Case Study John completed a self-paced Restaurant Program in record time and then went to work for a fast-food franchisee as a trainee manager. He has been there long enough to know that managing a franchise restaurant for someone else will not be his life work. Instead, he will be opening his own business. "Chick N Salad" will be a small limited menu restaurant serving real fried chicken, chunky fries and a variety of salads. John has found a vacant site in a medium sited suburban mall in a slightly upscale neighbourhood. The store/restaurant, as it currently stands, is a 25 x 40 (7.6 X 121 metre) rectangle with one end opening into the mall and a small door at the back that opens to the outside delivery area. The only fixture is a sink in one back comer. Washrooms are in the mall: close enough to the restaurant door to satisfy licensing requirements John is negotiating with the mall owner who is willing to share the costs of the "leasehold improvements required to turn the store into a fast-food restaurant, John recognizes that the store will have to be divided into two distinct areas a front serving area and a kitchen at the back. But the details are still to be worked out The front area will include a take-out counter and tables for seating up to 26 customers. An illuminated menu board should be big enough to contain pictures of the main items for sale. The kitchen will have to contain separate refrigerators for chicken and fresh produce as well as separate work areas for chicken and produce. The chicken will be prepared by pressure cooker, then returned to the fridge and quickly deep fried before serving. A six-basket deep fryer will be needed for preparing both the chicken and the chunky fries, which will be made from fresh potatoes. A commercial potato peeler and chopper will both be needed. Storage areas will be required for plastic plates, drink and take-out containers. A food portal will be needed between the kitchen and dining areas so that servers can pick up the orders. This should be open enough that customers can see into the kitchen area so that they will be confident about the quality and hygiene standards of the operation. A NG 2010-2 can pick up the orders. This should be open enough that customers can see into the kitchen area so that they will be confident about the quality and hygiene standards of the operation Question 21 (5 points) What are the layout challenges John needs to solve, why? Question 22 (5 points) What would the make or buy decision mean to John's business operations? INO 701V 2012 E OR! 2 Question 23 (5 points) How can John leverage the landlord's willingness to participate in the required leasehold improvements? 3 6 Question 24 (5 points) Given John's business model, what considerations should he make for staffing 7:41M 2013 O . search hp 4 Question 25 (5 points) Given the information given in this case study, what do you think about Johwssite selection for his business? 6