Successful restaurant

Question 1

3 dimensions of a business analysis .

Answer 1

• Environment:
• Market:
• Company:

Question 2

3 steps to develop a concept.

Answer 2

• Environment: O () T ()
• Market: S () W () O () T ()
• Company: S () W ()

Question 3

3 perspectives of the environmental analysis.

Question 4

7 perspectives of the market analysis.

Answer 4

Question 5

SBF

Answer 5

Strategic Business Field - defines our customers for the business

Question 6

SBU

Answer 6

Strategic Business Unit .What type of feed we are going to sell to the customer

Question 7

strategic customer.

Answer 7

Question 8

Positioning the product

Answer 8

For existing companies and products:

• BCG Portfolio
• Positioning Cross

For new companies and products:

• GE-McKinsey Portfolio
• Positioning Cross

Question 9

BCG

Answer 9

for exicting

Question 10

McKinsey Portfolio

Answer 10

for new companies

Question 11

cross positioning.

Answer 11

Question 12

12 perspectives of the company analysis.

Answer 12

• Structure of a Culinary Organization
• Leadership & Personnel
• Interior (Front of the House)
• Production
• Research and Development
• Ability of Innovation
• Know-How Analysis
• Synergy Potentials
• Inventory, Storage, Purchasing and Logistics
• Financial Analysis

Question 13

Conclusion of an analysis with SWOT & TOWS Matrix.

Answer 13

• The TOWS Matrix is used as the preliminary to define a corporate vision, mission, corporate values and goal.
• Since all points and perspective of a problem are summarised in the TOWS Matrix, it can also be used as a useful tool to solve many problems within a company.
• Therefore, the TOWS Matrix can also be used for designing a menu as an effective tool. (Targeted Market segment, type of menu, style of service, etc.)

Question 14

Vision and Mission of a corporation.

Answer 14

• A vision is your final destiny of achievement
• The Mission is the mean to reach the vision

Question 15

Major stakeholders (2)

Answer 15

Question 16

Environment: Characteristics

Answer 16

• They are continuously changing;
• They affect everybody.
• no financial interest in the business.
• tremendous impacts on the business

Question 17

stakeholders. characteristics

Answer 17

• They are usually not changing very fast.
• have a regional impact.
• They do have a direct financial interest in the business.
• They are usually negotiable.

Question 18

Questions regarding to the Business Branch

Answer 18

• Current & Future Attractiveness of the Branch
• Size & Growth & development of the Branch
• Structure of the Branch and the Customers.
• Unemployment & Employment Competition
• Development within the Branch
• Instruments of Competition
• Branch Orientation (Technology, Customers, Innovation, Procedures, Products)
• Safety within the Branch (Entrance Barriers, Possibilities for substitutions)

Question 19

Questions regarding to the Competitors

Answer 19

• Structure of Market of the Competitors
• Strengths & Weaknesses of the Competitors
• Strategies of the Competitors
• Positioning & Range of Products of the Competitors
• Product Politics & Price Range of the Competitors
• Distribution of the Competitors
• Promotions of the Competitors
• Advertisement of the Competitors
• Structure of the Competitors costs.

Question 20

Influencers. characteristics

Answer 20

• not changing very fast.
• a regional impact.
• They do not have a direct financial interest in the business.
• an important impact on the purchasing.
• We can negotiate with them.