Real Burger World- case study.docx

But it just didnt end there in terms of things that

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But it just didn’t end there in terms of things that unfortunately went wrong. In all good intentions, they hired a friend of theirs to be the manager of the store. Not only did this add to the overall cost structure of the operation, but surprisingly their friend had not worked in a fast food outlet before. Compounding the problem with the store management was the store design was based upon a concept of how it should look/feel to the consumer without consideration of the serving time and the preparation of food. In other words, the store design, particularly the kitchen area, was not overly supportive of a streamlined food preparation operation. Upon realizing the extent of their limited service time and delays, Naz and Mark hired a professional consultant in the area of fast food operational aspects. This consultant was immediately concerned with the preparation and service time which was generally in the order of 7 to 10 minutes. This
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consultant recommended several changes which were not consistent with the original “vision” of Naz and included the precooking and/or use of frozen products. While the vision was aligned to the significant growing trend of health and even organic food, RBW did not position themselves in that particular space. Instead, they focused on the word “real” – which communicated that their food was fresh, chemical free, preservative free, not frozen, not precooked. So as you can see, we have a dilemma – we have a fast food consultant recommending that the way to increase service and delivery times is to violate the basic underlying vision and values of the business. This is where the second store was to come into play. Not only was the second store improved in terms of the customer experience, but the kitchen and food preparation area were more structured around a timely and efficient manner. The brand continued to promote the fact that it was providing “real” food, and try to build the expectation in the customer’s mind that real/quality food was worth waiting for. To help build this expectation they had signage around the store indicating that the food was “worth the wait”. Another recommendation of the consultant that the two partners did adopt was to replace their friend as store manager and hire a professional/experienced manager of a fast food operation. This helped make a difference to the speed of their operation, as well as the motivation and training of the day- to-day staff. Menu design One of the key elements of the operation’s marketing mix that did not substantially change between the two stores was their menu and burger designs. Perhaps surprisingly, without any professional cooking/chef experience, both Naz and Mark took it upon themselves to design the burgers and menu items. To achieve this end, they went to local stores/markets initially and then prepared burgers in their own kitchen. Without consideration to the cooking environment/store structure, they determined a menu range that would be offered within both stores.
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  • Fall '17
  • ..
  • Reality television, Fast food restaurant, Hamburger, RBW, Naz Choudhury

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