Hard Rock Caf By Tannhusers 2009 Hard Rock

Hard Rock Café By Tannhäusers 2009

Hard Rock Café • 106 locations • in 38 countries • Hard Rock is bringing the concept of the ”experience economy” to its café operations. By Tannhäusers 2009

Hard Rock Café • At Hard Rock the experience concept is to provide not only a custom meal from the menu, but a dining event that includes a unique visual and sound experience not duplicated anywhere in the world. By Tannhäusers 2009

Hard Rock Café • This strategy is succeeding. By Tannhäusers 2009

Hard Rock Café • Hard Rock has its mission, which organizes its purpose for being and provides boundaries and focus. By Tannhäusers 2009

Hard Rock Café • Mission --> Public image • As a consequence of having a clear and obviously effective mission it creates this successful public image. By Tannhäusers 2009

Hard Rock Café • About 48% of sales are from merchandise. This is because of each restaurant in different cities is selling unique items in that way that a Hard Rock t-shirt with ”London” on it really was bought in London. This makes people take the opportunity to buy one when they are abroad. By Tannhäusers 2009

Hard Rock Café • Maximum value as percieved by customers. By Tannhäusers 2009

Hard Rock Café • ”The trick is not to play the game better than the competition, but to develop and play an altogether different game. ” By Tannhäusers 2009

Hard Rock Café • Relating to the 10 decisions of OM. • Location selection • Things they must consider: • - Political Risk • - Currency Risk • - Social Norms • - Brand Fit • - Social Cost • - Business Practices By Tannhäusers 2009

Hard Rock Café • Relating to the 10 decisions of OM. • Goods and service design • They provide a unique experience with their goods and services offered at the restaurants. By Tannhäusers 2009

Hard Rock Café • Relating to the 10 decisions of OM. • Quality • The actual quality of food and merchendice is not so much in focus as the quality of the unique experience of being in one of their restaurants. The visual and auditorial quality is essential in their strategy. The experience itself is their product. By Tannhäusers 2009

Hard Rock Café • Relating to the 10 decisions of OM. • Process & capacity design • They educate their staff to provide a high quality entertainment. • They design the facilities by means of exclusivity, buying and displaying unique music related objects (such as guitars of Jimi Hendrix) and organizing music events. By Tannhäusers 2009

Hard Rock Café • Relating to the 10 decisions of OM. • Layout design • Each cafe is a “museum in the environment of a barrestaurant. ” By Tannhäusers 2009

Hard Café of OM. • Relating to the. Rock 10 decisions • Human resource and job design • They have created a dynamic working environment where staff have to fit the image of Hard Rock Café. • Singers for performances are an essential but expensive part of the total system design. By Tannhäusers 2009

Hard Rock Café • Relating to the 10 decisions of OM. • Inventory • Their inventory consists of: unique objects related to rock history, the memorabilia (merchandise), special decorations and a special menu. By Tannhäusers 2009

Hard Rock Café • Relating to the 10 decisions of OM. • Scheduling • 70 % of their guests are tourists so this means that they have to have flexible schedules in their restaurants in order to provide services adapted to different cultures and demands. By Tannhäusers 2009

Hard Café of OM. • Relating to the. Rock 10 decisions • Maintenance • The unique musical objects are shared and rotated between branches all over the world. • They provide new different activities and • performances all the time. By Tannhäusers 2009