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Nothing to Hide: The transparency of Ginza Tappen-yaki

Japanese restaurant.

Course: Fashion Communication & Promotion Modul title: Implementation Project Stage 2 Module code: FASH30001 Student number: N0347572 Student name: Ai-Hsiu,Lee(Ashlee) Wordcount: 5197


CONTENTS

ONE

l

INTRODUCTION

TWO

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AIM AND OBJECTIVES

THREE l

METHODOLOGY Primary Research Secondary Research

FOUR l

MARKET AND THE BRAND The Brand Trend Reearch Market Research

FIVE

BIG IDEA

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SIX l

MARKETING STRATEGY Consumer analysis Marketing analysis Competitor analysis


SEVEN l

CREATIVE OUTCOME The short-term planning The Environment The experience

EIGHT l

COMMUNICATION STRATEGY Promotion pack Sushi school course Competition Advertising posters/leaflets Social media Online channel

NINE

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FUTURE RECOMMENDATIONS

TEN

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CONCLUSION

REFERENCE BIBLIOGRAPHY APPENDIX ILLUSTRATIONS


ONE l INTRODUCTION


Fig.1 NOMURA Japanese restaurant


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“In the past, restaurant customers may have preferred food to magically appear out from behind closed doors, with no indication whatsoever about how the sausage is made figuratively or literally. After years of hearing Big Food and fast food horror stories that’ll turn your stomach, however, the prototypical modern diner seems to want transparency rather than mystery.”

( Brad Tuttle.2012)


Fig.2 Kaper Design; Restaurant & Hospitality Design.

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Fig.3 sashimi.

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only care about how delicious their food is, but also the atmosphere and knowing exactly what it is that they are eating, how their food is cooked and prepared and what kinds of materials are being used during preparation; food theatre in restaurant cooking is in demand more than before. QSR Magazine named “transparency” as one of the biggest quick service restaurant trends, anticipating that morerestaurants will “follow the trend of open kitchens as a sign to customers that they have nothing to hide.” (Brad Tuttle 2012). Diners are actively looking for places to eat that have their own distinctive brand personalities where customers can treat themselves to interesting and exotic dishes that are hard to cook at home. Also, the authenticity of a restaurant is one of the most important aspects, and diners have a better sense of security when they see a chef’s face to customers cooks their chosen dish in front of them. For instance, Yo! Sushi is a classic example. The chain restaurant operates internationally with offering customers extraordinary experiences. Everything is being prepared in the open kitchen gives customers an opportunity to be gratified with their curiosities. Yo! Sushi also opened a hotel called Yotel in places like New York and London. It has been described as a cross between

Fig.4 Shrimps.

Nowadays, people who go to restaurants do not


01 ENO l NOITCUDORTNI

Fig.5 Japanese restaurant.

a British Airways first class cabin and a Japanese capsule hotel (see appendix). A company such as this is trusted by its customers, and caters well for them. Of course, it is natural and understandable that people care about what they put inside their bodies; therefore, more restaurant businesses are follow the example of the open kitchen to increase authenticity customer assurance and food theatre experience.For this report, the Japanese Teppanyaki restaurant “Ginza” of Nottingham has been chosen for analysis. The open-kitchen is currently very popular, and this restaurant has many trendy habits in its possession including a theatrical food dining experience. However, this report will suggest to the audience that Ginza is not just a restaurant but a “brand” also. Ideas will be offered to Ginza about how they can rejuvenate themselves and find suitable marketing skills to help them attract more customers.


TWO l

AIM AND OBJECTIVES


Fig.6 NOMURA Japanese restaurant


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Our aim

throughout this process is to expand the Ginza restaurant brand

Objectives ● ● ● ●

What kinds of people patronize the Japanese restaurant? What trends inspire people to go to the restaurant? Who is the main competitor? How to expand the range of customers to earn more money?

How will we achieve this?

Fig.7 at SASA Japanese Restaurant.

These questions will be answered by use of the primary sources including a broad and deep analysis of the consumer done with questionnaires, interviews and online databases. Articles, websites, Mintel and WGSN research will be part of the secondary research.


Fig.9 Egg.

Fig.8 Shrimp.

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THREE l METHODOLOGY


Fig.10 NOMURA Japanese restaurant


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PRIMARY RESEARCH At this stage of the report, research will be

Online surveys were conducted in order to know what kinds people in general patronize Japanese restaurants the most and what types of dining experiences they consider to be the most important. From interviewing different restaurant managers, methods about how to continue restaurant businesses, including the finding of weaknesses, will be better understood. To better understand customers’ reflections, this report will create a questionnaire for them in order to know what category of people often visit restaurants, how they perceive them and which ones to recommend.

Fig.12 Saury 2.

Furthermore, this report will find out the main competitors via interviewing some of the popular restaurants and bars in Nottingham, and to better understand who are their target consumers, what their strengths and prices are, when is the traffic time for people to come in and how they promote themselves.

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Fig.11 Saury 1.

displayed concerning customer eating habits.


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Fig.13 Saury 3.

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After that, the interview is conducted and the feedback is given by the interviewees will be stored as sound recordings; the answers will be used to support this project. Furthermore, the interviewees’ feedback will be analysed and concluded on after consulting journals, books, the Internet and reports.

SECONDARY RESEARCH Much of the information for this project is sourced from physical media such as books called Building brand authenticity and another called Culture and authenticity; knowing how to sums up the concept of credibility to the customers. Also, some of the newspapers, magazines, and online media like articles, reports and web journals; Mintel resources have been researched for the report.


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JAPANESE FOOD


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FOUR l MARKET AND THE BRAND


Fig.14 NOMURA Japanese restaurant


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“Teppan-yaki

is a traditional Japanese cuisine. The word ‘Teppan’ means iron pan or plate and ‘yaki’ means grilled. In restaurants, iron plates are large flat surfaces upon which multiple Teppanyaki foods are grilled. These include meats, seafood and vegetables of various

Fig.15 Rose beef.

sorts.“ (Denny, K,. 1996)


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Fig.16 Beef.

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Fig.17 Ginza 1.

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Teppan-yaki is a type of cooking style from Japan, and one of the most famous UK Teppan-yaki restaurants is Ginza. Located on Mansfield Road, Ginza has a particularly strong brand personality with a service method that sets it apart from other such establishments. According to the answers given by its manager Andy during an interview, Ginza attracts mostly middle class customers such as doctors and lawyers who spend, on average, £30 for each person. The questionnaire shown that more than 80 percent of customers come because they like to enjoy watching how chefs cook their food on the iron table set in front of them. Many customers agreed that “when the chefs cook for us, the diners, it is like they are performing for us, and we are an audience in a theatre”. This restaurant displays a kind of “gastronomic theatre”, which is a key trend in the industry at present. Apparatus such as iron Teppan-yaki tables are items not commonly found in houses, which means most people are unable to cook these kinds of dishes by themselves and are therefore quite novel.

Fig.18 Ginza 2.

THE BRAND


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Fig.19 Ginza 3.

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Fig.24 Ginza re


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TREND RESEARCH This section will present information concerning popular restaurant types; including what aspects diners think will be beneficial for restaurants. All the online research has been taken from website articles and Mintel.

Fig.20 Pop up truck.

Japanese food-“In the West, it seems that people are catching on to the Japanese food trend. A report carried out by Seafish valued the sushi market in the UK at £38.9m per year, with takings up almost a quarter in 2008 than the previous year.” As can see In recent years, Asian cuisine, especially food from Japan, has been pivotal in the growing popularity of world flavours among British diners. ( Jo. R., 2009) Popularity-People can be fascinated to eat food that they are unable to cook for themselves at home, and actively find something different to experience. According to Mintel “Eating out operators need to ensure that their new menu additions stay ahead of the curve by offering tangible points of difference compared to in-home/ retail products in order to justify price differentials between in- and out-of-home dining. It would also help venues to play to the rising tide of ‘recession fatigue’ and the fact that Mintel’s Menu Flavours – UK, June 2012 shows that 46% of regular diners tend to order something they don’t/can’t make themselves at home.”


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Fast casual dining-Mintel says “Fast casual dining is a dynamic area of the eating out market at present; demonstrating to the wider market the importance of factors such as brand personality, consumer engagement and transparency when it comes to displaying food quality and value. As well as tapping into consumers’ continuing demand for convenience, this emerging sector of the market appeals to diners’ desire for ‘regular treat’ dining.” This research shows that many people nowadays do not want to simply just eat, but wish instead to experience the delight of watching a chef prepare food in plain sight. Seeing how food is prepared and displayed, as well as the materials being used, can add to the brand personality and

indeed to the actual enjoyment of eating the food when it has been finished by the chef.

Fig.22 Marination Station food truck.

Fig.21 Wedding Food Trends in Houston: The Hottest Ideas For Your Big Day

82 UROF l Brand personality -from Mintel “Fine dining restaurants can tap into the 50% of diners that are interested in house specialties: it is a key industry trend at present which helps to demonstrate brand personality, added value and food enthusiasm. As can be seen from the research, people can go to restaurants not only looking for food, but for atmosphere, decoration and unique specialties as well.


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Price promotion- from the following two Mintel extracts can see even though price promotions do indeed attract customers to come for an experience, word-of-mouth still remains a highly effective way to promote a brand. 1.“More than six in ten diners state that price promotions would encourage them to try a new restaurant, highlighting the unsurprising appeal of discounts as consumer budgets remain under pressure. However, a similar percentage states that recommendations from friends/family would make them more likely to visit, suggesting that using diners themselves as brand ambassadors could be an effective strategy.” 2. “Price promotions are not the primary motivator of why consumers eat out. However, of the diners who have cut back on eating out in the last 12 months, a quarter state that they often use money off vouchers, which illustrates that discounting does affect their venue and dish choices. The downside of discounting therefore is that it has promoted venue promiscuity amongst consumers, as they have been taught to buy on promotion.”


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Fig.23 NOMURA Japanese restaurant

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Fig.24 A woman with Japnese umbrella.

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Fig.25 Temple in Japan.

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MARKET RESEARCH The questionnaires shown that people think food quality, at 73 percent,

are the most important aspect when they make the decision to go to a Japanese restaurant. Secondly is customer loyalty; also, healthy eating, at 46 percent, as well as ambience are other reasons diners go to these kinds of establishments, and many Japanese restaurants present a healthy lifestyle and have their own “personality” from other restaurant. However, from the questionnaire, people accept a variety of prices on Japanese food but 40% of people, mostly students, tend to spend £11-£15 on a meal. According to the market research, there are only five Japanese restaurants in Nottingham; they are Yo! Sushi, Wagamama noodle bar, Higoi restaurant, Bonito restaurant and Ginza restaurant. However, from the survey, almost the same percentage of people tends to go to Yo! Sushi (75 percent) and Wagamama noodle bar (70 percent), which have been over performing against other restaurants. Hence, this report will analyse these two Japanese restaurants on the below. Furthermore, some other popular restaurants that have prime locations in Nottingham have also been researched and shall be described in this report. According to the questionnaire, the main Japanese restaurant competitors in Nottingham are YO! Sushi and Wagamama, with Revolution and Spanky Van Dykes also being the main competitors for alcoholic drinks in the area. Both of the bars also run as clubs during the night.


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Fig.26 YO! Sushi logo.

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The YO! Sushi

In Nottingham’s city centre possesses a wide range of Japanese food,

Fig.28 YO! Sushi.

Fig.27 YO! Sushi.

consisting mainly of raw fish. The food price varies from £2 to £9, which is quite a low setting; however, each proportion is small so the average customer spends around £16. The strong competitive advantage of YO! Sushi is its location, its easy accessibility and the unique way in which it offers services. The restaurant advertises itself by its location, brochures, website pages and the United Kingdom’s franchise system


Fig.29 Wagamama.

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Wagamama noodle bar

Is one of Nottingham’s Japanese noodle bars, and is inspired

Fig.30 Wagamama Logo.

Fig.31 Wagamama restaurant.

by traditional Japanese ramen bars and Asian flavours. It is also located in the city centre. This restaurant’s pricing is, on average, between £10 to £15 per costumer. Wagamama offers new kinds of dining experiences with inspired food served in a friendly, vibrant setting. They offer fast, fresh food services and deliveries with a variety of Japanese dishes; customers can eat in or order dishes either on their iPhone mobile app or on a secure online ordering service to take-out.


Is located just in front of Newton Building in Nottingham. Customers

are mainly students and their spending habits are less than ÂŁ7. The food consists mostly of burgers and chips and they also host music concerts of different styles and genres. Customers have the benefit of a 2 for 1 sale from Mondays to Wednesdays, and their basic prices are very reasonable.

Fig.35 Spanky live band.

Fig.34 Spanky Logo.

DNARB EHT DNA TEKRAM

Fig.33 Spanky.

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Spanky Van Dykes


Fig.37 Revolution.

Fig.36 Revolution Logo.

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Revolution bar

Is in Nottingham city centre, which provides a variety of food and drinks. The average price of the main dishes is from £10 to £13. Customers spend around £15 per visit. Their strong point is that every Monday, 50% is taken off of food and customers can get discounts by printing out vouchers from their website which have different kinds of advantages each month. For the bar sector, Revolution is the most popular as their monthly promotion attracts many students and it also has numerous branches across the UK. Spanky Van Dykes is around the same level in terms of market shares; however, Revolution’s promotional schemes seem to attract more customers. In the Japanese restaurant market, YO! Sushi is higher up than Wagamama, but their location is not as close to the University as Wagamama. Since close proximity to an university is a key target for the rejuvenated Ginza restaurant, Wagamama will be the case study subject.


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Wagamama case study

•New dining experience: fresh, Japanese-inspired food served in a friendly, contemporary setting. •Online presence: Educating the customers about trying new dishes via digital outlets. Also, the option to order take-outs and checking the nutritional value of each dish on an accessible, innovatively designed website. •Digital element: A global digital marketing strategy using an exciting element to educate customers all over the world, which is to increase brand awareness at a global and local level. •Social media: by using many different kinds of social media to devise a strategy that positions Wagamama as an industry leader, bringing the brand to life online. •Digital Marketing Suite: By utilising the integrated Digital Marketing Suite, Wagamama will be able to track engagement analytics and the digital footprints of their visitors, whilst offering Wagamama customers a unique and stimulating digital experience. Every touch-point has been considered, from the booking process to bounce rates. •Launch the restaurant: Only one day after launch, rankings for localised ‘Japanese restaurant’ terms improved by 183 per cent on average, whilst rankings for the food dishes offered by Wagamama improved by 142 per cent on average. •Pre lunch the restaurant: Pre-launch, just 4 of Wagamama’s “Japanese restaurant” terms were appearing on the first page of Google; the brand now has 38 terms appearing on the first page, an increase of 850 percent (see apendix 1).

Fig.32 Wagamama.

KEY FINDING:


FIVE l BIG IDEA


Fig.38 NOMURA Japanese restaurant


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Fig. 39 Croceine croaker 1.

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To reach the aim of the report and expand the Ginza brand, here are suggestions for new ways Ginza could change their business thinking:

1. Eating habits: from slow eating to faster eating: To keep the same methods of cooking whilst changing the stereotypes of Japanese cuisine in the UK as well as the layout of the new restaurant. Most of the customers choose this restaurant to be the last destination on an evening out or just for special occasions, but this report will present a new Teppan-yaki thinking to customers. This restaurant also welcomes the guests who only have a limited time, such as students and office workers, who can only eat between classes or on their lunch breaks respectively. 2. Generation- from middle class to young generation: As mentioned before, most customers who go to Ginza restaurant tend to be from the middle classes, so in order to attract a wider range of customers, the restaurant needs to change the atmosphere. Otherwise, younger generation goes there may feel slightly alienated in the restaurant. 3. Promotion efforts: The restaurant will provide some price promotions for the guests; people may simply use the promotion offers to pay less than they would have done. 4. Composite restaurant: The restaurant will collaborate with artists and trendy Nottingham art and design students to present their Japan inspired artworks in a gallery setting.


Fig. 40 Croceine croaker 2.

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SIX

l

MARKETING STRATEGY


Fig. 41 NOMURA Japanese restaurant


Fig. 43 Yumico Utsu.

As per the research gathered earlier in this report, the new Ginza restaurant should expand their audience to include students, office workers and shoppers as their main customer demographics. Students usually have limited time between classes and have to budget with their food, so they usually order one to two courses with a drink to accompany meals. Lecturers also have limited time between classes to come for meals; office workers tend to spend more time (and money) on dinner after work with friends and colleagues because of rushed lunch breaks. The shoppers can come anytime, whilst waiting for friends or before a show is supposed to begin. The ordering patterns of shoppers are more random; they could order anything from a single drink to an entire three-course meal, thereby making the shopper demographic more difficult to gauge.

Fig.42 David Bowie posing with a mandolin and a model friend in London for Boyfriend magazine, 1963.

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CONSUMER ANALYSIS


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MARKETING ANALYSIS

YGETARTS GNITEKRAM

Ginza

Fig. 44 Japanese restaurant.

Fig. 45 Lantern.

have been advertising on their own website, on social networks and with advertisements on buses; however, the promotion lacks skillful marketing strategies. The questionnaire shown that 70 percent of guests come to the restaurant because of word-of-mouth from friends, and were not even aware of Ginza’s advertising. Also, as gathered from the interview with the manager, the restaurant wishes to open a brand new restaurant in the city centre, expanding its consumer base to include students and daily office workers. They also wish to add more creative elements to the new store as they keep the traditional Japanese discipline, whilst changing the traditional atmosphere into a modern yet still distinctively Japanese environment. Ginza also acknowledges the need for better marketing strategies and improved communication skills to attract more customers.


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COMPETITOR ANALYSIS Wagamama noodle bar offers a variety of prices and

Fig. 47 War 1.

food so a wider range of customers can order their Japanese dishes. Due to this restaurant’s location near Nottingham Trent University and the similarity of their dishes to those of Ginza, this restaurant will be the target competitor in Nottingham.This section will investigate the restaurant by interviewing the manager Stan. He said that everyday, between 200 and 300 students come in for lunch. This is a large portion that comprises the majority of Wagamama’s total customer group every day, but because these students only have a limited amount of time, they spend just average £15 on their lunch. In the nighttime however, customers usually stay in the restaurant longer and come for dinner somewhere between 5:30 and 10:30pm. These kinds of customers are a mixture of those who have been shopping, people eating before a film or theatre show or clubbers relaxing prior to a night out. During the summer holiday, less people choose to eat in but because those who do are more likely to be business workers and shoppers spending more than students, Wagamama earns approximately the same as many students spending less. These business workers and shoppers tend to stay longer if they wait to see a movie or theatre show because they have more free time than students.

Fig. 46 Dessert.


YGETARTS GNITEKRAM

Fig. 48 War 1.

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SEVEN

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CREATIVE OUTCOME


Fig. 49 NOMURA Japanese restaurant


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The diagram of population flow in the city centre of Nottingham:

The location of main competitor restaurants in Nottingham:


The short-term planning: Since close proximity to an university is a key target for the rejuvenated Ginza restaurant, Also from the website articles ( Best Place to Open a Restaurant, 2012) said “most food chains are located in the downtown area of a city. Locations near schools and other institutions are also ideal, whilst considering an area’s population, parking spaces and accessibility as well as visibility”. From an analysis of Nottingham city centre, the best location for the new restaurant would be the opposite the Orange Tree bar, which is a popular destination for students and trendy customers. The diagram shows that Shakespeare Street is a high traffic area;many student pass this road on their way to university or to student accommodation every day. Also on Sherwood Street, there are many pricey flats and offices. This area sees many shoppers passing through to Mansfield Road for shopping or waiting to see a movie in the Corner House. For a deeper understanding of customers’ habits, this section includes an interview with the Orange Tree’s manager Del; most of their customers are students, office workers, lecturers and shoppers in town. Students, who make up most of the daytime clientele, normally spend around £10 to £13 on drinks and lunch, whilst lecturers, shoppers and office workers spend from £20 to £30 on food and drinks at nighttime after work. One promotion they offer is for customers between 5:30 and 23:00 pm (since most customers arrive after 6pm), which is a £5.99 Panini with any hot or cold drink, plus an extra £1 for chips. Another is the happy hour period between 8 and 10 pm from Sunday to Thursday, with £2 beers and wine, and £1 cocktails. They also have a wide variety of events, from a trimonthly speeddating event to the annual Orange Tree festival showcasing lots of bands and jewelry designers who have their products on sale for festivalgoers.

For the new restaurant, this report will give them a brand new environment and service style:

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The report will suggest short and long term planning to the Ginza restaurant. On this section will propose the short-term planning options for the restaurant; the long term planning will be presented in the Future Recommendation section.


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THE ENVIRONMENT The original restaurant is very traditional with dim lighting, a mysterious atmosphere and red and black colours for the basic interior style, but the new one will be decorated with a more modern look with large wooden panels and stainless steel, baring a similarity to high street shops like All Saints. When customers enter the building, they will see a long, S- shaped Teppan-yaki iron table occupying on one side illuminated by a spotlight. The customers will face the table with their backs to the entrance so they can enjoy watching the chef cook their meals without interruption. On the customers’ right-hand side, there will be a window so chefs can be seen preparing food in the kitchen as well; this way, the entirety of the food-making process could be appreciated from start to finish. If the food were prepared well and in a clean manner, management would be able to present the food in a way that would attract the attention of dinner guests. On the other side of the restaurant, there will be a bar where customers can wait before being shown to their table, or indeed to have a drink after their meal. The bar would also be there for people to just have a drink without a meal. Furthermore, the new store will have tables and chairs in corners for the customers who want a higher level of privacy. The new restaurant will be a platform for designers or art and design students, who can design and display their artwork with associations to Japanese history and culture, just like in a gallery. The restaurant will be more of an immersive experience in terms of Japanese culture as diners view pictures and designs as they eat the cuisine. If the customers become interested in buying any of the artwork displayed, they can contact the artist through the restaurant.


Fig. 50 del popolo pizzeria.

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THE WHOLE INTERIOR DESIGN PLAN OF THE RESTAURANT


Fig. 44 The restaurant interior design diagram. 1

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THE INTERIOR DESIGN PLAN OF TEPPAN-YAKI IRON TABLE


Fig. 45 The restaurant interior design diagram. 2

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THE INTERIOR DESIGN PLAN OF BAR


Fig. 46 The restaurant interior design diagram. 3

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THE INTERIOR DESIGN PLAN OF KITCHEN AND TOILET


Fig. 47 The restaurant interior design diagram. 4

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THE INTERIOR DESIGN PLAN

margaid ngised roiretni tnaruatser D3 ehT 84 .giF


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THE INTERIOR DESIGN PLAN

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THE INTERIOR DESIGN PLAN

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THE INTERIOR DESIGN PLAN

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THE INTERIOR DESIGN PLAN

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Redesigning the menu and price promotions

For

the customers in the new restaurant, there will be some occasional food promotions; from Mintel, “More than six in ten diners state that price promotions would encourage them to try a new restaurant, highlighting the unsurprising appeal of discounts as consumer budgets remain under pressure. However, a similar percentage states that recommendations from friends/family would make them more likely to visit, suggesting that using diners themselves as brand ambassadors could be an effective strategy.� as can be seen from the research, price promotions will encourage more people to visit; so, the restaurant could create a student day and an office workers day, which means that they will offer a 10% discount. On the other hand, they could also have a 10% discount for other guests, which means the guest can go online to see which meal is on promotion, print out the promotion code and bring it to the restaurant. This means that if the students or the office workers come with a guest, then they can have 20% off.


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Take away sections

Ginza offers not only restaurant food, but a variety of take away options

as well. The customers can order fresh homemade sushi, noodles and rice for arrival in a short time. From Mintel: “Product innovation based around added-value attributes (for example, food that contains one of your five-a-day) and an offering differentiated from at-home foods should help operators to better compete with packed lunch options. A focus on fresh products offers one avenue of exploring such differentiation, also coming across in the consumer research of this report as being of high interest to lunchtime diners.�


EIGHT

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COMMUNICATION STRATEGY


Fig. 51 NOMURA Japanese restaurant


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Advertising posters and leaflets Ginza could have their advertisements by using the creative

way, telling the customers this restaurant is not only a normal restaurant also within different element marketing the restaurant installed in bus stops; the poster will show the sushi school course detail and the take away package to attracting the passengers. When promotional leaflets will make to be a postcard, handing out on the street or outside of a university, the recipient would not only learn about the Teppan-yaki, but take-away options too.


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Promotion pack The restaurant also offers chopstick, sushi look book

for perchance. Also, provide promotion pack for sushi lover to buy, each kit includes: chopstick/tissue pack with logo/ sushi look book/take away menu/ key ring.


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Sushi school course

Competition

Open intensive seasonal sushi school

courses, which only take 2-3 hours to learn about rice, fish and nori as well as roll the own Inside Out Rolls and Makis.

The Ginza restaurant will organise an annually competition inviting the guests to see who can make the best new flavour of sushi and who can make the most creative sushi combo dishes and the winner will own the voucher on the restaurant.


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Social media

Website page/ Facebook/Instagram/Twitter

On the marketing online section, a special Events page on these websites will show

a list of dates for gallery exhibitions, and the Contracts page would allow users a means of contacting Ginza if they want to hire the restaurant for private party, birthday, anniversary, and unique experience. Furthermore, these websites will show the promotion offers and the seasonal teaching classes. However, check-in on the Facebook page and upload the picture had been took in the restaurant, also type the Ginza restaurant by using the hash tag button will also get the 10 % off discount.

Online channel

For

the online channel section, the report will suggest Ginza collaborate with “Hungry house” and “Just eat” company for the take away section, which is mean if the customers order take away from those two website, they can get the discount. Also, the restaurant will be on the list of the “Tastcard” company, that mean if the customers have the Tastcard they can get the 10 % off of discount eat in here. Not just for one person, if the customers have the “Groupon” or “Living social” has litmus time buy offer form these channel they also can enjoy the set meal for two people.

The website Home page.


The website Online order page.

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The website Gallery.


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The Restaurant location.

The restaurant contact page.


The restaurant online channel.

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The Twitter of restaurant.


NINE

l

FUTURE RECOMMENDATIONS


Fig.52 NOMURA Japanese restaurant


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As a future recommendation, the report will suggest the Giza follow

the new module applying into the long-term planning. Proposal to Ginza: Firstly, the report needs to change the customer’s stereotype: In Western culture, people think Teppan-yaki restaurants are formal places, and usually go there as part of a special occasion. But in Asia, many Tappen-yaki restaurants set up shop department stores, train stations or any place with a high amount of traffic. From the QSR Magazine also mention “Tron says the general plan is to give customers more reasons to come into the mall. Since eating at a restaurant is a fundamentally social activity, bringing in more eating options encourages people to come and bring their friends. You have certain consumers who want to come in and grab a quick bite, Tron says. “[The] food court’s still certainly integral.” (Lillegard. R., 2013) People in Asia go to casually dine just for the sake of having food. Because Teppan-yaki cooking skills need to be fast, nutrition in the food would be saved. Secondly, the report recommends that the restaurant should open a branch in a department store. The YO! Sushi as the direct competitor it will be a target position of Ginza following their route map, it is clear that they have many branches located in department stores, airports and tube or train stations et cetera. In the future, the restaurant should not just target the university, but all high traffic areas. Thirdly, how to make the Ginza brand be more outstanding than YO! Sushi restaurant: the style of YO! Sushi is bright and colourful, but after being asked about the interior style, some of the customers responded thusly, “the lighting is too bright, giving the restaurant a cold and clinical feel”(Angel Clay 2013). In contrast to this, Ginza will provide a high quality and modern wood-based style that is warm and inviting. The restaurant will make fresh sushi in addition to cooking Teppan-yaki in front of the customers. The variety of dishes will work in Ginza’s favour. Ginza should become franchised all over the world with branches located in high traffic areas such as shopping malls, airports and city centres, et cetera, enabling customers to access the branches easily. Ginza as global chain restaurant will be the future goal.


KEY FINDING:

Fig. 56 The mirror.

Fig. 53 Matto, Shanghai, 2012 by Pure Creative International

•Branches: opening branches in the UK and across the world. •Composite business: The company has now moved into the world of clothing and accessories, producing a range renowned for their quirkiness. The projects planned include health spas and a hotel, to be called YOTEL!, described as a cross between a British Airways first class cabin and a Japanese capsule hotel. •Registered the trade mark: The company has registered the trade mark with its distinctive colours and style, which gives it the right to take legal action against any company that it feels may be using it in an unauthorised way. •New market: Expand its number of outlets and enter new markets, without fear of anyone damaging its reputation by improperly using the brand name or logo (see apendix).

Fig. 54 Food court.

Fig. 55 spiral staircase.

29 ENIN l SNOITADNEMMOCER ERUTUF

YO! Sushi case study


TEN

l

CONCLUSION


Fig. 57 SASA Japanese restaurant


GINZA l 95

In conclusion, this report used variety of marketing strategies to find

out a new module, which included short- and long-term planning ideas for Ginza to expand their brand to the market with. This new way of thinking will still honour Japanese tradition but will also add some new elements to become a trend indicator such as: 1. Breaking the stereotype of Teppan-yaki eating habits; Teppan-yaki food is not just for special occasions, but also customers with a limited time-period to eat. 2. Changing the atmosphere of the restaurant to be modern and simple but stylish; attracting younger generations. 3. Improving technical elements of the restaurant to be more fun and efficient. 4. Becoming a multi-faceted restaurant; a place not just for food but also for growth of knowledge. 5. Setting up a takeaway section for customers with very limited time; good-tasting fast food that does not compromise on nutrition. 6. Opening a sushi-making course for customers to involve themselves more with Japanese food whilst having fun with the staff. The new ideas need to start with price promotions, various social media outlets and marketing the updated Ginza brand. The goal of this report is not just to help open a new restaurant in the city centre in Nottingham, but also to use the new module so Ginza can open chains all over the world.


Fig. 58 Kaper Design; Restaurant & Hospitality Design.

69 NET l NOISULCNOC


REFERENCE


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Danny.K.,(2013).Asian Education Foundation, Available at: http://identities.asiaeducation.edu.au/resources/resource_page.html?resourceId=2990&pathwayId=0&showSecti onId=3 [Accessed on 20 April 2013] Tuttle. B.,(2012). QSR Magazine, Nothing to hide: Why restaurant embrace the open kitchen, Available at: http://business.time.com/2012/08/20/nothing-to-hide-why-restaurants-embrace-the-open-kitchen/ [Accessed 14 April 2013] Jo. R., (2009). Health benefits of Japanese foods, Available at: http://suite101.com/article/health-benefits-of-japanese-foods-a138419 [Accessed on 21 April 2013] Mintel (2012) Eating Out Review-UK. Available at, http://academic.mintel.com/display/5 90248/?highlight=true%23) [Accessed on 23 April 2013] Mintel (2011) Consumer Attitudes Towards Fine Dining – UK. Available at http://academic.mintel.com/display/545377/?highlight=true#) [Accessed on 23 April 2013] Mintel (2011) Fast Casual Restaurant-UK, Available at: http://academic.mintel.com/displ ay/545279/?highlight=true#) [Accessed on 23 April 2013] Mintel (2012) Eating Out: The Decision Making Process – UK. Available at: http://academic.mintel.com/display/606594/?highlight=true#) [Accessed on 23 April 2013] Mintel (2010) Impact of the Recession on Eating Out Habits – UK, Available at: 1http:// academic.mintel.com/display/479944/?highlight=true#) Unknown.(2013). Best place to open a restaurant, Available at: http://www.startupbizhub.com/best-place-to-open-a-restaurant.htm [Accessed on 23 April 2013] Mintel (2012) Eating Out: Decision Making Process-UK, Available at: http://academic. mintel.com/display/606594/?highlight=true#) [Accessed on 23 April 2013] Mintel (2012) Sandwiches and Lunchtime Foods-UK, Available at: http://academic. mintel.com/display/615773/#) [Accessed on 23 April 2013] Lillegard. R., (2013). QSR Magazine, The New Food Court, Available at: http://www.qsrmagazine.com/reports/new-food-court [Accessed on 2 May] Lutario. Joe., (2012). Big hospitality, Food trends 2012: Asian ascension, Available at: http://www.bighospitality.co.uk/Business/Food-trends-2012-Asian-ascension [Accessed on 4 May] Winch-Furness. P., (2013). Japanese National Tourism Organization, Japanese food News in London, Available at: http://www.seejapan.co.uk/JNTO_Consumer/media/pressreleases/press-release-detail/13-03-04/Japanese-Food-News-in-London [Accessed on 5 May] Unknown. (2012). Best place to open a restaurant, Available at: http://www.startupbizhub.com/best-place-to-open-a-restaurant.htm [Accessed on 5 May]


Andy,H.,(2013) Ginza interview with: Andy Huang 6 March 2013. Danny,K.,(1996).Asian Education Foundation. [online]Available at: http://identities.asiaeducation.edu.au/resources/resource_page.html?resourceId=2990&pathwayId=0&sho wSectionId=3 [Accessed on 20 April 2013] Jo.R.,(2009). Health benefits of Japanese foods. [online]Available at: http://suite101. com/article/health-benefits-of-japanese-foods-a138419 [Accessed on 21 April 2013] Katie, S.,(2013). Hospitality Interiors: YO! Sushi to open in new Leeds shopping centre[online]Available at:http://www.hospitality-interiors.net/news/ articles/2013/03/169443495-yo-sushi-secures-site-new-leeds-shopping-centre [Accessed on 23 April 2013] Mintel (2011) Consumer Attitudes Towards Fine Dining – UK. [online]Available at http:// academic.mintel.com/display/545377/?highlight=true#) [Accessed on 23 April 2013] Mintel (2012) Eating Out Review-UK.   [online]Available at, http://academic.mintel.com/ display/590248/?highlight=true%23) [Accessed on 23 April 2013] Mintel (2012) Eating Out: The Decision Making Process – UK.  [online]Available at: http://academic.mintel.com/display/606594/?highlight=true#) [Accessed on 23 April 2013] Mintel (2011) Fast Casual Restaurant-UK,  [online]Available at: http://academic.mintel. com/display/545279/?highlight=true#) [Accessed on 23 April 2013] Mintel (2010) Impact of the Recession on Eating Out Habits – UK,  [online]Available at: 1http://academic.mintel.com/display/479944/?highlight=true#) Mintel (2012) Sandwiches and Lunchtime Foods-UK, http://academic.mintel.com/ display/615773/#Available at: http://academic.mintel.com/display/615773/#) [Accessed on 23 April 2013] Robert,L.,(2013). QSR Magazine: The new food court.[online]Available at: http://www. qsrmagazine.com/reports/new-food-court [Accessed 14 April 2013] Tuttle,B.,(2012).QSR  Magazine,Nothing to hide: Why restaurant embrace the open kitchen.[online]Available at: http://business.time.com/2012/08/20/nothing-to-hidewhy-restaurants-embrace-the-open-kitchen/ [Accessed 14 April 2013] Unknown.(2013). Best place to open a restaurant,  [online]Available at: http://www. startupbizhub.com/best-place-to-open-a-restaurant.htm [Accessed on 23 April 2013]


BIBLIOGRAPHY


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Danny.K.,(2013).Asian Education Foundation, Available at: http://identities.asiaeducation.edu.au/resources/resource_page.html?resourceId=2990&pathwayId=0&showSecti onId=3 [Accessed on 20 April 2013] Tuttle. B.,(2012). QSR Magazine, Nothing to hide: Why restaurant embrace the open kitchen, Available at: http://business.time.com/2012/08/20/nothing-to-hide-why-restaurants-embrace-the-open-kitchen/ [Accessed 14 April 2013] Jo. R., (2009). Health benefits of Japanese foods, Available at: http://suite101.com/article/health-benefits-of-japanese-foods-a138419 [Accessed on 21 April 2013] Mintel (2012) Eating Out Review-UK. Available at, http://academic.mintel.com/display/5 90248/?highlight=true%23) [Accessed on 23 April 2013] Mintel (2011) Consumer Attitudes Towards Fine Dining – UK. Available at http://academic.mintel.com/display/545377/?highlight=true#) [Accessed on 23 April 2013] Mintel (2011) Fast Casual Restaurant-UK, Available at: http://academic.mintel.com/displ ay/545279/?highlight=true#) [Accessed on 23 April 2013] Mintel (2012) Eating Out: The Decision Making Process – UK. Available at: http://academic.mintel.com/display/606594/?highlight=true#) [Accessed on 23 April 2013] Mintel (2010) Impact of the Recession on Eating Out Habits – UK, Available at: 1http:// academic.mintel.com/display/479944/?highlight=true#) Unknown.(2013). Best place to open a restaurant, Available at: http://www.startupbizhub.com/best-place-to-open-a-restaurant.htm [Accessed on 23 April 2013] Mintel (2012) Eating Out: Decision Making Process-UK, Available at: http://academic. mintel.com/display/606594/?highlight=true#) [Accessed on 23 April 2013] Mintel (2012) Sandwiches and Lunchtime Foods-UK, Available at: http://academic. mintel.com/display/615773/#) [Accessed on 23 April 2013] Lillegard. R., (2013). QSR Magazine, The New Food Court, Available at: http://www.qsrmagazine.com/reports/new-food-court [Accessed on 2 May] Lutario. Joe., (2012). Big hospitality, Food trends 2012: Asian ascension, Available at: http://www.bighospitality.co.uk/Business/Food-trends-2012-Asian-ascension [Accessed on 4 May] Winch-Furness. P., (2013). Japanese National Tourism Organization, Japanese food News in London, Available at: http://www.seejapan.co.uk/JNTO_Consumer/media/pressreleases/press-release-detail/13-03-04/Japanese-Food-News-in-London [Accessed on 5 May] Unknown. (2012). Best place to open a restaurant, Available at: http://www.startupbizhub.com/best-place-to-open-a-restaurant.htm [Accessed on 5 May]


Mintel (2011) Online Booking and ticket Purchasing-UK, Available at: http://academic. mintel.com/display/545559/?highlight=true# [Accessed on 23 April 2013] Marine. (2009) 100 Days od Sushi, available at: http://www.100days-of-sushi.co.uk/ post/16361437876/popularity-sushi-uk [Accessed on 12 May] Romero. J., (2009). Health Benefit of Japanese, Available at: http://suite101.com/article/ health-benefits-of-japanese-foods-a138419 [Accessed on 12 May] Mccook. C., (2010). Made manual introduction for life, 10 Benefits of shopping at malls, Available at: http://www.mademan.com/mm/10-benefits-shopping-malls.html#vply=0 [Accessed on 12 May] Unknown,(2010). Food Tourism Japan Consulting, Available at: http://www.food-tourism-japan.com/dining-experience-planner---restaurant-proposal-service.html [Accessed on 12 May] Andy,H.,(2013) Ginza interview with: Andy Huang 6 March 2013. Danny,K.,(1996).Asian Education Foundation. [online]Available at: http://identities.asiaeducation.edu.au/resources/resource_page.html?resourceId=2990&pathwayId=0&sho wSectionId=3 [Accessed on 20 April 2013] Jo.R.,(2009). Health benefits of Japanese foods. [online]Available at: http://suite101. com/article/health-benefits-of-japanese-foods-a138419 [Accessed on 21 April 2013] Katie, S.,(2013). Hospitality Interiors: YO! Sushi to open in new Leeds shopping centre[online]Available at:http://www.hospitality-interiors.net/news/ articles/2013/03/169443495-yo-sushi-secures-site-new-leeds-shopping-centre [Accessed on 23 April 2013] Mintel (2011) Consumer Attitudes Towards Fine Dining – UK. [online]Available at http:// academic.mintel.com/display/545377/?highlight=true#) [Accessed on 23 April 2013] Mintel (2012) Eating Out Review-UK.   [online]Available at, http://academic.mintel.com/ display/590248/?highlight=true%23) [Accessed on 23 April 2013] Mintel (2012) Eating Out: The Decision Making Process – UK.  [online]Available at: http://academic.mintel.com/display/606594/?highlight=true#) [Accessed on 23 April 2013] Mintel (2011) Fast Casual Restaurant-UK,  [online]Available at: http://academic.mintel. com/display/545279/?highlight=true#) [Accessed on 23 April 2013] Mintel (2010) Impact of the Recession on Eating Out Habits – UK,  [online]Available at: 1http://academic.mintel.com/display/479944/?highlight=true#) Mintel (2012) Sandwiches and Lunchtime Foods-UK, http://academic.mintel.com/ display/615773/#Available at: http://academic.mintel.com/display/615773/#) [Accessed on 23 April 2013] Robert,L.,(2013). QSR Magazine: The new food court.[online]Available at: http://www. qsrmagazine.com/reports/new-food-court [Accessed 14 April 2013]


APPENDIX


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questionnaire of the customers in ginza restaurant


questionnaire to the student


Case study- Wagamama noodle bar Brief With over 120 restaurants in 17 countries and the Wagamama lounge, which can be found at some of the UK’s top music festivals, Wagamama offers a new kind of dining experience: fresh Japanese-inspired food in a friendly, contemporary setting. Although big in personality, Wagamama’s online presence lacked synergy with their retail service-space. Wagamama wanted to take the vibrancy and inclusivity of the brand and create an online presence that reflected their status as an award-winning Cool Brand, whilst educating consumers about their unique offering and inspiring customers to try new dishes. Strategy As Wagamama’s global digital marketing agency, the digital strategy is to increase brand awareness at a global and local level; engaging, exciting and educating customers all over the world. With the aim of creating global consistency for the main UK and international territories that are expanding through Wagamama’s International Franchise programmers, the brand worked to create an online presence that focused on the innovative personality of the brand. Execution The brand took the initial web brief and transformed it into an online experience across all digital channels. Taking into consideration SEO, social media integration and scalability, they devised a strategy that would position Wagamama as an industry leader, bringing the brand to life online. The interactive digital menu consolidates the Wagamama brand for existing customers whilst enticing newcomers to the restaurant, enabling noodle fans to filter through dishes with ease and speed. As one of the first restaurant chains to sign up to the EU and UK nutritional display guidelines, visitors can now check the nutritional value of their dishes, enhancing the control of the customer. Built on award-winning content management system, Site core, the new website utilises the latest technologies in design and development, from parallax scrolling to responsive design, for a multi-device age. Designed to provide an intuitive user experience through a targeted content strategy, the customers may able to explore new dishes, order take-out and even check the nutritional value of each dish, all within the accessible, innovatively designed website. By utilising the integrated Digital Marketing Suite, Wagamama will be able to track engagement analytics and the digital footprints of their visitors, whilst offering Wagamama customers a unique and stimulating digital experience.


Results The SEO team’s main objective was to increase awareness of Wagamama outside the brand name. Just one day after launch, rankings for localised ‘Japanese restaurant’ terms improved by 183 per cent on average, whilst rankings for the food dishes offered by Wagamama improved by 142 per cent on average. Pre-launch, just 4 of Wagamama’s “Japanese restaurant” terms were appearing on the first page of Google; the brand now has 38 terms appearing on the first page, an increase of 850 per cent. The first week of October saw 25 per cent more people visit the website from natural search, compared to the first week of September. In terms of Wagamama’s ability to compete in the food retail industry, the new website is particularly innovative and industry leading. In order to produce such a forward thinking, engaging website, researched the competitor landscape in detail, focusing on how accessible and navigable the competitor sites were. The Wagamama website stands out from the crowd, setting the sector precedent; every touch-point has been considered, from the booking process to bounce rates. Engagement analytics and campaign tracking will be monitored in order to track, analyse and continually improve the performance of the Wagamama website.


Case study- YO! Sushi The idea The innovative format of a YO! Sushi restaurant gives people the chance to eat in a Japanese sushi bar adapted for the West, enjoying a quality, fast and fun dining experience where customers pick and choose their food from a conveyor belt in front of them. If you miss the dish the first time – wait for it to come round again! The idea for YO! Sushi came from a remark made by a Japanese friend of Simon’s who had suggested to him that he should open a conveyor belt sushi bar with waitresses in black PVC miniskirts. Two years later Simon had invested £150,000 to develop the idea and the first YO! Sushi restaurant opened in London. The girls in PVC miniskirts weren’t there but robots, talking drinks trolleys, the latest music and ‘cool’ staffs were. The public loved it. YO! Sushi represents a concept that is popular and profitable. It’s just as well that Simon registered his trade mark ‘YO!® Sushi’, a simple combination of the words ‘YO!®’, a Japanese greeting, and sushi – a Japanese food. This gave him the exclusive rights over that combination of words and how it is used. The enterprise Simon Woodroffe had 30 years’ experience in the entertainment business. Having designed and staged concerts for entertainers, such as the 1970s/80s band ‘Madness’, and Rod Stewart, and run events such as Live Aid, he understood the importance of establishing and protecting a brand image. He also had a very good understanding of what people enjoyed doing in their leisure time. He used this experience to create a brand image for his chain of restaurants, which has a daring, energetic and fresh image, giving it the potential to expand into many other areas of the leisure industry. Expand it has! The YO! Trademark Through Simon Woodroffe’s vision, and the risks he was prepared to take as an entrepreneur, YO! has been built into an enterprise with a brand known for innovation and creativity. The brand projects a concept that appeals to all sexes, ages, cultures and people from all walks of life. Registration of the trade mark YO! gives the company exclusive rights over how the YO! image is projected and the products and services that carry its name. It jealously guards the colours, style and font of the logo, and the way it is displayed. If, for example, another company were to use those colours, styles, letters and words in a similar way to promote its products, consumers might be confused over which company was which. Development Employing 500 people, not only has YO! Sushi opened branches in the UK and across the world, the company has now moved into the world of clothing and accessories, producing a range renowned for their quirkiness. Future projects planned include health spas and a hotel, to be called YOTEL!, described as a cross between a British Airways first class cabin and a Japanese capsule hotel. All these enterprises will carry the YO! brand. Simon has even written a book entitled The Book of YO!. A leading newspaper described the YO! enterprise as thinking of itself less as a business than a way of life.


MANAGEMENT BUYOUT – YO! Sushi YO! Sushi, with investment funding from Primary Capital, has been bought out by the managers for £10 million. Founder Simon Woodroffe, who continues to hold a 22%stake in the business, said “This deal now gives me the time to develop my other YO! interests while still retaining involvement in YO! Sushi’s future growth”. Simon Woodroffe has ambitious plans to extend the YO! Brand. Protection The protection given by the trademark YO! has registered the trade mark, with its distinctive colours and style, which gives it the right to take legal action against any company that it feels may be using it in an unauthorised way. Exclusive ownership of the trademark gives YO! confidence that it alone will gain benefit from investment in new projects and brand extension; it has the incentive to look at new markets and grasp new opportunities control over how its brand is portrayed. These are some of the words the company feels describe the perception that it would like to create in consumers’ minds. Nutritious Informal Health Inclusive Japanese Quality Outcome Every piece of advertising, every new product YO! makes, every new service it provides, every in- restaurant environment it creates, is driven by these concepts. It doesn’t risk these concepts being damaged by someone else using the trademark to promote a different lifestyle and image. Overview The protection acquired from registering the YO! Sushi brand has enabled the business to build on its innovative and enterprising ideas, expand its number of outlets and enter new markets, without fear of anyone damaging its reputation by improperly using the brand name or logo.


content form Interview Ginza restaurant manager


content form Interview Wagamama manager


content form Interview Orange Tree manager


ILLUSTRATIONS


tnaruatser esenapaJ ASAS 27 .giF


Fig.1 NOMURA Japanese restaurant. Own photos. Fig.2 Pinterest. (2012) Kaper Design; Restaurant & Hospitality Design, available at: http://pinterest.com/pin/9148005465585885/ [Accessed on 5 May 2013] Fig.3 Sashimi. Own photo. Fig.4 Shrimp. Own photo. Fig.5 Japanese restaurant. Own photo. Fig.6 NOMURA Japanese restaurant. Own photo. Fig.7 SASA Japanese Restaurant. Fig.8 Shrimp. Own photo. Fig.9 Egg. Own photo. Fig.10 NOMURA Japanese restaurant. Fig.11 Saury 1. Own photo. Fig. 12 Saury 2. Own photo. Fig.13 Saury 3. Own photo. Fig.14 NOMURA Japanese restaurant. Own photos. Fig.15 Instagram (2013) The skinny bib, Available at: http://instagram.com/theskinnybib/ [Accessed on 5 May 2013] Fig.16 (2013) The skinny bib, Available at: http://instagram.com/theskinnybib/ [Accessed on 5 May 2013] Fig.17 Ginza restaurant. Own photo. Fig.18 Ginza restaurant. Own photo. Fig.19 Ginza restaurant. Own photo. Fig.20 Pinterest. (2013) Pop up Truck, Available at: http://pinterest.com/ pin/106819822383931743/ [Accessed on 5 May 2013] Fig.21 Pinterest. (2013) Wedding Food Trends in Houston: The Hottest Ideas For Your Big Day, Available at: http://pinterest.com/pin/66780006945379851/ [Accessed on 5 May 2013] Fig.22 Pinterest (2012) Marination Station food truck, Available at: http://pinterest.com/ pin/207024914091058026/ [Accessed on 5 May 2013] Fig.23 NOMURA Japanese restaurant. Own photos. Fig. 24 Pinterest (2012) A woman with Japanese umbrella, Available at: http://pinterest. com/pin/557179785118688823/ [Accessed on 7 May 2013] Fig.25 Pinterest (2013) Temple in Japan, Available at: http://pinterest.com/ pin/106819822383931743/ [Accessed on 7 May 2013] Fig.26 We are forstfire (2012) YO! Sushi Logo, Available at: http://www.wearefrostfire. com/activity/news/new-project-for-yo-sushi [Accessed on 7 May 2013] Fig.27 Young and poor (2010) Free sushi at YO! Sushi, Available at: http://www.youngandpoor.co.uk/2010/10/free-sushi-yo-sushi/ [Accessed on 7 May] Fig.28 Philip watts design (2012) YI! Sushi Nottingham, Available at: http://www.philipwattsdesign.com/interiors/yo-sushi-nottingham [Accessed on 7 May 2013] Fig.29 Ashford Designer Outlet (2012) Wagamama, Available at: http://www.mcarthurglen.com/uk/ashford-designer-outlet/en/the-brands/wagamama/ [Accessed on 7 May] Fig.30 The delec table diary (2012) Noodly goodness from the Wagamama cookbook, Available at: http://delectablediary.com/a-review-of-the-wagamama-cookbook-by-hugo-arnold/ [Accessed on 7 May 2013] Fig.31 Contemporist (2008) Wagamama in Amsterdam, available at: http://www.contemporist.com/2008/01/26/wagamama-in-amsterdam/ [Accessed on 7 May 2013] Fig.32 Wicked web (2010) Wagamama ‘ art and eat’, Available at: http://www.wickedweb.co.uk/casestudies/wagamama-art-and-eat-campaign/ [Accessed on 7 May 2013] Fig.33 Josinclair (2009) Spanky, Available at: http://josinclair.wordpress. com/2010/04/29/my-circular-logo-design-featured-at-spanky-van-dykes-in-nottingham/ [Accessed on 7 May 2013] Fig.34 Blogger (2010) Two ducks disco-Thunder Road, Available at: http://twoducksdisco.blogspot.co.uk/2010/04/thunder-road.html [Accessed on 7 May 2013] Fig.35 Aston fearon (2010) Galery, Available at: http://www.astonfearon.co.uk/?_escaped_fragment_=gallery [Accessed on 7 May 2013]


Fig.36 Media architecture institute (2007) Revolution Bar, Las Vegas, Available at: http:// www.mediaarchitecture.org/revolution-bar-las-vegas/ [Accessed on 7 May 2013] Fig.37 Flickr (2010) Revolution Bar, Manchester, Available at: http://www.flickr.com/ photos/ianbramham/4522715457/ [Accessed on 7 May 2013] Fig.38 NOMURA Japanese restaurant. Own photos. Fig.39 Croceine croaker 1. Own photo. Fig.40 Croceine croaker 2. Own photo. Fig.41 NOMURA Japanese restaurant. Own photos. Fig.42 Pinterest (2013) David Bowie posing with a mandolin and a model friend in London for Boyfriend magazine, 1963, Available at: http://pinterest.com/ pin/556546466421312486/ [Accessed on 8 May 2013] Fig.43 Pinterest (2013) Yumiko Utsu , Available at: http://pinterest.com/ pin/557179785118821010/ [Accessed on 8 May 2013] Fig.44 Pinterest (2013) Japanese restaurant, Available at: http://pinterest.com/ pin/487373990894124576/ [Accessed on 8 May 2013] Fig 45 Pinterest (2013) Lantern, Available at: http://pinterest.com/ pin/243475923574685840/ [Accessed on 8 May 2013] Fig.46 Dessert. Own photo. Fig.47 War1. Own photo. Fig.48 War2. Own photo. Fig.49 NOMURA Japanese restaurant. Own photos. Fig.50 Pinterest (2013) del popolo pizzeria, Available at: http://pinterest.com/ pin/9148005465876439/ [Accessed on 10 May 2013] Fig.51 NOMURA Japanese restaurant. Own photos. Fig.52 NOMURA Japanese restaurant. Own photos. Fig.53 Pinterest (2013) Matto, Shanghai, 2012 by Pure Creative International, Available at: http://pinterest.com/pin/9148005465176750/ [Accessed on 11 May 2013] Fig.54 Pinterest (2013) Food court, Available at: http://pinterest.com/ pin/487373990894124576/ [Accessed on 11 May 2013] Fig.55 Pinterest (2013) spiral staircase, Available at: http://pinterest.com/ pin/9148005465825977/ [Accessed on 11 May 2013] Fig. 56 Pinterest (2013) The mirror, Available at: http://pinterest.com/ pin/557179785118689075/ [Accessed on 11 May 2013] Fig.57 SASA Japanese restaurant. Own photo. Fig.58 Pinterest (2013) Kaper Design; Restaurant & Hospitality Design, Available at: http://pinterest.com/pin/9148005465585883/ [Accessed on 11 May 2013] Mood board- The interior-iron table-bar-toilet Fig.1 Hand made From upper left to right: Fig.2 Restaurant & Bar Design (2012). Little Italy, Available at: http://www.restaurantandbardesignawards.com/entries/2366 [Accessed on 2 May 2013] Fig.3~5 Restaurant & Bar Design (2012). Workshop Kitchen & Bar, Available at: http:// www.restaurantandbardesignawards.com/entries/1433 [Accessed on 2 May 2013] Fig.6~9 Restaurant & Bar Design (2012). Bar Ampere, Available at: http://www.restaurantandbardesignawards.com/entries/1723 [Accessed on 2 May 2013] Fig.10~12 Restaurant & Bar Design (2012). Nicky’s Food & Drinks, Available at: http:// www.restaurantandbardesignawards.com/entries/1387 [Accessed on 2 May 2013] Fig.13 Restaurant & Bar Design (2012). Blue Butcher, Available at: http://www.restaurantandbardesignawards.com/entries/2054 [Accessed on 2 May 2013] Fig.14 Restaurant & Bar Design (2012). Little Italy, Available at: http://www.restaurantandbardesignawards.com/entries/2366 [Accessed on 2 May 2013] Fig.15 Restaurant & Bar Design (2012). The Abbot’s Cellar, Available at: http://www. restaurantandbardesignawards.com/entries/2291 [Accessed on 2 May 2013] Fig.16~17 Restaurant & Bar Design (2012). Bar Saint Jean, Available at: http://www. restaurantandbardesignawards.com/entries/1802 [Accessed on 2 May 2013]


Fig.18 Restaurant & Bar Design (2012). Dabbous, Available at: http://www.restaurantandbardesignawards.com/entries/2096 [Accessed on 2 May 2013] Fig.19 Home Interior Design (2013). Restaurant in Romania by Christian Corvin, Available at: http://homeklondike.com/2013/03/04/restaurant-in-romania-by-cristian-corvin/ [Accessed on 2 May 2013] Fig.20 Remodelista (2013). Ten favorites: Wood Paneled Baths, Available at: http://www. remodelista.com/posts/bath-wood-panelled-rooms [Accessed on 2 May 2013] Fig.21~24 KNSTRCT (2013). Colonie Restaurant Opens in Brookyn Heights, Available at: http://knstrct.com/2011/05/03/colonie-restaurant-opens-in-brooklyn-heights/ [Accessed on 2 May 2013] Fig.25 Restaurant & Bar Design (2012). Izakaya, Available at: http://www.restaurantandbardesignawards.com/entries/2171 [Accessed on 2 May 2013] Â Fig.26~29 Restaurant & Bar Design (2012). Zona, Available at: http://www.restaurantandbardesignawards.com/entries/2245 [Accessed on 2 May 2013]


fcp3

School of Art & Design ba

Declaration Form 2012/13 Module: Negotiated Project Stage 2 Module Leader: Matt Gill Ref. no: FASH30002

I confirm that this work has gained ethical approval and that I have faithfully observed the terms of the approval in the conduct of this project. This submission is the result of my own work. All help and advice other than that received from tutors has been acknowledged and primary and secondary sources of information have been properly attributed. Should this statement prove to be untrue I recognise the right and duty of the board of examiners to recommend what action should be taken in line with the University’s regulations on assessment contained in its handbook.

signed .................................................................................................................... date .......................................................................................................................


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