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Benihana simulation analysis
2
Managing service operations
Table of Contents
Introduction
Case analysis
4-12
References
13
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Benihana simulation analysis
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Managing service operations
Introduction
The simulation exercise involving the Restaurant Benihana provides a classic example of
deciding upon the optimal operating strategy for service operations keeping several process
variables in view. The simulation consists of five strategic challenges related to Batching, Bar/
dining space design, advertisement & restaurant timing. Like any business, the objective of the
simulation was to maximize top and bottom line of the business with simultaneous increase in
throughput.
The simulation assumes that all other resources of the restaurant geared up to meet the batching
strategies adopted by the organization and most importantly the customers shall be malleable to
the batching strategies, wait times for batching and reduced dining times. However, the biggest
limitation of the simulation is that customer preferences are very dynamic and may change best
upon business environment and economics. These types of simulations do not address profit
maximization only quantitatively whereas the qualitative issues are ignored or are too complex to
map.
Discussion on decision parameters:
During the simulation, each challenge was analyzed separately for an optimal solution. During
this analysis, various combinations of options were run for some of the challenges with a view to
maximize profitability. However, in some of these concerning batching ,a strategy of elimination
was adopted to arrive at an optimum solution by eliminating a no batching approach since the
challenge I had made it obvious that batching was always a much optimal solution to increase
profitability due to a substantially higher resource utilization. Batching, as we understand is
central to operations management asin this case
Maximizing nightly profitability of operations and throughput was taken as a hall mark for an
optimal solution design as compared to revenue as revenue alone with lesser profits cannot
sustain a business on a long term basis.
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Benihana simulation analysis
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Managing service operations
Revenue($)
Batching
No Batching
3155
2909
Nightly Profits
($)
121.8
(201.58)
Asset utilization
(%)
57.11
44.57
Lost
customers(No.)
95
24
Upon detailed analysis of the financials of operations, the following was observed:
With batching , the restaurant could serve 71.35 dinners extra and consequently revenue
went up as dinners served earned a 400% higher revenue to the restaurant as compared to
the drinks sold , which was substantially higher in case of no batching. This has also
reflected in the substantially higher average utilization of 57.11% in the dining room for
batching as compared to 44.57% capacity utilization in case of nom batching.
(Forio,2015)
The average wait times in case of batching were 248 % lower in case of batching and the
resultant customer loss was also 75% lower. This indicates a significantly better customer
wait times management in case of batching.(Forio,2015)
Though the overall cost of running the restaurant operation with batching ($ 3025.84) and
non-batching($ 3035.97) have not varied much, the difference in the revenue / profit
earning capabilities in batching has come with much higher capacity utilization of
assets / profit margins of the dining room operations.(Forio,2015)
The above observations conclusively establish that batching is a much better approach to
management of customers from the perspective of revenue management though it may have
other issues such as customer inconvenience in terms of sitting together for dinner with unknown
persons. However, this may also be well accepted by customers if the restaurant is able to
establish this as a hot trend and a way to network with others.
In fact, batching seems to be a successful strategy in Benihana operations that in subsequent
challenges, we have focused much more on batching as compared to non-batching operation.
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Benihana simulation analysis
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Managing service operations
Nightly
Profit ($)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
($55.66)
($495.71)
($3.32)
($428.01)
$20.82
($345.41)
$48.55
($270.16)
$80.46
($226.07)
($226.07)
$121.80
($201.58)
$155.61
($184.70)
$213.56
($184.16)
$242.38
($195.50)
$214.79
Total
Revenue
($)
$2,830.89
$2,146.32
$2,907.98
$2,288.59
$2,946.45
$2,472.92
$2,996.30
$2,652.60
$3,060.09
$2,806.60
$2,806.60
$3,155.34
$2,909.82
$3,268.62
$3,002.26
$3,445.48
$3,065.31
$3,583.55
$3,099.28
$3,627.51
Revenue
Bar
($)
$125.39
$111.32
$155.48
$218.59
$194.45
$361.43
$244.30
$516.60
$308.09
$713.10
$713.10
$403.34
$871.32
$553.62
$1,031.26
$752.98
$1,183.31
$963.55
$1,315.28
$1,160.51
Revenue
Dinner
($)
$2,705.50
$2,035.00
$2,752.50
$2,070.00
$2,752.00
$2,111.50
$2,752.00
$2,136.00
$2,752.00
$2,093.50
$2,093.50
$2,752.00
$2,038.50
$2,715.00
$1,971.00
$2,692.50
$1,882.00
$2,620.00
$1,784.00
$2,467.00
Use
Batching
Bar
Size
Restaurant
Size
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
15
15
23
23
31
31
39
39
47
47
47
55
55
63
63
71
71
79
79
87
19
19
18
18
17
17
16
16
15
15
15
14
14
13
13
12
12
11
11
10
It can be seen that the maximum nightly profits of $ 242.38 are made with a bar/ dinner seat size
of 79/11, which is also depicted in the graph drawn below(Forio,2015)
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Benihana simulation analysis
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Managing service operations
300
250
200
Bar seats
Nightly Revenue('00,$)
% Utilization
150
Customers lost
Nightly Profit($)
100
50
0
1
Though the profits are higher in a combination of 79/11 bar seats, the revenues ($ 3627)
are highest in a combination of 87/10 seats. This indicates that after a limit, increasing bar
seats with reduction in dining seats starts eating into profitable dining rooms operations
( 262 versus 246 dinners served) as more customers (52) are lost due to higher wait times.
(Forio,2015)
7
Managing service operations
time of customers so that more and more numbers of customers can be accommodated.
Accordingly, the run was started with a higher times but our aim has been to reduce the time as
much as possible.
The scenarios which were run on the simulation were as follows:
Dining Time ( in minutes)
Scenario
1
2
3
4
5
6
7
8
9
10
Nightly
Profit
($)
$64.34
$124.99
$121.80
$117.36
$117.36
$114.14
$110.91
$220.00
$217.75
$186.01
Total
Revenue
($)
$3,135.88
$3,165.96
$3,155.34
$3,140.55
$3,140.55
$3,113.48
$3,102.69
$3,221.33
$3,213.83
$3,186.20
Revenue
Bar
($)
$531.38
$413.96
$403.34
$388.55
$388.55
$347.48
$336.69
$245.33
$237.83
$277.20
Revenue
Dinner($)
Open
to 7pm
7pm to 8pm to
8pm
10:30pm
$2,604.50
$2,752.00
$2,752.00
$2,752.00
$2,752.00
$2,766.00
$2,766.00
$2,976.00
$2,976.00
$2,909.00
71
60
60
60
60
45
45
45
45
60
71
60
60
60
60
60
60
45
45
45
70
75
60
45
45
60
45
75
45
45
100
Scenario
Revenue('00,$)
Capacity Utilization(%)
Lost customer
Nightly Profit($)
10
1
1
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Benihana simulation analysis
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Managing service operations
From the above data,it can be observed that both nightly profits and Revenue is maximized when
a time of 45/45/75 minutes is chosen for the restaurant. This reinforces our thought that the
timings need be as less as possible in order to have maximum throughput and asset utilization.
This is especially true for the opening and the peak time butcan be extended during the non-peak
time of 8-10.30 hours wherein the customer numbers are dwindling.(Forio,2015)
In fact, a further analysis between 45/45/75 and 45/45/45 scenario indicates very little difference
in profits and revenue. This signifies that though the asset utilization goes up in the later scenario
(53.1% versus 44.3%) due to probably the same customers sitting for a longer period between 810.30 pm, it adds very little to the revenue and profits. A loss of just one customer in both the
scenarios indicate that no new customer arrivals after 8 pm. It is not surprising that under these
circumstances, 45/45/75 scenario adds to slightly higher profits as the same customer probably
orders more items as he is sitting longer.(Forio,2015)
Challenge IV: Boost Demand with Advertising and Special Programs
The 4th challenge has been to devise a strategy to boost demand through advertising and special
programs. In this case, the number of variables are projected in the simulation are three and
consist of the advertising budget, advertising campaign and the restaurant opening time. Further,
three choices of timings and campaign are also provided.
In this case, the following runs were made to arrive at the right strategy:
Advt.
Budget/Campaign/Ti
ming
Scenar
io
Revenue(
$)
Custome
rs Lost
3620
Capacit
y
Utilizati
on (%)
54
20
Nightl
y
Profit(
$)
317
1X/Advertising
Budget /5pm
1X/Discount
promotion /5pm
1X/Happy Hour /5pm
1X/Happy Hour /6pm
1X/Happy Hour /7pm
2X/Happy Hour /5pm
2.2X/Happy
Hour/5pm
2.5X/Happy
Hour/5pm
3X/Happy Hour /5pm
1
2
3141
54
20
-110
3
4
5
6
7
3502
2967
2209
4369
4547
54
55
54
74
77
8
6
8
28
34
452
200
-161
515
514
4687
79
45
448
4821
80
68
286
For a better understanding, a graphical analysis of the above data is also being charted below:
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Benihana simulation analysis
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Managing service operations
100
80
60
Scenario
Revenue($'00)
40
Capacity Utilisation(%)
Customers Lost
20
Nightly Profit($,'0)
0
1
-20
-40
Any discount promotion scheme can be ruled out as it leads to an unacceptable negative
profitability
It is extremely important to target the right time for the advertisement. It makes common
sense to advertise during the opening and peak hours but more so in the opening hours of
the restaurant.
Keeping the above aspects in view, it was found that an advertising budget of 2X, advertising
campaign targeted at the happy hour and restaurant opening time of 5pm had the maximum
impact on revenue ($ 4369) and profitability ($515) with minimum loss of customers (24). This
configuration also yielded a very high capacity utilization of 74%.(Forio,2015)
Challenge V: Use Different Types of Batching at Different Times
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Benihana simulation analysis
10
Managing service operations
The last challenge in the simulation was to use different types of batching at different times. The
simulation challenge consists of 36 variables comprising of three different restaurant timings and
four different possible batching combinations under each of these three timings.(Forio,2015)
The data runs carried out for this simulation was as follows:
Scenario
Open to
7pm
7-8 pm
810.30pm
Revenue
($)
Table of
8
Table of
4-8
4 share a
table
Table
of '8
Table
of '8
Table
of '8
Table of
4 to 8
Table of
4 to 8
Table of
4 to 8
2
3
3269
Capacity
Utilization
(%)
57
Customer
Lost
28
Nightly
Profit
($)
140
3129
56
26
105
3135
56
30
92
My basic premise to carry out this simulation based upon the past challenges was twofold:
Profits can be only optimized whenthe asset utilization is maximized at the opening and peak
times with minimum loss of customers. This can be only done by batching the largest number of
customers (8) in these two slots. At the same time, the restaurant can lenient on batching during
8-10.30 pm slot when the new customers stop arriving. Predictably, the scenario one yielded the
best profitability ($ 140) and revenue ($ 3269) in this case with all other scenarios yielding
substantially less profits.(Forio,2015)
Challenge VI: Design your Best Strategy
This simulation challenge involves designing the best strategy for maximizing profitability,
revenue and throughput by modifying the batching decision, dining rooms decision, advertising
decision and bar decision after applying the learnings from the past challenges.
In order to run the challenge, we made the following strategic presumptions:
Batching decision was always maximized at 8 per batch with a view to increase asset utilization
and throughput. Based upon learnings from past challenges, a smaller batching number was run
for the 8-10.30 pm slot.(Forio,2015)
Again, based upon learnings from challenge number IV, advertising campaign for happy hour
was chosen and slotted for the 5 pm time. As an experiment, we also tried other combinations on
this exercise just to test the assumption and to observe that the profits have dipped.(Forio,2015)
Again, we started with the presumption that the customer turnaround has to be kept at the
minimum for the opening and peak times with a relaxation only at the 8-10.30 slots. This would
ensure maximum asset utilization leading to better revenue and profitability.(Forio,2015)
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Benihana simulation analysis
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Managing service operations
Lastly we started with a large bar size of 79 and tried various iterations in order to arrive at the
best possibly combination as depicted in scenario 3 of the following table(Forio,2015)
It was found that with combination of various variables addressed together as above, a maximum
nightly profit of $ 708 and revenue of $ 4330 could be achieved with loss of only 4 customers
and a high capacity utilization of 61.93%.(Forio,2015)
Scenar
io
Name
Nightly
Profit($,'
0)
Total
Revenue($,'
00)
$605.47
$4,659
$553.42
$4,609
$708.17
$4,639
$708.17
$4,639
$708.17
$4,639
$708.17
$4,639
Reven
ue
Bar($,'
0)
$690.9
3
$724.2
6
$309.4
2
$309.4
2
$309.4
2
$309.4
Reven
ue
Dinner
($'00)
$3,969
$3,885
$4,330
$4,330
$4,330
$4,330
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Managing service operations
$689.56
$4,900
$679.64
$4,675
$672.69
$4,423
10
$672.69
$4,423
11
$658.36
$4,462
12
$658.36
$4,462
13
$658.36
$4,462
14
$250.82
$3,294
15
$155.61
$3,269
16
$38.52
$4,490
17
($180.64)
$3,706
18
($197.46)
$3,916
19
($217.19)
$3,985
20
$121.80
$3,155
2
$361.1
1
$398.3
2
$265.1
3
$265.1
3
$332.9
1
$332.9
1
$332.9
1
$329.3
3
$553.6
2
$771.9
4
$811.2
3
$726.0
8
$936.9
5
$403.3
4
$4,539
$4,277
$4,158
$4,158
$4,129
$4,129
$4,129
$2,965
$2,715
$3,718
$2,895
$3,190
$3,049
$2,752
The various critical variables of any restaurant (or a service industry) are interdependent.
Therefore even though we may design the most optimum strategies for each department,
it is extremely department to test the strategy as a whole for the entire organization and to
make necessary adjustments, if required. Further, a right operating strategy can create
enormous value in terms of Revenue/ profit generation and throughput using the same set
of assets.
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Benihana simulation analysis
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Managing service operations
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Benihana simulation analysis
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Managing service operations
References:
Cb.hbsp.harvard.edu,
(2015).Login[online]Availableat:https://cb.hbsp.harvard.edu/cbmp/context/coursepacks/3
5435945 [Accessed 06th March, 2015].
Stevenson, W. (2005). Operations management. Boston: McGraw-Hill.
Sasser, W. (2004). Benihana of Tokyo. [S.l.]: Harvard Business.
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Benihana simulation analysis