Powered by ProofFactor - Social Proof Notifications

Management Strategies of Brekkers and Alongstay

Mar 12, 2023 | 0 comments

Mar 12, 2023 | Essays | 0 comments

Quality Management

For Brekkers, their main concern is the provision of friendly, fast services that are presented in a neat environment often in modern restaurant kiosks located at strategic locations. Some of the areas that they have targeted their establishments include those that will often have a given influx of people that might seek fast foods as a by-the-way. As such, most of the branch outlets are at airports, railway stations, leisure centers, like the racecourse or a golf course (Johns, 1994). Retail outlets like supermarkets, hypermarkets and shopping malls, food courts, departmental stores, and retail parks are also potential areas that have been identified for these establishments. This allows for convenience in serving the customers will be served fast enough within those close proximities. This is the same case with the Alongstay and Brooklyn service ideology. They focus on the convenience of serving their customers, especially Brooklyn, which capitalizes on the speed of delivery of pizzas to their clients (Heskett, Sasser, & Hart, 2007). They are allied to the concept that a pizza should be delivered to the customer within 30 minutes of the order. It, therefore, plays two roles simultaneously- preparing the pizza and transporting it to the owner. For this reason, they locate their branches in high population areas to maximize the number of products demanded, and also to close in the time gap required for making deliveries, although that matters with the distance between the store and the client (Canziani, 2008).

People Also Read

The Brekkers business model is one that goes into two items in their menu: a finger food pancake and all-day-breakfast that includes eggs, sausage, bacon, and tomato, although a trayed big-6 breakfast is also available for service (Whitelaw, 2008). They ensure that fries are available throughout the day, as well as fresh pancakes prepared with sweet and savory fillings that are packed and distributed for consumption the whole day. On top of this, they also have both cold and hot drinks on order, including good quality coffee products, and meals for children are also available (Shoemaker & Gorin, 2008). This is to ensure the satisfaction of the client; and in a similar case, Alongstay also ensures that their clients are served with the varieties that they ask for, and within the shortest time possible. If there is anything that can be done to reduce the delivery time for attending to the customers, the business takes it as an advantage to create better satisfaction (Namasivayam & Lin, 2008).

Capacity Management

Brekkers has a means of operating its outlets through direct management, although it is in the process of considering franchising it to hasten its expansion plans. With the expected rate of returns on investment, it is quite viable to speedily equip a branch outlet and have it started up (Cabanas, 2015). In the management of the establishments, each of the branch outlets is run by an operations manager who is usually mandated to oversee about 5 to 8 units; with one member of the team being tasked with running every outlet during its working hours from 7 am to 7 pm. As such, it is, therefore, necessary that each outlet has 2 or 4 staff running the outlet (Kavanaugh & Ninemeier, 1999).

For the Alongstay ventures, however, the branches are more often than not located in the large cities where there is a variety of clients and potential ones. The towns and cities provide a place of convergence for the business type and the leisure guests, who make up their target markets (Jones, 2010a). In its management, it is advanced as it has its general manager, assistant managers that help in the management and coordination of the large organizational departments, departmental heads are heading in individual departments, and a given set of employees in each of the departments. Due to the number of suits that are cleaned, and the level of influx into the venture, the housekeeping team is greater while those concerned with order and the system records the total number of clients anticipated to attend. This helped in budget making especially on the food. This is especially so because most of the guests prefer to serve service (Heskett & Schlesinger, 1997).

Managing Services

These two businesses are service providers in the food industry, Alongstay has a slight addition of accommodation and hospitality. Brekkers has ensured to guarantee consistent service, each of its outlets has a storage facility and has adequate equipment for preparing and producing its commodities placed behind a service counter (Heskett, 1986). The business also has it deliberately that there is no or little seating for the clients. It then uses a fully integrated IT system that monitors sales, controls the stock in the business, and orders inventory. Among other hotel and suite facilities, Alongstay will often have a few types of equipment for production including about 100 full-size suits with completely stocked kitchens, room service, utilities, and housekeeping services (Afify, 2008). It also includes a bar and a restaurant on-site, as well as a convenience store.


Afify, M. (2008) Quality Management, in Jones, P. (2008) The Handbook of Hospitality

Operations and Information Management, Butterworth Heinemann: Oxford, 295-338

Cabanas, R. (2015). English brekkers option – Picture of Richard Cabanas, Tissamaharama

TripAdvisor. [online] Tripadvisor.com.

Canziani, B.F. (2008) The Hospitality Customer: their role in service blueprints, in Jones, P.

(2008) The Handbook of Hospitality Operations and Information Management, Butterworth

Heinemann: Oxford, 63-90

Heskett, J.L. (1986) Managing in the Service Economy, Harvard Business Press: Boston

Heskett, J.L., Sasser, W.E. and Hart, C. (2007) Service Breakthroughs: Changing the Rules of

the Game, Free Press

Heskett, J. L., and Schlesinger, L.A. (1997) The Service Profit Chain, Free Press

Johns, N. (1994) Foodservice Layout and Design in Jones, P. with Merricks, P. (1994) The

Management of Foodservice Operations Cassell: London, 59-77

Jones, P. (2010a) Managing management and prevents victimization of the employees. Furthermore, to the management, it helps them communicate to the Employees, Handout in ULearn, University of Surrey

Jones, P. (2010b) Loss Control and Asset Management, Handout in ULearn, University of


Kavanaugh, R.R., and Ninemeier, J.D. (1999) Managing Productivity and Controlling Labor

Costs. CHA Certification Study Guide, 1, 145.

Mill, R. C. (2008) Managing Labour Productivity, in Jones, P. (2008) The Handbook of

Hospitality Operations and Information Management, Butterworth Heinemann: Oxford, 269


Namasivayam, K. and Lin, I.Y. (2008) The Servicescape, in Jones, P. (2008) The Handbook

of Hospitality Operations and Information Management, Butterworth Heinemann: Oxford,


Sasser, W.E., Wyckoff, D.D., and Olsen, M. (1978) The Management of Service Operations,

Allyn & Bacon: Boston

Shoemaker, S. and Gorin, T. (2008) Revenue Management, in Jones, P. (2008) The

Handbook of Hospitality Operations and Information Management, Butterworth

Heinemann: Oxford, 237-268

Whitelaw, P. A. (2008) ICT and Hospitality Operations, in Jones, P. (2008) The Handbook of

Hospitality Operations and Information Management, Butterworth Heinemann: Oxford, 167



5/5 - (1 vote)

Need Support in Studies? 📚 – Enjoy 10% OFF on all papers! Use the code "10FALLHELP"