chefs. Its target customers are business people, tourists, and white collar workers. Some keys to Benihana's success are providing an interactive dining experience with chefs cooking at the table, having a limited menu to reduce food waste and costs, and utilizing its space efficiently. Compared to typical restaurants, Benihana has customers sit together at a hibachi table and the chef cooks their food in front of them, eliminating the need for a conventional kitchen.
This simulation analyzed the variables that impact profitability at Benihana restaurants. It determined that opening at 5pm, running happy hour advertising campaigns, and batch seating customers in groups of 8 had the biggest positive impact on average nightly profit of $633. The simulation also found that increasing dining times during peak hours and changing the opening time to 7pm reduced profits the most. Analyzing changes to the variables provided insights into how demand variability and process efficiency work together to impact restaurant performance and revenue.
C:\Documents And Settings\Ruchi 11\Desktop\Benihanaruchi070186
The document discusses different types of production processes including job shop, batch, assembly line, and continuous flow. It provides examples of industries that typically use each type of process. It also discusses Kristin's cookie production process and how to optimize it, including identifying and addressing any bottlenecks. Finally, it analyzes the process at Benihana restaurants and recommends an optimal ratio of bar seating to dining area seating.
A2 business memo benihana global-ops_ debasis chakraborty_403503Debasis Chakraborty
Benihana has a unique production process compared to typical restaurants. It prepares food at the customer's table on a hibachi grill, allowing for an interactive dining experience. This eliminates the need for skilled cooks and servers. Benihana also has highly trained chefs, a limited menu, optimized space utilization, and is located in busy areas. During peak times, the cocktail lounge helps improve operation efficiency by allowing wait staff to serve drinks and freeing up space in the dining area. The process flow involves customers ordering drinks in the lounge, being seated for their meal, watching the chef cook at the table, then paying and leaving. This fast turnover and limited menu keep costs low compared to other restaurants.
Benihana of Tokyo provides a unique dining experience focused on atmosphere and hospitality. Customers are seated around hibachi tables where a chef prepares and cooks food in front of them. The layout prioritizes space around these tables to enhance customer enjoyment of the exotic food being prepared. Benihana targets business people and tourists seeking an interactive dining experience in an exotic surrounding. Their marketing emphasizes their cooking philosophy through advertisements showing the Japanese chefs preparing personalized meals for customers.
Benihana is a Japanese steakhouse chain known for its "Hibachi" style of cooking at the table. It opened its first restaurant in 1964 and had expanded to 15 units across the US, including 5 franchises, by 1972. Its initial strategies included using the Hibachi method to provide better customer service while keeping costs low, limiting the menu, and maintaining authentic Japanese ingredients and decor. However, franchising led to problems so it was discontinued. The document also discusses Benihana's marketing, operational, and expansion strategies, as well as its strengths like quality food and repeat customers and weaknesses like reliance on skilled chefs. It provides recommendations around reducing ad spending and pursuing retail food sales under a separate brand.
Hiroaki Aoki launched Benihana restaurants in the United States, offering a unique Japanese dining experience where chefs cooked food as a performance for customers. He opened 15 restaurants using various ownership models. Benihana succeeded through overhauling the restaurant environment, operations, and service structure to create a authentic Japanese atmosphere. Franchising led to communication issues, so Aoki pursued other growth strategies like joint ventures. Recommendations include expanding to new markets, introducing variations and quick service options to attract more customers, and optimizing costs during expansion.
This document provides an analysis of Benihana, a Japanese teppanyaki restaurant chain known for its communal dining experience. It summarizes Benihana's business strategy, which focuses on reducing costs through process standardization, simplified menus, and multi-tasking chefs. This allows Benihana to achieve lower food, labor and operating costs than traditional restaurants. The document also analyzes Benihana's demand management, process management, strengths, weaknesses, and provides recommendations.
Benihana was founded in 1964 by Hiroaki Aoki in Florida. It serves Japanese cuisine like steak, chicken and shrimp that is cooked at the table by chefs. Its target customers are business people, tourists, and white collar workers. Some keys to Benihana's success are providing an interactive dining experience with chefs cooking at the table, having a limited menu to reduce food waste and costs, and utilizing its space efficiently. Compared to typical restaurants, Benihana has customers sit together at a hibachi table and the chef cooks their food in front of them, eliminating the need for a conventional kitchen.
This simulation analyzed the variables that impact profitability at Benihana restaurants. It determined that opening at 5pm, running happy hour advertising campaigns, and batch seating customers in groups of 8 had the biggest positive impact on average nightly profit of $633. The simulation also found that increasing dining times during peak hours and changing the opening time to 7pm reduced profits the most. Analyzing changes to the variables provided insights into how demand variability and process efficiency work together to impact restaurant performance and revenue.
C:\Documents And Settings\Ruchi 11\Desktop\Benihanaruchi070186
The document discusses different types of production processes including job shop, batch, assembly line, and continuous flow. It provides examples of industries that typically use each type of process. It also discusses Kristin's cookie production process and how to optimize it, including identifying and addressing any bottlenecks. Finally, it analyzes the process at Benihana restaurants and recommends an optimal ratio of bar seating to dining area seating.
A2 business memo benihana global-ops_ debasis chakraborty_403503Debasis Chakraborty
Benihana has a unique production process compared to typical restaurants. It prepares food at the customer's table on a hibachi grill, allowing for an interactive dining experience. This eliminates the need for skilled cooks and servers. Benihana also has highly trained chefs, a limited menu, optimized space utilization, and is located in busy areas. During peak times, the cocktail lounge helps improve operation efficiency by allowing wait staff to serve drinks and freeing up space in the dining area. The process flow involves customers ordering drinks in the lounge, being seated for their meal, watching the chef cook at the table, then paying and leaving. This fast turnover and limited menu keep costs low compared to other restaurants.
Benihana of Tokyo provides a unique dining experience focused on atmosphere and hospitality. Customers are seated around hibachi tables where a chef prepares and cooks food in front of them. The layout prioritizes space around these tables to enhance customer enjoyment of the exotic food being prepared. Benihana targets business people and tourists seeking an interactive dining experience in an exotic surrounding. Their marketing emphasizes their cooking philosophy through advertisements showing the Japanese chefs preparing personalized meals for customers.
Benihana is a Japanese steakhouse chain known for its "Hibachi" style of cooking at the table. It opened its first restaurant in 1964 and had expanded to 15 units across the US, including 5 franchises, by 1972. Its initial strategies included using the Hibachi method to provide better customer service while keeping costs low, limiting the menu, and maintaining authentic Japanese ingredients and decor. However, franchising led to problems so it was discontinued. The document also discusses Benihana's marketing, operational, and expansion strategies, as well as its strengths like quality food and repeat customers and weaknesses like reliance on skilled chefs. It provides recommendations around reducing ad spending and pursuing retail food sales under a separate brand.
Hiroaki Aoki launched Benihana restaurants in the United States, offering a unique Japanese dining experience where chefs cooked food as a performance for customers. He opened 15 restaurants using various ownership models. Benihana succeeded through overhauling the restaurant environment, operations, and service structure to create a authentic Japanese atmosphere. Franchising led to communication issues, so Aoki pursued other growth strategies like joint ventures. Recommendations include expanding to new markets, introducing variations and quick service options to attract more customers, and optimizing costs during expansion.
This document provides an analysis of Benihana, a Japanese teppanyaki restaurant chain known for its communal dining experience. It summarizes Benihana's business strategy, which focuses on reducing costs through process standardization, simplified menus, and multi-tasking chefs. This allows Benihana to achieve lower food, labor and operating costs than traditional restaurants. The document also analyzes Benihana's demand management, process management, strengths, weaknesses, and provides recommendations.
This case study analyzes Benihana of Tokyo, a Japanese restaurant chain known for its hibachi-style cooking experience. Some key points:
- Benihana introduced Americans to hibachi cooking and transformed how they viewed Japanese food. It focused on high quality ingredients, freshness, and interactive cooking shows.
- While food was not entirely traditional Japanese cuisine, the experience centered around entertainment from the chef's cooking skills and customer interaction.
- Benihana had more efficient space and labor costs compared to typical restaurants but invested heavily in chef training to ensure quality and authenticity.
- As it grew popularity, issues like long wait times and high costs from importing all materials from Japan challenged
This document analyzes Benihana of Tokyo through a case study presented by a group from Binus Business School. It summarizes Benihana's history and business model, how it responded to problems in the restaurant industry, and the strategies that led to its success. Key points included introducing the hibachi table arrangement to keep labor costs low, maintaining Japanese authenticity, and investing heavily in training, marketing, and ensuring customer and employee satisfaction. The analysis examined Benihana's operations and strategies to understand its growth and identify issues it may face for future expansion.
Benihana of Tokyo was founded in 1964 by Rocky Aoki who saw an opportunity to bring Japanese cuisine to Americans in an interactive way. He started with $10,000 in savings and $20,000 in loans, growing the business to 15 restaurants worth $12 million. Benihana's unique hibachi table concept allowed customers to watch their food being prepared, reducing kitchen space needs. Their limited 3-item menu and focus on high traffic locations helped lower food costs and drive sales. Through well-trained chefs and creative advertising, Benihana was able to achieve industry-leading labor costs of 10-12% of sales and grow successfully while differentiating from typical American restaurants.
1) Batching customers into larger groups for seating increased throughput and profits by better utilizing restaurant capacity and staff.
2) Having an optimally sized bar of 65-85 seats engaged customers during wait times and generated additional revenue from drink sales.
3) Adjusting dining times during peak periods, such as having chefs serve customers faster, further increased throughput and profits.
Benihana of Tokyo was founded in 1964 and grew successfully through franchising locations focused on high traffic areas while maintaining highly trained chefs, cost controls, and innovative marketing. The document discusses Benihana's operations, strategies for efficiency, and operating ratios that contributed to its success in comparison to industry standards. Process design, site selection, workforce training, and quality control were identified as important factors in Benihana's growth and positive customer experiences.
The document provides details about a restaurant process flow diagram and key aspects of its operations. It includes:
1) A process flow diagram showing the customer journey from entering the restaurant to leaving after paying.
2) Details about the restaurant's inputs like labor, materials, energy and capital. It notes the biggest material purchase is meat.
3) Descriptions of the flows within the restaurant like food, beverages, and order information. It also outlines key tasks and storage areas.
3) Additional operational parameters like minimum, maximum and average dining times. It notes the capacity based on table size and number.
This is a workshop material that we've been using to visualize our budget using Lego. By using this exercise we can get a common view of how we spend our money and how we can optimize our spending in a better way.
For more information on this topic please contact me at mattias.forsberg@comhem.com or twitter @forsbergmattias.
Yield management is the process of allocating capacity to maximize revenue. It originated in the airline industry due to deregulation. It includes variable pricing strategies, inventory strategies, management control, and multidisciplinary handling strategies. The key conditions for yield management are a fixed resource, perishable inventory, and customers willing to pay different prices. It is a branch of revenue management, which aligns prices and availability with customer segments. Hotels use similar strategies to calculate rates and inventory to maximize returns. The pros are flexible pricing and increased revenue, while the cons can be unfairness and opportunistic behavior from customers.
Case presentation on shouldice hospitalSatyam Kumar
The document summarizes Shouldice Hospital, a specialist hospital for hernia repair surgery. It describes the hospital's founding, location, specialty procedures, small facility size, and focus on early patient ambulation. The hospital utilizes a 4-day treatment model with social support and scheduled operations to promote healing. Its unique service concept emphasizes patient independence, control, and a communal experience. Problems discussed include expanding operating days/capacity while maintaining quality and preventing misuse of the hospital's name and techniques by other providers.
Kristen runs a cookie business called Kristen's Cookie Co. and has some questions about operations. She can currently fill 6 dozen cookies per hour which is the bottleneck in her process. In 4 hours of baking each night she could fill 22 orders. Each order takes her own time and her roommate's time to complete. She asks if she should offer volume discounts and how many food processors and baking sheets she will need. Changes like better, faster production or lower costs are also considered along with adding another oven.
Shouldice Hospital focuses exclusively on hernia operations, serving predominantly older male patients in good health. It achieves outstanding results with low costs and high profits through standardization, participation of patients in their own care, efficient use of resources, and a service model that motivates employees. The hospital's success is attributed to its specialized focus, control over the patient experience, and flexibility to keep to strict operating schedules while maintaining a small scale that allows for personal interactions between staff and patients.
McDonald's is issuing a request for proposals to three major holding companies to find a single creative agency to work on its massive U.S. business. McDonald's currently has Omnicom's DDB and Publicis' Leo Burnett handling the bulk of its national advertising. Both Omnicom and Publicis are part of the RFP process that begins Monday, along with WPP. The move comes as McDonald's has determined that it wants a more uniform set of creative and strategic ideas. It also wants to be able to push those concepts more rapidly across the variety of channels where it puts its messaging, including everything from its mobile app to television commercials.
This document discusses sustainability practices in the hotel industry. It notes that sustainability has become an important factor for millennial travelers. It then outlines various green practices implemented by hotels, including sustainable water management, energy conservation, solid waste management, environmental purchasing, and community outreach. Specific strategies are described, such as using low-flow fixtures, recycling, purchasing local and eco-friendly products, and educating guests and the local community about environmental issues. The document emphasizes that adopting green practices can help hotels appeal to sustainability-minded guests and reduce their environmental impact.
Quantity Discount with constant carrying costJh Labonno
The document discusses a quantity discount schedule offered by a cup manufacturer to an arena for its annual demand of 2.3 million cups. The arena has an annual ordering cost of $320 and carrying cost per box of $1.90. The optimal order quantity that minimizes total annual inventory cost is determined to be 20,000 boxes, with a total cost of $893,368.
Shouldice Hospital is a specialized hospital established in 1945 that performs over 7,000 hernia operations per year with a success rate of 99.5%. It faces increasing demand but fears losing quality from expansion. The summary recommends:
1. Expanding existing facilities in phases to increase capacity while maintaining quality.
2. Starting weekend operations after reaching full capacity during weekdays.
3. Pursuing expansion to other markets only after establishing sufficient capacity and succession planning.
Emerging Trends Of Food Truck Park In Ahmedabad - Research Paper Viren Lathiya
We Conducted Thorough Research on Emerging Trends Of Food Truck Park In Ahmedabad.
Food trucks are developing in ubiquity, and they are presently part of the foodie culture. As they fit well with Millennials' craving to attempt new things new sustenance, and another nourishment culture the quantity of trucks in the city is relied upon to keep on rising. To see, how millennial purchasers ponder sustenance truck feasting, this examination recognizes the advantages and dangers of nourishment truck eating and their effect on a millennial customer's frame of mind and visit expectation. This investigation discovers shoppers see a sterile and ecological hazard and comfort and indulgent advantages in nourishment truck feasting. The discoveries from this examination give proof that clean and ecological dangers of nourishment trucks contrarily impact purchasers' frames of mind and visit aims toward sustenance truck feasting knowledge, while indulgent advantage prompts positive behavior and visit goal.
The existing managerial accounting system at ETO failed because it did not reflect the shifting competitive situation requiring broader test technology. The presentation compares three accounting methods: the existing method, the accounting manager's method, and the consultant's method. The consultant's method is preferable because it is the most accurate in allocating overhead costs between direct labor hours and machine hours for different products. A new machine will be installed, requiring an accounting method that properly incorporates depreciation costs based on machine hours to avoid misstating costs and setting prices incorrectly. Simulations show the new machine will initially increase total costs but reduce labor costs over time.
Xpresso Lube is an oil change station and coffee bar started by Charlie Green to provide a unique, pleasant, and honest service experience. Customers can get an oil change while enjoying amenities in the coffee bar like music, reading materials, and proximity to local shops. Technicians provide transparent service, transportation from work, and customized care of individual needs and preferences to build trust with customers. The location on a main street near a university contributes to the business model through convenient transport and customer traffic.
The document discusses various restaurant management systems including point-of-sale systems, table management systems, home delivery software, inventory control systems, menu management systems, and recipe management systems. It provides details on point-of-sale systems, describing them as networks of input/output devices used by employees for tasks like orders, kitchen communication, payments, and billing. Benefits include reduced errors and labor costs. Hardware options and types are also outlined.
This case study analyzes Benihana of Tokyo, a Japanese restaurant chain known for its hibachi-style cooking experience. Some key points:
- Benihana introduced Americans to hibachi cooking and transformed how they viewed Japanese food. It focused on high quality ingredients, freshness, and interactive cooking shows.
- While food was not entirely traditional Japanese cuisine, the experience centered around entertainment from the chef's cooking skills and customer interaction.
- Benihana had more efficient space and labor costs compared to typical restaurants but invested heavily in chef training to ensure quality and authenticity.
- As it grew popularity, issues like long wait times and high costs from importing all materials from Japan challenged
This document analyzes Benihana of Tokyo through a case study presented by a group from Binus Business School. It summarizes Benihana's history and business model, how it responded to problems in the restaurant industry, and the strategies that led to its success. Key points included introducing the hibachi table arrangement to keep labor costs low, maintaining Japanese authenticity, and investing heavily in training, marketing, and ensuring customer and employee satisfaction. The analysis examined Benihana's operations and strategies to understand its growth and identify issues it may face for future expansion.
Benihana of Tokyo was founded in 1964 by Rocky Aoki who saw an opportunity to bring Japanese cuisine to Americans in an interactive way. He started with $10,000 in savings and $20,000 in loans, growing the business to 15 restaurants worth $12 million. Benihana's unique hibachi table concept allowed customers to watch their food being prepared, reducing kitchen space needs. Their limited 3-item menu and focus on high traffic locations helped lower food costs and drive sales. Through well-trained chefs and creative advertising, Benihana was able to achieve industry-leading labor costs of 10-12% of sales and grow successfully while differentiating from typical American restaurants.
1) Batching customers into larger groups for seating increased throughput and profits by better utilizing restaurant capacity and staff.
2) Having an optimally sized bar of 65-85 seats engaged customers during wait times and generated additional revenue from drink sales.
3) Adjusting dining times during peak periods, such as having chefs serve customers faster, further increased throughput and profits.
Benihana of Tokyo was founded in 1964 and grew successfully through franchising locations focused on high traffic areas while maintaining highly trained chefs, cost controls, and innovative marketing. The document discusses Benihana's operations, strategies for efficiency, and operating ratios that contributed to its success in comparison to industry standards. Process design, site selection, workforce training, and quality control were identified as important factors in Benihana's growth and positive customer experiences.
The document provides details about a restaurant process flow diagram and key aspects of its operations. It includes:
1) A process flow diagram showing the customer journey from entering the restaurant to leaving after paying.
2) Details about the restaurant's inputs like labor, materials, energy and capital. It notes the biggest material purchase is meat.
3) Descriptions of the flows within the restaurant like food, beverages, and order information. It also outlines key tasks and storage areas.
3) Additional operational parameters like minimum, maximum and average dining times. It notes the capacity based on table size and number.
This is a workshop material that we've been using to visualize our budget using Lego. By using this exercise we can get a common view of how we spend our money and how we can optimize our spending in a better way.
For more information on this topic please contact me at mattias.forsberg@comhem.com or twitter @forsbergmattias.
Yield management is the process of allocating capacity to maximize revenue. It originated in the airline industry due to deregulation. It includes variable pricing strategies, inventory strategies, management control, and multidisciplinary handling strategies. The key conditions for yield management are a fixed resource, perishable inventory, and customers willing to pay different prices. It is a branch of revenue management, which aligns prices and availability with customer segments. Hotels use similar strategies to calculate rates and inventory to maximize returns. The pros are flexible pricing and increased revenue, while the cons can be unfairness and opportunistic behavior from customers.
Case presentation on shouldice hospitalSatyam Kumar
The document summarizes Shouldice Hospital, a specialist hospital for hernia repair surgery. It describes the hospital's founding, location, specialty procedures, small facility size, and focus on early patient ambulation. The hospital utilizes a 4-day treatment model with social support and scheduled operations to promote healing. Its unique service concept emphasizes patient independence, control, and a communal experience. Problems discussed include expanding operating days/capacity while maintaining quality and preventing misuse of the hospital's name and techniques by other providers.
Kristen runs a cookie business called Kristen's Cookie Co. and has some questions about operations. She can currently fill 6 dozen cookies per hour which is the bottleneck in her process. In 4 hours of baking each night she could fill 22 orders. Each order takes her own time and her roommate's time to complete. She asks if she should offer volume discounts and how many food processors and baking sheets she will need. Changes like better, faster production or lower costs are also considered along with adding another oven.
Shouldice Hospital focuses exclusively on hernia operations, serving predominantly older male patients in good health. It achieves outstanding results with low costs and high profits through standardization, participation of patients in their own care, efficient use of resources, and a service model that motivates employees. The hospital's success is attributed to its specialized focus, control over the patient experience, and flexibility to keep to strict operating schedules while maintaining a small scale that allows for personal interactions between staff and patients.
McDonald's is issuing a request for proposals to three major holding companies to find a single creative agency to work on its massive U.S. business. McDonald's currently has Omnicom's DDB and Publicis' Leo Burnett handling the bulk of its national advertising. Both Omnicom and Publicis are part of the RFP process that begins Monday, along with WPP. The move comes as McDonald's has determined that it wants a more uniform set of creative and strategic ideas. It also wants to be able to push those concepts more rapidly across the variety of channels where it puts its messaging, including everything from its mobile app to television commercials.
This document discusses sustainability practices in the hotel industry. It notes that sustainability has become an important factor for millennial travelers. It then outlines various green practices implemented by hotels, including sustainable water management, energy conservation, solid waste management, environmental purchasing, and community outreach. Specific strategies are described, such as using low-flow fixtures, recycling, purchasing local and eco-friendly products, and educating guests and the local community about environmental issues. The document emphasizes that adopting green practices can help hotels appeal to sustainability-minded guests and reduce their environmental impact.
Quantity Discount with constant carrying costJh Labonno
The document discusses a quantity discount schedule offered by a cup manufacturer to an arena for its annual demand of 2.3 million cups. The arena has an annual ordering cost of $320 and carrying cost per box of $1.90. The optimal order quantity that minimizes total annual inventory cost is determined to be 20,000 boxes, with a total cost of $893,368.
Shouldice Hospital is a specialized hospital established in 1945 that performs over 7,000 hernia operations per year with a success rate of 99.5%. It faces increasing demand but fears losing quality from expansion. The summary recommends:
1. Expanding existing facilities in phases to increase capacity while maintaining quality.
2. Starting weekend operations after reaching full capacity during weekdays.
3. Pursuing expansion to other markets only after establishing sufficient capacity and succession planning.
Emerging Trends Of Food Truck Park In Ahmedabad - Research Paper Viren Lathiya
We Conducted Thorough Research on Emerging Trends Of Food Truck Park In Ahmedabad.
Food trucks are developing in ubiquity, and they are presently part of the foodie culture. As they fit well with Millennials' craving to attempt new things new sustenance, and another nourishment culture the quantity of trucks in the city is relied upon to keep on rising. To see, how millennial purchasers ponder sustenance truck feasting, this examination recognizes the advantages and dangers of nourishment truck eating and their effect on a millennial customer's frame of mind and visit expectation. This investigation discovers shoppers see a sterile and ecological hazard and comfort and indulgent advantages in nourishment truck feasting. The discoveries from this examination give proof that clean and ecological dangers of nourishment trucks contrarily impact purchasers' frames of mind and visit aims toward sustenance truck feasting knowledge, while indulgent advantage prompts positive behavior and visit goal.
The existing managerial accounting system at ETO failed because it did not reflect the shifting competitive situation requiring broader test technology. The presentation compares three accounting methods: the existing method, the accounting manager's method, and the consultant's method. The consultant's method is preferable because it is the most accurate in allocating overhead costs between direct labor hours and machine hours for different products. A new machine will be installed, requiring an accounting method that properly incorporates depreciation costs based on machine hours to avoid misstating costs and setting prices incorrectly. Simulations show the new machine will initially increase total costs but reduce labor costs over time.
Xpresso Lube is an oil change station and coffee bar started by Charlie Green to provide a unique, pleasant, and honest service experience. Customers can get an oil change while enjoying amenities in the coffee bar like music, reading materials, and proximity to local shops. Technicians provide transparent service, transportation from work, and customized care of individual needs and preferences to build trust with customers. The location on a main street near a university contributes to the business model through convenient transport and customer traffic.
The document discusses various restaurant management systems including point-of-sale systems, table management systems, home delivery software, inventory control systems, menu management systems, and recipe management systems. It provides details on point-of-sale systems, describing them as networks of input/output devices used by employees for tasks like orders, kitchen communication, payments, and billing. Benefits include reduced errors and labor costs. Hardware options and types are also outlined.
6. Benihana流程分析
At Location 1 (West Side)
Cycle Time
60 minutes / 5 tables = 12 minutes/table
8 people / table 1.5 minutes/person
Throughput
1 table / 12 minutes or
2 people / 3 minutes
The Bar must empty every 12 minutes!
6
7. Benihana流程分析
Bar - 8 seats; Dining area - 40 seats
It takes 60 minutes for one customer to eat dinner, and
there are 40 seats in the dining area. Therefore 40 people
eat every 60 minutes (throughput).
On the average a dinner cycle is completed every 60
minutes/40 people = 1.5 minutes per person (cycle time).
We know that dinners are processed in batches of 8, so on
the average a table of 8 finishes every 12 minutes.
7
8. Benihana流程分析
Bar - 8 seats; Dining area - 40 seats
This means that the 8-seat bar must empty every 12
minutes.
The "ideal" time for someone to remain in the bar is
about double that time (because this will be just after the
second drink has reached the table).
Therefore, it would appear that the ratio of 0.2 (8 bar
seats to 40 dining seats) is too small.
8
9. Benihana流程分析
Bar - 16 seats; Dining Area - 80 seats
It takes 60 minutes for one customer to eat dinner, and
there are 80 seats in the dining area. Therefore 80 people
eat every 60 minutes (throughput).
On the average a dinner cycle is completed every 60
minutes/80 people = 0.75 minutes per person (cycle time).
We know that dinners are processed in batches of 8, so on
the average a table of 8 finishes every 6 minutes.
9
10. Benihana流程分析
Bar - 16 seats; Dining Area - 80 seats
This means that the 16-seat bar must empty every 12
minutes.
Therefore, it would appear that the ratio of 0.2 (16 bar
seats to 80 dining seats) is too small.
In fact, all this does is double the restaurant’s capacity,
and the bar time remains at 12 minutes.
The only benefit is that 16 seats might allow the host or
hostess to do a better job of assembling groups of eight.
10
11. Benihana流程分析
Bar - 48 seats; Dining Area - 120 seats
It takes 60 minutes for one customer to eat dinner, and
there are 120 seats in the dining area. Therefore 120 people
eat every 60 minutes (throughput).
On the average a dinner cycle is completed every 60
minutes/120 people = 0.5 minutes per person (cycle time).
We know that dinners are processed in batches of 8, so on
the average a table of 8 finishes every 4 minutes.
11
12. Benihana流程分析
Bar - 48 seats; Dining Area - 120 seats
紅花巧妙規劃的結果,週轉率如何?
以15桌、120個位置的餐廳為例,假設顧客很平均的進
來,用餐一小時,則平均每4分鐘(60/15 )可有一桌
顧客出去;其等待區約可容納48個人,總座位的四成
多,平均等待半個小時,若顧客喝兩杯飲料,則還可
創造額外的可觀利潤。
12
14. 飲料吧檯與批次點餐對利潤的影響
Batching Off Off On On
Bar Capacity 0 55 0 55
Drinks Sold 0 391 0 217
$/Drink $1.50 $1.50 $1.50 $1.50
Cost/drink $0.30 $0.30 $0.30 $0.30
Gross Profits (drinks) 0 468.6 0 259.8
Dinners Sold 166 191 232 295
Utilization 49% 57% 69% 88%
$/Dinner $7.30 $7.30 $7.30 $7.30
Cost/dinner $2.20 $2.20 $2.20 $2.20
Gross Profits (Dinner) $847.62 $972.06 $1,183.20 $1,505.52
Lost Customers 202 180 145 77
Total Gross Profits $847.62 $1,440.66 $1,183.20 $1,765.32
Increase 70% 40% 108%
14
15. 飲料吧檯與批次點餐對利潤的影響
Batching
Off On
On 1443 1765
+70%
Bar
Off 847 +40% 1183
Benihana increases capacity utilization and makes good margins
from its “inventory”
15
19. Benihana的營運特色
•為什麼廣告成本比較其他同業高?
– Marketing Issue: Have to overcome general perception
about Japanese food (in the 70’s – stinky, fishy, oily)
– 快樂、享受」,「日式燒烤的料理秀」,「有限的消
費,無限的享受」
– 紅花把日式鐵板燒帶進美國餐飲業主流,還以廚藝創
造了「吃娛樂」(eatertainment)的新概念,也帶進其他
的日本料理使之蔚為風潮,現在壽司已是美國十分流
行的料理,而醬油更是許許多多美國餐廳的必備調味
料。創造新的產業 “ eatertainment” .紅花可說是體驗行
銷的先驅
19
22. Benihana會賺錢嗎?
Gross sales = $1,300,000
Food sales (70% of gross sales ) = $910,000
Food cost (30% of food sales) = $273,000
Beverage sales (30% of gross sales) = $390,000
Beverage cost (20% of beverage sales) = $78,000
Labor cost (10% of gross sales) = $130,000
Advertising cost (10% of gross sales) = $130,000
Rent cost (5% of gross sales) = $65,000
Management Salary = $45,000
Pre tax profit = $534,000
Net profit (50% tax rate) = $267,000
Initial investment = $300,000
Payback period = 1.1yrs
22
23. 廚師的薪水
• Gross Sales = $1,300,000
• Labor cost = 10% of gross sales = $130,000
• Managerial expense will be assumed to be a separate line item
• 1 Manager : 1 Asst. Manager : 2 Front men
$ 15,000 + $ 12,000 + $ 18,000 = $ 45,000
Total staff = 30;
Chefs = 6 and Management = 4; Workers = 20
Assuming chefs make twice what other staff members make…
Chef salary = $8100
Worker salary = $4050
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