El bulli Case Study
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El Bulli restaurant is known for innovation in molecular gastronomy and creating surprising new dining experiences for customers. It has a limited capacity and operates only part of the year to focus on research and development. The creative team of 8-9 minds works to develop new tastes, textures, and ways to awaken the senses. Their goal is to achieve the unthinkable through creativity in cooking and introducing emotions through food. They use high-tech equipment and their research laboratory to completely reinvent the menu each year.
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![Molecular Gastronomy Unseen and new way to creativity in gastronomy it’s the most differentiated enhancing service for a restaurant: core service =Serving food Enhancing service=serving emotion. ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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This document provides an overview of marketing tools and sales techniques for artisan food businesses in Europe. It discusses 6 powerful marketing tools: 1) yourself as the business owner, 2) your brand, 3) your story, 4) your food product or service, 5) your unique selling proposition, and 6) your customers. It also outlines 5 sales strategies and techniques: 1) loyalty programs, 2) up-selling and cross-selling, 3) customer reviews, 4) discounts and promotions, and 5) psychological pricing. The document is intended to provide practical guidance to help artisan food entrepreneurs market, sell, and distribute their new culinary offerings.
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Blue Moon Indonesia operates restaurants serving international southern European cuisine in a casual, hip atmosphere. It was founded by Ennio Speroni and Fitria Arizona to bring affordable yet high-quality Italian food to Jakarta. Their executive chef, Ennio Speroni, has over 25 years of international culinary experience and aims to introduce new dishes to the Indonesian market. The company plans to open additional locations under the brand Mio's Bistro throughout Indonesia and Singapore, offering quick service options, lounge spaces, and member discounts.
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In May 1996, 11 people died in a blizzard on Mount Everest. They succumbed to hypothermia, altitude sickness, and other conditions at 25,000 feet above sea level. Two expedition teams led by Rob Hall and Scott Fischer were caught in a whiteout blizzard with 40 degree below zero temperatures. Both Hall and Fischer and several other climbers from their groups died in the storm. The tragedy was attributed to overconfidence by the expedition leaders, a focus on reaching the summit despite worsening conditions, and an underestimation of the risks of climbing Everest.
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Grupo Bimbo faced challenges entering the Brazilian market by wrongly assuming it was similar to Mexico. Some key differences included much lower overall bread consumption in Brazil, a tradition of artisanal fresh bread, different tastes preferences, intense price competition, and an unsuitable distribution strategy. While not profitable, Brazil is an important market for Bimbo's presence in South America. Bimbo can recover by controlling costs through an adapted distribution strategy, improving revenue with new suitable products, and making Brazil a lab for innovation.
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This document discusses marketing to the "pink dollar" segment, which refers to lesbian, gay, bisexual, and transgender (LGBT) consumers with disposable income. It presents four marketing options for reaching the pink dollar segment: 1) subtle hints in general media to target both LGBT and non-LGBT customers, 2) non-targeted ads in LGBT media, 3) targeted ads in general and LGBT media, or 4) launching a unique brand exclusively for LGBT customers. The document concludes by opening the floor for debate on pink dollar marketing strategies.
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This document discusses marketing to the "pink dollar" segment, which refers to lesbian, gay, bisexual, and transgender (LGBT) consumers with disposable income. It presents four marketing options for reaching this segment: 1) subtle hints in general media to target both LGBT and non-LGBT customers, 2) non-targeted ads in LGBT media, 3) targeted ads in general and LGBT media, or 4) launching a unique brand exclusively for LGBT customers. The document concludes by opening the discussion to questions from the audience.
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Omega initially used celebrity endorsements to boost brand awareness by partnering with celebrities that embodied the brand's values. This helped transfer the celebrity's trustworthiness and performance qualities to the brand. However, Omega recognized this approach lacked uniqueness and only appealed to certain customer segments. Omega is now diversifying its marketing approach. It aims to appeal to younger customers, expand into new markets like Russia and Asia, make wiser celebrity endorsement choices, and develop a unique brand identity beyond celebrity partnerships alone. There are risks to only communicating through celebrities, whose actions may now positively or negatively impact brands depending on varying customer and media perceptions.
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El bulli Case Study
- 1. El Bulli: The taste of innovation Hardly accessible: from the reservation to the car ride… Limited in space and guests capacity… Time limit on opening throughout the year… So what is it about El Bulli?
- 3. “Creativity comes first then comes the customer”
- 6. Implementing the creative team is a “method” for Ferran Adrian “to make ideas flow”
- 7. Creative brainstoming, traveling reserchingarround the world.
- 8. Divided in three groups, each presenting to the others generating feedback and ensuring leading position in the molecular gastronomy field.
- 10. To create new experiences that would awaken all 5 senses, the restaurant closes from October to late march. R&D laboratory: “El Taller” where the visionairs team up : Chef OriolAstro, Albert and Ferran Adria. Complete review of the recopies, everything is changed from a year to the next. The creative process is focused on the development of elBulli’s sixth sense: ”Introducing emotions in cooking”
- 11. “Irony, Humour, Provocation, Chilhood memories.”
- 12. Solids Liquids foams…
- 13. The restaurant’s operations 60 persons staff for 50 guests Half of the staff is trainees 7am to noon: purchase of the necessary products 10 a.m. Adria arrives at the restaurant: 1hour for day organization 3 p.m. cooking starts 4 p.m. hall cleaning and dining-room set-up 5:30 restaurant is ready for operations 7:30 customers arrival.
- 14. Why not… Lowering the staff : 30 cooks is a lot Extend the operation of the restaurant to all year round Such improvement could be applied… BUT IS IT REALY WHAT THE CUSTOMER WANTS? The restaurant’s operations are to be improved but elBulli is oriented towards a goal of gastronomy, surprising experience and not towards profit!