Sunset At Blue Case Study Solution

Sunset-at-Blue has just finished its first year in business and although the restaurant broke even the co-owner, Bruce Melhuish, is not content as there is a lack of efficiency with the staff and a high demand of customers. Queue lines to be seated and at the cooking station are causing Sunset-at-Blue to lose profits. This case study analyses how Sunset-at-Blue can improve service efficiency, increase seating capacity and future profits.
Sunset-at-Blue, a franchise of Sunset Grill is located in Ontario, Toronto and is co-owned by Bruce Melhuish whom was an executive for a technology and telecommunications firm. Sunset-at-Blue is an all-day “fresh made to order” breakfast restaurant, which business motto is “fresh is tastiest”. This allows them to be a healthy and fresh breakfast restaurant at Blue Mountain. Sunset-at-Blue is not like other breakfast places in the area; it serves breakfast all day and runs a single 7am to 3pm shift while providing superior quality meals at low prices. Sunset Grill is located in the village of Blue Mountain. Its location is one of the first restaurants visitors see when they enter the Blue Mountain village. While having a primo
The Sunset Grill franchise definitely has not expected to have the outstanding public reception that they have had in the first year. The present operations have to be optimized for continued growth and a successful financial future. Group 6 believes that Sunset-at-Blue would benefit from adding runners to the payroll, adding electronic POS system, installing large menu board and electronic and enclosing the patio area with electric heaters. The selected options have been analyzed and been deemed a positive financial outcome for Sunset-at-Blue and will save the customer time. These items are essential for Sunset-at-Blue to continue to become more successful and be able to handle larger crowds in the