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Background
Preparing Transformation
Employees
Gary Spaldings Shirley Smith Daniel Sinclair
Research
Analyzing local and international markets Customer trends Michael Burke
Design
Getting the most profitability out of the capacity of 150 people Cost saving at every turn Hired Mike walker, a relatively inexperienced but cheaper contractor
Operations
Plans have a way of going awry in implementation stage
Pricing
The pricing was done keeping the rates at High Rollers in mind
Organizational
3 divisions:
1. Restaurant Operations-Petty 2. Bowling Operations and Sales-Givens 3. Tracking of receipts and depositsGary Spalding
Financials
Higher levels of shrinkage controls due to young employees Pettys proposed management controls
2011/12 Operations
Unpredictability
Attendance fluctuations ranging from 425 customers to a minimum 100 customers at times Average for Thurs-Sunday fell to 35% and Mon-Wed only 15% Waiters started quitting jobs Machinery for two lanes also malfunctioned
Customer Experience
Givens interacted personally with the customers asking about their experience and their complaints
85% responded with most favorable rating
Private Events
Charlie Campbell replaced Smith Within a month he booked two private events and substantive contact with HR managers Mondays and Tuesday nights designated for private events
Gaining Momentum
Revenues started growing as word spread among graduate students and young professionals Average spending climbed to $45 with 60% capacity on Thurs-Sun nights
Strategic Partnerships
Two options:
1. League Bowling 2. Exclusive Band Rights
April 2012
Two offers:
1. Offer of $1 million by investor for starting point of negotiations 2. New York consulting firms offer of leading a group to Givens