Hello,

This restaurant will serve as the practical case study for the project.

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1. Overall Objective of the Project

The goal is to develop a realistic applied project that:

• Identifies a specific hospitality/business problem inside Jareed
• Applies hospitality management theories learned in the Masters program
• Provides analysis connected directly to the business problem
• Includes a measurable impact evaluation (KPIs, before/after comparison)
• Follows the official Applied Project structure

This must be written as a professional hospitality operations project not a literature-based research paper.

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2. Business Case Jareed Restaurant

The Introduction must clearly include:

• Description of Jareed (fine dining Najdi cuisine in Diriyah)
• Market positioning (heritage-driven, experiential, premium dining)
• Business environment (tourism, cultural destination, Vision 2030 context)
• A clearly defined operational problem

We must focus on ONE specific problem only.

Possible problem options (choose one):

Option A Supply Chain & Cost Issue

• High food cost due to local sourcing
• Inconsistent supplier reliability
• Pressure between authenticity and profitability

Option B Guest Experience & Service Quality

• Inconsistent storytelling of Najdi heritage
• Service quality gaps affecting guest satisfaction
• Need for structured service excellence framework

Option C Sustainability & Profitability Conflict

• Desire to adopt Slow Food principles
• Concern about financial sustainability
• Operational resistance to change

The problem must be measurable and realistic.

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3. Theoretical Background (Very Important)

This section must clearly connect to Masters program courses.

We must select at least TWO hospitality/business theories such as:

• Triple Bottom Line (People, Planet, Profit)
• SERVQUAL or Service Quality Model
• Experience Economy Theory
• Operations Management / Lean Management
• Strategic Hospitality Management Framework

For each theory:

• Define it clearly
• Explain why it was selected
• Explain how it applies to Jareed

This section must not be generic literature review.
It must support the business problem directly.

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4. Analysis Section (Core of the Project)

This section must demonstrate critical thinking and application.

Divide into 3 aspects:

Aspect 1 Supply Chain & Cost Structure

• How sourcing affects cost and quality
• Theoretical application
• Operational implications for Jareed

Aspect 2 Menu Engineering & Financial Performance

• Food cost %
• Contribution margin logic
• Strategic pricing alignment

Aspect 3 Guest Experience & Service Delivery

• Cultural storytelling
• Staff training
• Service consistency
• Impact on guest satisfaction

Each aspect must include:

• Problem description in Jareed
• Theoretical linkage
• Critical analysis
• Practical operational solution

Avoid general statements like restaurants should
Everything must relate specifically to Jareed.

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5. Impact Evaluation (This Was Missing Before)

This is crucial.

We must include measurable KPIs and a comparison table.

Example:

KPI	Before	After Implementation (Target)
Food Cost %	40%	32%
Guest Satisfaction Score	8.2	9.1
Supplier Reliability Rate	70%	90%
Waste Percentage	15%	8%

We must:

• Compare at least two alternative solutions
• Justify why one solution is chosen
• Identify risks and mitigation strategies

This section must be analytical, not descriptive.

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6. Conclusion

The conclusion must:

• Return clearly to the business problem
• Summarize how theory supported the solution
• Reflect on lessons learned from the Masters program
• Show strategic value for Jareed

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7. References

• Use APA 7th edition
• Prefer peer-reviewed academic sources
• Avoid blogs or unreliable websites
• Ensure all theories are academically supported

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8. Structure to Follow

1. Title Page
2. Introduction
   • Business Setting
   • Problem Statement
   • Objectives
3. Theoretical Background
4. Analysis
5. Impact Evaluation
6. Conclusion
7. References
8. Appendices (if needed)

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Important Reminders

• This must NOT be written as a research thesis.
• This must NOT be a general discussion of Slow Food.
• It must focus on solving a specific operational issue in Jareed.
• It must show applied management thinking.

Dear Professor,

I hope you are doing well.

I am currently working on my Masters final project at Les Roches Marbella for the course BMHTC2-01-153 Global Business Strategy 25.2, and I would like to inquire if there is a qualified academic tutor or specialist in this subject who could provide professional guidance and support with the research and analytical components of the project.

As this is an important part of my Executive Master in Advanced Studies in International Hotel Management, I am seeking someone with relevant expertise in global business strategy, preferably within the hospitality industry.

If there is any recommended expert or academic support available, I would highly appreciate your guidance.

Thank you very much in advance for your time and support.

I am currently working on my Real Estate assignment as part of my Executive Master in Advanced Studies in International Hotel Management at Les Roches Marbella, Spain. I would appreciate your support and guidance with this project, as I would like to ensure that my analysis and approach meet the academic and professional standards required.

I am currently working on my Masters final project at Les Roches Marbella for the course BMHTC2-01-153 Global Business Strategy 25.2, and I would like to inquire if there is a qualified academic tutor or specialist in this subject who could provide professional guidance and support with the research and analytical components of the project.

As this is an important part of my Executive Master in Advanced Studies in International Hotel Management, I am seeking someone with relevant expertise in global business strategy, preferably within the hospitality industry.

If there is any recommended expert or academic support available, I would highly appreciate your guidance.

Thank you very much in advance for your time and support.

Kind regards,

I am currently working on my Masters final project at Les Roches Marbella for the course BMHTC2-01-153 Global Business Strategy 25.2, and I would like to inquire if there is a qualified academic tutor or specialist in this subject who could provide professional guidance and support with the research and analytical components of the project.

As this is an important part of my Executive Master in Advanced Studies in International Hotel Management, I am seeking someone with relevant expertise in global business strategy, preferably within the hospitality industry.

If there is any recommended expert or academic support available, I would highly appreciate your guidance.

Thank you very much in advance for your time and support

I am currently working on my Real Estate assignment as part of my Executive Master in Advanced Studies in International Hotel Management at Les Roches Marbella, Spain. I would appreciate your support and guidance with this project, as I would like to ensure that my analysis and approach meet the academic and professional standards required

Instructions

Objective: Analyze the effectiveness of the market segmentation strategy of a company

For your assignment this week, you will be working through a case study related to destination marketing and the market segmentation strategy of a hotel company.

To begin, you will need to access the textbook titled Marketing for Tourism and Hospitality: Collaboration, Technology and Experiences. Access it by searching the Trefry Library. The case study begins on page 343 and is titled .

For your assignment, respond in essay form to questions 1-3 at the end of the case study.

Use outside research to provide validation, corroboration, or contrasting perspectives in order to support your perspective.

WITH AI & PLAGIRISM REPORT ATTACHED PLEASE?

Case Study:

Plant-based Menu Overhaul in a Legacy QSR Chain
Follow the steps:
1. Answer at least one (1) question from each of the four (4) headings below.
2. 700 words in paragraphs under headings and with your conclusion/solution.
3. Copy the case study with your response (solution) in any AI.
4. Ask for the solutions in 150 words each from the top three (3) business consulting companies MBB McKinsey, Boston Consulting Group, Bain & Company.
5. Provide a short reflection (100 words) of your and the consulting companies findings, difference?
6. Then upload and submit your case study answer.

Background
A long-established quick-service restaurant (QSR) chain with thousands of locations globally has relied for decades on a meat-centric menu (burgers, fried chicken, and breakfast sandwiches). Facing a post pandemic surge in consumer interest in healthier, plant-forward eating and growing concern about climate impact, senior leadership commissions research to explore whether the chain has permission to play in the plant-based space. Partnering with an insight firm, the company conducts focus groups and mini-groups with current and lapsed guests to understand attitudes toward plant-based proteins, desired nutritional profiles, sensory expectations, and menu positioning. Research shows mainstream guests are open to plant-based options if they feel indulgent, are competitively priced, and are fully integrated into the main menu rather than segregated as special diet items.

Based on these findings, leadership pilots a plant-based burger and breakfast sandwich in 300 stores across three regions, supported by modest marketing emphasizing flavor and value rather than ideology. Operations must adapt sourcing, kitchen workflow, staff training, and digital menu design while maintaining speed of service and profitability. You are part of the strategy team tasked with evaluating the pilot and recommending whether and how to scale the plant-based portfolio chain wide in a way that aligns with health, sustainability, and financial objectives.

Quantitative and performance results
1. What were the most important performance indicators the QSR chain needed to improve (e.g., same-store sales, customer traffic, profitability, brand equity), and which ones should leadership have prioritized first to demonstrate operational grit in action?
2. How would you measure the success of introducing plant-based core items in terms of operational and financial outcomes (short-term vs. long-term)? Consider metrics such as attachment rate, cannibalization of meat items, food cost percentage, and drive thru times.
3. Imagine you have access to five years of the chains financial and operational data around the plant-based rollout. Which three metrics would you track monthly to determine whether the gritty operational changes (new SKUs, training, layout changes) were actually working, and why?

Cause-and-effect on results
4. Select two major operational moves (for example: adding plant-based proteins to the main grill line, integrating and repeating them in both general and dedicated plant-based sections on the digital and in-store menus). For each, map out the chain from operational decision internal behavior change customer experience measurable business result.
5. To what extent are improved results driven by cost advantages of plant-based items (lower food cost, reduced volatility) versus growth in traffic and check size from new and existing guests seeking healthier or climate-conscious options? How would you attribute impact between these categories using data and observation?
6. If the chain had focused only on adding one token plant-based item without investing in menu design, staff training, or marketing (i.e., check-the-box approach), what different results would you expect to see three years later in terms of plant-based penetration, brand relevance with Gen Z, and overall same-store sales?

Comparing intended vs. actual outcomes
7. For one key initiative in the case (e.g., integrating plant-based items alongside meat items and repeating them in a dedicated plant-forward section), identify the intended result, the actual result, and at least two unintended consequences (positive or negative). How does this illustrate grit (disciplined, data-driven persistence) versus simple persistence?
8. Which result in the pilot (financial, operational, cultural, or brand-related) best validates leaderships insistence on treating plant-based as core, not nichefor instance, improved menu mix, higher brand consideration scores among younger consumers, or margin expansion on signature plant-based items? What evidence from the case supports your argument?
9. Where did operational grit risk backfiring on results (e.g., overcomplicating kitchen workflows, confusing loyal meat-focused guests, increasing waste from new SKUs)? How did the chain manage or fail to manage those risks during the pilot?

Scenario and decision questions
10. Assume key metrics plateau after an initial strong uplift in plant-based sales and brand relevance. As the chief operating officer, what next wave of gritty operational decisions would you make to keep improving results (e.g., new dayparts, limited-time flavors, supply-chain changes, digital menu personalization) without eroding culture or alienating core meat-eating guests?
11. You are a skeptical board member concerned about overinvesting in plant-based given uncertainty about long-term demand. What result-based questions would you demand answers to before approving a global rollout (e.g., payback period by market, sensitivity to ingredient inflation, regional cultural fit, effect on franchisee economics)?
12. If you had to present a one-page operational grit scorecard for this plant-based turnaround, what 68 results or leading indicators would you put on it (for example: plant-based mix of sales, margin per equivalent item, guest satisfaction scores on taste and healthfulness, Gen Z consideration, kitchen throughput, and food waste rate), and how would you justify each?

Hi kindly find the attached of the guideline of the project

AdriaDiscussion: Decoding Ferran Adria

Discuss Ferran Adria’s leadership in comparison to Anthony Bourdain’s (Trade Secrets) and Gordon Ramsey (Kitchen Nightmares). SWOT analysis and your own reflection.

Discussion

Rubric

Discussion

Discussion

Criteria	Ratings	Pts
This criterion is linked to a Learning OutcomePost SourcesMin. 2 sources	5 ptsFull Marks 0 ptsNo Marks	5 pts
This criterion is linked to a Learning OutcomeWord countMin. 300 words	10 ptsFull Marks 0 ptsNo Marks	10 pts
This criterion is linked to a Learning OutcomeContentQuality of your original post	10 ptsFull Marks 0 ptsNo Marks	10 pts
This criterion is linked to a Learning OutcomeReplyMust post min. 2 replies to peer’s original post	5 ptsFull Marks 0 ptsNo Marks	5 pts
This criterion is linked to a Learning OutcomeReply SourceMin. one source	5 ptsFull Marks 0 ptsNo Marks	5 pts
This criterion is linked to a Learning OutcomeResponse ContentMust include one original suggestion to peer’s comment: Activity such as reading, watching video, training	5 ptsFull Marks 0 ptsNo Marks	5 pts
Total Points: 40

Responses

Mary:

After watching the Nightline segment, I found Anthony Bourdains leadership style to be ineffective and not a type of leadership that I respect. Throughout the video, I found Bourdain to be rude, conceited, and dismissive towards others. I specifically did not like when he refers to his staff as the help. This type of language reflects a lack of respect for his employees, which I believe is important and necessary to be a successful leader. Leaders set the tone of their workplace, and I believe that dismissive language like that can create an environment where employees feel undervalued instead of motivated.

Northouse explains that authentic leaders are genuine and act in alignment with their true beliefs, instead of adapting themselves to meet social expectations (Northouse, 2021). Bourdain clearly demonstrates that in his Nightline segment. He does not attempt to change his opinions or to display a romanticized version of the restaurant industry. He is able to speak openly about how he wants his kitchen to operate, the culture, hierarchy, and what he expects from his employees. While I personally disagree with the way he speaks to his staff and others around him, he demonstrates consistency between his beliefs and behaviors.

In Jim Collins Good to Great, he identifies level 5 leaders as those who blend personal humility with intense professional will; placing the success of the business over individual success of the leader (Collins, 2001). While Bourdain does want the success of the business, I did not feel he possessed the qualities of a level 5 leader. For example, a level 5 leader tries to develop their staff by trying to find opportunities for them and crediting them for their own successes. In the way that Bourdain referred to his staff and the culture of his kitchen, respect and opportunities are not characteristics that come to mind.

Responce #2

Gavin:

Now I am someone who has worked for few businesses in the food industry I have a variety of different experiences over the last few years. Whether it be my time at a bar and saloon or for when I worked at Pizzerizzos or Resturantuasorus I have had vastly different times and this video and the many other articles I have read due show very similar incident. Now while many businesses are vastly different the kitchen is something that always remains the same that being how the rush of a rush hour feels or not having much room with all the loud noise, the heated flames in close proximity. What I loved about this video is that Bourdain describes what a professional kitchen is like and that is “an area of controlled chaos or a symphony of controlled chaos”. Now this quote also relates to another article that being Northhouse’s idea of leadership and the idea of rather then following a meticulous set path that true leaders tend to step in the heat of the moments and steer their ship in the right direction based of adaptably. I once knew someone who fit this exact style of leadership we would constantly be slammed but every time we were stuck he would step up and truly lead the ship when we were sinking. Now besides that point of Leadership another point that is made very clear by not only the video but varies other articles is that he believes that while skills are taught what truly defines his leadership is he hires based off your character. With these traits it really helps and effects the business if you have a good leader and team members then that ship is going to sail far and wide. This also is discussed in another article that I had read Jim Collin’s good to great and it aligns with idea that if you have the right people before knowing where the destination is. This is the idea that it isn’t based off strategy but more about the merit of the people you hire. Another idea that is presented in this video from Anthony Bourdain is the idea people from various and diverse backgrounds can truly come together when under intense situations not only can I agree with this in a kitchen sense but this is actually the case at my job everyday. If you have the right leader as Northouse’s idea represents that with the right environment you can really create a sense of harmony and teamwork not only kitchen but even in every work space you can take this experience and put it in every aspect. What I love about not only this video but all the various articles I have read the one common thread is that leadership is a huge role of whether a business will thrive or if it will sink I truly believe that if the people at the top aren’t kept up in terms of hospitality, adaptivity and character a kitchen and a business for that matter will truly fail the words that Anthony Bourdain speaks is a lesson about life that everyone can learn and take. Reading these articles and watching these videos truly have given me more of an edge and helped me learn further into my mindset and idea of leadership that I can take with me everyday.