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Benihana Tokyo

In: Business and Management

Submitted By carlazg
Words 1225
Pages 5
Benihana of Tokio

1. Resumen del Caso

2.1. Personajes Principales:

* Hiroaki (Rocky) Aoki: joven graduado del City College de nueva York de la escuela de Gestion de Restaurantes a los 25 años con un capital de ahorro de $10,000 más un préstamo del banco por $20,000 abrió su primer restaurant y hasta 1972 había abierto 15 restaurantes con ganancias mayores a 12 millones dólares al año, de estos 9 eran propiedad de la misma compañía y el resto con acuerdos de franquicia o licencia, el de las vegas era un negocio a medias con el Hilton Hotel Corporation

* Yunosuke Aoki: Padre de Rocky, abrió el primer Benihana en 1935 en Japón. * Bill Susha vicepresidente de operaciones y de desarrollo del negocio quien tenía amplia experiencia en el rubro y describía su trabajo poniendo metas para cada director y otorgando incentivos a quien las pasara, tenia departamento de contabilidad y de control para supervisar costos. * Allen Saito: Director de operaciones * Glen Simoes: Director de publicidad y relaciones públicas, publicidad diferente y original en el fondo y la forma. * El chef: Clave del éxito, todos jóvenes, solteros y nativos japoneses, todos tenían su titulo y pasaban a un periodo entre 3 y 6 meses en capacitación en Japón donde aprendían ingles, las costumbre americanas y la manera de cocinar al estilo Benihana que era una combinación de teatralidad y exhibicionismo, en EEUU seguían perfeccionándose para convertirse en chef principal.

2.2. Características del Servicio

* El show lo realizaba el chef con una combinación de teatralidad y exhibicionismo * Equipo de servicio compuesto por un chef y una camarera. * Cada mesa teppanyaki de 8 personas. * Todos los elementos decorativos son japoneses de casas antiguas. * La localización del restaurante siempre era en zonas comerciales de alto transito. * Tiempo promedio del cliente en el restaurante era de una hora, en menor actividad hora y media. * Precio promedio del almuerzo $6 y de cena $10. * La carne era lo más importante filetes de lomo deshuesado de primera calidad adquiridos bajo especificaciones muy concretas.

2.3. Eficiencia Operativa:

* Concepto de la mesa Hibachi con lo cual mantendría los costos de personal entre 10 y 12% de las ventas totales y aumentaría la proporción de espacio del restaurante destinado para el área de 70% que es lo normal a 78%. * Prácticamente no hay desperdicios * Reducción de los costos de alimentos en un 30 a 35% al solo tener tres platos principales. * Aumento del área de bar y de espera la proporción de bebidas aumento a 30-33% de las ventas totales, el costo de las bebidas equivale a un 20% de su precio en venta. * Costo de publicidad entre 8 y 10% de las ventas * Personal satisfecho por actitud paternalista japonesa y claros reconocimientos.

2.4. Organización y control:

* 1 director, 1 director adjunto y 2 o3 jefes de comedor. * Fijar objetivos y presupuestos de ventas * Establecimiento de un sistema de control * Plan de Incentivos proporcional que se repartirá entre el personal * Supervisión de costos

2.5. Problemas con las licencias y Franquicias * Las franquicias fueron tomadas por personas que desconocían totalmente el negocio de los restaurantes * Era difícil que un inversor norteamericano se relacionara con empleados japoneses * Era mucho más difícil controlar un restaurante en franquicia que uno propio.

2.6. Estrategia de Crecimiento: * Abrir 5 restaurantes nuevos al año, porque esta es la velocidad máxima a la que pueden trabajar los dos equipos de carpinteros japoneses de que disponemos * Expandirse a las ciudades más importantes y algunos suburbios, así como al extranjero. * Ofrecer acciones de la compañía en la bolsa * Diversificar el negocio con marcas para mas jóvenes y de comida rápida * Fabricar una gama de productos de alimentación japonesa bajo la marca Benihana, los cuales serian comercializados en comercios minoristas. * Pensar en instalación de restaurantes en hoteles ya tienen 2 d las cadenas Hilton (las vegas y Honolulu) y han firmado un acuerdo con los hoteles Canadian Pacific, los contratos han sido redactados con cuidado para no quedar sometidos al control de los propietarios del hotel.

2. Definición del problema central.

Hemos detectado 3 problemas para el crecimiento de Benihana 3.7. Expansión Futura: Problemas anteriores con licencias y franquicias. 3.8. Costos excesivos en infraestructura y decoración: La infraestructura y decoración es íntegramente traída de Japón y construida por carpinteros japoneses mientras le tienen que pagar de igual forma al sindicato americano sin hacer nada. 3.9. Reclutamiento de Personal nuevo: Una de las principales limitaciones es el personal nuevo en cada restaurante: son 30 personas todas japonesas, entre 6 y 8 chefs altamente calificados, igual número de camareras, 4 o 5 jefes de comedor y directores, 2 o 3 personas en el bar y el resto son conductores y lavaplatos

3. Solución propuesta: Sustentando el por qué de la elección.

Solución 1: tendría dos posibles soluciones: una seria capacitar a la gente que se le va a entregar la franquicia, así aseguraríamos la autenticidad nipona del restaurante, las características típicas, que lleven un buen control y que se mantenga la filosofía de Benihana puesto que como ya se sabe, sin una capacitación previa la franquicia no funciona. Además es importante detallar a fondo los contratos con las franquicias para que cumplan la filosofía Benihana. Por otro lado, otra posible solución seria, poseer aquellos restaurantes que se van a expandir mandando un ejecutivo para que lo administre pero independizando todo el resto de las áreas, así realmente seria una verdadera expansión y cumpliría la filosofía de Benihana.
Solución 2: Podrían instruir y supervisar a carpinteros locales para que realicen el mismo trabajo a menores costos y ya no tendrían que pagar al sindicato.
La decoración debería estar hecha con materiales del lugar simulando autenticidad japonesa, avanzado de acuerdo a la filosofía Benihana con materiales y acabados similares, ya que el cliente común no podría notar la diferencia y aminorarían costos.
Además se podrían reducir los costos en publicidad ya que según encuesta, la mejor publicidad es la recomendación.
Solución 3: Manteniendo sus estándares se podría conseguir personal de la región para la atención del público reemplazando el requisito de japoneses nativos por personal con rasgos similares de ascendencia japonesa aunque radique o haya nacido en un lugar diferente, a este personal se le puede capacitar bajo los estándares de Benihana.

4. Conclusiones: Lo aprendido en el caso.

Una operación muy bien diseñada y muy bien alineada con el concepto del negocio. Ventajas operacionales implican mejores rendimientos, menores costos y mayores márgenes.
La misión en una empresa es muy importante y la misión de Benihana es hacer feliz a la gente, esta misión y el cumplimiento de ella hace el éxito de la empresa.
La importancia de la capacitación en el personal es trascendental para una empresa, porque para conseguir el éxito hay que buscar la perfección, el hecho de que haya una baja rotación debido a los estándares manejados hacen más posible llegar a esta perfección.

5. Recomendaciones: Aspectos a considerar para la implementación de la decisión.

Realizar un estudio de mercado sobre si los clientes podrían diferenciar entre decoración e infraestructura japonesa original o imitación.
Diversificación en cuanto al negocio para atraer público más joven y público con ingresos más elevados.
Invertir más en capacitación para poder reclutar a personal de la zona con las características deseadas.

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