Hard rock cafe forecasting case study

Case Study: Forecasting At Hard Rock Café

Please complete this case study with the specifics below. The details for the case study have been copied and pasted below.

Case Study: Forecasting at Hard Rock Café (p. 150 and Pearson Video Library)
Case Study 1 Questions

Describe three different forecasting applications at Hard Rock. Name three other areas in which you think Hard Rock could use forecasting models.
What is the role of POS system in forecasting at Hard Rock?
Name several other variables besides those mentioned in the case that could be used as good predictors of daily sales in each café.

The Case Study paper is to consist of the following components:

Title page and two written pages with no more than 500 words.
Answers to individual questions (as assigned) Each assignment will have specific questions you need to address. You should create a subheaded section for each one.
References/Appendix (if required) These are not research papers per se, so you may not have the need to cite outside sources. If you do, however, they should be identified on a proper reference page. Similarly, if you are required to do calculations and choose to perform them on a separate page, you should include them in an appendix.
Content 24 80%
Required questions are answered in an accurate and appropriate manner.
Adequate support is given for recommendations.
Calculations (where required) are performed correctly
Grammar and Spelling 3 10%
Paper is well written and reflects college level writing.
Rules of grammar, usage, and punctuation are followed and spelling is correct.
Sentences are written in a complete, concise manner, and sentence transitions maintain the flow of thought throughout the paper.
Formatting and APA Usage 3 10%
Paper includes the components required for the assignment: title page, answers to questions, references or appendix (where appropriate).
APA format is followed throughout the paper.
30 100%
Forecasting at Hard Rock Cafe

Video Case

With the growth of Hard Rock Cafe—from one pub in London in 1971 to more than 150 restaurants in 53 countries today—came a corporatewide demand for better forecasting. Hard Rock uses long-range forecasting in setting a capacity plan and intermediate-term forecasting for locking in contracts for leather goods (used in jackets) and for such food items as beef, chicken, and pork. Its short-term sales forecasts are conducted each month, by cafe, and then aggregated for a headquarters view.

The heart of the sales forecasting system is the point-of-sale (POS) system, which, in effect, captures transaction data on nearly every person who walks through a cafe’s door. The sale of each entrée represents one customer; the entrée sales data are transmitted daily to the Orlando corporate headquarters’ database. There, the financial team, headed by Todd Lindsey, begins the forecast process. Lindsey forecasts monthly guest counts, retail sales, banquet sales, and concert sales (if applicable) at each cafe. The general managers of individual cafes tap into the same database to prepare a daily forecast for their sites. A cafe manager pulls up prior years’ sales for that day, adding information from the local Chamber of Commerce or Tourist Board on upcoming events such as a major convention, sporting event, or concert in the city where the cafe is located. The daily forecast is further broken into hourly sales, which drives employee scheduling. An hourly forecast of $5,500 in sales translates into 19 workstations, which are further broken down into a specific number of wait staff, hosts, bartenders, and kitchen staff. Computerized scheduling software plugs in people based on their availability. Variances between forecast and actual sales are then examined to see why errors occurred.

Hard Rock doesn’t limit its use of forecasting tools to sales. To evaluate managers and set bonuses, a 3-year weighted moving average is applied to cafe sales. If cafe general managers exceed their targets, a bonus is computed. Todd Lindsey, at corporate headquarters, applies weights of 40% to the most recent year’s sales, 40% to the year before, and 20% to sales 2 years ago in reaching his moving average.

An even more sophisticated application of statistics is found in Hard Rock’s menu planning. Using multiple regression, managers can compute the impact on demand of other menu items if the price of one item is changed. For example, if the price of a cheeseburger increases from $7.99 to $8.99, Hard Rock can predict the effect this will have on sales of chicken sandwiches, pork sandwiches, and salads. Managers do the same analysis on menu placement, with the center section driving higher sales volumes. When an item such as a hamburger is moved off the center to one of the side flaps, the corresponding effect on related items, say french fries, is determined.