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Running Small Thinking Big The Case Of Brahmins Coffee Bar Case Solution

Solution Id Length Case Author Case Publisher
2084 1403 Words (5 Pages) SatyaNandini Arjunan, HR Sridhar, Ganesh Kumar R BMS College of Engineering : 517-0169-1
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Brahmin’s Coffee Bar (BCB) has built its reputation on quality food that minimizes customers’ time due to its limited menu. It turned a potential constraint, the lack of space, into a marketable USP. BCB’s greatest strength is its reputation for good quality food, which is affordable. The brand recognition and a slew of loyal customers mean that there are constant queues of people waiting to get their orders. a

Following questions are answered in this case study solution

  1. Will small continue to be beautiful in this case? Create a SWOT analysis and a potential strategic approach using this to guide your thoughts. What would you focus on as the major priorities, and in what order and why?

  2. The design of the kitchen and size/layout of the restaurant is one key component. Describe the different sizes, layouts, etc. and how these would change to cope with specific strategies. 

  3. Risk is an ever-present component, especially for smaller companies. How would you manage/reduce these risks with reference to three specific strategies?

  4. Create two strategies that imply expansion for this coffee bar. Quantify the likely cost of these strategies and explain precisely how you would finance these expansions. We are looking at her for innovative ways of financing the strategy.

Case Analysis for Running Small Thinking Big The Case Of Brahmins Coffee Bar

On the other hand, stagnation can become a major weakness for the company. BCB's business model has not changed since its conception over 50 years back. Signs of an impending problem are already apparent. The limited menu may have been the company's USP; however, it has prevented further growth. It allows BCB to cater to a specific clientele, that is, customers looking for a traditional snack on a budget.

Changing customer tastes and eating trends pose a huge threat to BCB’s future. It has meant that while the bar’s regular patrons continue to eat at BCB, the younger demographic seems to prefer restaurants that provide a variety of cuisines. The proliferation of fast-food chains and the entrance of foreign competition in the market intensify this issue and make BCB’s failure to innovate even more visible. BCB may be viewed as less sophisticated or refined by its younger target market.

The company remains relevant, and its brand recognition can be translated into other ventures. India has a growing young working population, and this means that the demand for affordable convenience food is on the rise. The company takes this opportunity to deliver pre-made batters for its vada and idli, which can be made quickly at home after a long day at work.

The SWOT analysis reveals the need for the evolution of the company. Its existing model is set to become obsolete in the future. However, BCB is still a well-known brand, and bringing in changes at this moment can help the company to survive. It does not necessarily need to become bigger. Prior experience shows that finding a marketable niche and excelling in it is enough for a business to do well.

2. The design of the kitchen and size/layout of the restaurant is one key component. Describe the different sizes, layouts, etc. and how these would change to cope with specific strategies. 

BCB's kitchen is a major part of the equation, as it is where the final product is made. The size and layout of any restaurant's kitchen are dependent upon scope and scale of operations, which are, in turn, determined by the specific strategy employed by the company. Currently, BCB's kitchen operates like a fast-food restaurant. The ready-made batter is used to make new orders after customers have been billed and provided the receipt. Customers can see their order being made in the open kitchen. Once the order is received, customers can get chutney from a separate station, kind of like getting ketchup and extra sauces, and tea or coffee from yet another station. This entire setup is efficient and serves customers quickly as each station completes its specialized task with speed. Using this same layout but expanding the size can enable BCB to increase the scale of operations. Even if the company wants dine-in customers, this exact layout will be suitable if the size of the entire setup is increased because that will help manage dine-in and to-go orders at the same time.

Alternatively, a more drastic change in the strategy will require greater modifications to the current kitchen layout. BCB can expand its menu and offer more complete meals aside from a few snacks. This would mean that the kitchen will have to follow a more traditional dine-in restaurant-style layout. The kitchen will have to be expanded considerably and have all the different stations under one roof. It will also contain a complete cooking range, so everything can be prepared in-house and stored away until needed. This setup is more suitable for a dine-in experience with a waiting staff serving the food.

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