An Implementation Plan for Buffalo Wild Wings Company

A restaurant business called Buffalo Wild Wings was founded in Columbus, Ohio, in 1982. Since that time, they have expanded and created branches around the United States of America, as well as in Canada and the United Arab Emirates, where one was opened in Dubai. The Company's objective is to continue to expand and develop the Buffalo Wild Wings brand into a prominent, globally renowned restaurant chain.

Issues with the Company's Implementation Plan on the Internal and External Fronts

The following internal problems would have an impact on the implementation strategy:

a)Costs associated with the opening of new restaurants, which is depending on the demography of the new location.

b) Closing, relocating, and remodeling of existing restaurants, may adversely affect their results of operations because of the disruptions from the daily operations of the restaurant, the customers may go to a competitor’s restaurant.

c) Potential security breaches where debit and credit card information could be stolen, including a number of highly publicized incidents with well-known retailers.

d) New company restaurants added to their existing markets may take sales from existing company restaurants which may lead to cutbacks and or closure of the existing restaurant in that particular market.

The external issues may include the following:

a) Restaurants may not achieve desired market acceptance in the new geographic regions they enter because of the difference in the demographic market of the regions.

b) Fluctuations in chicken wing prices could impact their operating income which in turn could affect their profit margins.

c) Competition in new and existing markets by other restaurants that are already established or emerging in those markets.

d) They are dependent on franchises used by the company restaurants and their success. (Buffalo Wild wings; Annual report 2013)

Competition

The restaurant industry is intensely competitive. Buffalo Wild Wings competes by the taste, quality and price of food offered, guest service, ambiance, location, and overall guest experience. They believe that their attractive price-value relationship, the atmosphere of their restaurant, sports viewing experience, focus on their guest and the quality and distinctive flavor of their food enables them to differentiate themselves from their competitors.

They believe they compete with regional and local sports bars and national casual dining and quick casual establishments, and to a lesser extent with quick service restaurants such as wing-based take-out concepts.

Many of their direct and indirect competitors are well-established national, regional or local chains and some have greater resources than they do. They also compete with other restaurant and retail establishments for site locations and restaurant Team Members. (Buffalo Wild wings; Annual report 2013)

Future Outlook for the Organization

“The future of growth for sports-themed Buffalo Wild Wings Restaurant Companylies in international markets and investments in “emerging brands,” said Sally Smith, president and chief executive officer.” (Food business news; the future of Buffalo Wild Wings, Aug. 22, 2016 -by Erica Shaffer)

For buffalo wild wing Restaurant Company to continue to grow and maintain its position, it should endeavor to continue to expand into other regions in prime international markets. These markets will add to its outstanding and reputable brand name. The company introduced a number of plans for customer retention. For example, the use of tablets by customers to either pay for meals or check scores, loyalty programs for customers in order to enable customer retention, equipping servers with handheld devices for better communication with the customer and enabling a customer to order ahead during lunch hour when some customers could be in a hurry.

These implementations may be a great way to evaluate the future growth of the restaurant company in that it can help with how to better deal with customers and stakeholders depending on their reception.

Implementation of Tools for Measuring Business Success

The key Measurement tools are:

Critical Success Factors (CSFs); they are strongly related to the strategic goals of the business. A company should set between four and eight CSFs in order to be effective in implementing change. When starting to use CSFs the company should consider selecting the most meaningful and easiest to assess.

Key Performance Indicators (KPIs); they are the measurement tools used for each CSF. They will monitor the progress of achieving the CSFs. To be effective and achievable, they should be quantifiable and aligned to the CSFs and business goals. (Business Victoria; growth, innovation, and measurement)

These measurement tools the CSF’s and KPI’s can be used by buffalo wild wings company, by implementing these important areas of the business;

• Financial viability of the business i.e. strong cash flow to the company and profitability growth of the company.
• Customer i.e. Customer retention and customer reliability to the company.
• Internal business processes i.e. environmental sustainability and optimization of resource allocation.
• Learning and innovation measures to create value i.e. new product introduction into the restaurant and workforce training of employees.

References

Hsu, S. K. (2016). The Case Analysis of Management and Strategy of Restaurant Industry's Business Model and Service Innovation.

Wongrassamee, S., Simmons, J. E. L., & Gardiner, P. D. (2003). Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model.Measuring business excellence.