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How to Increase Sales of Newly-OpenedPizzeria/Restaurants in Prague
Research Project for International Business
Written by Vlad Medvedev
Prepared for David Gannon (Lecturer, Programme Leader)
14,519 words80 pages
(+420 608484788)
www.vladmedvedev.com
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Abstract
This project describes the success key points of newly-opened
pizzeria/restaurants in Prague. Additionally, it involves the primary research of
one specific restaurant named Marinara, which is located in Sdliti Kokand
has a great potential due to lack of competition. Mainly, this research was
dedicated to analyse the current situation of the restaurant and produce a
report which will be helpful to identify the unsuccessful strategies that were
implemented before and possible improvements for the future. This restaurant
was called Pizza di Pepe and since there were new owners from the 1nd of
April 2010, the restaurant was renamed to Marinara which is named after
the first pizza ever made. These new owners, Sergey Medvedev and his wife
Narine Medvedeva have changed the restaurant in many different
directions, as they have a great life-time experience. However, the
experience that they have gathered throughout these years is not enough.
They are lacking in professional management and marketing that is
nowadays taught in many business universities. Therefore, it was a great
opportunity for me to help their business and get a very useful knowledge for
my further studying in the college.
The information for this research was gathered through questionnaires that
were given to many students/lecturers of Prague College and clients of the
Marinara restaurant. Observations were also made to make an adequate
summary.
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Subsequent to the end of my investigation, I have analysed all data collected
and put everything in the right format. All the information was converted onto
diagrams and charts to make it easier to view and compare data. When I
have finished observing my data, I have written an appropriate content in my
findings section which was focusing on my main objective Possible ways of
increasing sales in newly-opened restaurants.
By the end of this project I have discovered many tricks and strategies that
may possibly or crucially increase sales of the restaurant. This involves the
restaurant appearance, customer service, advertising techniques,
competition and etcetera.
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Acknowledgments
The process of this research was very long and the progress was very
dependent on people that participated in it and guided me through.
Therefore, I would like to thank all the people who participated in my primary
research by filling in all the questionnaires and sharing their opinions, the
priority of information that they have provided was very high as it was the
base of my research. Since I would not reach such professionalism and
success in the entire progress of my research without any guidance, I cannot
forget my lecturer Dave Gannon who guided me through the project and
carefully checked my work for any errors and grammatical mistakes.
Additionally I would like to thank all the members of staff and especially
bartenders who have helped me by giving out most of the questionnaires in
the restaurant with professional manners in regards to all the clients. I would
also like to thank my parents who own the actual restaurant and who
participated in this project by negotiating with all members of staff from the
face of mine. I cannot leave out my classmates as they have helped me by
sharing their advice and constantly checked my work. In addition to all that I
have to mention that nothing in this research would be achieved by me
without the help of these people.
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Table of Contents
PRAGUE COLLEGE COVER SHEET .........................................................................................................0
COVER PAGE ........................................................................................................................................1
ABSTRACT .............................................................................................................................................2
ACKNOWLEDGMENTS ..........................................................................................................................4
TABLE OF CONTENTS ............................................................................................................................5
TABLE OF GRAPHS ................................................................................................................................8
BACKGROUND .....................................................................................................................................9
INTRODUCTION ............................................................................................................................. 9
RESTAURANT OVERVIEW.............................................................................................................. 10
RESTAURANT SUCCESS IN THE PAST............................................................................................... 10
RESTAURANT TODAY.................................................................................................................... 11
AIMS AND OBJECTIVES ......................................................................................................................13
MY OBJECTIVES FOR THE RESEARCH............................................................................................. 13
METHODOLOGY .................................................................................................................................14
PRIMARY RESEARCH.................................................................................................................... 14
Questionnaires .............................................................................................................. 18
Interviews ....................................................................................................................... 27
SECONDARY RESEARCH .............................................................................................................. 30
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FINDINGS ............................................................................................................................................31
INTRODUCTION ........................................................................................................................... 31
LIST OF GRAPHS .......................................................................................................................... 32
Questionnaire 1 (From Prague College) .................................................................... 32
Questionnaire 2 (From Marinara) ................................................................................ 38
EXTERNAL ANALYSIS .................................................................................................................... 49
PEST Analysis .................................................................................................................. 49
Porters Five Forces ....................................................................................................... 51
INTERNAL ANALYSIS..................................................................................................................... 54
Capability ...................................................................................................................... 54
Competitive Advantages ............................................................................................ 54
Position Audit ................................................................................................................. 55
Organisational Structure .............................................................................................. 56
VALUE CHAIN ANALYSIS -PRIMARY ............................................................................................. 57
Description ..................................................................................................................... 57
Inbound Logistics .......................................................................................................... 58
Operations ..................................................................................................................... 58
Outbound Logistics ....................................................................................................... 58
Marketing and Sales While Serving the Clients .......................................................... 58
After Service .................................................................................................................. 59
SECONDARY VALUE CHAIN ANALYSIS.......................................................................................... 59
Human Resources ......................................................................................................... 59
Procurement ................................................................................................................. 60
Technology Development ........................................................................................... 60
SWOT Analysis ................................................................................................................ 61
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CONCLUSIONS ...................................................................................................................................63
INTRODUCTION ........................................................................................................................... 63
CUSTOMER SERVICE PERSONNEL OF MARINARA........................................................................... 64
Introduction ................................................................................................................... 64
Strength of Customer Service ...................................................................................... 65
Weaknesses of Customer Service ............................................................................... 66
Possible Improvement .................................................................................................. 68
VISUAL ASPECT OF THE RESTAURANT ............................................................................................ 69
POSSIBLE ADVERTISING STRATEGIES.............................................................................................. 70
DELIVERY SERVICES ..................................................................................................................... 71
SUMMARISED INFORMATIONSTRATEGIES OF INCREASING SALES .................................................. 71
RECOMMENDATIONS .........................................................................................................................74
INTRODUCTION ........................................................................................................................... 74
RECOMMENDATIONS FOR MYSELF ............................................................................................... 75
RECOMMENDATIONS FOR LECTURER/STUDENTS ON THE SAME SUBJECT.......................................... 76
RECOMMENDATIONS FOR THE RESTAURANT.................................................................................. 77
REFERENCES ........................................................................................................................................79
WEB PAGES................................................................................................................................ 79
BOOKS/MAGAZINES/NEWSPAPERS.............................................................................................. 79
CITATIONS/QUOTES .................................................................................................................... 80
LECTURE NOTES .......................................................................................................................... 80
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Table of Graphs
FIGURE 1WERE YOU ALWAYS WELCOMED .....................................................................................32
FIGURE 2STAFF WAS KNOWLEDGEABLE AND HELPFUL ..................................................................33
FIGURE 3WERE YOU DISCRIMINATED DUE TO LANGUAGE ISSUES ................................................34
FIGURE 4STAFF IS ALWAYS FRIENDLY AND CHEERFUL ...................................................................36
FIGURE 5IN OVERALL, DO YOU LIKE CUSTOMER SERVICE IN PRAGUE? .......................................37
FIGURE 6SERVICE RECEIVED IN TAMELY MANNERS ......................................................................38
FIGURE 7KNOWLEDGE AND HELPFULNESS OF STAFF (MARINARA) ..............................................39
FIGURE 8FRIENDLINESS AND CHERFULNESS OF STAFF ....................................................................40
FIGURE 9STAFF ANSWERED YOUR QUESTIONS ...............................................................................41
FIGURE 10MARINARA SERVICE IN OVERALL..................................................................................42
FIGURE 11WILL YOU COME AGAIN AND CALL YOUR FAMILY/FRIENDS? ....................................44
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Background
Introduction
Since the 12th of April a new semester has started in Prague College, and so
there was a new class called Research Project for International Business. The
purpose of that class was to choose a business related story which was going
to be investigated during the next few months. Since then, each member of
our class has faced an interesting situation that they had to investigate.
However, it was a very tense experience for us, as we have all faced
obstacles in our way which were sometimes hard to dodge, and as it was
stated by Catherine PulsiferOur ability to achieve success depends on the
strength of our wings gained through knowledge and experience. The greater
our knowledge and experience, the higher we can fly. Therefore, the
experience that we have gathered throughout this project will be very useful
for our future. Additionally, the success of this project will give us a further step
into our HND studies.
After gathering all the information which as I said was very stressful, we were
all prepared to summarise it and start writing our final report. And as I have
mentioned before, we all have chosen a business related situation that we
had to investigate. Therefore, I have chosen a restaurant that is owned by my
parents. This is because the use of this project will be doubled, or even tripled.
The exact topic that I have chosen is How to increase sales of newly-opened
pizzeria/restaurants in Prague
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Restaurant Overview
For the past years Pizza di Pepe was the only known Pizzeria/Restaurant
located in Sdliti Kok. Surrounded by 10,000 people living in that area, Pizza
di Pepe was in a huge advantage of others. Although there was no
competition in that area, Pizza di Pepe was lacking in professional
management, which lead the restaurant to low income and popularity. From
the First of April 2010, the owner of that restaurant has changed, following
with its name and look. Since that day, the restaurant was called Marianara,
named after the first pizza ever made. New owners, Sergey Medvedev and
his wife Narine Medvedeva have changed the restaurant in many directions,
from the members of staff to its look.
Restaurant Success in the Past
As it was mentioned before, lacking in professional management caused the
restaurant to lose its customers. However, it did not always have a bad
popularity. Three years ago the restaurant was owned by a completely
different person. Back then, it was bringing much higher profits. Not only
clients increased the income with their daily visits, but also deliveries provided
to people living within the 10,000 people range. However, there were some
global issues that have severely decreased its success. The past owner was
smart, and so he predicted the global crisis, therefore he sold the place to
another man named Peter Novak. New owner had a different idea about the
business. Suddenly, he started making a low quality but cheaper meals and
deliveries. Therefore, they were losing their clients. According to Novak P.
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(2009) within two month since he was the owner, 70 % of sales have dropped.
The main reason for business failure was an incorrect strategy chosen The
lower price, the more you sell. After a while, there was another person who
bought that restaurant. His name was Tom Kral. As the past owner, he was
following the same strategy, trying to drop the prices to attract more
customers. Unfortunately he was not able to run the business properly. The
restaurant was lacking in a well organised and professional customer service.
Many customers were not satisfied with the service and did not come back
again. Similar with food provided to customers, chef was not good enough to
cook well. Therefore they have changed their menu which could only suite a
certain number of people with much lower standards. Tom Kral has been
running the restaurant for a year and due to family problems and
unsuccessfully managed business, he had to leave. The present owners, who
started working from the first of April 2010, knew all the mistakes that were
done by previous owners. And so they have changed the strategy.
Restaurant Today
Since the last owner left and new arrived, many things in the restaurant have
changed. The main reason why clients did not want to come to the
restaurant was food. Therefore, firing the past chef was the first step to gain
success. Since there was a new chef, food served to clients was not only
tasteful, but decorated professionally. Bartenders and waitresses were also
changed. Additionally, on the twentieth of April the menu was changed. As
it was said by Medvedev S. (2010) many people around the area were used
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to the old menu, and this is why we cannot serve a completely different food.
Therefore we will change the menu again in 3 month, adding a better quality
food and taking off the old ones.
The atmosphere in the restaurant is very warm and in average, clients stay
over 30 minutes after they have eaten their meal. Nowadays, the restaurant is
getting its popularity back. It was also noticed by the staff, when they started
receiving good comments from clients that were happily enjoying their meal.
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Aims and Objectives
My objectives of the research:
My objectives for this research were to gather as much information as
possible, about what customers want, why they visit some specific restaurants
in Prague and what do they do or don not like about the Marinara restaurant.
Therefore, after gathering this information, new possibilities were available to
me. Moreover, I was able to summarise all the information and make further
step towards my objectives. To be specific, my final objectives for this
research were as follows:
1) Possible ways of Attracting Customers2) What are the Advertising Strategies3) Compare Business with Competitors
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Methodology
Many businesses in Prague and particularly restaurants fail in the first year, due
to high competition in the city. This is why I took it as a challenge to find the
possibilities of increasing sales, and mistakes that could be avoided in the
future. At the current stage, methodology was a very helpful step that guided
me through the entire research project. In order to follow the whole research
process without making any mistakes, I had to look through the objectives
that I have to accomplish by the end of this research. To have successful
results, I had to make an accurate primary research where I was using a
certain type of techniques. Furthermore, I was aiming to gather the
information from a certain type of people, depending on their age, marital
status, financial status and social class. In my case, the target audience that I
have chosen was male and female aged 20 to 60 years old with an average
income. The reason for such wide target audience was people that usually
visit the restaurant and live nearby it. Since there are about 10,000 people
living within the place with a large variety of age.
In addition, secondary research will be done in order to support my
investigation and give me an opportunity to add up more value onto my
work.
Primary Research
The following results were investigated by the end of the research:
1) What do Czechs like/dislike about customer service in Prague;
2) Why competitors do better;
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3) What do Czechs expect from customer service in Prague;
4) What techniques should be used to increase sales through delivery
services in Prague
5) What is the current visual aspect of the restaurant and how could it beimproved to attract customers
Use of questionnaires for outcomes 1,3 and 5 was the most effective method
of gathering directly aimed information from a large number of people,
without spending much resources and doing it faster. Different types of
questionnaires were prepared depending on each outcome. Therefore,
different type and number of people were questioned, depending on priority
of each outcome. To get more accurate and reliable results, I asked as many
people as possible. However, I limited myself to the maximum of 30-45 people
per questionnaire. Outcome 1 had the highest priority, since success of the
business directly depends on the customers opinions and wants. Therefore, I
have asked an approximate number of 30-45 people in 2 different places
around Prague. These are; the restaurant and Prague College (with potential
clients of 20-30 years old). Similar strategy was implemented onto the
outcome 3, but less number of people were questioned due to its priority,
about 15-25 people. For the fifth outcome, I did not limit myself on
questionnaires as this question requires more observations and verbal
communication. However, my target audience for this questionnaire was
people aged 30-40 years old who regularly visit the restaurant. I have asked
an approximate number of 15-25 people, as there were other types of
research that were implemented onto this outcome.
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There are several reasons why I have chosen specific number of people who I
have questioned or interviewed. First of all, I had to focus on the priority of my
questionnaires, which ones contained the most needed for me information
and which did not. Therefore I have divided my questionnaires into categories
by priority and given each category/questionnaire an appropriate number of
people that I had to question. Then I had to be more specific about the
number of people that I had to question. Starting with questionnaires I have
given to the customers of Marinara. I have asked an approximate number of
30-40 people. This is because at the moment, the number of people visiting
Marinara daily is very similar to the number I have questioned. Moreover, it
was enough for me to question the number of people that visit Marinara daily
because it makes a high spectrum of audience. Furthermore, I have received
enough information since 80% of people that I have interviewed are the usual
clients of Marinara. Therefore, their opinion was in high priority for me, and I
have questioned about 90% of such clients. This was mentioned by the
barmen Jelinek, H. (2010) Since I work here, I have learned peoples faces
and I can tell you that about 80% of people you have questioned visit our
restaurant all the time, and from all people that visit our restaurant all the time
you have questioned about 90%. Now to mention the questionnaires that I
have given out in Prague College, I have given about 15-25 questionnaires.
This is because 5 of these people were teachers who have gained
experience throughout their lives and could tell an answer in a proper and
effective format. Other 10-20 people were students and I have stopped on
that specific number of people because these people visit restaurants and
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pizzerias daily. From my calculations, these people visit restaurants at least,
once a day. Moreover, they cannot spend their time traveling far. Therefore,
since Prague College is in the center, these students also visit restaurants in
the center. Furthermore, I have received comments of people that have
visited about 5 out of 8 restaurants that I wanted to receive comments on,
and I have stopped on 15 students because the other 3 restaurants I wanted
to check were out of the radius that students of Prague College can travel to.
I have also interviewed 3 people. The reason why I did not want to progress is
because I needed this interviews to gain more knowledge of restaurants in
Prague through verbal communications. I did not need to interview people to
compare any data since my objective questions were answered in
questionnaires. However, I have received a very useful knowledge since I
have interviewed a lecturer who had a wide experience of customer service
in Prague and internationally. Additionally I have interviewed the owners of
the actual restaurants to receive and overall understanding of the restaurant
itself and additional information of strategies that they might want to
implement on the restaurant.
As I was writing about the possibilities of increasing sales, I had to make an
adequate content of my own, where I included the ideas of people that
were questioned or interviewed. Therefore, outcomes 2 and 4 provided me
with appropriate information that increased my overall knowledge of
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restaurant business in Prague. For the second outcome, I have interviewed a
person who usually visits an expensive and high quality type of restaurants in
Prague, and also has a good experience with cheaper restaurants. Therefore
I was able to summarise all the data and put appropriate information onto
my findings section. Below I have divided my primary research onto two
sections, questionnaires and interviews. The questionnaires that I have
created will be placed below and briefly described with further justification.
Questionnaires:
Questionnaire number one was dedicated for the Prague College students to
collect information about the Customer Service and average restaurant
quality in Prague.
Questionnaire 1:
Every question in this questionnaire had to be rated within 5 different options
between Strongly Agree and Strongly Disagree.
Question 1: You Were Always Welcomed?
This question was made to understand whether the customer service in
Prague is welcoming or not. Many people in Prague and especially foreigners
say that customer service in Prague is terrible and in many restaurants waitress
do not welcome people or even smile.
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Therefore, I have placed this question in the questionnaire in order to
understand the level of customer service in Prague. Also, I will be comparing
the answers between foreigners and Czechs to see whether Czechs got used
to this level of customer service and even like it, or not. Since the restaurant is
not located in a tourist zone and surrounded by many locals which are
Czech, it would be useful for me to know whether Czechs really want a better
quality of service or not.
Question 2: Staff is Knowledgeable and Helpful?
Once again, the purpose of this question was to understand the level of
customer service in Prague. Looking at many comments that people
provided me, the majority of people suggest that staff in Prague is lacking in
knowledge, therefore they are not able to help.
This question would be very helpful for me to understand the overall level of
knowledge of staff in Prague. Therefore, I will be able to provide further
comments on the knowledge of staff working in the Marinara restaurant and
make possible solutions.
Question 3: Where you discriminated due to language issues?
This question was in a very high priority for me, since when I have done my
questionnaires 11 out of 14 people living in Prague were discriminated at least
once. This was also a personal experience for me. Moreover, by saying
discrimination I mean that the customer service personnel was very rude and
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was not willing to communicate or help in any way, sometimes even ignore
you. Looking at my personal experience, customer service in Prague and
especially Czechs are very discriminative, not only the color of your skin
matters but the actual language you have spoken to them. In many cases
when I tried to speak Czech the customer service personnel was not willing to
help me and sometimes they even said on purpose that they did not
understand me.
Therefore, I have placed this question to understand the present level of
discrimination in Prague, since many people say that it gets better. Especially
with a younger generation, Czechs get more used to foreigners and they do
not show such nationalism as the older generations.
Question 4: Staff is always friendly and cheerful
Many people say that staff in the pubs is friendlier however in the restaurants
staff is not friendly at all. CS personnel in many restaurants looks very unhappy
with their job and even disappointed, therefore they try to fist their anger on
customers. Most of the time, you may not even see a smile on their faces.
Therefore I have made this question to match it with a similar question that I
have given to the customers of Marinara.
Question 5: In overall do you like Customer Service in Prague?
This question gives an opportunity for people to give an overall opinion of
customer service in Prague. Additionally, on the other hand if I have not
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included some important questions in my questionnaire, people could still
give an overall answer including all of their personal opinions which I have not
covered on my questionnaire.
Question 6: What do you like best about customer service in Prague?
This is an open-answer question, therefore I will be able to gather as much
information as possible from it. This particular question is very important for me
as it will give me many ideas of other people of what are the best things in
customer service. Therefore, I will be able to implement this information into
my findings section, and this information directly affects my whole project as I
gather ideas of improving the business.
Question 7: What could be improved?
This question is very similar to question 6 but on the other hand it is completely
opposite. The question itself, will give me ideas of possible improvements for
an average restaurant in Prague. Moreover, I will be able to add more value
onto my findings section as I will be talking about the possible improvements
for the restaurant and this will help me to find more possible ways of improving
the service and as following the profits of the restaurant.
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Question 8: Additional comments
This question does not give me a direct answer but on the other hand it is one
of the most important sections of my questionnaire. Additional comments
allow a person to openly share their ideas and opinions, in connected with
my topic. Therefore I will be able to gather the information very widely and
get as many ideas as possible to improve my research.
Questionnaire 2:
This questionnaire was prepared for the clients of Marinara. This questionnaire
was the most important part of my research as I asked all the clients directly.
Therefore I got the answers which are directly connected with the restaurant,
so the accuracy of this research was a lot higher. Same as the first one, this
questionnaire is rated in the scale of 5, from Strongly Agree to Strongly
Disagree.
Question 1: Service received in timely manner
This question was made to see whether the staff in Marinara is working quickly
or not. Since people are very sensitive to the speed of service they receive,
the restaurant may lose a lot of clients if the staff will not work fast enough.
Therefore this question will help me to identify this situation and make possible
solutions for the future.
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Question 2: Helpfulness and knowledge of staff
Clients will have to rate this question and so I will see how effectively the staff
of Marinara is working. Since many people living in Prague or who visits the
city as a tourist, say that the customer service personnel in Prague is very
unknowledgeable therefore they cannot provide any help. With the help of
this question I will be able to provide further comments to the owner of
Marinara and add a possible solution to my findings section.
Question 3: Staff was friendly and cheerful throughout
Many locals and tourists are very dissatisfied with the friendliness of customer
service personnel in Prague. Furthermore, people even make jokes that
Czech customer service personnel look like zombies since they never smile,
however I would call it a very strict opinion but on the other hand it is rightful.
Therefore, it is compulsory for me to check how people would rate this
question about Marinara in order to see the quality of customer service.
Question 4: Staff answered your questions
Staff must always answer the questions of their customers as many clients feel
disappointed if their questions were not answered. Many people might feel as
they were ignored if the staff does not answer questions of their clients.
Therefore, it is crucial for me to see how the staff of Marinara is doing in that
area.
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Question 5: What did you like best about our service
Since this is an open question where people will be able to write an answer in
their own words, I will be able to receive more information on it. Additionally,
this question will show me the areas in the restaurant that are currently in
advantage of other things. Therefore, I will be able to focus more on the
things that might need an improvement.
Question 6: What could be improved
Same as question 5, this is an open question and on one hand it has a similar
meaning as well, but on the other it is completely opposite to question 5. This
question will tell me the exact things that should be improved in the
restaurant. And from what I think, the ideas of possible improvements will be
given from the customers point of view, which is very important since I and
the owner of the restaurant have a very different view at the restaurant. Most
of the time owners do not want to see anything bad in their business, they try
to find good things and cover all cracks with these good things. However,
from the customers point of view, I will be able to see these cracks in the
restaurant and write a list of improvements.
Question 7: What is your opinion about visual aspects of the restaurant
This is a very unique question and it is the only one in my questionnaire that
asks from the visual point of view. The service provided in the restaurant might
be highly rated but on the other hand not many people would know that,
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many people would be afraid to enter the place if it is not attractive. It is true
that there are many restaurants that are not attractive and sometimes even
ugly and dirty, but they are always full. However, these places gained their
reputation for the quality of food and services, but this took them a very long
time. This is why a restaurant must be attractive from the outside to make
people want to come inside and then enjoy the food and everything else.
Question 8: Overall how would you rate our service
This question tells me the quality of service in overall. I find it very useful since
the chances that I have included all important questions is very low. Some
people might not find questions in the questionnaire that they need, others
will. This is why it is very helpful to have an overall rate. Additionally, people
might give the highest rate for many questions as knowledge and
cheerfulness of staff but on the other hand they could give the lowest rate for
the overall service question. Since they might find something very
disappointing in the part of the restaurant that was not included in my
questionnaire.
Question 9: Will you come again and call your family/friends
The purpose of this question was to see whether people are willing to come
back and maybe call their family and friends with them. After receiving the
results, I will see if people liked the restaurant in overall or not, if not they will
provide comments below of the questionnaire telling what was wrong.
Additionally, I will see if people would want to tell about Marinara to their
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friends/family or not, because sometimes people visit the type of restaurant
they like or could, but they would not like to tell about that place to others.
Additionally, I will be able to see whether people will be telling others about
Marinara or not. Because in many cases, people might like the place or it
could only be the place they could afford but they would not like to tell
others about it. Since owners of Marinara are willing to make a friendly
atmosphere in the restaurant and not try to be a place where people would
visit just because they can afford it financially, I will be able to provide them
with such information and they will see whether their goals are met or not.
Question 10: Additional Comments
Additional Comments is one of the most parts of the questionnaire as it asks
for peoples personal opinions. This gives me an opportunity to receive
comments that cover things that I have not added onto my questionnaire.
Moreover, I might find some ideas that were provided by people which are
useful for the restaurant. Such as, people might write contacts of a brewery
that makes cheaper but better quality beer, or anything else that might be
helpful.
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Interviews:
There was only one type of Interview, but it had two formats. First was a verbal
communicative interview and another was written on paper and signed. This
is because some people were not able to speak English and there was no
possibility of direct translation. Therefore, the interview itself was written on
paper and signed. However, all questions were same in both of the interviews,
the one that was recorded and the other that was written on paper.
The questions can be found below:
Question 1: Were you always welcomed?
I have started my interview with a few simple questions to warm up the
interviewee. However, these questions may be found on my questionnaire but
on the other hand I received more comments from it since it was in a verbal
form.
Question 2: Was staff ever willing to help?
Similar to question one, this is a very simple question to warm up the
interviewee. However, as I have mentioned before even though it is in my
questionnaire I have received a lot of valuable comments.
Question 3: Were you discriminated due to language issues?
With this question I have received many comments about discrimination in
Prague overall. The interviewee told me about some particular places in
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Prague where the person was discriminated and also provided useful
comments about the age group of customer service personnel was is more or
less discriminative.
Question 4: In overall do you like Customer Service in Prague?
Again, this question was in my questionnaire. However, it was very helpful in
an interview as well. The person who I interviewed was able to provide many
comments about Customer Service in overall, and add a lot of personal
experience as well.
Question 5: Do you eat Czech national food? (e.g. Czech Knedliky or Roast
Pork Knee)
This question was only mentioned in my interview but not questionnaires.
Moreover, I have asked this question in my interview to see whether people
really prefer Czech food or not, especially foreigners. Therefore I will be able
to focus on food that is served in Marinara.
Question 6: In average, do you like the quality of food served in Prague,
whether it is a French or Italian restaurant.
With this question I was able to receive comments about food quality in
Prague, no matter from where it is from. Therefore I would be able to
compare an average quality of food served in Prague with the Marinara
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restaurant. Additionally, this would be twice as useful since food served in
Marinara is a mix of Italian and Czech cuisine.
Question 7: Do you like pizza served in Prague? Many people say that it is
very thin how could it be improved?
Majority of people who eat pizza in Prague say that Czech cooks always
make the pizza too thin, as especially foreigners. Last time it was mentioned
by Enchavarria, R. (2010) who said that Pizza in Czech Republic is always too
thin that you cant really feel the taste. Therefore, I wanted to include this
question in my interview to hear the opinion of others about this issue in
Prague.
Question 8: Which restaurant do you visit the most, and why?
This was my last question in the interview and it turned out to be very useful for
me. The point of this question is to ask people what restaurant do they like the
most and why. Therefore I was able to find the most visited restaurants of
Prague and see the reason of such popularity, maybe there are some
techniques that could be used in Marinara as well.
After collecting this information I was able to summarise it and put everything
in different categories and compare my results. Since my report is about
possibilities of increasing sales of newly-opened restaurants in Prague, my
research was done correctly without any mistakes or difficulties.
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Secondary Research:
To receive more accurate results and finish the project successfully, I
supported my investigation with a secondary research which involved such
sources as:
- Electronic Articles
- Newspapers
- Forums
- Search Engines
- Books
- Magazines
And other sources that provided me with appropriate information in regards
to Marinara.
Forums gave me an understanding of successful restaurants in Prague and
main keys to their success. Some information was gathered from personal
opinions of people online. Many articles that were posted online share a
good experience in regards to many successful and unsuccessful businesses.
With a good explanation of any mistakes and how could it be avoided. The
secondary research also decreased the time I spent on finding section. Such
as, food costs in other restaurants or any comments provided in regards to
their service. Moreover, I was able to find statistics about Prague restaurants
and results of previous questionnaires that were done by other companies in-
connected with customer service.
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Findings
Introduction
The purpose of my report was to gather as much information as possible
about restaurants in Prague, and make a possible solution of increasing sales
of newly-opened restaurants in Prague. Therefore, all data was collected by
giving out questionnaires in Prague College and the restaurant that I am
focused on which is Marinara. Additionally, interviews were done to gather
some extra information and receive more ideas from people.
The information that was called from questionnaires was put into excel and
afterwards, converted onto pie charts, graphs and other appropriate
diagrams. Below, you can find the list of graphs with introduction and
description of each diagram.
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0
1
2
3
4
5
6
Strongly
Agree
Agree Average Disagree Strongly
Disagree
NumberofPe
ople
Rating Scale
You were always welcomed
List of Graphs
Questionnaire 1Customer Service in Prague (Data gathered in Prague
College)
Question 1:
With this question I wanted to receive more information about customer
service personnel in Prague. Since many people and especially foreigners say
that they do not get welcomed by customer service personnel. Therefore I
needed to see the data on chart to compare the average of Prague with the
Marinara restaurant.
As you can see on the graph, there is a number of people who gave their
opinion on this question on the left and the rating scale below. The rating
varies from Strongly Agree to Strongly Disagree and in average, there were
about 3.5 people giving an opinion in a specific scale. For example, 5 people
Figure 1: You were always welcomed
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0
1
23
4
5
6
7
Strongly
Agree
Agree Average Disagree Strongly
Disagree
Nubero
fPeople
Rating Scale
Staff was knowledgeable and
helpful
Agreed that they were always welcomed in Prague by customer service
personnel, and 2 people strongly disagreed with this.
Question 2:
Due to many negative comments provided by people on the knowledge and
helpfulness of staff. I had to add this question onto my questionnaire. This
graph will help me to see the comparison between the Marinara restaurant
and an average level of knowledge and helpfulness of customer service
personnel in Prague.
This graph displays the knowledge and helpfulness of staff. To be more
specific, the graph was made to convert text onto illustration and make it
easier to view and compare data. On the left side of the graph, you can find
the number of people who did this question and at the bottom, you can see
the rating scale from strongly agree to strongly disagree. As you can see on
Figure 2: Staff was knowledgeable and helpful
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0
12
3
4
5
6
7
8
Strongly Agree Agree Average Disagree Strongly
Disagree
Nu
mberofPeople
Rating Scale
Were you discriminated due to
language issues
the graph, zero number of people strongly agreed that customer service
personnel in Prague are knowledgeable and helpful. Moreover, majority of
people thought that the knowledge and helpfulness of staff is in average
level. Furthermore, 2 people strongly disagreed that staff is knowledgeable
and helpful.
Question 3: Were you discriminated due to language issues?
In Czech Republic, majority of foreigners say that they were discriminated at
least once, and you can see that on my chart below. Therefore, this type of
question was very important for me to add, to view the present situation and
compare it with Marinara.
Figure 3: Were you discriminated due to language issues
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On the graph itself, you can find two sections, the number of people who did
the question on the left and the rating scale on the bottom. As you can see,
the majority of people chose an average rate for the discrimination in Prague,
meaning that they were discriminated at least once. The other 3 people
strongly disagreed with this, therefore they have never been discriminated.
However, since I have questioned many Czech people as well, I can clearly
see that they were the only people who were never discriminated.
Question 4:
One of the most important ability for any customer service personnel is to be
friendly and cheerful. This is because these abilities help to build a strong
relationship between staff and their clients. Since this plays such a large role in
the customer service, this question would show me an overall level of
customer service in Prague. Moreover, knowing the level of customer service
in Prague would help me to identify what level of service people would like to
receive more.
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0
1
2
3
4
56
7
Strongly Agree Agree Average Disagree Strongly
Disagree
NumberofPeople
Rating Scale
Staff is always friendly and cheerful
People who answered this question had to choose between the rate scale of
strongly agree to strongly disagree and you can find it at the bottom of the
graph. On the left you can find the number of people who answered this
question. The majority of people disagreed that customer service in Prague is
always friendly and cheerful. Therefore, I had to view the current situation in
Marinara, in regards to this question, and make a possible solution.
Question 5: In overall, do you like customer service in Prague?
The purpose of this question was to understand the overall situation with
customer service in Prague and to cover the parts that I have not included in
my questionnaire. This graph below displays the information that I have
Figure 4: Staff is always friendly and cheerful
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gathered from people.
This graph was constructed to display data as clearly as possible. Therefore,
there are only two sections in this graph, the number of people on the left
and the rating scale at the bottom. As you can see on the graph, the majority
of people think that the level of customer service in Prague is at average.
However, this also shows that there is a huge potential to improve and it will
be much easier for a new restaurant to work more effectively as the
expectations of a good customer service is not that high.
0
1
2
3
4
5
6
7
Strongly Agree Agree Average Disagree Strongly
Disagree
NumberofPeople
Rating Scale
In overall, do you like customer
service in Prague?
Figure 5: In overall, do you like customer service in Prague?
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0
24
6
8
10
12
14
16
18
Strongly Agree Agree Average Disagree Strongly
Disagree
Service received in timely manners
Questionnaire 2Customer Service in Marinara (Data gathered in Marinara)
Question 1: Service Received in Timely Manners
This question has helped me to identify the speed of staff working in Marinara.
Furthermore, all the data from this question that was collected through the
questionnaire is displayed on the graph below. Therefore, you can visually see
how fast the staff of Marinara is working.
As it is visible on the graph, the majority of people strongly agreed that all the
services were received in timely manners. At the meantime, zero number of
people disagreed that the services they received were in timely manners.
From this graph it is possible for me to see that the staff of Marinara is working
fast enough and at the moment there is no need to change anything in this
direction.
Figure 6: Service Received in Timely Manners
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Question 2: Knowledge and Helpfulness of Staff
This question is crucial for me as these two abilities are very important. The
graph below shows all the information that is required to know whether the
staff is knowledgeable or not.
The idea and structure of graph is similar to the previous ones. It is divided
onto two sections, number of people on the left and rating scale at the
bottom. As you can see on the graph, the majority of people strongly agreed
that the knowledge and helpfulness of staff is at a high level. Therefore, I can
clearly see that the staff is not required to learn more about their services.
However, it is always better to improve and staff might need some techniques
to learn, about customer service in the restaurants. Additionally, all clients
who did this questionnaire ranked most of these questions at a high level
0
2
4
6
8
10
1214
16
18
20
Strongly Agree Agree Average Disagree Strongly
Disagree
NumberofPeo
ple
Rating Scale
Knowledge and Helpfulness of Staff
Figure 7: Knowledge and Helpfulness of Staff
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because this restaurant fits them. On the other hand, no one ranked any of
these questions low because people who do not like this place do not visit it.
Therefore, it is better to improve in order to attract more customers.
Question 3: Staff was friendly and cheerful throughout
The graph below was built to display the data in regards to friendliness and
cheerfulness of staff. On the graph you will be able to find the highest and
lowest rates that people gave for this question. Furthermore, I must mention
that many people find friendliness and cheerfulness very attractive. Therefore,
I had to add this question onto my questionnaire in order to see what people
think about the staff of Marinara. Moreover, you will be able to find all
statistics in regards to this question on an illustrated graph below.
02
4
6
8
10
12
14
16
18
20
Strongly Agree Agree Average Disagree Strongly
Disagree
NumberofPeople
Rating Scale
Friendliness and Cheerfulness of Staff
Figure 8: Friendliness and Cheerfulness of Staff
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On the left side of the graph you will find the number of people who
answered this question. At the bottom, you will see the rating scale which is
from Strongly Agree to Strongly Disagree. As you can see on the graph, the
majority of people who answered this question think that the staff of Marinara
is very friendly and cheerful. Therefore, I did not focus on it a lot.
Question 4: Staff answered your questions
In order not to make clients of Marinara feel disappointed or ignored, I had to
check whether the staff of Marinara answers questions or not. On the graph
below you will be able to find the number of people who thought that the
customer service in Marinara is either good or bad.
The structure of this graph is very similar to the one above it. This graph has the
same layout and rates that people gave as the previous chart. However, it
0
2
4
6
8
10
12
14
16
18
20
Strongly Agree Agree Average Disagree StronglyDisagree
NumberofPeople
Rating Scale
Staff answered your questions
Figure 9: Staff answered your questions
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10
11
1
Marinara service in overall
Excelent
GoodAverage
differs from any other graphs as it is dedicated to display the data that was
gathered from the question in regards to staff answering questions of their
clients. Furthermore, the graph has two sections, number of people on the
right side and rating scale at the bottom. Additionally, you can see that the
majority of people strongly agreed that the staff of Marinara answers
questions of their clients at all times. The graph tells that there were over 18
people and to be exact 19 people who strongly agreed on this question.
Question 5: Overall, how would you rate our service?
This question is very important for this report as it asks for an overall rate of
Marinara. Therefore, it was compulsory for me to add it. Furthermore, the data
for this question was displayed on a pie chart which you can find below, in
order to create the best possible view.
Figure 10: Marinara Service in Overall
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On the pie chart above, you can find a legend on the right. However, it only
contains three different varieties of rating, excellent, good and average. This
is because in this question, there was no rate that was lower than average.
Moreover, I only included three colours in the chart in order to make it easier
for the viewer and not to get confused. As you can see on the graph, the
majority of people thought that the service was good and on the other hand
it was excellent. Because the chart clearly shows that 10 people thought that
the service in overall was good and other 11 think that it was excellent.
Moreover, only 1 person thought that the service was average.
Question 6: Will you come again and call your family/friends?
This question was created with the purpose of asking people whether they
would like to come again and bring their friends or family. Therefore, after
collecting this information I was able to summarise it and think whether
people liked the service and would want to come back again or not. The
information that was gathered from this question is displayed on the pie chart
below.
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15
6
2
Will you come again and call your
family/friends?
For Sure
Most Likely
Maybe
As the previous pie chart, this one only has a rate scale of three varieties.
Moreover, you can find these varieties and colours on the legend that is
placed on the right. The pie chart has three different rating options, therefore
it also has three different colours that divide the chart. These colours are blue,
red and green. The majority of people thought that they would come again
and bring their family/friends for sure. You can see that coloured blue on the
chart and about 15 people attempted this option. Following with most likely
option that is coloured green and about 6 people attempted this option.
Afterwards, the least number of people thought that they maybe will come
again with their family/friends. This option is coloured green on the pie chart
and about 2 picked this option.
InterviewCustomer Service in Prague/Food made in Prague
Restaurants/Best quality restaurants in Prague
Figure 11: Will you come again and call your family/friends?
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The answers from the audio interview was converted onto the text and
placed below. This was placed as my findings from a verbal communication
with a person who visits restaurants in Prague and has some valuable
experience.
Section 1: Customer Service in Prague
Question 1: Were you always welcomed?
- Answer: No, no really. I mean there are some restaurants I know wherethey were really really rude. And you say, you know, excuse me can I
have some food please. And they would just go thfu, like that.
Not always, sometimes yes but not always, no.
Question 2: Was staff always knowledgeable of their goods and services?
-
Answer: Was staff always knowledgeable? No, not really. In fact I think,
some of them were very very unknowledgeable. And if there is a
problem, they refuse to sub take ownership of the problem. And they
would rather no be bothered and I wished they would go away.
Question 3: Was staff every willing to help?
- Answer: Not really, no. Some of them of course yes were. But I thinkcompare to lets say Britain where I come from or America. The
customer service, the sophism of been willing to help was much much
less; they see it as a problem more.
Question 4: Were you discriminated due to language issues?
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- Answer: I should think I probably was discriminated against. I rememberonce in a post office when they just wouldnt even send the letter that I
had. Because I couldnt it was very obvious that I was trying to do. I
was asking what the price for stamp was to send it to London. But they
just couldnt be bothered with me, so at the end they just said no no
no, no no. Possibly other times I have been discriminated against but
my knowledge of Czech is so bad I wouldnt really realize that I was
discriminated against.
Question 5: In overall do you like Customer Service in Prague?
- Answer: I think its very very behind the times. I think because ofcommunism and because people were forced to do a job. The way
that Czechs rebelled, and in fact the way they rebelled generally. Is not
by being, not by sort of getting on the streets like they do in Kirgizstan or
whatever. But its by, what you call passive resistance. They just make
things very very difficult for you. They always do absolute minimum, they
never understand you properly, and they do understand you but they
just dont want to do anything. And its probably because they have
been invaded by so many people and then they had jobs forced on
them by the communists. And their idea was just going to work and to
do to live, what I can. And you know, its a thing to be endured rather
than being to do to achieve anything. I think the attitude of the
younger Czech people, is the service is generally better. Because I think
they got the idea, that it is something that could be a career and it is
worthwhile. But you know that, it is people really from your generation.
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Section 2: Food and Pizza in Prague
Question 1: Do you eat Czech national food? (e.g. Czech knedliky, pork knee)
- Answer: Ahh, sometimes it has swechcoba and things like these. Ihave to say it doesnt do my stomach a lot of goods. Czechs, I mean
some does. But its not because something is wrong with the food. There
is no bacterium in the food. Its just there something about Czech food
that makes me want to vomit in the toilet. I dont know what it is,
whether its oil or some.. I dont know what it is. But it is Czech food,
because I have tried Greed food, am happy with that. I have tried
Italian food, and am happy with that. I dont know what it is, but there is
something about Czech food.
Question 2: In average, do you like the quality of food served in Prague, whether it is
French restaurant or Italian?
- Answer: Ehm, I know some czech restaurants that are very good, but Ialso know a lot that are very average. I mean, there is a really good
indian restaurant not far from here, and thats excelent. But there is a
couple of restaurants that are very very average, they got smageny syr,
swechcoba. There is one particular restaurant where they go
highlighters on the menu , and you say I ll have this one and they say
neny, off, or I ll have this one, off. Or can I have that one, neny, off. So
what can I have? Is that one, and its like a smageny syr or something.
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Question 3: Do you like pizza served in Prague? Many people say that it is very thin.
How could it be improved?
-
Answer: I think it depends where you go, they dont really do deep
ones. But no I found them alright, the ones I had I found alright. Yeah.
Section 3: Most favourite restaurantwhy?
- Answer: I visit the restaurant in the hotel Embassidor quite a lot. Becauseits on my way between work and I have never had a bad stomach,
there at all. Its quite expensive but they do quite a cheap bar menu,
and they have cnn on tv. And its just between, because I work in
Calobanian Mesidan in the morning, just between them and here.
Great place, to get a lunch or read-up on my economist, thinkabout
ecconomic issues and have some food. And its quite nice there, I
actually met my wife there a few years ago.Be very careful when you
eat hot dogs from the hot dog vending. Because I ate one 10 years
ago and I ended up with an awful food poisoning. And I through up
everywhere in my house. I through up in my storage heater, I through
up everywhere. So be very careful.
- Ok I hope you find that useful, ok then. Alright.
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External Analysis
PEST Analysis
PoliticalRestaurants in the Czech Republic experienced a crucial change in
2004, since Czech Republic has joined the EU. There were many legal factors
and hygiene rules implemented for the restaurants. The standards of hygiene
became stricter, and presently restaurants are not allowed to go under the
permitted limit.
As being a relatively new country in the EU, restaurants have still not got used
to the concept and strict laws of the EU. Many restaurants have not updated
their equipment for a very long time. Therefore, they do not meet the
standards of the EU. Furthermore, these restaurants received many fines
because of these hygiene legal factors. Moreover, many of these restaurants
had to close.
EconomicalPrague, in comparison to any other capitals in the world, is
relatively a cheap city in regards to food and drinks. The taxes and tariffs set
by the Czech government are relatively lower than in other countries, and
favourable for attracting foreign investors to open restaurants.
On the other hand, the Czech Republic with its climate and inaccessibility to
the sea, causes lack of many kinds of food. Many restaurant owners will have
to face troubles with pricing on sea food, exotic vegetables or fruits if they
have opened and exotic restaurant.
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Inflation is a very important factor that influences profits of the restaurants. It
produces higher wages and higher prices on food. The cost of materials,
storage or services used in production of the final product or service, may
make it more expensive.
SocialIn the Czech Republic there is evidence that customers are incredibly
price sensitive. This is the reason why owners of Marinara should think carefully
when they determine the prices of food.
With growing competition between the restaurants, Marinara should focus on
the customer wants and needs.
Every day, the standards of living in the Czech Republic approach the
standards of Western Europe. This fact changes the eating habits of Czech
people a lot. People expect better services, tastier food, and cleaner venues
since they are willing to pay for this comfort. Due to modern tendency
towards healthy food and rejection to fast food, Czech tend to eat healthy
food as well.
With increasing number of working women, home cooking is decreasing. This
is because people do not have time to cook at home, so they prefer to go to
restaurants instead.
TechnologicalThe rapid increase of internet usage allows people to buy
food online without putting an effort to go to the restaurant, this also reduces
the time they have to spend. Customers can order food through the internet
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or their mobile phone, without needing to go to the restaurants. It is crucial for
the restaurant to improve their website and make it more user friendly and
attractive for customers.
Porters Five Forces
The threat of substitute products or services
Buyer propensity yo substitutethey can cook something at homerather than going to the restaurants.
Relative price performance of substituteThe food cooked at home isrelatively cheaper than in restaurants as people will only have to pay
for the products, and on the other hand the quality of food will be
similar.
Number of substitute products available in the marketAs Marinara isthe only restaurant in the area, there is no threat of substitute products
provided by other possible competitors. Except the fact that people
can eat something cheaper at home, or they can phone a pizza
delivery firm that will deliver them a hot pizza or food.
There is also a small fast-food shop nearby Marinara, that providessandwiches at a lower price.
The main reasons for substitute products are possible, because of thequality of products/customer service or the price in Marinara.
The threat of the entry of new competitors
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This market is very profitable due to the population of 10,000 inhabitants and
with only on restaurant in that area; the threat of new competitors is very high.
New competitors with new or better products at a lower price may enter this
market.
The intensity of competitive rivalry
There is only one competitor in the area, which is not providing the same
product as Marinara. This competitor is similar to a fast-food shop, selling low
quality goods (junk food). This can be a threat in the sense of substitute
product, cheaper and the restaurant has a very pleasant environment.
Another threat could be a pizza-taxi that is nearby the restaurant, which
can deliver pizzas home.
The bargaining power of customers
Presently, the bargaining power of customers is low, because Marinara is a
unique restaurant in that area. There is not much of available products.
Therefore people have to buy the existing ones. However, as the threat of
new competitors is very high, the bargaining power of customers might
change rapidly.
The bargaining power of suppliers
There are many suppliers that are available in that area. Therefore, the
bargaining power of suppliers is at a very low level.
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Barriers to entry
AdvertisingPutting large posters that could make it obvious for the clients to
recognize the restaurant so that it can give priority compared to others.
Network EffectBy establishing delivery and the offering of extra pizzas when
you purchase more, will enable to produce a significant user base.
Additionally, effective usage of the companies nearby will built better
relations and loyalty.
Variety in the menu, quality according to the customer preferences and
hospitality offered to the customer makes it difficult for other competitors to
get into the market and will increase the loyalty of Marinara customers.
Knowing the area will help the restaurant to make the difference for the
cultures living in there. For example, avoiding language barriers by using the
menu in different languages according to nationality of the customer
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Internal Analysis
Similar to the external analysis, which helps us understand the surroundings of
Marinara, and to determine which problems or advantages we might
encounter in that particular area. It is necessary to analyse the business to
identify weaknesses that can be turned into strengths.
Capability
Marinara is the only restaurant located in an area of 10,000 inhabitants in ,
Prague 10, Doupovska, in the area of Hostivar. The nearest restaurants are in
Park Hostivar, a shopping mall that is located 15 minutes aways by bus and
about five minute drive by car. The restaurant has capability of delivering
food to its customers faster than any other restaurants due to its strategic
location. The restaurant is not just a pizza restaurant but it offers Italian food in
a comfortable environment within its elegant interiors.
Marinara is not only a nice place to go for a dinner or lunch, it also has a small
playground for children offering a family environment for locals. Customers
have the privilege to choose between the smoking and non-smoking areas
which are located apart. At the pizzeria there are also alcoholic drinks that
may be served at the bar for clients who wish to be on their own.
Competitive Advantages:
The only restaurant located in an area of ten thousand inhabitants, Smoking and non-smoking sections,
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Elegant interiors, Childrens playground, Bar for individuals who want to be on their own Delivery service for the locals.
Position Audit
Resources
Material inputs: Ingredients for all the different dishes, plus drinks. Suppliers
should be analysed. The new owners do not have much knowledge of the
acquisition process. Therefore, they have decided to keep the old staff
members to learn from them. After this learning stage, the owners should
investigate further on the topic.
Human Resources: Marinara has three employees who receive a salary of
10,000 kc each but they do not have anything to motivate them to do a
better job. The staff did not receive a customer service training as well.
Therefore, the service they provide may be lacking of professionalism and
knowledge. Employees could be motivated by being offered better working
benefits such as meal vouchers.
Management: The restaurant is lacking a well organised and professional
management. Since owner is in charge of the restaurant and has three
different businesses to administrate. Therefore, the owner has the duties of a
manager in the restaurant. In the future, owners plan to be in the business at
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fulltime. Therefore, there may be a huge change that might affect the
working environment and may add a value to the customers.
Fixed Assets: This is everything that involves furniture, chairs and table, that are
important for the customers, plus kitchen tools. At the moment, equipment of
the restaurant is in good conditions. However, the exterior does not match it.
Painting the entrance would give the restaurant a better presentation.
Finance: The restaurant should think about increasing the prices so that the
sales would help recover the invested capital in the restaurant, as the new
card that was purchased by owner for deliveries.
Intangible Assets: The restaurant should train its staff in customer service.
Customer service personnel of Marinara are not prepared to serve the
customer the way they deserve it.
Organisational Structure
The new owners of the restaurant have already started to ask for an advice
from their employees. This gives them more advantage and helps to motivate
their employees. Communication between staff is not working well. Since
owners of Marinara do not speak Czech well, and this brings a disadvantage
to the restaurant.
Operation Systems: The new owners operate at the same level as staff, give
Marinara additional advantages.
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Product: A well-cooked Italian food is offered at the restaurant. Presently Pizza
in Marinara has reached a very high level. However, a month ago there was
a complaint that the pizza was raw.
Solution: The owners should educate their staff in customer service, one raw
pizza can mean one less customer, who can transmit the information to the
locals who live around the restaurant.
Brand Name: Marinara is a very strong named because the name is
associated with Italy. On the other hand, this was also the fist pizza ever made
and there is a unique recipe of pizza in the restaurant named Marinara.
Market: The restaurant is all focused on the area where it is located. The idea
is to attract people who do not want to cook and people who want to eat
out. Families are also a part of the target audience and employees of local
companies.
Value Chain Analysis - primary
Description:
Inbound logistics: All those activities concerned with receiving and storing
externally sourced materials. For Marinara all external sourced materials such
as beverage food and boxes for home delivery are stored in their own
storage which is on the ground floor, below the restaurant. This means that
there is no need for a warehouse.
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Operations: There is only one cook at a time, who prepares meals for clients.
The barmen is responsible for serving drinks and also food before asking the
clients for any orders or collecting money.
There is also one person responsible for delivering the food outside the
restaurant.
Furthermore, there is one cleaner that does not appear in the area where
clients are allowed during the day time. That cleaner is responsible for
cleaning dishes and the working area.
Outbound logistics: All those activities associated with getting finished goods
and services by buyers. For Marinara, the barmen takes the role of waiter and
is responsible for bringing the orders to the right clients by communicating
with the kitchen. He/she is the middleman between the clients and the cook
as well as the bar.
The home deliverer is responsible for answering phone calls and providing
customer service, and even taking orders before delivering and informing
clients about the processing time.
Marketing and sales while serving the clients: the barman/waiter is also
responsible for informing clients about products and any other services. For
example, he or she can let the clients know that the restaurant is delivering
their products home or any nearest companies. He/she can also let the
clients know about special offers or anything else that the clients do not
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necessary see or know. The barman is basically responsible for providing
customer service and public relations.
After Service: After clients are finished with their