Hard Rock Café (HRC) is a chain of themed food outlets that was founded in the year 1971 by Peter Morton and Isaac Tigrett in United Kingdom. The organization is primarily engaged in operating the casual dining outlets. Founded in United Kingdom, Hard Rock Café is headquartered in Orlando, Florida. At Hard Rock, the guests are welcomed with an attractive and great ambience. Till now, it has expanded its business operations in more than 60 countries and opened 168 cafes, 11 casinos and 23 hotels (Hard Rock Café, 2015). The major objective of each and every café of Hard Rock is to serve the customers with authentic experiences that rock. The mission statement of Hard Rock Café is “to spread the spirit of Rock ‘n’ Roll by providing excellent entertainment and dining experience. It is committed to becoming a significant, contributing member of community and providing its employees a healthy and developing workplace environment. This themed food chain enjoys 92% brand recognition all over the world (Geraghty, 2014).
The below-report is focused on discussing different aspects of operations management in context of Hard Rock Café in UK. It covers various factors like 4Vs framework, operation objectives and operation strategy of Hard Rock Café. Furthermore, it includes the discussion about the process and layout strategies of this well-established restaurant.
However, Operations Management is essential for every business, but at Hard Rock Café it is significant to provide its guests with the exclusive dining and hospitality experience that they expect. Hard Rock Café is the best example when it is about the operation management. The growth and success of this café is to a certain level determined by operation management decisions. For this, it is the most significant process so that it can fulfill the needs and wants of its targeted population (Jacobs and Chase, 2013). The meaning of operation management at HRC can be analyzed by considering the below given factors:
The Volume Dimension
Volume is the first dimension of 4Vs analysis that refers to the process how an organization prepares its products and services to conduct business operations. Under operation management, volume dimension is significant for managing the organization and making its profitable business. To prepare the food order of guests, Hard Rock Café has set a standard process. It is the best example of higher volume reasonable cost food and fast production. The volume of its operations is the key to how its business is managed (Hard Rock Café, 2017). It is large scale food chain so there is need of a systematic process and repetitiveness of tasks.
The Variety Dimension
Under this analysis, variety dimension defines the wide range of products that a company offers by managing its operations. Hard Rock Café offers a variety of food such as starters, salads, entrees, burgers, sandwiches, smokehouse, smokehouse sandwiches and desserts. The food is available for the people from different backgrounds and cultures. Since the food variety is wide so it can direct this themed restaurant towards increased unit costs. It is able to meet the demands and needs of its targeted customers so it can manage those costs (Sadovoy, et al, 2016). Apart from this, the restaurant may face difficulties in conversion process to get final food product.
The Variation Dimension
This dimension refers to the changes and variations in the demand of products of organization. With the constant demand, it is very easy to allocate the resources to an extent which is able to meet customers’ demand. Guests reaching at Hard Rock Café will get whatever they want to eat from company’s menu. The restaurant prepares the food products and menu considering the past needs and demand pattern of customers (Shaw, 2006). The variation in demand for Hard Rock Café is low and organization uses just-in-time techniques to meet customer demands. Thus, lower variation allows HRC to adopt routine, stable and expected operations.
The Visibility Dimension
The visibility indicates that how much of company’s processes are visible to its customers. Hard Rock Café has moderate visibility of its process as some of its operations are performed in kitchen and some are performed in reception area. It allows the organization to high staff usage and enjoys low cost units for its products (Tayal, et al, 2017).
Hard Rock Café has established some objectives so that it can fulfill the needs of its customers. These operation objectives of Hard Rock Café are given below:
Quality
Considering the fact that most of the people are looking for higher quality in the food products, HRC has put this objective on priority. It aims to provide quality products to its customers so that it can gain effective competitive edge. Hard Rock Café serves its customers with a variety of excellent quality and nutritious food products including fruits, vegetables and salads. Additionally, it has trained its employees to comply with a strict cooking and serving procedure that improves the service of its quality (Haksever and Render, 2018).
Cost
Under this objective, the organization aims to reduce the cost of operations so that it can offer the products on comparatively cheaper prices. Hard Rock Café has created an effective cost control strategy. Moreover, it has adopted Just-in-Time technique which decreases the cost of wastage and excessive storage (Mamic, 2017).
Flexibility
At Hard Rock Café, it can be seen that it has a flexible menu that offers the food products for the people from different cultures and backgrounds. If the restaurant sees the changes in customers’ needs and demands then it makes changes in its food menu. For employees, it maintains a shift system that is very comfortable from them.
Dependence
Hard Rock café has created a dependable process for its customers by serving the food on time. The cafes of HRC have skilled and qualified staff to deliver the food products on time. The food products are available continuously during any time. The products and services are available on weekends and weekdays as well (Kafetzopoulos and Gotzamani, 2014).
Speed
The operations of Hard Rock Café are very well-designed which each and every guest who comes is served quickly and effectively. The organization has set a specific time for preparing the food items from the menu. This is an important performance objective that leads the organization to reduce the waiting time for guests’ orders.
In order to attain above operation performance objectives, Hard Rock Café has implemented an effective operations strategy. To manage its operations, it is using different processes like layout strategy, quality management, location, product design and supply chain processes.
Under its operations management, Hard Rock Café is using different processes and layouts of organization which enable it to deliver goods and services to its customers. Process and capacity design of Hard Rock Café refers to the internal processes and target ability of facilities. Internal processes include order routing, food preparation, reservations etc. This organization is designed the processes in such a way so that it can minimize the cost of operations. It implements the process designing to increase the capacity utilization (Heizer & Render, 2014). HRC has designed its process and layout processes in an effective so that it can serve the products on time. Process strategy emphasizes maintaining the efficiency to fulfill the needs of customers.
Talking about the layout strategy, Hard Rock Café decides on layout by analyzing the expected inflow of customers and business in premises. Themed restaurants, casinos and cafes of Hard Rock Café have different needs for layout. Operation managers adopt effective layout for better workflow in small space. The organization is using a significant layout and process that generates long term capabilities for the organization.
The organization uses its different resources effectively i.e. human resources, physical assets and financial resources. At its café, layout and processes are aligned in an impactful way. There is an operative flow among kitchen, reception, dining areas, kitchen, and bar and waiting time that allows Hard Rock Café to deliver the products and services to its final customers (Aung and Chang, 2014). The layout and processes used by Hard Rock café assist the organization to make its operations and business activities smoother.
Conclusion
From the above report, it can be concluded that Hard Rock Café is the organization that has implemented its operations management process effectively. It has designed its processes and activities considering the changing needs and demands of customers in restaurant industry. It is a themed restaurant that has prepared its food menu by looking at the people and their needs. The report shows that the aspects of 4Vs framework should be dealt with ensuring the process excellence. For Hard Rock café, it includes faster food preparation time, higher efficiency and productivity. These factors are adding value to the organization. Hard Rock Café uses effective and efficient operations strategies to attain its operation objectives. Effective layout and processes assist it to deliver the products to final customers.
References
Aung, M.M. and Chang, Y.S., 2014. Traceability in a food supply chain: Safety and quality perspectives. Food control, 39, pp.172-184.
Geraghty, L., 2014. It’s not all about the music: online fan communities and collecting Hard Rock Café pins. Transformative Works and Cultures, 16.
Haksever, C. and Render, B., 2018. Service and Operations Management. World Scientific Books.
Hard Rock Café, 2015, Hard Rock History, Available from https://www.hardrock.com/corporate/history. [Accessed on 21 June, 2018].
Hard Rock Café, 2017, Home- Hard Rock, Available from https://www.hardrock.com/. [Accessed on 21 June 2018].
Heizer, J. H., & Render, B., 2014, Principles of Operations Management: Sustainability and Supply Chain Management. Prentice Hall.
Jacobs, R. and Chase, R., 2013, Operations and supply chain management, McGraw-Hill Higher Education.
Kafetzopoulos, D.P. and Gotzamani, K.D., 2014. Critical factors, food quality management and organizational performance. Food Control, 40, pp.1-11.
Mamic, I., 2017. Implementing codes of conduct: How businesses manage social performance in global supply chains. Routledge.
Sadovoy, V., Omarov, R., Shlykov, S. and Shchedrina, T., 2016, Assessment compliance of qualitative food characteristics to standard requirements. In 15th International Scientific Conference on Engineering for Rural Development(pp. 360-363).
Shaw, P., 2006. The 4 Vs of leadership: vision, values, value-added and vitality. Capstone Ltd.
Tayal, A., Gunasekaran, A., Singh, S.P., Dubey, R. and Papadopoulos, T., 2017. Formulating and solving sustainable stochastic dynamic facility layout problem: a key to sustainable operations. Annals of Operations Research, 253(1), pp.621-655
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