Case study analysis- kazu

Document Type:Creative Writing

Subject Area:Business

Document 1

Speaking realistically, Kazu restaurant may take time to solve long waiting lines and it may be uncertain to solve it instantaneously. People and Technology It is important to understand what happens to customers while they are in a queue waiting to be served. Firstly, Akutsu and his wife need to understand what happens with their customers from a psychological angle. According to Letsa (2017), in the experience of restaurant dining, customers use their five senses more often than not compared to when they are in other service providers. Due to this, customers are likely to be more sensitive to any happenings in the restaurant. In this case, Kazu already has a full menu including 6 grills, 11 main courses, 12 appetizers, drink alternatives, select dessert and raw fish dishes (Huang, 2019).

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The restaurant has minimal décor, seasonal posters on its wall, full menu and convenience for the people of Montreal since their dishes were exceptional and more innovative than what the existing restaurants were offering the population. Customers will always be attracted to a restaurant that offers exquisite services and food and the opening of Kazu may be a sign that people like their meals. “Consumers assign a utility value to each outlet, as well as to the no-purchase option, specified as a linear function of the price, waiting time, distance, chain identity of the outlet, and various demographic factors…” argue Allon, Federgruen & Pierson (2011). Therefore, if Kazu fails to address this challenge it risks losing more customers since in as much as its food may be exceptional.

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The research conducted by Akutsu and Ling should be documented in the restaurant hard copy as well as digital system so that tracking of information is made easier. Labor forecasting helps in the identification of turnover rate of employees in other restaurants in Montreal and coming up with sound solution for it so that Kazu may not fall in the category of the other restaurants. Akutsu and his management team can be strategic in scheduling. As such, it is important for the restaurant manager to create scheduling basing on data analysis and demand such as arrival times, covers, and trends instead of relying on habit and instinct. Furthermore, according to Berthelsen (2019), the industry of restaurants generates approximately 11. In that case, it is crucial that working hours are specified and well distributed to guide the staff members.

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Capacity and Demand Demand management affects how many and when visitors visit the restaurant. Capacity management allows for enough capacity to meet the demand for the restaurant’s items. The strategies that demand management entails include approaches of influencing customers to keep coming to the restaurant (Hwang, Gao, & Jang, 2010). This is more of marketing than operational. As such, Kazu has to specify the approximated waiting time for customers and have a policy of compensation such as free dessert or free appetizer in case customers have to wait longer than the anticipated time. Kazu has proven to be more innovative compared to other sushi offering restaurants in Montreal since it came up with unique dishes that attracted the population on the opening of the restaurants.

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The reality of long queue is a sign that the food in the restaurant is ‘to die for. ’ Many customers would be more willing to queue for the food if the waiting time is reduced by increasing servers, and expanding the restaurant. The restaurant should therefore focus on maintaining or improving the quality of food and drinks to maintain customer loyalty. restaurantdive. com/news/forecasting-for-the-future-what-restaurants-need-to-calculate/550215/ De Vries, J. , Roy, D. , & De Koster, R. Worth the wait? How restaurant waiting time influences customer behavior and revenue. , & Bordoloi, S.  Service management: Operations, strategy, information technology (p. New York, NY: McGraw-Hill. Huang, X. Restaurant Kazu: Managing Restaurant Congestion. , Whitman, L. E. , & Malzahn, D. Reducing customer wait time at a fast food restaurant on campus.

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