Performance Objectives of Wagamama - Coursework Example

Operation Management Table of Contents Introduction 3 of the Performance Objectives 4 Quality 6 Speed 7 Cost 7 Dependability 7 Flexibility 8 Operation Management Strategy of the Organisation 8 General Admission 9 Prominent focus on Maintaining Quality 9 Brand Recognition or Branding 10 Describing Perception as well as Exception of Quality for that Operation and Possible Issues 11 Conclusion and Recommendation 14 References 16 Introduction The journey of providing brilliant types of fast food by Wagamama was begun in the year 1992 in Bloomsbury, London. With the traditional culture of Japanese ramen bars along with Asian flavours, Wagamama has developed its unique identity by offering an exceptional type of dining experience to the Londoners. The fast-food retail chain of Wagamama provides a wide range of traditional food items inspired by the cultural aspects of Japan with its own friendly and vibrant restaurants across the global cities. In relation to the current business position of the company, Wagamama has been rigorously serving with its quality based Japanese food items across more than 17 nations with 120 restaurants and more than 3,500 skilled employees globally (Wagamama Ltd., 2014; 1Wagamama, 2014). Headquartered in London, UK, Wagamama has been witnessed to achieve unceasing growth by delivering exceptional range of Japanese dishes with utmost quality and authenticity as per the desires of the global customers. The chain restaurant business of Wagamama is renowned for its Japanese-inspired noodles, rice dishes along with flavoured salads and dessert items. Moreover, the chain restaurants are also witnessed to gain their strong image through delivering squeezed juices along with hot drinks and wines (1Wagamama, 2014). The key objective of this assignment is to draw the key performance objectives ranging from quality, speed, dependability, flexibility and cost relating to the business operation of Wagamama Lincoln UK. The discussion of the assignment also explores the operational handling process of the company by assessing its fluctuating demand in the market and the procedure based on which it tends to perform flawless performance without creating excessive customers to wait or reduction of its service quality. In this regard, the discussion tends to cover the perception and expectation of quality for the operations in Wagamama that may involve various types of issues while serving global customers. Finally, the discussion draws a conclusion by discussing the extent to which the stipulated performance objectives of Wagamama are evident and provides effective recommendation to improve the existing performance of the company. Description of the Performance Objectives The performance objectives of Wagamama are the key set of indicators that are duly followed by the fast-food chain to judge its operational performance. The performance objectives of Wagamama are prudently undertaken with the aim of meeting desires and expectations not just only for its broad range of customers, but also for the key stakeholder groups of the company (Wickedweb, 2014). The operational objectives of the company are tailored by an exceptional strategic approach that enables the company to deliver its overall organisational approach. The implementation of strategic operational objectives in Wagamama plays a crucial role for the company to gain competitive position than other rivals in the similar business industry. However, the performance objectives of Wagamama often face major obstacles due to few of the company’s major operational processes (Anaza & et. al., 2014). The measurement of the current performance objectives of Wagamama can be identified with the following demonstration: Fig 1: Polar Diagram of the Prformance Objectives and its Key Indicators The representation of the polar diagram details about the significance of the key performance objectives of a particular organisation. It also represents the way of operational strategies of the organisations to meet the satisfaction level of the consumers and contribute major support to Wagamama towards achieving competitive position (Greasley, 2007). With regard to the previously mentioned illustration, the five key performance objectives generally describe about the current performance level of the company in terms of quality, speed, cost, dependability and flexibility of its range of business operations (Ree, 2009). According to a general perspective, operational speed, costs and dependability involve quite homogeneity for both situations with almost similar importance to the operations. Costs associated with the performance objectives of the organisation are the key indicators that determine the overall performance of the organisation. In case of low cost in producing of goods and service, it can help the organisation in keeping the price of the same goods and/service with a lower level (Anaza & et. al., 2014). With due understanding of the framework, the following discussion describes the current operational performance objectives of Wagamama and comparison with the traditional restaurant have been demonstrated hereunder: Fig 2: Performance Objectives of Wagamama’s Seating Layout A brief description regarding each of the performance objectives in relation to the operation of the organisation in Lincoln UK has been provided as follows: Quality Quality can be considered as one of the major determinants of Wagamama. In relation to the current business operations, Wagamama has been widely accepted to maintain quality standards as per the commitment made by the company to its key groups of stakeholders (Kavita, 2009). The traditional Japanese food items along with wide variety of fast food items of the company have been also recognised to meet the needs and expectations of the consumers in the respective business location in Lincoln. According to customers’ viewpoints, the traditional Japanese food items of the company are more likely to meet the desires of the consumers in terms of their tastes and preferences. In relation to the quality indicator, the operational performance of Wagamama can be identified as more competitive than the traditional restaurant located in Lincoln. Speed In the context of speed, Wagamama has been also recognised to maintain appropriate balance with the costs of production along with quality associated with its each traditional food item. The speed of the operational process is one of the key aspects of the company to meet the interest and expectations of the valuable stakeholders. The quick process of placing orders to the consumers’ desks is a major competitive advantage of Wagamama over the existing traditional restaurant in Lincoln. In this regard, the strategic directions associated with the operational functions of the restaurant have been identified as more convenient and swift, which enable the company to address the number of consumers within a stipulated delivery time. In addition, the well-designed menu style of the traditional Japanese food items is also a major supporting aspect of Wagamama, which ensures the members within the restaurant to place orders within the stipulated time (Shaw & Peel, 2004). Cost Cost of producing and serving traditional food items is one of the major determinants of the restaurants operating in the emerging Lincoln fast-food business industry. According to the observation, it has been asserted that the traditional food market of the respective location involves higher costs as the operational activities of the restaurants require abundant traditional materials and equipment. The cost associated with product and service for Wagamama is relatively higher than the existing traditional restaurants in Lincoln. Thus, higher focus on quality along with considerably limited numbers of availability in its seating arrangement can be identified to increase cost for the company while performing operation in the respective business market. Dependability Dependability in the polar diagram framework generally describes about the performance continuance of Wagamama towards delivering quality-based products and services within the stipulated time as per the commitment (Neely & et. al., 1997). In relation to the assessment result, it has been perceived that the operational performance of Wagamama tends to meet continuous dependability of delivering quality-based products by maintaining cost and delivery time. The dependability of the company towards meeting its performance objectives is significantly higher than the existing competitors or the other traditional restaurant marketers in Lincoln. Flexibility In the context of flexibility, the performance objectives of Wagamama have been recognised to face major deficiency than the other restaurants in Lincoln. According to the assessment of the restaurants in this particular business location, significantly least capacity of customers in the restaurants is one of the major causes of the company that affects its flexibility. The sitting arrangement of the Wagamama restaurants is often inflexible and it covers only a few numbers of customers. The design of the seating arrangement in the restaurants relatively limited than the traditional restaurants that exist in the emerging market of Lincoln. According to the current business scenario, the quality of products and services along with continuous dependability of meeting consumers’ demand can be regarded as the key performance indicators of Wagamama. This is owing to the fact that adequate quality management and higher focus on the dependability often facilitates Wagamama to achieve competitive advantage over the existing rivals in this particular business industry (Hallgren, 2007). Operation Management Strategy of the Organisation According to the aforesaid discussion, it is evident that seat arrangement design of the restaurant is one of the major deficiencies for Wagamama to meet its performance objectives. However, the company is often observed to effectively handle the increasing numbers of customers without creating excessive waiting or reduction of its quality-based products and services. In this regard, the operations strategy of the company plays a pivotal role for Wagamama to reduce the negative impact of its limited or inflexible seating arrangement in the restaurants. Although inflexible or rigid seating arrangement has been a negative aspect for the company, the operational strategy of Wagamama significantly helps to minimise negative consequences of excessive customer waiting at the restaurant. Nevertheless, the operational strategy also helps Wagamama to reduce the risk of maintaining its exceptional quality-based traditional Japanese food items. Few of the major operation strategy of the organisation have been discussed as follows: General Admission The operation strategy regarding customers’ waiting at the restaurant facilities are effectively handled by the process of general admission of consumers into the restaurant. The general seating arrangement often provides customers to avoid waiting in the long queue for experiencing exceptional range of traditional Japanese food items. The process of general admission enables customers to avail their desired seating positions, as it does not involve any type of advanced reserve or online booking system. The seating arrangement of the Wagamama restaurants provides independent opportunity to the customers to endow with ‘first come and first choice of seats.’ In addition, the general seating arrangement of Wagamama also facilitates customers to sit alongside with their friends, family members or associates. The adequate uniformity in the seating arrangement also helps customers to feel comfortable along with have quality-based traditional Japanese food items at the restaurants. Therefore, it can be stated that a general admission strategy for the customers in the Wagamama restaurants often reduce the risk of losing its valuable customers due to its limited seating arrangements. Prominent focus on Maintaining Quality The process of making continuous delivery of quality based traditional Japanese food items in respond to the needs and expectations of the customers can be regarded as one of the major operational elements of Wagamama. The strategy significantly helps Wagamama to satisfy the needs of the emerging numbers of global customers to remain with the traditional offerings made by the company. The availability of large number of traditional food items along with interactive ambiance facilities of the restaurant often meets the desires and expectation of the customers. In this context, it can be stated that the food quality along with ambiance of the restaurant are few of the major components that help Wagamama to retain its customers (Brown & et. al., 2005). Brand Recognition or Branding According to the present day context, the marketing strategy of the fast-food chain organisations tends to manage a feasible relationship with the clients in ways that offer profit assistance for both the organizations and its stakeholders. In addition, creating a long-term sustainability and achieving competitive position within global environment has evolved as the major concerning areas for the modern fast-food based organisations while developing their marketing strategies (Cupman, 2009). In this context, the brand recognition strategy of Wagamama involves generating brand awareness of its traditional Japanese food items on the major group of stakeholders such as investors, customers, suppliers and the existing community. In this regard, integrating effective communication media along with different PR campaigns substantially empower Wagamama to achieve its postulated operational objectives. Furthermore, the incorporation of advanced internet based tools such as use of social media networks has been recognised to help the company to increase the brand value of its range of product lines (Coetzee & et. al., 2013). Therefore, the operation management strategy of Wagamama has been witnessed to substantially lower the risk of its limited seating arrangement in the restaurants. The strategies have provided a major support to the company to successfully accomplish its predetermined operational objectives. Describing Perception as well as Exception of Quality for that Operation and Possible Issues The process of making continuous reveal of the customers’ perception about service quality has been witnessed as a major significance practice for the organisations to achieve success. From a management perspective, conducting a systematic assessment regarding the service of the organisations from the valuable customers provides a major assistance to the managers or the organisations to redesign their products and/or services for meeting the needs and expectations of the customers (Mokhlis, 2012). The process of providing quality experience has been considered to exceptionally satisfy and retain the target groups of consumers. In addition, delivery of superior and tailored service quality is one of the major set of essential elements of operations management not only for satisfying consumers, but the practice also ensures organisations to be more competitive in a particular market or business industry (Hirmukhe, 2012; Paycraft & et. al., 2007). In the context of traditional restaurant business industry, Wagamama has been highly observed to build its strong image through delivering exceptional ranges of quality based products along with tailored services to its customers. According to the current operational process of the company, the exceptional management of restaurant ambiance has been widely accepted as an exceptional service of the company. In the context of ambiance in Wagamama, the seating culture of the restaurants along with its facilities that entertain customers is one of the effective set of operational elements to satisfy the needs of the customers. In order to examine the quality of services delivered by Wagamama, the following transformation process of the company provides major insights of the study. Fig 3: Transformation Model of Wagamama According to the transformation model of Wagamama, it has been revealed that the transformed resources of the restaurants such as people and customers are the key elements that have significant impact on the customers’ satisfaction. Moreover, seating culture or seat arrangement process of the restaurant can also be a major factor for Wagamama to offer satisfied services to the ultimate consumers. From the interaction or survey with the customers and other people visiting to the restaurant, it has been significantly observed that they are satisfied with the quality of services rendered by the restaurant. The adequate compliance with maintaining traditional quality of delivering Japanese food items has substantially eventually met the expectations and desires of the customers. However, the transformation process has also depicted a major flaw of the company in terms of its facilities especially the seating capacity or arrangement procedure in the Wagamama restaurants. According to an in-depth understanding of the transformation process of managing services, the facilities such as seating culture or arrangement process of seats in the restaurants has been identified as a major issue of Wagamama. Therefore, the issue relating to the seating arrangement may be a challenging issue for Wagamama to sustain its leading position in delivering traditional Japanese food business in the respective business location. Conclusion and Recommendation The operational management process especially in the fast-food restaurant business industry has major influences on the long-term sustainability of the organisations. The rapid pace of competition along with fiercely growing numbers of consumers often imposes global organisations to redesign their operational functions. The process of making continuous development of the operational process often leads an organisation especially in the restaurant business industry to extend its long-term competitiveness over the existing rivals. According to the observation of the operational transformation process of the organisation, it has been perceived that the limited and inflexible facilities in the restaurant can impose major issue for Wagamama to sustain its leading position in the emerging Lincoln’s business market. The facilitating services of the company involve rigid or inflexible seating arrangement comprising a limited numbers of seats for the customers. In relation to the budding growth of customers, the input resources of the company have major roles to play in terms satisfying the customers. In this regard, the current culture of seating arrangement may lead Wagamama to undergo major issues. In respond to the current operational strategies, the performance objectives of Wagamama are quite evident in terms of satisfying needs and expectations of the consumers. In this regard, the process of delivering customers with traditional Japanese food items along with restaurant ambiance has been critically observed to satisfy the changing trends of the customers. In this regard, a critical focus on extending seating culture can also be a major operational aspect for Wagamama to retain its dominant position in the conventional restaurant business. Therefore, increasing numbers of seating capacity for the customers can substantially enable Wagamama to avert the possible risk of losing its valuable customers. Moreover, maintaining adequate flexibility in terms of structuring seating arrangement will substantially help the customers to avoid waiting to avail their orders. In addition, the seating culture of the company should focus on offering flexible seating arrangement to the valuable groups of customers. The process would help Wagamama to satisfy a wide range of customers to enjoy festivals or any other occasions alongside with their numerous friends and associates. The process of redesigning seating culture or arrangement of the facilities would also offer Wagamama to increase the numbers of its potential clients and gain major opportunity of serving its quality based traditional Japanese food items. In this respect, adequate focus on tailoring operational strategy in accordance with the changing trend of the customers would provide a major opportunity to Wagamama for maintaining dominant position in the emerging traditional Japanese food business industry. In order to redesign its seating culture or arrangement facilities, the operational activities of Wagamama restaurants should also need to focus on ensuring enforceable safety codes. Moreover, the company would need to increase the number of its staff members to effectively deal with the each clients within the restaurant. Correspondingly, Wagamama would also require tailoring its customer service operations in order to address needs and desires of the target customers while operating with its changed seating arrangement. References Anaza, N. A. & et. al., 2014. Factors Influencing Perceptions of Service Quality in Cooperative Extension Workers. Journal of Extension, Vol. 50, No. 3, pp. 1-8. Brown, S. & et. al., 2005. Strategic Operations Management, 2nd Edition. Elsevier. Coetzee, J. & et. al., 2013. Perceptions of Service Quality by Clients and Contact-Personnel in the South African Retail Banking Sector. Southern African Business Review, Vol. 17, No. 1, pp. 1-22. Cupman, J., 2009. Marketing Strategies in the Current Business Environment. Marketing Strategy Survey Synopsis. 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[Online] Available at: http://www.pomsmeetings.org/ConfProceedings/002/POMS_CD/Browse%20This%20CD/PAPERS/002-0178.pdf [Accessed November 28, 2014]. Wagamama Ltd., 2014. About Wagamama. Our Story. [Online] available at: http://www.wagamama.com/about-us [Accessed November 28, 2014]. 1Wagamama Ltd., 2014. About Wagamama. Global Map. [Online] available at: http://www.wagamama.com/about-us Accessed November 28, 2014]. Wickedweb, 2014. Wagamama. Profile. [Online] available at: http://www.wickedweb.co.uk/casestudies/wagamama2/ Accessed November 28, 2014]. Read More