The sand­wich busi­ness struc­ture

Hospitality News Middle East - - CONTENTS -

Ev­ery­one loves a good sand­wich, from the mix of in­gre­di­ents and sauces to the outer lay­ers. When well made, a sand­wich is both fill­ing and ful­fill­ing. How­ever, have you also con­sid­ered how a restau­rant op­er­a­tion could re­sem­ble a sand­wich in struc­ture? Manal Syr­i­ani, se­nior con­sul­tant at N4TC, whets our ap­petite with more

Let’ s look at the def­i­ni­tion of a busi­ness model

What is it?

At its core, a busi­ness model is a de­scrip­tion of how your busi­ness makes money, while cre­at­ing and main­tain­ing a brand im­age: a legacy. The wrap­ping is the restau­rant’s con­cept, which is re­flected in the vi­sion, mis­sion and core value, while the sauce is the dis­tin­guish­ing fea­tures of the con­cept, other­wise known as the unique sell­ing points. The in­gre­di­ents, mean­while, rep­re­sent the lay­ers of man­age­ment, pro­cesses and stan­dards of op­er­a­tions or im­ple­men­ta­tion strate­gies.

Where you go wrong

When the busi­ness be­comes stuck in the de­tails of the day-to-day op­er­a­tion, some­times man­age­ment starts stack­ing up lay­ers ran­domly. This is of­ten true when busi­nesses fo­cus on the ben­e­fits of in­di­vid­ual pro­cesses, with­out ac­knowl­edg­ing the over­all ef­fect on the com­pany’s vi­sion. As a re­sult, you will have lay­ers upon lay­ers of mixed fla­vors wrapped with good in­ten­tions, while the dis­tin­guish­ing fea­tures are no longer tan­gi­ble. It is true that with a good qual­ity of wrap­ping - strong vi­sion and mis­sion - the in­ter­nal op­er­a­tions could still hold; how­ever the out­come - rep­re­sented in the cus­tomer ex­pe­ri­ence - will be af­fected.

1. What works for oth­ers might not work for you Adop­tion of new poli­cies, pro­ce­dures and prod­ucts should be a nat­u­ral re­sult of the busi­ness growth and vi­sion. While cer­tain pro­cesses might prove suc­cess­ful for other con­cepts, they should be re­vis­ited to fit the unique fea­tures of the restau­rant be­fore they are in­cor­po­rated. 2. Some­times it’s best to say no When the gap anal­y­sis and in­ter­nal feed­back from op­er­a­tion sug­gests that cer­tain lay­ers should be re­moved or re­jected, higher man­age­ment should lis­ten 3. Keep a clean­ing sched­ule While your vi­sion will never change, your mis­sion and core val­ues will need re­fin­ing from to time to time to adapt to mar­ket needs. On another note, the stan­dards of op­er­a­tions will also need con­stant up­dat­ing. Plan­ning for those needs in ad­vance and in­cor­po­rat­ing them in the man­age­ment poli­cies will limit the temp­ta­tion to add lay­ers at ran­dom times. 4. In­ter­act with your em­ploy­ees Em­ploy­ees are the first line of con­tact with your cus­tomers and will pro­vide you with timely and ac­cu­rate data. Keep a sched­ule of meet­ings with them and fine-tune your strate­gies based on their in­put.

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