Case Study Analysis Benihana of Tokyo Binus Business School, MM Executive Batch 20 Presented by Group I Alexander Christian Dina Sandri Fani Jenna Widyawati Ridwan Martawidjaja Table of Contents 2 The 70’s Benihana Facing Issues 3 Detailed Analysis 4 Conclusion & Recommendation 5 Key Takeaways 7/28/2014 The Story of Benihana Case Analysis – Benihana of Tokyo 1 2 Table of Contents 2 The 70’s Benihana Facing Issues 3 Detailed Analysis
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of Q. Yang, 2014. 9-673-057 REV: JULY 20, 2004 W. EARL SASSER Benihana of Tokyo Some restaurateurs like myself have more fun than others, says Hiroaki (Rocky) Aoki, youthful president of Benihana of Tokyo. Between 1964, when he opened his first location, and 1972 he had gone from deficit net worth to being president of a chain of 15 restaurants that grossed over $12 million per year. Background By 1972 Benihana was basically a steakhouse with a difference--the food was cooked in front
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Benihana Tokyo case 1. What are the differences between the Benihana production process and that of a typical restaurant? The following are some of the differences between Benihana and other typical restaurants.. * Interactive dining experience – Benihana produces food from point of service through the Hibachi table arrangement, in front of the customer. In normal restaurants, the customer interacts with only the waiter/server whereas in Benihana the customers interact with the waiter and the
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Benihana of Tokyo • What is Benihana selling? • Food & Beverages • Augmented product: Ambience, Atmosphere & Hospitality • Keys to Benihana’s success: • Operating costs low by bringing in the whole concept of kitchen to the dining area. 22% of total space of a unit is back of the house, compared to industry norms of 30%. Greater revenue per sq footage. • Limited menu options so food wastage is low and food costs are between 30-35% compared to industry standards of 38-48%. •
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Version 0.99 University of Illinois at Urbana-Champaign College of Commerce and Business Administration BADM 467 - Process Management Summer 2003 Dilip Chhajed Nick Petruzzi chhajed@uiuc.edu petruzzi@uiuc.edu 323 DKH 328D DKH office hours: office hours: Description Process Management includes a myriad of activities: insuring that a product or service is of high quality, choosing the appropriate design and technology for producing a good or service
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Zhijian, Email: zhijianc@ust.hk, Office: Rm 4079, Tel: 34692127 TA: Ms Jia Jing, imjing@ust.hk Brief Outline The course content is divided into two components. In the first part, Business Process Analysis and Improvement, we study tools and cases that allow us to analyze, improve and design internal firm activities. In the second part, Supply Chain Management, we turn our attention to entities external to the firm and examine the activities of sourcing raw materials and delivering goods to
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Publishing. Benihana: A New Look at an Old Classic Ricardo Ernst and Glen M. Schmidt Georgetown University Abstract. This short case heavily references the “old classic” HBS case on Benihana, and is intended to be used in conjunction with a simulation that helps students gain insight into how Benihana achieved its profitability. The simulation helps bring out many key operational issues, such as how variability in demand and in processing can negatively impact profitability. The case analysis goes
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Queen’s University Belfast Queen’s University Management School. MGT2005 OPERATIONS MANAGEMENT Semester 2, 2012 “You don’t have to change. . . Survival is not mandatory.” (Professor William E. Deming) Course Co-ordinator: Dr Yu Xiong Introduction to Operations Management Operations Management (OM) is a functional field of management encompassing the design, operation and improvement of the processes and systems employed in the creation and delivery of an organisation's products
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GHANA INSTITUTE OF MANAGEMENT AND PUBLIC ADMINISTRATION [GIMPA] MASTERS IN BUSINESS ADMINISTRATION COURSE NUMBER: GMBA 607 MANAGING OPERATIONS Instructor: Dr. Samuel Famiyeh Office Location: D-Block, R14 GIMPA Main Campus E-Mails: sfamiyeh@gimpa.edu.gh APPOINTMENT TIME You are encouraged to talk to me about any problem or suggestions you may have concerning the course, careers, benefits of advanced courses in operations management, or things in general. If you can’t seem
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Ghemawat’s “AAA” Global Strategy Framework Ghemawat so-called AAA framework offers three generic approaches to global value creation. Adaptation strategies strategies that seek to increase revenues and market share by tailoring one or more components of a firm’s business model to suit local requirements or preferences. Aggregation strategies focus on achieving economies of scale or scope by creating regional or global efficiencies; they typically involve standardizing a significant portion of the
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