cost–volume analysis

Some people would say that Oliver Munday, Hard Rock’s vice president for cafe development, has the best job in the world. Travel the world to pick a country for Hard Rock’s next cafe, select a city, and find the ideal site. It’s true that selecting a site involves lots of incognito walking around, visiting nice restaurants, and drinking in bars. But that is not where Mr. Munday’s work begins, nor where it ends. At the front end, selecting the country and city first involves a great deal of research. At the back end, Munday not only picks the final site and negotiates the deal but then works with architects and planners and stays with the project through the opening and first year’s sales.

Munday is currently looking heavily into global expansion in Europe, Latin America, and Asia. “We’ve got to look at political risk, currency, and social norms—how does our brand fit into the country,” he says. Once the country is selected, Munday focuses on the region and city. His research checklist is extensive, as seen in the accompanying table.

Site location now tends to focus on the tremendous resurgence of “city centers,” where nightlife tends to concentrate. That’s what Munday selected in Moscow and Bogota, although in both locations he chose to find a local partner and franchise the operation. In these two political environments, “Hard Rock wouldn’t dream of operating by ourselves,” says Munday. The location decision also is at least a 10- to 15-year commitment by Hard Rock, which employs tools such as locational cost–volume analysis to help decide whether to purchase land and build, or to remodel an existing facility.

Currently, Munday is considering four European cities for Hard Rock’s next expansion. Although he could not provide the names, for competitive reasons, the following is known:

FACTOR EUROPEAN CITY UNDER CONSIDERATION IMPORTANCE OF THIS FACTOR AT THIS TIME

A B C D

A. Demographics 70 70 60 90 20

B. Visitor market 80 60 90 75 20

C. Transportation 100 50 75 90 20

D. Restaurants/nightclubs 80 90 65 65 10

E. Low political risk 90 60 50 70 10

F. Real estate market 65 75 85 70 10

G. Comparable market analysis 70 60 65 80 10

Case Study Questions

  1. From Munday’s Standard Market Research checklist, select any other four categories, such as population (A1), hotels (B2), or restaurants/nightclub (D), and provide three subcategories that should be evaluated. (See item C1 [airport] for a guide.)
  2. Why does Hard Rock put such serious effort into its location analysis?
  3. Under what conditions do you think Hard Rock prefers to franchise a café?

All key elements of the assignment are covered in a substantive way.

  • Introduction
  • Problem identification
  • Analysis (pros and cons)
  • Solution choice and rationale
  • Conclusion
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Hard Rock Café’s Global Strategy

Read about the Hard Rock Café’s Global Strategy  You can also read more about its strategy on pages 55–56 in your textbook. Once you have read the case study, answer the questions below.

Case Study Questions

  1. Identify the strategic changes that have taken place at Hard Rock Cafe since its founding in 1971.
  2. As Hard Rock Cafe has changed its strategy, how has its responses to some the 10 decisions of OM changed?

Hard Rock brings the concept of the “experience economy” to its cafe operation. The strategy incorporates a unique “experience” into its operations. This innovation is somewhat akin to mass customization in manufacturing. At Hard Rock, the experience concept is to provide not only a custom meal from the menu but a dining event that includes a unique visual and sound experience not duplicated anywhere else in the world. This strategy is succeeding. Other theme restaurants have come and gone while Hard Rock continues to grow. As Professor C. Markides of the London Business School says, “The trick is not to play the game better than the competition, but to develop and play an altogether different game.”* At Hard Rock, the different game is the experience game.

* Constantinos Markides, “Strategic Innovation,” MIT Sloan Management Review 38, no. 3: 9.

From the opening of its first cafe in London in 1971, during the British rock music explosion, Hard Rock has been serving food and rock music with equal enthusiasm. Hard Rock Cafe has 40 U.S. locations, about a dozen in Europe, and the remainder scattered throughout the world, from Bangkok and Beijing to Beirut. New construction, leases, and investment in remodeling are long term; so a global strategy means special consideration of political risk, currency risk, and social norms in a context of a brand fit. Although Hard Rock is one of the most recognized brands in the world, this does not mean its cafe is a natural everywhere. Special consideration must be given to the supply chain for the restaurant and its accompanying retail store. About 48% of a typical cafe’s sales are from merchandise.

The Hard Rock Cafe business model is well defined, but because of various risk factors and differences in business practices and employment law, Hard Rock elects to franchise about half of its cafes. Social norms and preferences often suggest some tweaking of menus for local taste. For instance, Hard Rock focuses less on hamburgers and beef and more on fish and lobster in its British cafes.

Because 70% of Hard Rock’s guests are tourists, recent years have found it expanding to “destination” cities. While this has been a winning strategy for decades, allowing the firm to grow from one London cafe to 145 facilities in 60 countries, it has made Hard Rock susceptible to economic fluctuations that hit the tourist business hardest. So Hard Rock is signing a long-term lease for a new location in Nottingham, England, to join recently opened cafes in Manchester and Birmingham—cities that are not standard tourist destinations. At the same time, menus are being upgraded. Hopefully, repeat business from locals in these cities will smooth demand and make Hard Rock less dependent on tourists.

All key elements of the assignment are covered in a substantive way.

  • Introduction
  • Problem identification
  • Analysis (pros and cons)
  • Solution choice and rationale
  • Conclusion

importance of risk management and quality

The importance of risk management and quality programs is paramount in the health care organization. Describe the role of the risk manager in a health care setting. Explain how risk and quality managers work together to mitigate risk in a health care organization.

The use of 2 scholarly sources (e.g., textbook or article from the CEC Library) is required

training program

Question 1: Analyze one of the jobs you performed before. List the tasks (no more than 10) you performed in a typical week. Indicate (1) importance of each task, (2) time consumed of each task, and (3) easiness to acquire the needed KSAO on-the-job. Finalize with a list of prioritized needs for training. Based on the above three points you listed for the tasks, explain how the information affect your prioritization.

Question 2: Chapter 6 explains many training methods. Identify a training need in your organization and rank three most suitable training methods for the promoted training program. Explain why these methods are best fit with the program.

Question 3: Chapter 7 introduces many methods to collect information on evaluation. List three methods that you consider as the most effective ones and elaborate on your reasoning. Are these the most popular methods used in your organization? Are the theoretically most effective methods also practically most popular ones?

(USE THIS BOOK FOR ONE OF THE RESOURCES)Human Resource Development – 7th Edition – 2017

J.M. Werner

Business and Strategic Planning

The business plan of a healthcare organization describes the purpose of the HCO and lends structure to its organizational goals. The strategic plan is used as a directional guide; in other words, how the organization will fulfill its purpose and put ideas into action. The strategic plan also prioritizes the organization’s resources as a means to fulfill the business plan. Simply put, the business plan is the “what,” and the strategic plan is the “how.”

To prepare for this assignment, read Chapters 1 and 2 in the course text as well as the required article by Varkey and Bennett (2010). You may also want to review the recommended article by Williams (2008). For your initial post, answer the following questions in the discussion forum:

  • What is the difference between a healthcare organization’s business and strategic plan? Be sure to include the purpose of each plan and how they relate to one another.
  • Why is it important for a healthcare organization to develop a strategic plan?

Support your initial post with in-text citations and references for at least two scholarly sources.

DISCUSSION 2

Strategic Planning and Marketing

Figure 1.1 in the course text illustrates how various functional plans for a healthcare organization support the overall strategic plan.
various functional plans for a healthcare organization support the overall strategic plan
Figure 1.1: Relationship of overall strategic plan to business unit plans. Adapted from Strategic Planning and Marketing in Healthcare Organizations by R. Stevens and L. S. Silver, 2015, section 1.2: “The Importance of Strategic Planning and Marketing – Strategic Planning Process Overview.” Copyright 2015 by Bridgepoint Education, Inc.

The healthcare delivery system is often described as a service-driven industry. Therefore, it is vitally important for healthcare organizations to define the services that they are providing; however, it is equally important to determine the demographics or customer base that requires the specific service.

The strategic planning process supports the healthcare organization by prioritizing objectives and detailing the actions needed to fulfil the goals of the business plan. Specific actions are unique and depend on the healthcare organization’s services, goals, and mission. Not all objectives outlined in the strategic plan require marketing plans (e.g., purchasing land, equipment, and buildings). Other objectives may require a marketing plan (e.g., providing physical therapy targeted toward a specific demographic).

To prepare for this discussion, read Chapters 1 and 2 of the course text. You may also want to review the recommended article by Yang (2010). Then read the scenario below and construct your initial post based on the directives that follow.

Scenario
The marketing director for Happy Valley long-term care center looks at the organization’s strategic plan to differentiate marketable objectives from non-marketable objectives. Objectives found in the healthcare organization’s strategic plan include the following:

  • Purchasing medical equipment
  • Purchasing more land
  • Acquiring financial capital
  • Acquiring physical resources
  • Providing elder day care to Alzheimer’s patients
  • Providing physical therapy
  • Providing social activities such as bingo
  • Promoting product awareness such as: marketing in a manor to improve the public’s perception of the HCO’s product or service
  • Providing shuttle service to medical appointments
  • Increasing sales
  • Creating a brand
  • Establishing the organization as a leader in the long-term care industry

Initial Post: Based on the Happy Valley scenario detailed above and the information presented in Chapters 1 and 2 of the course text, construct an initial post in which you

  • Differentiate between the organization’s stated objectives as to whether they are marketable or non-marketable objectives.
  • Select the marketable objectives (i.e., those you would recommend developing in a marketing plan), and explain why you consider those objectives marketable.
  • Explain why the marketing plan objectives should be in line with the objectives in the healthcare organization’s strategic plan.

Be sure to provide concrete examples from the text and from your own research. Each source should be cited and referenced according to APA style as outlined in the Ashford Writing Center (Links to an external site.)Links to an external site..

Deliverable 3 – Importance Of Customer Service

Competency

Apply customer service skills before, during and after a sale.

Scenario Information

You are the regional sales manager for International Herb Express (IHE) which is a large, US-based spice & herbs supplier. IHE sells to other businesses that purchase bulk spices and spice blends for use in their end products. The primary customers are baking and soup mix corporations that sell to other businesses, for example, bakeries, restaurants, other food-service, and regional grocery chains. IHE is launching a new spice blend that reflects a more diverse cultural & ethnic flavor profile than IHE’s traditional offerings.

The abridged marketing strategy for this new spice blend is to target both current customers, but also to reach new customers that are target regions with higher ethnic diversity and/or the more adventurous “foodies” market. The marketing efforts will focus on taste testing, sampling, and on-site promotion. IHE is launching this marketing plan to help create a product offering that is not as commodity-driven (as most spices and herbs are the same quality no matter where they are purchased) and can potentially offer higher profit margins.

It is important to note that spices and other ingredients are raw goods and traded as commodities. The raw price for these goods changes on a day-to-day basis. Pricing is based on classic supply and demand, though nature is a key contributor to the supply–extreme weather as well as health of crops have a direct impact on the supply chain and access to the raw goods.

Instructions

As the regional sales manager, you are part of the Customer Service Task Force for IHE. During a monthly meeting, you became aware of a reoccurring challenge the customer service team is experiencing. When current or potential customers contact customer service to inquire about the new ‘spice blend,’ the customer service team cannot answer basic questions or offer a level of service that your sales force often promotes in their communications with buyers. This occurs via telephone and email inquiries as well as when potential clients use your website and social media pages as a point of engagement.

In particular, the customer service team is unable to utilize the training that they have had on handling inquires such as these since the product offering is new and more complex than your day-to-day product offerings.

You need to prepare a training manual that focuses on the new product offering. The training manual will need to include:

  • Introduction to build the value of the customer service team supporting the company’s sales efforts
  • Key customer service skills and areas of expertise needed to be effective
  • Establish a process to guide a customer service team to share basic sales information with customers/potential customers
  • A recommendation to utilize customer service technology to enhance the experience for potential customers. (You can assume that the customer service teams have access to technologies such as a CRM package, social media accounts, website FAQ’s, etc.)

Applying HR Concepts

By successfully completing this assignment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

  • Competency 1: Define the employee relations function of an organization and human resources’ role in its development.
    • Describe how best practices will promote human resources as a strategic employee and labor relations partner versus the tactician.
    • Describe the impact your personality “type” (Unit 7) has or will have on your role in employee and labor relations, either as an employee or member of management.
    • Summarize the main components of employee relations in organizations.
  • Competency 2: Analyze human resources practices that promote positive employee relations and legal compliance.
    • Describe the skills currently possessed that facilitate your work.
    • Describe the skills you want to develop.
    • Present at least one activity or practice you can use to help develop those skills.
  • Competency 5: Examine the impact of labor unions on employee-employer relationships.
    • Describe how positive employee and labor relations enhance organizational competitiveness.
    • Describe how the mission, vision, values, and culture of an organization influence employee and labor relations, including the main reasons employees seek union representation.
    • Analyze human resources practices that promote positive employee and labor relations and legal compliance.
  • Competency 6: Communicate professionally with all stakeholders.
    • Employ proper grammar and mechanics.
    • Communicate professionally with all stakeholders.

Assignment Description

Throughout this course, you have studied a variety of concepts and best practices designed to facilitate positive employee and labor relations. For this assignment, analyze the following concepts:

  • Summarize the main components of employee and labor relations in organizations.
  • Describe how positive employee and labor relations enhance organizational competitiveness.
  • Describe how the mission, vision, values, and culture of the organization influence employee and labor relations, including the main reasons employees seek union representation.
  • Analyze human resources practices that promote positive employee and labor relations and legal compliance.
  • Describe how best practices will promote human resources as a strategic employee and labor relations partner versus the tactician.
  • Describe the impact your personality “type” (Unit 7) has or will have on your role in employee and labor relations, either as an employee or member of management.
  • Describe the skills you currently possess that facilitate your work.
  • Describe the skills you want to develop.
  • Present at least one activity or practice you can use to help develop those skills.

Refer to the Scoring Guide to ensure that you meet the grading criteria for this assignment.

Assignment Requirements

  • Written communication: It should be thoughtful and free of errors that detract from the overall message.
  • APA formatting: Resources and citations are formatted and styled according to the most recent APA edition.
  • Length of paper: 6–8 typed pages, double-spaced.
  • Font and font size: Times New Roman, 12 point.
  • Attach document and upload to this assignment area.