Lodge Bistro Chain

eTMA 01

The lodge Bistro Chain

Include a brief intro – for example, ‘this report seeks to identify the key problems facing BL… etc using session… from book 1

Part A: problems facing BL and reasons for them

Please see Figure 1 pg.2 where I provide a table summarising the weaknesses and threats currently facing your business. I have used a SWOT analysis to detail the most obvious weaknesses.

No clear direction for the company is the biggest weakness I have identified in the company. In an ever adapting environment with greater competition and a recession worsening the disposable income of the key customer demographic, the chain has not provided its local managers with key targets on where to take their stores. Some, newer managers have taken their stores in a different direction to long-standing managers leading to discontent amongst staff. A dated feel to the
restaurants décor is another problem and a fresh look is something that will have to be considered. * Consider using bullet points * Company has no clear direction * Competition increasing * Recession means less disposable income * Discontent amongst staff – high turnover * Dated décor * Rival stores – serious competition Threats to the future of the company include one rival chain with a similar store décor with over 100 stores (to the lodge bistro chain’s 24 stores), suffocating the chain in a growing and crowded market. Another threat I have identified is high staff levels of disenchantment brought on by a high staff turnover ratio, putting pressure on experienced members constantly bringing new recruits up to standard. 161
Figure 1: Weaknesses and potential threats identified in the Lodge Bistro Chain. | Marketing | Operations | Human resources | Finance | Weaknesses | Restaurant concept appears Increasingly dated.No clear strategy aimed at targeting a new customer demographic. As the current customer base ages, spending lessens meaning decreased revenue. | Strict management conditions set across restaurants constricts local management from implementing local ideas for improvement.No clear company strategy on how to best boost growth and compete in an increasingly crowded market. A bit too general | Some long-serving managersUnhappy at new managersBringing in fresh ideas going Against the company ethos.Unhappy staff can create divisions which could lead to a lower quality of service.High staff turnover rate puttingPressure on experienced staff And managers whilst providing a worsening service for the customer. | None Mentioned | | | | | | | | | | | Threats | Competitors copying and using the ‘French Bistro’ concept.
| An overhaul of the menu and Décor of the chain may be required To retain competitiveness. A growing number of rivals and competitors occupying in a sector where primary customers are squeezed by a recession driving down profits. | Rival companies poaching staffFrom the chain after spendingOn training, further lowering customer service and increased training costs. | Changing a company brand Image and marketing to a new Customer base has largeCapital costs. |
Source: The Lodge Bistro Chain eTMA 01 part 1 page 12 Assignment booklet Part B: description of concepts used and why they are useful The main concept I have used in my report on the weaknesses of the restaurant chain is the SWOT analysis. This type of analysis gives an, ‘overview of its (the business) position in relation to its external environment.’ (Open University B120 Book 1 pg.30) Standing for Strengths, Weaknesses, Opportunities and Threats. Add an explanation that strengths and weakness are internal and opportunities and threats are
external. , I have used this concept to describe the main weaknesses and threats that I identified from the case study by considering the possible ‘Key business functions’ that they corresponded to. In this instance I chose to analyse possible problems in the marketing, operations, human resources and finance, as detailed in the table above. Very good For example, ‘the business… experienced growing competition’ (taken from the case study) I have categorised as an operational threat. Having a greater number of competitors vying for trade in a recession economy is putting the company under pressure. Specifically where and how? what aspects of the operation are under pressure from the competition? ‘A constant flow of inexperienced staff’ is another quote from the source that I have analysed using the SWOT method as a weakness in human resources. Having a high turnover of staff and losing those who have had sufficient training to be successful in their roles puts pressure on long serving staff is probably one of the main casues of the drop in quality of customer service. 200 plus 180 (table) Part C: The first way in which I would suggest you go about addressing the problems in your chain would be to consider a new marketing campaign targeting a new customer base. Discounts for students or the elderly, BOGOF offers on certain days, or by introducing a new, revamped menu are all ideas. At a local level taking in ideas from store managers and ????? Ensuring staff are well trained and likely to remain in the company are key. , o One strategy for reducing the high staff-turnover may be to introduce a scaled pay grade where employees pay goes up with length of service, and rewarding long-serving staff with discounts and longer holiday entitlement. Is there any indication that salary is the main reason for them leaving? Holding regular staff meetings to discuss staff ideas can raise morale and possibly bring ideas that could increase profitability. Good idea 127 To address this part of the tma, identify he key issues you reported in part (a) and then offer solutions. So, what about décor? What about management style? What about core customers with less disposable income? Relate your suggestions to these issues in an explicit manner.

660 total – well over word count and thus loses some marks Include at this point a bibliography and also some explanation as to why you left our th summary (part II) of the tma.