Hospitality Operations Development

HOSPITALITY
OPERATIONS
DEVELOPMENT

Table of Contents
INTRODUCTION...........................................................................................................................3
Overview of organisation............................................................................................................3
Resource capability and performance..........................................................................................3
Market positioning.......................................................................................................................6
Competitive advantage and repositioning...................................................................................8
Operations and development strategy..........................................................................................9
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................13

INTRODUCTION
Operation management is a business function which helps in creating and maintaining
highest level of efficiency more than a business. It helps in converting material into effective
finished goods that can help in maximizing the profit for a business. Operation development is an
approach in which management monitors the operation team and ensures that all activities are
performed as per the desired plan. With the help of an effective operation management, it helps a
business in meeting the quality and standard of products and services (Ali, Murphy and
Nadkarni, 2017). Operation strategy must align with development in investment on the basis of
current and future market needs which will help an organisation in improving their performance
and their ability to meet the demand. According to Slack and Lewis, operations strategy acts as
strategic reconciliation to meet market demand with operational resources.
The Wolseley restaurant was started by Chris Corbin and Jeremy King in the year 2003
where they offered European food. The restaurant is located at Piccadilly in London next to the
Ritz Hotel. It is an all-day cafe restaurant which is the combination of British heritage and
European grandeur. The report defines the operational strategy and management of The
Wolseley restaurant. By applying appropriate theories, models and concepts the report will
highlight how operations and strategies are aligned that can help a business in sustainability
gaining a competitive advantage.
Overview of organisation
The Wolseley restaurant was established in 2003 by Chris Corbin and Jeremy King and is
operated as an all-day cafe in the grand European style. It is among London's most profitable
restaurants. The restaurant it is highly known for The spectacular interior and presentation of
classic food and for seamless service they offer to their customers.
Resource capability and performance
The capability of resources is inversely connected to competitive advantage of business,
as resources are assets for a business. By effective utilization of resources, capabilities of a
business can be enhanced which will lead to a highly competitive business (Baum and et.al,
2016). For analyzing the competitiveness of resources, their capabilities and their impact on

performance, VRIO model helps in identifying search capabilities of resources. The model is
further discussed below:
VRIO Model
VRIO is a business analysis technique which helps in identifying resources that can offer
sustainable competitive advantage to a business. The initials of VRIO stands for value, rarity,
imitability and organisation (Bratton, 2018). This framework was introduced by J B Barney in
the year 1991 by evolving a similar concept VRIN. The implementation of VRIO model to
identify the resource capability and performance of The Wolseley restaurant is discussed below:
RESOURCE VALUE RARE INIMITABILITY ORGANISATION COMPETITIVE
ADVANTAGE
COST The cost of
the dishes
served by
the
restaurant
are
reasonable
and
competitiv
e pricing
strategy is
followed
by the
restaurant.
The dishes
offered by
the
restaurant
are also
offered by
other
European
restaurant
whereas,
the
presentation
and taste of
the food
makes them
unique.
The resources of
The Wolseley
restaurant such as-
chefs, management
and raw material
are not imitable.
The resource of the
restaurant is highly
organized
effectively which
helps them in
performing their
activities and
meeting market
competitiveness
(Chau and Yan,
2021).
Partially
competitive
QUALITY
and
QUANTITY
The
Wolseley
restaurant
focus on
The quality
which has
been served
by the
This resource of
the restaurant is
imitable as the
quality cannot be
This resource of
the restaurant is not
effectively
organized.
Partially
competitive