Comparing and Contrasting Red Lantern and Other Restaurants - Case Study Example

Title: Simulated Chinese restaurant summarize The hotel Red Lantern in China is located in the city of El PASO (Campbell & Campbell 2006). The restraint has for a long time been committed itself to ensuring it offers the best dining experience in China. The hotel offers a variety of foods. The Red Lantern further ensures it uses the healthiest ways in making dishes besides ensuring they are nutritious. Red Lantern is also well recognized for its dynamic and inviting ambiance to attract customers (Campbell & Campbell 2006). A simulation study carried out in the hotel had a lot to show. The main ideas governing the project were inspired by the comparing and contrasting differences between Red Lantern and hotel Chopsticks. It was observed that the mode of advertising was modeled on the common usage of both posters and flyers in both restaurants. In addition, Red Lantern has adopted A La Carte Menu arrangement (Campbell & Campbell 2006). Decorations at the hotel, and store layout were very incorporative of the Chinese decorations and culture. Comparing and contrasting Red Lantern and other restaurants There are a number of issues we could address to draw differences in the hotels. For instance, in considering the modes of making payments, we found that Red Lantern made offered three meals at a price of $12.50 (Roberts 2002). On the other hand, Hotel Hunan had the same offer of three meals at a price of $14.00. The difference in prices between the two hotels is a margin of $1.50. From this, we could conclude that Red Lantern is much cheaper and more economical given all its other services are top notch and excellent. In addition, the two hotels were similar in the aspect of service delivery. They have adopted use of banquet style serves. Another important similarity that is key to both restaurants is that they have both adopted use of Chinese music (Campbell & Campbell 2006). Red Lantern and Chopsticks restaurants also have their differences. To start with, Chopsticks offers both Japanese and Chinese foods in its menu. Red Lantern, on the other side offers only Chinese food in its menu. Another notable contrast is that Chopsticks has tried to set different prices for its adult and children customers. This is to ensure that the needs of each customer are taken into consideration and no one will fell oppressed. Red Lantern has no special prices for children and adult customers. Its prices are fixed for all customers. If we look at the promotion items on offers in each of the restaurants, Red Lantern promotes bubble tea and Tsingtao beer (Campbell & Campbell 2006). In hotel Chopsticks, there are no promotional items unlike in Red Lantern. Marketing and merchandising In any business, promotion and marketing of its goods and services is crucial in attracting a large customer base. Red Lantern has put this well in mind, and has as a result, adopted a number of marketing tools. For instance, they own a facebook account on which potential customers can learn on the various dishes and services offered at the restaurant. In addition, they have gone a step further and made attractive posters that are strategically laid to attract customers. The hotel’s lobby is well set to create a lasting impressive look on customers visiting (Campbell & Campbell 2006). Lastly, the hotel also advertises by word of mouth. This could be through customers who were impressed by the services and have chosen to tell their friends about the amazing services at Red Lantern. Members of staff can also be quite resourceful in creating awareness of the services offered at Red Lantern. On inquiry, the hotel management confirmed that their approximate clientele base is about 28 customers. The management has set a target to reaching at least 50 customers (Campbell & Campbell 2006). Overall, we could not analyze the hotel management as having failed for not attained the set targets since they have a portion of royal customers. Furthermore, the customers who have already been to the restaurant are impressed by the services offered. The management also suggested that they needed to do more in terms of creating awareness and publicity for the hotel. From the analysis of the 228 customers at Red Lantern, it was established that eighty percent of the customers got to know of the hotel by word of mouth (Campbell & Campbell 2006). Another five percent of the customers claimed to have learnt of the hotel through posters. Lastly, a portion of fifteen percent got wind of the hotel through the hotel’s database. On the aspect of merchandising methods employed by Red Lantern, it has mainly used bubble tea and Tsingtao beer on displays in bar’s sales photos in a bid to attract new customers (Roberts 2002). In addition, the bubble tea and Tsingtao beer always show cased at the bar area. They have also embedded pictures of bubble tea and Tsingtao beer on table cards (Campbell & Campbell 2006). The Tsingtao beer logo had also been incorporated into the Red Lantern logo. However, despite the numerous efforts to promote their products it was confirmed that the expected sales were still not made as most of the bar regulars were old men. They claimed that they had never heard of the products, and were not willing to try them on for fear of health complications. They therefore preferred not to try the new products. Customers’ response on Red Lantern’s services The management confirmed that they regularly issued out questionnaires to their customers as a method of seeking to improve their client services. On the question of food, most of the customers though not all, agreed that the taste of food was delicious. This was positive sign for the restaurant that they were on the right track uphill to achieving their set targets (Campbell & Campbell 2006). They management also sort to hear what the customers thought when it came to service delivery in terms of saluting and greeting customers. Most of them were impressed with it and greatly recommended the management. Questionnaire responses The other question posed was what customers thought of the restaurant’s mode of promoting their services. A fraction of 3 percent claimed that it was average, indicating that the hotel need to embark on better ways of creating awareness. On the issue of whether the services offered were efficient and homely, a substantial portion of the customers acknowledged that they were satisfied with the mode of service delivery. Nevertheless, if the hotel wanted to do better, it would mean embarking on the best service practices to attract a large customer base. The customers also rated the hotel atmosphere as average and conducive. This was quite good for Red Lantern. In addition, the interviewed customers also agreed that dishes at Red Lantern offered good value for their money. This meant that the mode of preparing food at Red Lantern was up to standard and customer satisfying (Campbell & Campbell 2006). The management was asking any possible questions that would possibly increase the company sales. They wanted to understand what their customers liked most about the restaurant and as well get wind of the things or services that the customers felt were not being offered well. In this line, they had asked the customers on what they thought of the ease of understanding the menu. A seventy percent of the total number of respondents approved that the menu was easy to understand, and they could easily go through it without the help of the hotel attendants. Another portion of fifteen percent of the respondents claimed that they found the menu easy to read and understand since the hotel attendants helped them understand. This was a good compliment for the hotel’s attendants since it was an indication that the services were customer friendly and appreciated by customers (Campbell & Campbell 2006). Lastly, a percentage of fifteen percent thought that the menu needed to be made more detailed to enable easy understanding by customers. Another question in the questionnaires was that of the hotel’s quality and taste of food (Campbell & Campbell 2006). The question elicited different reactions from customers as people have varying tastes and preferences. A substantial percentage of eighty-five respondents argue that they were comfortable with the food quality and the tastes and temperatures were up to standards (Roberts 2002). However, a section of fifteen percent disagreed and claimed that that the main course would have been better if it were prepared a little hotter. The management of Red Lantern considered all comments offered, and was going to use them to make all customers feel comfortable. It would be wise if from now on the hotel attendants inquired from customers how they wanted their food prepared so that the needs of every customer could be put into consideration. There was also the question of what the customers thought of all the attendants serving hem and what they thought of the hotel atmosphere. The customers complimented that the customers’ attendants were very friendly, and acted professionally while serving customers. In addition, the customers said they would have loved if the music played at the restaurant was changed and improved. This was all in a bid to improve the environment at the restaurant. Customers would feel more comfortable in a place with things they could relate to (Roberts 2002). Perhaps it would also be advisable for the management to try, and blend in with customer’s attendants who are able to speak in diverse languages (Campbell & Campbell 2006). This is crucial so that no customer feels left out, and misunderstood due to language barrier. The hotel was not only going to be for the Chinese only, other cultures to might want to visit and have a taste of the Chinese dishes. It is for this reason that catering for the needs of every customer was important to create balance and equality. Work Analysis The management of Red Lantern had also analyzed its staff performance in a bid to better their customers dining experience. On investigating and issuing questionnaires, it was noted that the customers’ attendants were going well in terms of teamwork. Hey were united and each were motivated to give the customers the best very each of them could. However, there was a concern that the attendants failed to interact well with customers upon their arrival at the restaurant (Campbell & Campbell 2006). There was a need for the attendants to improve on their customer interaction skills this is what determined if a customer was going to come back to the restaurant, based on the reception accorded on the first experience. Another issue raised was that of their ability and efficiency to solve problem. The attendants were rated as average. More was need in terms of solving arising issues at the restaurant (Campbell & Campbell 2006). In addition, the customer attendants were interrogated on their motivation to work. Two-thirds of the attendants claimed to enjoy their work (Roberts 2002). The rest must have been unmotivated. This was an indication that the management of Red Lantern needed to do much to motivate their staff if a unique dining experience was to remain part of their main objectives. Furthermore, those who were well motivated attributed their morale to teamwork. It made working around the hotel easy and more enjoyable. The other issue raised by workers was that the management did little to interact with them. In addition, they also argued that communication with the management was difficult and needed to be improved. The attendants laid the blame of minimal performance on the management as little was done in terms of accessing performance with customer attendants and customers as well (Campbell & Campbell 2006). This was an issue of concern and the management needed to improve their communication strategy for the smooth running of the restaurant. Additionally, the manager needed to come up with and better way of carrying out promotions if the hotel was to do better. Other arising issues noted included bad control of voice music. Order was good to ensure that daytime music was harmonized and not disturbing to any of the customers. It was also argued that a budget had to be set in the kitchen to avoid shortages and misuse of resources. The attendants also claimed to lack someone to give them instructions on what they were supposed to do. All the complaints fell on bad management and an improvement was necessary to ensure all activities ran smoothly (Campbell & Campbell 2006). It would also be good to clearly explain to the staff what their duties were as well as make them aware of what was expected of them. Financial Control On issues of finance, it was noted that the EPOS plan put in place to make financial accountabilities was quite effective and the staff found it very convenient and easy to work with. However, there little concerns that there were times when details with the EPOS system were not all very clear (Campbell & Campbell 2006). In addition, communication with the staff in the kitchen was troubled and needed to be improved for better accountability (Roberts 2002). Overall recommendations Factors that could cause failure of this restaurant have been outline as above. If the hotel was to be real, its performance would be boosted by improving the operations of its management. For instance, modes of marketing and promotion need to be those the customers can easily relate to (Roberts 2002). Involving customers in decision-making process would make things a little easier. Another crucial point in relation to advertising was that the hotel would need to promote Chinese tea more as more customers like it (Campbell & Campbell 2006). In fact, having offers where customers can taste it free of charge would do a lot in promoting the product. Red Lantern would also need more publicity, to attract more customers. Having resolved the issues within the hotel such as those of communication, the hotel will definitely achieve set policies. References CAMPBELL, T. C., & CAMPBELL, T. M. (2006). The China study: the most comprehensive study of nutritition ever conducted and the startling inplications for diet, weight loss and long-term health. Dallas, Texas, Benabella Books. ROBERTS, J. A. G. (2002). China to Chinatown: Chinese food in the West. London, Reaktion. Read More