Please use this identifier to cite or link to this item: http://cmuir.cmu.ac.th/jspui/handle/6653943832/39757
Title: การวิเคราะห์การจัดการร้านอาหารญี่ปุ่นในอำเภอแม่สอด จังหวัดตาก
Other Titles: Management analysis of Japanese restaurant in Mae Sot District, Tak Province
Authors: พัฒนา เจียรวิริยะพันธ์
พิกุล โค้วสุวรรณ์
อัจฉรา อันสมศรี
Keywords: ร้านอาหารญี่ปุ่น
Issue Date: Dec-2557
Publisher: เชียงใหม่ : บัณฑิตวิทยาลัย มหาวิทยาลัยเชียงใหม่
Abstract: This analytical study on the management of a Japanese restaurant in Mae Sot District of Tak Province was conducted with the objectives to explore the international cuisine business situation in Mae Sot and to analyze the business management of a small Japanese restaurant so as to determine new strategies for it to pursue more appropriately in its present circumstance. Primary information for this study was collected through a survey of international restaurant business situation in Mae Sot District and in-depth interview with restaurant business owners. Secondary information was also compiled from various relevant published documents and research works to substantiate the analysis on business management and factors affecting the running of international restaurant here. The concepts and theories used for the present investigation on the management of small Japanese restaurant included the 4M theory, SWOT Analysis about internal and external factors affecting the performance of restaurant business, BCG Matrix of Boston Consulting Group for assessing the business position, and TOWS Matrix for determining more appropriate new strategies. The analysis of small Japanese restaurant in Mae Sot District of Tak Province was confined to the case of Ajiyoshi Japanese restaurant. With reference to the 4M theory, it was found that this restaurant handled its Man component by searching for and selecting workers through the patron-client system, providing workers and staff training directly by the restaurant owner, and evaluating workers and staff performance also by the restaurant owner himself. In terms of Money management, the restaurant owner was the only person having authority in financial matters including the placing of purchasing orders and the keeping of income-expenditure account. Regarding the management of Materials, the restaurant owner assumed all responsibilities in buying and procuring raw materials and equipment while he and all restaurant workers had shared duties for the orderly use and maintenance of materials. From SWOT analysis, this Ajiyoshi restaurant was found to have strength in terms of location which is right in the heart of the town with conveniently access roads, and fresh and good quality raw materials for food preparation as a result of using efficient and punctual suppliers. Its weakness came from the fact that at the beginning of business establishment in Mae Sot, Ajiyoshi restaurant did not undertake any marketing activities, made no publicity about the place and services, and emphasized defensive marketing strategy rather than the proactive one. Its opportunity existed for further expansion of business scale as Mae Sot economy continued to grow. The major threat found for this Ajiyoshi restaurant was the seasonality and hence the fluctuating price of food raw materials. By means of BCG Matrix, this Ajiyoshi restaurant at the time of this analysis appeared to be in cash cow situation as it was operating in a slow growing market but with its high market share. Thus it needed to maintain its present market share by arranging such marketing campaign as publicity and market promotion to get repeat customers. From the results of SWOT analysis, a TOWS matrix was constructed by matching various external and internal factors for further analysis to design appropriate business strategies. Consequently, it was determined that the key option that this Ajiyoshi restaurant should take in order to keep its present market position was Stability Strategy by which it would focus on maintaining its on-going business growth rate and protecting its existing market share. This was because the local market began to grow slowly or even mature while the restaurant in question was still making favorable profit and having high financial liquidity. The excess money from taking Stability Strategy thus becomes the key strength that Ajiyoshi restaurant should exploit for finding and investing in its new business location taking into consideration the use of marketing mix strategy. Attention should be placed on the factors of place and distribution by adding delivery and catering services to increase the sale volume. Equally important would be the product factor by attempting to improve product quality and increase efficiency in raw materials handling. In terms of personnel factor, emphasis should be placed on improving service quality especially by assuring foreign language communication skills of restaurant workers and employing more workers to be adequate for the scale of business. The good personnel management will enable the business to maintain the existing customers and attract new groups of consumer while contributing to the corporate image and creditability of the business.
URI: http://repository.cmu.ac.th/handle/6653943832/39757
Appears in Collections:AGRI: Independent Study (IS)

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