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Benihana Case

In: Business and Management

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MISIÓN
Ser conocidos y reconocidos como un restaurante autentico japonés, con un ambiente hospitalario lleno de cultura japonesa que brinda una experiencia única al cliente a través de entretenimiento, alta calidad de nuestra comida y servicio.

VISIÓN
Aspiramos a expandirnos en Estados Unidos y Japón para llevar nuestra propuesta innovadora a diferentes regiones, para ser la mayor cadena de restaurantes japoneses aumentando nuestra rentabilidad y mejora continua.

ANÁLISIS EXTERNO
En el macro entorno se pueden identificar diversas variables que pueden afectar a Benihana. Por el lado sociocultural y laboral, Japón posee una buena prosperidad como país, sin embargo, posee un sistema jerárquico rígido, basado en clase social, edad y educación. Debido a que prosperar en Estados Unidos y ascender en la cadena del restaurante es más fácil que en Japón, hace atractivo que el personal que requiere Benihana decida irse a trabajar a otro país. Sin embargo, este personal requerido podría tener dificultades a la entrada el del país, así como también tener dificultades por la cultura norteamericana, por lo que genera una amenaza para la empresa sólo poseer personal japonés, por lo que un gran problema en la industria es la escasez y costo de la mano de obra.
Por otro lado, americanos disfrutan de comer en ambientes exóticos, pero desconfían de comidas exóticas, no obstante, disfrutan ver como preparan su comida.
En cuanto al aspecto económico, la población norteamericana en general posee ingresos medios y está prosperando, sin embargo existe poca oferta atractiva para jóvenes.
Un aspecto legal que afecta a la compañía son los distintos horarios de funcionamiento por costumbres de cada localidad y reglamentaciones diferentes dependiendo de ésta.
Es importante en este análisis tomar en cuenta las estadísticas de operación para un restaurante común de servicio estadounidense donde las referencias del sector se comportan de la siguiente manera:
• Las ventas de alimentos representan de un 70% a 80%, mientras que las ventas de bebidas sólo representan de un 30% a un 20%.
• Los costos de ventas de los alimentos y bebidas representan el 35% al 45% de las ventas.
La utilidad bruta del sector está en un rango de un 55% a un 65%.
• Los gastos de operación van de un 55% a un 65%.
• Finalmente la utilidad neta de acuerdo al sector de restaurantes es de 0.5% a un 9%.
En el micro entorno, se puede observar que la amenaza de nuevos entrantes es baja, debido a la alta inversión inicial, la cual incluye el local, además del entrenamiento del personal. Además, Benihana posee una ventaja establecida, que es su marca y su experiencia, esto se valida dado que el 67% de sus clientes llega por una recomendación.
La amenaza de sustitutos es alta, si bien Benihana posee un modelo de negocios único y una oferta atractiva, los clientes pueden optar por comer en otro restaurante, donde la oferta es altísima.
En cuanto a sus competidores, Benihana no posee competencia directa, dado que sus rivales directos no tuvieron éxito y es el único restaurante de su clase, no obstante, posee competencia indirecta que serían todos los demás restaurantes. Cómo es el único de su estilo y posee alta rentabilidad, esto lo hace atractivo para que competidores indirectos intentes replicar su modelo de negocios.

ANÁLISIS INTERNO
Benihana ofrece un concepto diferente de restaurante, donde fusiona el entretenimiento, buena comida, un ambiente agradable y un buen servicio en un lugar de fácil acceso. Se han posicionado gracias a la recomendación de sus propios clientes y que además un 65% de las personas encuestadas han visitado el restaurante más de una vez. Su principal mercado son hombres con puestos ejecutivos, profesionales y gerenciales que acuden principalmente en horario de comida, aunque también tiene servicio de almuerzo.
Lo anterior lo logra con sus recursos y capacidades. Los principales recursos que posee Benihana son intangibles, como lo son el know-how y su capital humano.
Dentro de los tangibles posee:
• Mayor espacio para comedor, dado su concepto de mesa hibachi
• Grandes espacios para bar y lounge
• Decoración de restaurante con materia prima y artefactos japoneses
• Recursos financieros, dada la alta rentabilidad y rápida recuperación de inversión.
• Ubicación en lugares de alto tráfico.
• El menú principal se compone por 3 entradas, por lo que es un menú reducido, que permite la reducción de costos y desperdicio de comida.
Recursos Intangibles, Humanos y Capacidades:
• Personal Japonés capacitado - Entrenamiento y formación, se les entrena y prepara seriamente (3 años) donde también aprenden inglés y las costumbres americanas, todos solteros y nativos japoneses. En USA se siguen entrenando y perfeccionando, manteniendo una baja rotación.
• Administración sencilla
• Reputación de marca, posicionada como restaurante de comida y servicio de calidad.
• Know-how del negocio
• Cultura Japonesa
• Marketing y Publicidad

FUENTES DE VENTAJA COMPETITIVA
Si bien la empresa posee estos recursos y capacidades, no todos son fuentes de una ventaja competitiva y como se mencionó anteriormente, los principales son el know-how y el recurso humano. Dado el estudio que realizo Rocky antes de montar su primer restaurante, se dio cuenta que un recurso valioso era la mesa hibachi como concepto, permite disminuir el costo de mano de obra o personal a un 10-12%, debido a que cada dos mesas, con capacidad para 8 personas, son atendidas por un chef y una mesera simultáneamente. Además del ahorro en gasto de personal, aumenta el área de productividad por tener mayor espacio de comedor y alta rotación de clientes por velocidad de servicio. Por otro lado, el personal altamente calificado brinda una mejor calidad y servicio al cliente, montando un espectáculo frente al consumidor, lo cual no es fácil de imitar. Además de esto, son japoneses y los chefs son altamente entrenados en Japón. Se crea una situación paternalista con los empleados, lo cual entrega seguridad laboral y buenas condiciones de trabajo, lo que se traduce en baja rotación del personal. Por ultimo existe una capacidad organizacional eficiente, estructura sencilla y directivos experimentados en gestión.

OPCIONES DE EXPANSIÓN
Para poder expandirse rápidamente en el mercado global, Benihana debe replantear algunos puntos de su modelo de negocios:
• El modelo de negocios requiere de 30 personas por resturante y que sean japonesas, lo cual significa que su requerimiento de personal se ve limitado, sobre todo por los chefs altamente calificados. Por lo que debe ser más ágil y crear escuelas locales para sus chefs o que un chefs altamenta especializado enseñe las técnicas adecuadas al nuevo personal.
• Cambiar la decoración de sus restaurantes. Este punto se refiere a que los restaurantes deben utilizar una decoración tipo japonesa y no utilizar materiales auténticos japoneses y mano de obra japonesa, debido a que el gasto el tiempo y recursos es muy alto (solo el 13,3% de los clientes fueron atraídos por el ambiente), por lo que utilizar mano de obra local y materiales locales, sin perder el estilo japonés permite un gran ahorro en costos de inversión inicial.
• Disminuir sus gastos de publicidad o cambiar la estrategia. Benihana posee un alto gasto en publicidad 8-10%. Sin embargo, solo el 16.5% de los clientes llega por publicidad, por lo que no es muy efectivo.
Dado que lo mejor evaluado y lo que atrae al público a benihana es la experiencia y por sobre todo la comida, este es el fuerte que debe utilizar. Al ahorrar en los costos anteriores poseera mayor capital para la expansión. Para esto algunas recomendaciones son las siguientes:
• Aumentar su oferta de menú, pero seguir con una carta sencilla, y entregar otras comidas, como sushi, y mesas a parte de la mesa “hibachi”
• Utilizar inversionistas sin ceder el control de los restaurantes.
• Crear nuevos restaurantes que apunten a otro segmento, como son los jovenes, donde se pueda servir un producto más económico como sushi.
• Crear alianzas estratégicas con hoteles ubicados en sectores centrales, lo que permite alto flujo y público seguro, además de público extranjero lo que impulsa su reconocimiento para la expansión extranjera.

VISION ACTUAL
Ser reconocida como la cadena de restaurantes japoneses líder en el mundo.

MISION ACTUAL
Ser la cadena de restaurantes de comida Japonesa líder a nivel internacional, reconocidos por nuestra excelencia en servicio, alta calidad en alimentos y experiencia única en entretenimiento. Satisfaciendo a nuestros clientes por encima de sus expectativas, además de mantener un crecimiento sostenido de la empresa y sus integrantes.

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