Restaurant study
TABLE OF CONTENTS
1. Introduction
2. Comparison One – Brotzeit VS Malones Irish Restaurant & Bar
2.1 Sales/Revenue
2.2 Online Reviews
3. Comparison Two – Marche VS Medzs
3.1
3.2
4. Conclusion/Evaluation
APPENDIX
1. Introduction
Define the group’s definition of ‘successful’ and ‘unsuccessful’. Explain ‘unsuccessful’ not as a failure but relative to prominent success. Add that success is highly relative and that the group’s definition is not absolute since its nature varies across industries. Place more emphasis on tangible determinants as KPIs because the profit bottom line must always be consistently met. Success and sustainability are not mutually exclusive in the context of the chosen outlets and their industries since the start-up costs and recurring costs are substantial.
2. Comparison One – Brotzeit VS Malones Irish Restaurant & Bar
2.1 Sales/Revenue
Monetary gains are a good measure of success and a highly tangible KPI. Due to high start-up and recurring costs of the chosen outlets, increased revenue and hence profit1 would increase success and sustainability.
Brotzeit takes the forefront for this aspect based not simply on their price points but also the consumption and revenue2. Based on our observational research, Malones offers a set lunch at approximately $7 (includes main course, soup of the day and a non-alcoholic beverage)3, which is extremely affordable compared to their regular prices where starters are $8 and above. Brotzeit does not run any set promotions. However, Brotzeit had (??%) more customers than Malones during the lunch peak hour from 12-3pm and a (??%) more sales of alcoholic beverages which is a high component of revenue for restaurant bars due to highly taxed alcohol in Singapore.
Based on the calculations made from the observational study conducted on a typical day4, the revenue of Brotzeit was significantly more than that of Malones.5
Brotzeit’s success is
1. Introduction
2. Comparison One – Brotzeit VS Malones Irish Restaurant & Bar
2.1 Sales/Revenue
2.2 Online Reviews
3. Comparison Two – Marche VS Medzs
3.1
3.2
4. Conclusion/Evaluation
APPENDIX
1. Introduction
Define the group’s definition of ‘successful’ and ‘unsuccessful’. Explain ‘unsuccessful’ not as a failure but relative to prominent success. Add that success is highly relative and that the group’s definition is not absolute since its nature varies across industries. Place more emphasis on tangible determinants as KPIs because the profit bottom line must always be consistently met. Success and sustainability are not mutually exclusive in the context of the chosen outlets and their industries since the start-up costs and recurring costs are substantial.
2. Comparison One – Brotzeit VS Malones Irish Restaurant & Bar
2.1 Sales/Revenue
Monetary gains are a good measure of success and a highly tangible KPI. Due to high start-up and recurring costs of the chosen outlets, increased revenue and hence profit1 would increase success and sustainability.
Brotzeit takes the forefront for this aspect based not simply on their price points but also the consumption and revenue2. Based on our observational research, Malones offers a set lunch at approximately $7 (includes main course, soup of the day and a non-alcoholic beverage)3, which is extremely affordable compared to their regular prices where starters are $8 and above. Brotzeit does not run any set promotions. However, Brotzeit had (??%) more customers than Malones during the lunch peak hour from 12-3pm and a (??%) more sales of alcoholic beverages which is a high component of revenue for restaurant bars due to highly taxed alcohol in Singapore.
Based on the calculations made from the observational study conducted on a typical day4, the revenue of Brotzeit was significantly more than that of Malones.5
Brotzeit’s success is