The Mongolian Grill Case Studies Examples

Recommendations

Short term (immediately)
The CEO, John Butkus, should arrange a meeting with his management team so that they are up to date on the changes that he has in mind. The management team should be brought to par with the problem and be presented with the ideas on the table.
The management should also be informed of the complete overhaul in the new branch as a way of curbing the customers who were never served on busy nights. The management team should be given a three-day thinking period where they could improve on Mr. Butkus's ideas.
In addition, the CEO ought to set up meetings with desired designers and explain the situation to them. They should then be asked to give ideas to any different opinions that could help solve the issue of quick customer service.

Medium term (one month)

Carry out research on what people like to eat on a frequent basis. In this sense, each of the proposed food bars would have specific ingredients and menus so that customers would know exactly where they are meant to go. The specificity would reduce the time that consumers spend in deciding what food bar they want to visit.
Proper marketing of the new food joint should be facilitated. Since the new floor design is bound to accommodate the number of customers available, proper marketing should be done so that people are aware that they is a new branch. It is probable that there are customers who have lost the morale to dine at the Mongolian Grill because of long waiting hours. The new branch should indulge in marketing so that people are aware of the changes that would ensure they are served quickly.

Long term (three months to one year)

Control and feedback
The CEO should ask for monthly follow-ups from the managers regarding the profits generated and customer satisfaction comments.
Contingency plan
In case the plan for a new design is not fruitful, the Mongolian Grill should consider its extreme expansion. The expansion could be coupled with more food bars and cooks.

Executive Summary

Introduction
The Mongolian Grill started considering the need to change its designs in May, 1997. The Mongolian Grill registered success because of it provided customers with what they needed. It contained the full package; good food, entertainment, and uniqueness. Its uniqueness emanated from the fact that customers had control over what was cooked for them. They chose their ingredients and had them cooked for them for a low price of $11. The drinks and meal compliments were available for free too. In essence, the Mongolian Grill was well equipped to deal with the issue of customer satisfaction. Even so, the restaurant was faced with the inevitable challenge of long waiting hours for its clients. The CEO estimated that he lost about 30 customers on regular nights and 40 on busy ones. The reason was that most of them could not wait for long in the line. As a result, immediate change was needed so that sales could be increased. The Grill needed to ensure that its customers remained satisfied from all ends because of the competitiveness that characterized the restaurant business. The owner, Mr. John Butkus developed a plan that would ensure the time spent on the floor was reduced, and customers were served in time. The plan included changing of the design in its newest restaurant. The new restaurant was set to be expanded so that it could sit about 190 people, inclusive of the ones estimated to be lost because of the waiting times. Part of the changes included increasing the food bar and moving the grill counter to create more space for the dining of more customers. The tables would also be strategically positioned near the counter so that movement was reduced.

Recommendations/implementation

Short term (immediately to one month)
Since the new design has the problem of the likelihood of confusion, the management could use indicators to facilitate movement. For instance, it could have a board that point out to the direction of where particular ingredients are located. The ingredients should be well clustered according to their relationship and how they can be cooked. For instance, customers who want dishes that have to do with rice could be pointed out to a particular food bar through the indications on the board. In this manner, the restaurant would avoid confusion when customers do not know where to go or what to pick.

Middle term (two to three months)

Customer feedback is the most valuable tool for knowledge on performance. Hence, the Mongolian Grill would benefit from avenues that could foster customer communication and feedback. The simplest form of feedback would be coupons where customers would be requested to fill in the course of their meal and drop them at the entrance when they leave. It should be a very short leaflet that they could fill quickly so that they are not disturbed while they are eating. The leaflets could be placed on each table so that those who feel obliged would fill in their comments on the new design.

Long Term (three months to a year)

The restaurant could develop an online follow-up quorum for its services. In addition, they could introduce advanced menus, booking and deliveries where customers can order a meal, which will be cooked and delivered to them. Intensive marketing would ensure that this idea is known to all the restaurant’s customers. In this sense, those people who do not want to wait for their food to cook can order early and have it delivered to them. There are customers who would love to eat cooked meals from their homes. Mongolia Grill will also be expanding its market base and increasing profits.

Control, feedback and contingency plan

As mentioned above, the managers will get all the feedback and communicate it to the CEO. The restaurant could expand to many more of its kind in different parts so that it taps into the vast market that is available.

Exhibit

First, the food preparation area would be expanded, and two more would be added. The preparation areas would be strategically placed near the grill. The rationale behind this is that the waiting time could be reduced by 15 minutes if one preparation area is added. Placing it near the grill is a scheme that would minimize the movement of customers. Hence, time will be saved by another ten minutes. The calculation is that an extra food preparation area that is next to the grill would reduce movement by an approximated 90 seconds. Furthermore, they would decrease the number of customers in a single line who advocate 60 seconds each. The grill, which is stationed at the far end of the restaurant, would be moved to the center. When it is suitably positioned in the middle of the restaurant, space is created and customers can stand around it. Therefore, instead of customers waiting for an open space, they would fill the one generated by the new positioning of the grill. The moving of the grill would create an extra cooking area that is vital for saving time.