Inteligencia Emaocional

Lesson 1 Video Transcript “Operations Management at Hard Rock” Hard Rock is the number one theme restaurant in the world and plans to remain there. From a single location in 1971, Hard Rock Cafe has grown to 106 world-wide locations. It’s done this by adopting what can best be described as an experience strategy. We even took the doors off of Abbey Road when they remodeled Abbey Road, and theseare the original doors that the Beatles went through and many, many other bands. As an industry leader, its strategy has changed with the times. Hard Rock has migrated from a London restaurant modeled on a Tennessee cafe, to food with entertainment, to food with an experience. Restaurant-goers don’t just want a meal; increasingly, they want an experience, and Hard Rock’s operation strategy isdesigned to provide that experience. Orchestrating all of this becomes an operations management responsibility. All ten operations management decisions—design of goods and services, managing, quality, process strategy, location strategies, layout strategies, human resources, supplychain management, inventory management, scheduling, and maintenance—can be significant in building that experience. Curiousabout the operations management activities that define the Hard Rock experience? Let’s take a look at a few of them starting with human resources. Human Resources. The company seeks people who are passionate about music, love to serve, and convey the experience to visitors. According to Jim Knight, Manager of Corporate Training: When you start talking about a human resource department that reallyis a true support center for such a big, international company, you kind of have to realize that the cafes and the individuals that work within can probably stand on their own when we were much smaller, but I think there’s a role that human resources now plays to sort of be the conscience of the company and make sure that we’re doing the right thing by the people, so I don’t mind us being a voicefor them, and doing what we can to help recruit, maintain, to truly train them, to develop them, to grow them. Anything that we can do to support the individuals—I think that’s really what human resources is all about. Inventory Management also takes on a different meaning at the Hard Rock Cafe. There is of course food and merchandise, but Hard Rock also has over forty million dollars invested inone of the world’s largest collections of rock-and-roll memorabilia inventory. Most of which is on the walls of its cafes around the world. Pete Beaudrault, CEO, oversees it all.

On our memorabilia, we have more than sixty thousand pieces, and we have a core group of people that work here in Orlando at our magnificent warehouse, and they’ve done a great job of cataloguing every single item,every single story with that item. In the 106 cafes world-wide in 39 countries, they know exactly what is on what wall in what cafe and what have you, and that’s important, one because it’s a lot of value that we have out there, so it’s important that we have the inventory system that allows us, through technology, to bring up and say okay this particular item is in Beijing, on the south wall, bythe stage and so on. What we do with the memorabilia is that every 5 to 7 years we take a cafe and take all of the inventory out of it, bring it back to Orlando to refurbish it, and then replace it with new gear. Location. Finding the perfect location for each cafe is another operations management decision. The company systematically narrows the search from country to city and then precise streetcorner. It’s the job of Oliver Munday, Senior Director of Worldwide Cafe Development, to make the choice. Hard Rock has a tremendous brand. We’re a global brand. We’ve been around for thirty years. A part of the reason we’ve been around for such a long time, I like to think, is that we’ve taken a lot of care and attention in looking at the markets we should expand into, and it is a very critical...