Harvard Case - Hospitality Services - The University of Western Ontario
"Hospitality Services - The University of Western Ontario" Harvard business case study is written by Elizabeth M.A. Grasby, Andrew T. Sarta. It deals with the challenges in the field of Accounting. The case study is 19 page(s) long and it was first published on : Nov 28, 2005
At Fern Fort University, we recommend a comprehensive strategy to improve the profitability and efficiency of its hospitality services. This strategy involves a multi-pronged approach focused on enhancing operational efficiency, optimizing pricing strategies, and implementing a robust cost accounting system.
2. Background
The case study focuses on the University of Western Ontario (UWO), a Canadian university facing challenges in its hospitality services. The university operates various food service outlets, including dining halls, cafes, and catering services. Despite significant investments in infrastructure and technology, the department struggles to achieve profitability and faces increasing pressure to improve its financial performance. The primary protagonist is the director of hospitality services, who is tasked with finding solutions to improve the department's efficiency and profitability.
3. Analysis of the Case Study
The case study highlights several key issues impacting UWO's hospitality services:
- Inefficient Cost Accounting: The current cost accounting system lacks the granularity to accurately track costs associated with individual menu items, services, and customer segments. This lack of visibility hinders effective pricing decisions and resource allocation.
- Suboptimal Pricing Strategy: The pricing strategy relies heavily on historical data and lacks a systematic approach to consider factors like cost of goods sold, customer demand, and competitor pricing. This leads to underpriced offerings, impacting profitability.
- Limited Operational Efficiency: The department struggles with inefficiencies in inventory management, labor allocation, and waste reduction, further contributing to cost overruns.
- Lack of Performance Measurement: The department lacks clear performance indicators to track progress and identify areas for improvement.
Framework: To analyze the case, we will utilize a combination of frameworks:
- Porter's Five Forces: To understand the competitive landscape and identify potential threats and opportunities.
- Value Chain Analysis: To assess the department's internal processes and identify areas for improvement.
- Activity-Based Costing (ABC): To develop a more accurate cost accounting system and identify cost drivers.
4. Recommendations
1. Implement Activity-Based Costing (ABC): UWO should implement ABC to accurately track costs associated with individual menu items, services, and customer segments. This will provide a more granular understanding of cost drivers and enable data-driven pricing decisions.
2. Develop a Strategic Pricing Model: UWO should develop a strategic pricing model that considers cost of goods sold, customer demand, competitor pricing, and desired profit margins. This model should be dynamic and responsive to market fluctuations.
3. Optimize Operational Efficiency: UWO should implement measures to improve operational efficiency, including:* Inventory Management: Implement a just-in-time inventory system to reduce waste and storage costs.* Labor Allocation: Optimize staff scheduling to match demand fluctuations.* Waste Reduction: Implement programs to reduce food waste and promote sustainability.
4. Establish Key Performance Indicators (KPIs): UWO should define and track key performance indicators such as:* Customer satisfaction: Measure customer satisfaction through surveys and feedback mechanisms.* Operational efficiency: Track metrics like food cost percentage, labor cost percentage, and waste reduction.* Financial performance: Monitor profitability, revenue growth, and return on investment.
5. Enhance Communication and Collaboration: UWO should foster open communication and collaboration between the hospitality services department and other stakeholders, including students, faculty, and staff. This will ensure alignment on goals and facilitate a more customer-centric approach.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The recommendations align with UWO's mission of providing a high-quality student experience and promoting sustainability.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (students, faculty, staff) and internal clients (other departments).
- Competitors: The recommendations consider competitive pressures and aim to position UWO's hospitality services as a value proposition in the market.
- Attractiveness: The recommendations are expected to improve profitability, increase customer satisfaction, and enhance operational efficiency.
Assumptions:
- The university is committed to improving the financial performance of its hospitality services.
- The department has the resources and support to implement the recommended changes.
- The students, faculty, and staff are receptive to the proposed changes.
6. Conclusion
By implementing these recommendations, UWO can significantly improve the profitability and efficiency of its hospitality services. The combination of a robust cost accounting system, a strategic pricing model, and a focus on operational efficiency will create a sustainable and profitable model for the department.
7. Discussion
Alternatives:
- Outsourcing: UWO could consider outsourcing its hospitality services to a third-party provider. This would reduce operational burden but may compromise control over quality and pricing.
- Merging with Another Department: UWO could consider merging the hospitality services department with another department, such as student affairs, to create synergies. This could lead to cost savings but may require significant restructuring.
Risks:
- Implementation challenges: Implementing the recommendations may face resistance from staff or require significant investment.
- Market fluctuations: Changes in student enrollment, food costs, or competitor pricing could impact the effectiveness of the recommendations.
Key Assumptions:
- The university is committed to improving the financial performance of its hospitality services.
- The department has the resources and support to implement the recommended changes.
- The students, faculty, and staff are receptive to the proposed changes.
8. Next Steps
Timeline:
- Month 1-3: Implement ABC system and develop a strategic pricing model.
- Month 4-6: Implement operational efficiency measures and establish KPIs.
- Month 7-12: Monitor progress, adjust strategies as needed, and communicate results to stakeholders.
Key Milestones:
- Completion of ABC implementation and pricing model development.
- Achievement of targeted operational efficiency improvements.
- Positive feedback from students, faculty, and staff regarding the changes.
Overall, UWO has a significant opportunity to improve the profitability and efficiency of its hospitality services by implementing a comprehensive strategy that addresses the key issues identified in the case study. By embracing a data-driven approach, focusing on customer needs, and fostering collaboration, UWO can create a successful and sustainable model for its hospitality operations.
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Case Description
The associate director of a university campus reviews two opportunities to improve the profitability of the largest food sales generator on the campus. Low profitability prompts an evaluation of the restaurant mix and a decision regarding operational improvements or more restaurant alternatives.
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