Analysis of Ninja New York - Essay Example

?Introduction The ability to have high quality service with food and beverage which is available in restaurants is a key to service providers continuing to reach different levels of success. The measurement of quality which is associated with the food is what determines the return of consumers and the relationship which is taken to the food and beverage industry. When looking at the service providers in New York, it is noted that the competition and the need to have the correct operation management alternatives creates opportunities and challenges, specifically with the presentation of food and beverages that are within the industry. The examination of Ninja New York is one which goes a step further with the services provided, not only for the taste and expectations in quality. This is furthered with creating a story behind the operations and management while displaying alternatives within the industry for those that are interested in the food and beverages. Examining how this particular operation has worked and the results which have occurred provide opportunities with those who are providing services in restaurants while examining challenges that this also creates. Analysis of Ninja New York The basis of Ninja New York immediately moves outside of the competition by creating a myth behind the food and beverages provided. The basis of this is to show a myth that is related to the ninjas in ancient civilization practicing until they found a secret and mythical village where they began to create magical and secret recipes. This main story line is able to build the main identity of the food and the approaches which are taken in the restaurant toward the food. The result is that the myth immediately creates a sense of curiosity and mystery toward the products provided while developing a brand image that stands ahead of other competitors that are also offering Eastern foods. The myth that is a part of this follows the understanding that the Ninja restaurant was already a part of Japan then was brought to New York. The result is the ability to create an atmosphere with the Japanese style of food. The restaurant does this by dividing the sections with the Ninja Village and the Rock Burn dining. This follows with the myth of the ninja, specifically with not making a mistake with the food otherwise one goes into the ninja chamber. These areas are designed specifically with the myth intact and to create an understanding of ancient Japan and how this relates to the food and beverages which are served. By doing this, there is an immediate expectation toward the quality of the food and the mystery which the restaurant has created behind this. The overall atmosphere which is created with Ninja New York follows with the expectations by the operations management to continue to create the atmosphere with the food and beverages as well as the presentation which one has. The training includes acting and moving like a ninja while serving others the food. There is also a training to study the menu ingredients, specifically because of the relationship to Japan that is created. The ninja food that is a part of the restaurant is based on having high quality food brought from Japan and which holds the same mystery and myth of the ninja concepts. The concepts include desserts, such as Ninja Art Desserts, including bonsai plants. The food and beverage continues with the right presentation and with being interactive, allowing the customers to move into the theme of the ninja arts through the food they are eating. For example, a dish made with crab and grapefruit has a sword in the middle. When this is pulled out, dry ice is released to make smoke. The ideas come from proposing creative ideas that move into the theme of the ninja, specifically which moves into the menu through a contest. The result is that the servers and chefs are able to become a part of the restaurant with the development of the food and themes which are a part of the restaurant. The development of the food and beverage is what allows the workers to have a sense of excitement and to believe that the work at the restaurant is an opportunity in developing an experience (Ninja New York, 2011). Operation Management Models The first area which the operation management works with the food and beverage is through the supply chain which is created. The operation management holds strengths with taking the foods from Japan and having an original component with the management is taken. This allows the individuals to create and produce a different association with the management that is used. The operations management is inclusive of the placement of the food and beverage, evolution of different concepts, competitiveness which is created from this and the strategy that is associated with the operations. Each of these factors adds into the total quality management of the restaurant while developing a unique approach that helps the restaurant to continue to flourish (Russell, Taylor, 2006). For the Ninja New York, this is created from the food and concept which comes from Japan, making the operation management exotic from the perspective of the customer. This is combined with the strategy with creating unique dishes and allowing this to come from the chefs through a competition. This helps in building opportunity within the restaurant while allowing the operations to have a unique approach to the concepts which are created. The operation management that is used combines with other terms, such as the skill models that are used for operations. The skill model states that the level of skills which one has during the time at the operations makes a difference in the quality of the product and other concepts which are created. The culture of hospitality is one which requires the skill model, specifically because it changes the quality of food and beverages and alters the experience which is taken by the consumers that are coming into the particular restaurant. The ability to continue with operations management and to develop the skills required is dependent on the demands of those working with the work as well as the demands which come in return from consumers and those that are a part of the hospitality components within the industry (Baum, 2006). The approach of Ninja New York begins with building the skills by the training which is required. The quality is produced not only from basic training but also in teaching the moves of the ninja when one is working at the restaurant. The food and beverage then reflects this, specifically because the alternative training creates a different level of commitment from those that are a part of the operations. This is furthered with creating high demands of the employees with the quality of products offered. By creating this level of demands, there is the ability to have high quality food that is reflective in a complete experience to those coming to the restaurant. The operation management which is associated with the training and development as well as the creation of experience through Ninja New York is followed by the understanding of how this works in terms of hospitality. It is noted that there are approaches to service sciences, specifically which come from Japan. In these service sciences, there is a model based on total quality management within the service sciences. The hospitality industry which is reflected with the models is first based on the understanding of how to approach various services to remain competitive in a global industry. The growth of service based businesses and the understanding of how this relates to the development and needs of individual businesses is what has created a science to developing total quality management within the service sectors. The service sciences consist of looking at the experience of the consumer and the quality of products which are associated with this. The details of the services, including the environmental display, interaction with consumers and the product quality is all related to how one responds. The service sciences are essential in working with the competition at a global level while standing apart from others with unique concepts (Hidaka, 2006). For the Ninja New York, this is based on total quality management of the environment, training of the employees, quality of food, displays of food which relate to the main theme and the overall myth which is based on the growth of the operations. When the customer goes to the Ninja New York, they have an experience which is not available anywhere else. This changes the level of competition and creates the main strengths with the company. The methodology used by Ninja New York is followed by the quantitative operation management model that is used. In this particular model, there is an approach to the measures and control that is taken to determine the quality of performance of the service sector. The food distribution that is associated with restaurant operations is based on the process which is used for the quality and quantity of the food. Food distribution, quality, health, safety and other components relate directly to the quality of the restaurant and responses which others may have. The food distribution management and the way in which one responds to the particular control is one which creates a direct response from consumers and the approaches which are taken to the restaurant. This is an essential key to the restaurant industry, specifically because it leaves an impression to the consumers that alter the perspective of the quality of the restaurant (Akkerman, Farahani, Grunow, 2010). For Ninja New York, this is based specifically on the impression of the restaurant as well as the statement that most food comes from Japan and is tested through a contest for quality before it is distributed. Strengths of Ninja New York The strengths of Ninja New York come from the attention to detail and the control which is associated with the quality management that is a part of the restaurant. The concept of quality management perception is the main way in which restaurants are able to remain ahead of competition while creating a different approach to the available products. Quality management perception is based on the responses from consumers and the reputation which occurs within the external environment. However, it begins with the approach taken with the management of the restaurant in terms of products and services. The restaurant industry is unique with quality management perception, specifically because it is based on both products and services and develops levels of satisfaction by how each of these develops and relates to each other. The perception of products is dependent on location, environment and the food and beverages which are served. The perception of the services is reliant on the customer service and representations that are within the restaurant (Namkung, Jang, 2008). For Ninja New York, this comes by identifying a theme and brand image within the company. The standards and quality management perception comes from making this an interactive part of the dining experience while creating products with the food and beverages that link directly to the service experience that is created. This particular strength allows the perception of the environment to remain unique and ahead of the competition with what is offered. The strengths that are associated with the experience management perception continue with the internal environment and the perceptions which are created by employees to develop the correct products and services. It is noted that there is a direct effect on the physical environment and employee behavior as well as what responses are created by consumers. The ambience, service performance, functional and technical quality of the food and services as well as the behavior and appearance of the employees all change the perceptions of a restaurant. It is noted that the behaviors of employees and ambience created also creates a specific perception about the quality of food that is offered and the influence which this creates. For example, if an employee is not interested in being a part of the services or doesn’t have mechanics and a humanistic characteristic toward customers, then it is perceived that the food quality will have the same approach. The ability to create a specific perception is then intertwined with the behaviors of the employees and the relationship which this creates to the perception of food quality (Wall, Berry, 2007). For Ninja New York, this is strength specifically because of the training where one is required to act like a ninja. The atmosphere and environment as well as the rigorous expectations of the employees immediately create a perception that the quality of food will follow this. If the servers have to maintain this level of efficiency, then it is also expected that the food and beverages will maintain the same level of proficiency and quality. The concepts of quality and the ability for Ninja New York to remain ahead of the competition are furthered with the understanding of the transaction model theory. According to a recent survey (Andalbeeb, Conway, 2006), there is different levels of quality that are perceived by consumers. The measurement of food quality that is perceived by consumers links directly to specific influences. The highest influence that created this perception is the treatment of frontline employees and the expectations which come from these individuals. The price and the food quality then follow from this specific perception and develop the understanding and initiatives within the restaurant. It was also found that the environment and appearance of the restaurant does not have a significant effect on the restaurant and what is supposed to happen. Responsiveness and reliability then become the main strategic variable that defines the level of credibility which a consumer gives to those who are working within the restaurant (Andalbeeb, Conway, 2006). The Ninja New York is able to develop this specifically because of the extra measures which are taken with the presentation of the frontline employees, food quality and the displays which are created. The pricing is then able to follow with this because the restaurant develops an experience that immediately creates a perception of what the quality of the food and experience should be. Issues and Touchpoint While Ninja New York has a strong standing from the competition because of the operations management and quality offered, several issues are also noted with the way in which the operations occur. The strengths which are a part of the restaurant may also turn into issues, dependent on the perspective which is associated with the consumer. The main component comes with the question of quality and how this relates to the consumer interactions that occur. In a current study (Namkung, Jang, 2007), there was a question of how important food quality was in relation to satisfaction of consumers. The food related qualities were important in improving satisfaction of consumers; however, it was also noted that the behavioral intentions of the consumer were important. The behavior, attitude, perspective and attitude of consumers have a direct effect that determines the food quality created. Satisfaction then becomes dependent on the intention of the consumer, which directly effects the perception of food that is developed for the consumer (Namkung, Jang, 2007). The issue which relates to Ninja New York is then based on the consumer interactions. If one finds that a representative jumping from the ceiling when they walk into the restaurant is not a satisfying experience, then the behavioral intentions will immediately change into believing that the food does not carry the same quality. Another issue which is associated with the perception of consumers and potential behavioral intentions relates to the value which is created from the food quality and expectations. This has the same level of value in terms of perceptions and the consumer interactions which occur. Customer intentions that are displayed relate directly to the value which is created in terms of value. This is furthered with influences in terms of perceived value and the competitive business environment that is related to this. The competition that is a part of the organization becomes reliant on customer intentions and perceptions as well as how this associates with the food and beverage services which are offered. If this does not carry the correct responses and does not meet the satisfaction of the consumer in terms of quality of food, environment and service providers, then it leads to a low end response. The result is the inability to keep up with the competition that is a part of the consumer expectations (Arora, Singer, 2008). The issue which is noted to arise with Ninja New York comes with the reviews and expectations which are created from this. According to reviews, New Yorkers are flocking to the restaurant if they want a different experience with the restaurant, specifically because of the environment and the characters that are associated with the restaurant. This comes from the food and the perceptions that are developed. However, responses have lowered the perceptions of the restaurant. There are specific consumers that do not want to take families or different groups of individuals because the restaurant may include a different perception. The use of swords and violence of the customer service as well as the display of food that has the same displays is one of the concerns. Many state that it is going to turn into an accident because of the displays which are created with the food and service providers. Others have the perception based on not wanting gimmicks as this takes away from the quality of the food and immediately causes the pricing to be larger than it should be. These perceptions show that there is a mixed ideology of the restaurant and whether it is an effective marketing concept (Reilly, 2011). The touch point that occurs with the issues of the environment then relates to the total quality management and the perceptions which are associated with this. The technical aspects of designing the service are based on continuing to create the environment that holds the ninja presentation and the differentiation. It is noted that interactive designs, innovative social and public services and moving into innovations is one of the considerations to make. However, the design is one which also questions the traditional approaches to working with the locality. This often creates friction with the available services, developing a gap between the services and what is expected (Morelli, 2006). When looking at the reviews and perception models of consumers, it is noted that this becomes the touch point of Ninja New York. The strength of the restaurant is in developing an experience, interactive design and area where the ninja myth is able to become a part of the presentation. However, the perceptions which come from those who are a part of the locality are showing that there is a gap with the services. This is specifically associated with the traditional expectations of restaurants, experiences that consumers have with other food providers and the belief that the new innovation of the restaurant may take away from the quality of food and the experience which one has. The difference is then based on not associating with the strength of the restaurant and not developing a different understanding of the experience as being completely effective. The challenge which is a part of the Ninja New York is to find a way to maintain the image while remaining ahead of the competition with the approach which is taken. The loyalty and support which is associated with the food services and quality of the restaurant becomes dependent on the customer perception. There is a need to have behavioral intentions toward the operational management that is created from the restaurant. This needs to be furthered with the identity and image that is positive and which constructs a different understanding and opinion of the restaurant. Ensuring that each individual leaves with a better feeling of the restaurant and has a positive perception is what will allow the restaurant to remain ahead of competitors. Furthermore, there needs to be maintenance of this image, specifically with developing an understanding of the perception and finding ways to have positive attitudes and developments that are a part of the restaurant image which is created as well as customer interactions that take place with this (Wallace, 2006). The relationship which needs to be created with Ninja New York is to move into an understanding of the perceptions while developing a positive image of the food quality, customer service and the experience which is created. To change the perceptions from traditional expectations into one of the experience created by the restaurant, is the need to promote and define what is expected with the business. Promotions become the touch point which will create a positive image and perception of the business, food quality and services which are offered. The promotions and marketing is one which can help to develop expectations with the restaurant while allowing the customers to want the experience of eating the food and developing the different components within the restaurant. Specifically, there is the need to create positive word of mouth reactions that develop expectations with the food and experience that is created. The concept of developing an image of a positive service experience in terms of food and the customer service then allows individuals to have a touch point that moves into positive behavioral intentions. This promotional tactic and strategy will further change the concepts of consumers while allowing the theme to become an accepted part of the restaurant. As this is done, the quality and service of food and the art of service will become more accepted among consumer perceptions (Ng, David, 2011). Conclusion The ability to have a strong appeal with food quality, customer service and other concepts within the restaurant service industry is interdependent on total quality management. When looking at the Ninja New York, the concept and idea is one which works with each element to have a different level of quality. This begins with the environment and moves into training of the employees to develop a specific atmosphere related to the myth of the ninja. The concept of this then move into the perceptions of food quality and the relationship this creates to the theme of the ninja. While the operational management is able to create a strong relation of control and perception, there are also strengths and weaknesses with this particular concept. The perception of food quality and service becomes dependent on the customer interaction, intention and behavioral response which occurs. This one component becomes related to the touch point of the restaurant. To turn this into a positive experience, marketing, word of mouth and different correlations with the quality of food and service is required to enhance the experience. References Andalbeeb, Syed, Carolyn Conway. (2006). “Customer Satisfaction in the Restaurant Industry: An Examination of the Transaction Specific Model.” Journal of Services Marketing 20 (1). Arora, Raj, Joe Singer. (2008). “Customer Satisfaction and Value as Drivers of Business Success for Fine Dining Restaurants.” Services Marketing Quarterly 28 (1). Baum, Tom. (2006). “Reflections on the Nature of Skills in the Experience Economy: Challenging Traditional Skills Models in Hospitality.” Journal of Hospitality and Tourism Management 13 (2). Hidaka, Kazuyoshi. (2006). “Trends in Service Sciences in Japan and Abroad.” Quarterly Review (19). Morelli, Nicola. (2004). “Beyond the Experience: In Search of an Operative Paradigm for the Industrialization of Services.” E-Public. Namkung, Young, SooCheng Jang. (2007). “Does Food Quality Really Matter in Restaurants? Its Impact on Customer Satisfaction and Behavioral Intentions.” Journal of Hospitality and Tourism Research 31 (3). Namkung, Young, Soocheong Jang. (2008). “Are Highly Satisfied Restaurant Customers Really Different? A Quality Perception Perspective.” International Journal of Contemporary Hospitality Management 20 (2). Ninja New York. (2011). Ninja New York. Retrieved January 4, 2012 from: http://www.youtube.com/watch?v=LZeQNelpUmg. Ng, S, ME David. (2011) . “Generating Positive Word of Mouth in the Service Experience.” Managing Service Quality 32 (4). Reilly, Jill. (2011). “Chop chop! The New York Restaurant Where the Waiters are Sword – Wielding Ninjas.” Mail Online (January). Russell, Robert, Bernard Ili. (2006). Operations Management Along the Supply Chain. UK: John Wiley and Sons. Wall, Eileen, Leonard Berry. (2007). “The Combined Effects of the Physical Environment and Employee Behavior on Customer Perception of Restaurant Service Quality.” Cornell Hospitality Quarterly 48 (1). Wallace, MA. (2006). Museum Branding: How to Create and Maintain Image, Loyalty and Support. UK: Routledge. Read More