Hard Rock Café
By Tannhäusers 2009
Hard Rock Café
•106 locations
•in 38 countries
•Hard Rock is bringing the concept of the
”experience economy” to its café operations.
By Tannhäusers 2009
Hard Rock Café
•At Hard Rock the experience concept is to
provide not only a custom meal from the menu,
but a dining event that includes a unique visual
and sound experience not duplicated anywhere
in the world.
By Tannhäusers 2009
Hard Rock Café
•This strategy is succeeding.
By Tannhäusers 2009
Hard Rock Café
•Hard Rock has its mission, which organizes its
purpose for being and provides boundaries and
focus.
By Tannhäusers 2009
Hard Rock Café
•Mission --> Public image
•As a consequence of having a clear and
obviously effective mission it creates this
successful public image.
By Tannhäusers 2009
Hard Rock Café
•About 48% of sales are from merchandise. This is
because of each restaurant in different cities is
selling unique items in that way that a Hard Rock
t-shirt with ”London” on it really was bought in
London. This makes people take the opportunity
to buy one when they are abroad.
By Tannhäusers 2009
Hard Rock Café
•Maximum value as percieved by customers.
By Tannhäusers 2009
Hard Rock Café
•”The trick is not to play the game better than the
competition, but to develop and play an
altogether different game.”
By Tannhäusers 2009
Hard Rock Café
•Relating to the 10 decisions of OM.
•Location selection
•Things they must consider:
•- Political Risk
•- Currency Risk
•- Social Norms
•- Brand Fit
•- Social Cost
•- Business Practices
By Tannhäusers 2009
Hard Rock Café
•Relating to the 10 decisions of OM.
•Goods and service design
•They provide a unique experience with their goods and
services offered at the restaurants.
By Tannhäusers 2009
Hard Rock Café
•Relating to the 10 decisions of OM.
•Quality
•The actual quality of food and merchendice is not so much in
focus as the quality of the unique experience of being in one of
their restaurants. The visual and auditorial quality is essential in
their strategy. The experience itself is their product.
By Tannhäusers 2009
Hard Rock Café
•Relating to the 10 decisions of OM.
•Process & capacity design
•They educate their staff to provide a high quality
entertainment.
•They design the facilities by means of exclusivity, buying and
displaying unique music related objects (such as guitars of Jimi
Hendrix) and organizing music events.
By Tannhäusers 2009
Hard
Rock
Café
•Relating to the 10 decisions of OM.
•Layout design
•Each cafe is a “museum in the environment of a barrestaurant.”
By Tannhäusers 2009
Hard
Rock
Café
•Relating to the 10 decisions of OM.
•Human resource and job design
•They have created a dynamic working environment where staff
have to fit the image of Hard Rock Café.
•Singers for performances are an essential but expensive part
of the total system design.
By Tannhäusers 2009
Hard
Rock
Café
•Relating to the 10 decisions of OM.
•Inventory
•Their inventory consists of: unique objects related to rock
history, the memorabilia (merchandise), special decorations
and a special menu.
By Tannhäusers 2009
Hard Rock Café
•Relating to the 10 decisions of OM.
•Scheduling
•70 % of their guests are tourists so this means that they have
to have flexible schedules in their restaurants in order to
provide services adapted to different cultures and demands.
By Tannhäusers 2009
Hard
Café of OM.
•Relating
to theRock
10 decisions
•Maintenance
•The unique musical objects are shared and rotated between
branches all over the world.
•They provide new different activities and
•performances all the time.
By Tannhäusers 2009