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Order Qualifiers versus Order Winners

Detailed operational plan Strategies 

The operational strategy of Traditional Home-Style Restaurant is to provide unmatched consistency in operations in support with getting access to high product quality (Sousa and Oz 2014). The start-up restaurant should be focusing on attributes such as adequate speed, process innovation as well as low cost for accommodating changes in consumer tastes and preferences.

The operations competitive scope for Traditional Home-Style Restaurant will be based on attributes such as cost, quality, speed as well as flexibility (Sheth and Sisodia 2015). Here, flexibility further includes responses to changing demand, variety of choice as well as introducing new products. The management of Traditional Home-Style Restaurant will face difficulty to perform everything equally well so they need to concentrate on one priority at a time.

Strategies used by Traditional Home-Style Restaurant

Figure: Strategies used by Traditional Home-Style Restaurant

(Source: Pearlman 2013)

Here, cost, quality, speed as well as flexibility are not considered as tradeoffs. Instead of that, they are categorized as Order Qualifiers (Pearlman 2013). In order to compete in an effective way, it is important for developing new competitive dimensions or to win over customers for achieving excellence on each of the given competitive dimensions.

Order Qualifiers versus Order Winners

  • Order Qualifiers- Minimum qualification for consideration
  • Order Winners- Unique features that win orders

At Traditional Home-Style Restaurant, it is planned to become one of the premier restaurant who will work and meet the needs and expectations of target customers (Parsa et al. 2015). It is believed that restaurant is a perfect plan to start one’s profession or follow it for full-time even. In agreement with Restaurant Association, almost half of all adults have worked in the eatery at the same time during their lifetime. Traditional Home-Style Restaurant will be practical with the human resources by development usual presentation appraisal as well as providing additional benefit and other inducement to encourage the staff members (Kwok and Yu 2013). Traditional Home-Style Restaurant will offer their human resources with the most present teaching agenda on matters relating to safe food handling as well as worker protection. The start-up eatery will remain current with the current trade advertising trends. This restaurant will have its own Facebook and other social networking sites such as Twitter. The restaurant will team up with Groupon as well as Yelp (Meffert 2013).



Signing Lease with West Roads Shopping Center

16th of July 2017

Completing Interior Decoration

22nd of August 2017

Completing Kitchen and wait stations needs

24th September 2017

Hiring back staff members

30th October 2017

Hiring Front staff members

1st November 2017

Safe a point of sale scheme

15th November 2017

Safe lending for opening start-up, working capital and cash flow procedure

12th December 2017

Annual Sales Forecast for Traditional Home-Style Restaurant





Food and Beverage Revenues




Additional Revenues




Total Sales




Controllable Costs

Cost of Goods Sold








Total Prime Cost




Controllable Profit




As growing number of consumers is showing attention to dine out or take prepared food home. Lately, there are number of food service process that had skyrocketed from 1, 55,000 about 40 years to nearly 9, 60,000 (Kotler et al. 2014). The entrepreneur of Traditional Home-Style Restaurant needs to understand their responsibilities before starting a business. It is known that there is still room in the market for the food-service business. Keeping that in mind, the entrepreneur is responsible to think for attributes such as restaurant service styles, selecting appropriate location, creating a menu, hiring of employee as well as marketing and promotions (Sheth and Sisodia 2015).

Performance criteria

Starting a trade is not easy as it is risk-taking activity where many businesses fail drastically and there is no guarantee for success.

  • Financial Resources- Funding is very important for starting any business. It is because an entrepreneur needs to pay for recording a business name, obtaining a business telephone line as well as printing business cards (Khan 2014). It is for that, a start-up restaurant business need start-up costs as initial capital. Financial capital can be acquired from diversity of reliable sources such as banks, loan and lines of credit that will be decided from financial institutions, private investors, friends and family.
  • Human Resources- Human resources are treated as real asset for company. To this, money is needed to hire the experienced and talent workforce for the restaurant who will work hard for the start-up business (Keller and Kotler 2016). Company rich in workforce is able to achieve any goals set by the start-up business.  The success of restaurant business heavily depends upon the talent as well as strength of staff members. The hiring of knowledgeable specialized with track record of fineness in specialized area explains that the missions as well as goals of the eatery will be approved out professionally with high level of capability. Traditional Home-Style Restaurant needs professional chefs (both permanent and part-time), waiters and host.
  • Physical Resources- Traditional Home-Style Restaurant should have proper workspace, adequate information systems, working telephone line as well as effective marketing materials (Honggang and Qunchan 2015)

Traditional Home-Style Restaurant will be prepared as a sole proprietorship that is wholly owned and function by Jeff Wright (Hollensen 2015). In addition, Traditional Home-Style Restaurant is listed in the state of Texas- community property condition. Owning and operating restaurant need to understand several policies for meeting health as well as safety regulations. Basic polices followed should comply with law. This takes into account pay, work hours, compensation of workers as well as medical leave and discrimination. Operating policies and procedures help start-up restaurant to run smoothly in a dynamic environment (Sheth and Sisodia 2015)  

The Menu- Serving alcohol plays major factor in the location of the restaurant as it is difficult to get permission for some areas for sale of alcohol (Goworek and McGoldrick 2015). After deciding over a location, it needs to include operational plan with procedures for getting permit for serving alcohol. The start-up restaurant will be serving breakfast, lunch and dinner and any change in the menu should be properly included in the operational procedures of the business plan.

Food Safety- In case the food is prepared or cooked within the premises of restaurant, the start-up business should follow the events for food safety, sanitation as well as kitchen management and properly mention in the operational events (Foxall 2014). Traditional Home-Style Restaurant should be serving safe food to the customers. In order to do that, procedures should state that food is purchased from accepted suppliers with safe drinking water used for cooking. Addition to that, kitchen is sanitized with no contamination from raw animal foods. Furthermore, hand washing sinks are available as well as equipped with soap and paper towels (Parsa et al. 2015).

Assessment 2 

Explain and discuss operational plan 

The operational plan mainly includes clear objectives, quality standards, key targets, key performance indicators, risk management plan, staff members and resource requirements, implementation timetables and process for monitoring process (Dufosse et al. 2017). In the present study, Traditional Home-Style Restaurant objectives had been clearly mentioned in the study where the start-up restaurant provides quality meals at reasonable prices with exemplary services. The mission statement of Traditional Home-Style Restaurant is to offer a exceptional as well as soothing dining knowledge that is related to dining at home. In order to attain the goal, Traditional Home-Style Restaurant needs to offer menu items that integrate quality ingredients at realistic prices. Traditional Home-Style Restaurant should treat their customer and staff members with self-respect and admiration (Goworek and McGoldrick 2015).


Traditional Home-Style Restaurant will remain open for 7 days in a week for lunch and dinner where workers will work at different shift timings. Jeff will write the agenda. These agenda will be written in a way that will help in sympathetic the skill for increasing or decreasing hourly labor in agreement to sales volume for upholding a reliable labor cost power (Armstrong et al. 2015).

At Traditional Home-Style Restaurant, Jeff Wright will be accountable for receiving, ordering as well as maintaining adequate stock so that the restaurant can meet production demands. In addition, arranging schedules need to be managing with perishable products that need to be ordered several times per week so that freshness is preserved. In case of normal grocery and deliver orders, it will be ordered less often in agreement to a agreed agenda as well as storage capacity at the same time (Sheth and Sisodia 2015).

Jeff Wright will be looking at the operational checklists for verifying whether each shift had been correctly ready for and to cover that prepared principles are followed before during and after work shifts. As far as restaurant layout is concerned, it include dining room, kitchen as well as serving line that will be intended for competence and flexibility for accepting the variation in client traffic as well as peak meal periods (Annarelli and Nonino 2016).

Management- Traditional Home-Style Restaurant needs to hire managers who will look at the general management, operations and training.

Restaurant Supervisor- Traditional Home-Style Restaurant needs to hire responsible staff members such as waiters and hosts. They also recruit front-end operators. The restaurant supervisor of Traditional Home-Style Restaurant will be responsible for scheduling front-end operations as well as inventory and training in conjunction with management (Goworek and McGoldrick 2015).

Kitchen Supervisor- Traditional Home-Style Restaurant will recruit hardworking kitchen supervisor who will look after kitchen staff members and engage in scheduling kitchen operations as well as kitchen inventory and training in conjunction with managerial activities (Armstrong et al. 2015).

Jeff Wright will be practicing sound management procedures for controlling over costs, quality assurance of product and providing friendly customer service. There are different systems present that need to be used by the management (Sheth and Sisodia 2015). Traditional Home-Style Restaurant should be hiring notch chefs as well as provide training and pay top ways so that they stay with the company. At Traditional Home-Style Restaurant, they will be offering assortment of menu with a down home subject at reasonable prices for establishing credibility.


Order Guide- Traditional Home-Style Restaurant will use an item exact order guide for tracking order history as well as maintaining designated levels of product in stock (Parsa et al. 2015).

Weekly inventory- The management of Traditional Home-Style Restaurant will be conducting a weekly stock for determining assessment for use at the time of preparing weekly profit and loss reports (Armstrong et al. 2015).

Daily Inventory tracking- The management of Traditional Home-Style Restaurant needs to track daily stock that will be taken on specific items. It is noted that movement need to be compared to sales data as it will help in getting access to designated products that are properly accounted in the most appropriate way (Sheth and Sisodia 2015).

Brand Name and the restaurant name- To start with, the name of the restaurant (Traditional Home-Style Restaurant) considered being the intellectual property. It does not matter whether the restaurant is listed or not, the brand name is a expensive asset that mainly has connected trademark rights (Goworek and McGoldrick 2015).

Menu- Traditional Home-Style Restaurant will be using signature names for their dishes and this comes under intellectual property for the business. These special names can be even confined as trademarks as well as help in building value for the owner (Parsa et al. 2015). It is the menu that is an unique creation that can combine photographs, images, unique descriptions of dishes and illustrations and it is protected under copyright law.

Recipes- It is important to understand the fact that recipes are protectable trade secrets. The owner of Traditional Home-Style Restaurant should have non-disclosure as well as non-compete conformity with the key workers like chefs and director for preventing the loss of these. It is the recipe that is distinctive and commendable for patent security (Sheth and Sisodia 2015).

Reference List

Annarelli, A. and Nonino, F., 2016. Strategic and operational management of organizational resilience: Current state of research and future directions. Omega, 62, pp.1-18.

Armstrong, G., Kotler, P., Harker, M. and Brennan, R., 2015. Marketing: an introduction. Pearson Education.

Dufosse, E.D., Patry, N. and Reiner, W., Gvbb Holdings SARL, 2017. Operational management solution for media production and distribution. U.S. Patent Application 15/422,193.

Foxall, G., 2014. Strategic Marketing Management (RLE Marketing) (Vol. 3). Routledge.

Goworek, H. and McGoldrick, P., 2015. Retail marketing management: Principles and practice. Pearson Higher Ed.

Hollensen, S., 2015. Marketing management: A relationship approach. Pearson Education.

Honggang, X. and Qunchan, F., 2015. The Production and Consumption of Home in the Home Restaurants in Guangzhou. Journal of China Tourism Research, 11(1), pp.105-120.

Keller, K.L. and Kotler, P., 2016. Marketing management. Pearson.

Khan, M.A., 2014. Restaurant franchising: Concepts, regulations and practices. CRC Press.

Kotler, P., Keller, K.L., Ancarani, F. and Costabile, M., 2014. Marketing management 14/e. Pearson.

Kwok, L. and Yu, B., 2013. Spreading social media messages on Facebook: An analysis of restaurant business-to-consumer communications. Cornell Hospitality Quarterly, 54(1), pp.84-94.

Meffert, H., 2013. Marketing-Management: Analyse—Strategie—Implementierung. Springer-Verlag.

Parsa, H.G., van der Rest, J.P.I., Smith, S.R., Parsa, R.A. and Bujisic, M., 2015. Why restaurants fail? Part IV: The relationship between restaurant failures and demographic factors. Cornell Hospitality Quarterly, 56(1), pp.80-90.

Pearlman, A., 2013. Smart casual: The transformation of gourmet restaurant style in America. University of Chicago Press.

Sheth, J.N. and Sisodia, R.S., 2015. Does marketing need reform?: Fresh perspectives on the future. Routledge.

Sousa, K. and Oz, E., 2014. Management information systems. Nelson Education.

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