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Hard Rock Café

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

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Hard Rock Café

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  1. Hard Rock Café By Tannhäusers 2009

  2. 106 locations in 38 countries Hard Rock is bringing the concept of the ”experience economy” to its café operations. Hard Rock Café By Tannhäusers 2009

  3. 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. Hard Rock Café By Tannhäusers 2009

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

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

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

  7. 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. Hard Rock Café By Tannhäusers 2009

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

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

  10. 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 Hard Rock Café By Tannhäusers 2009

  11. 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. Hard Rock Café By Tannhäusers 2009

  12. 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. Hard Rock Café By Tannhäusers 2009

  13. 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. Hard Rock Café By Tannhäusers 2009

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

  15. Relating to the 10 decisions of OM. 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. Hard Rock Café By Tannhäusers 2009

  16. 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. Hard Rock Café By Tannhäusers 2009

  17. 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. Hard Rock Café By Tannhäusers 2009

  18. Relating to the 10 decisions of OM. 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. Hard Rock Café By Tannhäusers 2009

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