Hard Rock Cafe Case Study
1. Identify the strategy changes that have taken place at Hard Rock Cafe since its founding in 1971.
The Hard Rock Café started off in London (1971), as a café that offered live rock music. Since it’s opening, its main strategic change has been the globalization of the brand. Hard Rock Café has a location in about every “hot” or destination cities (cities that are main attractions for tourists). It has expanded from one café in London to “157 facilities in 57 different countries”. But with the change towards globalization, there were other social factors and issues that come into play. Hard Rock Café has to take into account the political and social factors of the region where they place a location, in order to optimize their chance of success. Also, they must study the culture of the area as well and be able to learn to adapt to what the people of that area like the most. Each Hard Rock Café location has merchandise and items that are unique to that location.
2. As Hard Rock Café has changed its strategy, how has its responses to some of the 10 decisions of OM changed?
Some of the ten decisions of OM include goods and service design, location selection, supply-chain management, and inventory. Goods and service design of the Hard Rock Café are based on location. Depending on the region, the meal is different; based on the location the food is particularized specifically for that region. The location selections were at first influenced by tourism. Starting from one café in London, Hard Rock Café expanded to cities with high tourism. Later on they took political and social factors, and economic fluctuations into consideration, and expanded to other cities where tourism wasn’t as high, such as Nottingham, England and Birmingham. Supply-chain management is “the decisions that determine what is to be made and what is to be purchased”. For the Hard Rock Café, the supply-chain managements get complicated, as the new locations are placed further
The Hard Rock Café started off in London (1971), as a café that offered live rock music. Since it’s opening, its main strategic change has been the globalization of the brand. Hard Rock Café has a location in about every “hot” or destination cities (cities that are main attractions for tourists). It has expanded from one café in London to “157 facilities in 57 different countries”. But with the change towards globalization, there were other social factors and issues that come into play. Hard Rock Café has to take into account the political and social factors of the region where they place a location, in order to optimize their chance of success. Also, they must study the culture of the area as well and be able to learn to adapt to what the people of that area like the most. Each Hard Rock Café location has merchandise and items that are unique to that location.
2. As Hard Rock Café has changed its strategy, how has its responses to some of the 10 decisions of OM changed?
Some of the ten decisions of OM include goods and service design, location selection, supply-chain management, and inventory. Goods and service design of the Hard Rock Café are based on location. Depending on the region, the meal is different; based on the location the food is particularized specifically for that region. The location selections were at first influenced by tourism. Starting from one café in London, Hard Rock Café expanded to cities with high tourism. Later on they took political and social factors, and economic fluctuations into consideration, and expanded to other cities where tourism wasn’t as high, such as Nottingham, England and Birmingham. Supply-chain management is “the decisions that determine what is to be made and what is to be purchased”. For the Hard Rock Café, the supply-chain managements get complicated, as the new locations are placed further