Café Jardin

By
Hafiz Muhammad Usman Khan 20212-29389
Nashrah Kashif 20212-29024

Supervisor
Mr. Zain Ul Abydeen Khandwani

College of Business Management

Institute of Business Management (IoBM)
Karachi
December 18th, 2022
 Acknowledgement

First of all we are very thankful to Almighty Allah who gave us the strength to
complete our research project within the deadline.

We are also very thankful to our research advisor Mr. Zain Ul Abydeen Khandwani
he always guided us and steered us to the right direction whenever we got lost. His
expertise and competence in the field has helped us to complete the project with
dedication and motivation.

Furthermore, we would like to acknowledge the efforts of Café Jardin owner Mr.
Sami for giving us detailed interview that helps us to get customer insights.

Finally, we must express our very profound gratitude to our parents for providing
us all the support and continuous encouragement throughout these years. This
accomplishment would have not been possible without them.
Contents
1 Introduction...................................................................................................................5

1.1 Mission:..................................................................................................................5

1.2 Vision:....................................................................................................................5

2 SWOT Analysis:............................................................................................................5

3 SWOT Strategies:..........................................................................................................7

3.1 Strength Opportunity (SO):....................................................................................7

3.2 Strength Threat (ST):.............................................................................................7

3.3 Strength Weakness (SW):......................................................................................7

3.4 Opportunity Weakness (OW).................................................................................7

4 Competitors:..................................................................................................................7

5 ERRC Grid:...................................................................................................................8

6 Value Innovation Model:...............................................................................................8

6.1 Driving Down Cost by...........................................................................................9

6.2 Driving Buyer Value up by:...................................................................................9

7 Strategy Canvas.............................................................................................................9

8 Three Tiers of Non Customers....................................................................................10

8.1 Soon to be non-Customers...................................................................................10

8.2 Refusing Customers.............................................................................................11

8.3 Unexplored Market..............................................................................................11

9 Six Path Framework:...................................................................................................11

9.1 Path 1: Look across Alternative Industry:............................................................12

9.2 Path 2: Look across Strategic Groups Within Industry:......................................13

9.3 Path 3: Look across Buyer Group:.......................................................................13

9.4 Path 4: Look across Complementary & Services Offerings:...............................14

 9.5 Path 5: Look across Functional or Emotional Appeal to Buyer:.........................14

9.6 Path 6: Look across Time:...................................................................................15

10 Strategic Positioning (Flexibility & Focus).................................................................15

11 Mapping Activity Systems..........................................................................................16

12 Operational Effectiveness............................................................................................17

13 Questionnaire...............................................................................................................17

14 Our Visit......................................................................................................................18
1 Introduction
Café Jardin, an exquisite dining restaurant. The essence of classic & Continental cuisine,
sitting in a French-inspired ambiance, providing an elegant dining experience. Jardin is an
essence of music and poetry. Its fine menu, moonlit interiors and tasteful delicacies truly makes
Jardin the ultimate dining experience”. The owner of this restaurant Mr. Sami is a big foodie and
love to introduce new flavors to the customers with little sprinkle of innovation and customer
care.

Jardin understand that everyone is different and so are their tastes, this is the sole reason
why Jardin have created a menu to serve all palates. Our menu consists of a wide range of
cuisines from around the world. Each of the cuisine in the menu is carefully selected to offer the
best taste. From Eastern, European to Oriental, Jardin has it all to provide you an exquisite
dining experience. 

1.1 Mission:
Our aim is to provide a fun and safe environment where our customers can enjoy good
food made with quality ingredients

1.2 Vision:
To serve happiness to our customers through delicious, quality meals and extraordinary
restaurant experience

2 SWOT Analysis:
 High Quality food
 High food cost
 High quality staff
 Overly priced food with less quantity
 High service level
 Tight profit margin
 Great Customer Experience
 Strong existing competitors
 Great Food Presentation
 Many substitute competitive
 Photogenic Ambiance products
 Clear vision  Only one branch
 Differentiated products  Lack of team staff
 High Customer rating (4.2)

STRENGTHS WEAKNESS

 Business Expansion  Increasing cost of the raw material

 Attract new customers through  Strong existing competitors with
special offers similar menu
 Drive through strategy  Competitors introducing better and
 Build partnership and offer discounts improved products
to different University students  Competition taking customers
 Develop relationship with online  Threat of technological
influencers. advancement
 Broaden geographical reach  Government policies
 Introduce Bakery  Poor reviews on website
 Enter into Lebanese and Turkish  Increasing food price
cuisine

OPPORTUNITIES THREAT
3 SWOT Strategies:
3.1 Strength Opportunity (SO):
Café Jardin can expand their business and enter into Lebanese and Turkish cuisine by
investing into this opportunity.

3.2 Strength Threat (ST):

1. Café Jardin has a threat of increasing cost of raw material in future so they can minimize

it through purchasing raw material in bulk quantity.

2. To minimize the threat of new technological advancement Café Jardin needs to invest in

the implementation of new and advance technology.

3.3 Strength Weakness (SW):

There are many substitute products in the market so Café Jardin can overcome this
weakness by introducing new differentiated cuisines and flavors in their menu.

3.4 Opportunity Weakness (OW)

There are many competitors in the market so to compete with them Café Jardin should
sent their chefs for international culinary training and motivate them to take part in different
competition so that they can improve them in the market.

4 Competitors:
 Road House Kitchen
 Sizzlers
 Coconut Groove
 Xanders
 Bella vita
 Vintage
 Swings
5 ERRC Grid:
Eliminate Raise
 Inflated Costs  Price Versus Budget Food
 Improper pricing  Social Media Presence and campaigns
 Increased turnover rate like coupons & discounts
 Menu issues  Revenue
 Standards
 On Time Delivery
 Food Variety
Reduce Create
 Delivery time of all orders to an  Distinctive Brand Identity
average of 20 minutes  Brand awareness and clarity in terms of
 Waiting time customer’s mind
 Focus on irrelevant offerings  Enhancing customer reach by
developing more branches
 Strategic Partnerships to develop
Online Presence
 Extensive Marketing Plan

6 Value Innovation Model:

6.1 Driving Down Cost by
 Screening out dishes from Menu that are not in demand:
o They have an extensive menu which obviously is not suited to everyone’s taste. So,
after a periodic review, they should screen out those dishes have not been in
demand lately so that the prep cost of those dishes is reduced.
 Raw Material:
o With the ever-increasing raw material cost, they need to have strong analysis over
what is the consumption basis so none of it goes to waste
 Opting for Menu Items that are popular amongst masses:
o Dealing in bulk reduces down the cost when it comes to procurement.

6.2 Driving Buyer Value up by:

 Easing their worries of approaching by increasing number of branches and providing
discounts and free rides via strategic partnership with ride hailing companies
 Diversifying their menu items with the same set of raw materials
 Develop strategic partnerships with various food bloggers/vloggers and food related
activities

7 Strategy Canvas

High 80
Mediu 50
m
Low 20
 Strategy Canvas
100
90
80
70
60
50
40
30
20
10
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nt te l ss g e e ry cy ty
ity s od ve tin en nc on on
ci e al Ta Fo Le ne ke gi a ati ive en rie ati
Effi Qu f ve
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Va ov
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Am L ns n
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Co In
Pr ti Se Eff en
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Café Jardin KFC/McDonald Resturants

A strategy canvas above is basically a line graph that shows plots functions/factors against
importance for a company or an organization and then overlays competitors or industry
benchmarks. In the above chart, we can see a strategy canvas for Jardin where it has
differentiated on different factors that includes the ambiance, service and presentation of food
whereas McDonald and KFC are primarily more focused towards the convenient location,
marketing and operational effectiveness. When it comes to Restaurants- (Market) the variety in
menu available is major chunk of focus for them.

8 Three Tiers of Non Customers

8.1 Soon to be non-Customers
Those who want their lunch/dinner fast

Those who want it healthy

Those who are in search of exploring new dishes and more superior ambiance
8.2 Refusing Customers
Those who cannot afford the current Jardin pricing.

8.3 Unexplored Market

A large unexplored market of Cafe Jardin is of other areas in Karachi due to only one
restaurant located in Clifton. It has main focus on social media marketing to attract other people
of locality to try their dishes. However, majority of the people in different localities are not well
aware of the cafe and its services.

9 Six Path Framework:

To break from the competition, an
organization has to reconstruct the market
boundary which is the first and foremost
principle in creating a blue ocean strategy. The
Six Paths Framework, often known as the basic
technique for reconstructing market borders,
consists of six steps. The Six Paths Framework,
often known as the basic technique for
reconstructing market borders, consists of six steps. These paths go against the organization's
traditional approach to strategy formation, which focuses on staying inside established bounds.
This enables them to leave red oceans and establish blue oceans. Following are the six paths that
make up the blue ocean strategy framework:
9.1 Path 1: Look across Alternative Industry:
In the broadest sense, a company competes not only with the other companies in its own
industry but also with companies that produce alternative products or services in other industries.
In order to understand this path, we need to identify the substitutes and alternates of Jardin.

The Purpose of Jardin restaurant is to provide good food with comfort, a peaceful
environment, relax the customer, and eliminate noise, & pollution.

 Currently Jardin is following ala carte fine dining food industry model. A very attractive
substitute food industry model would be QSR (Quick service restaurants), Desi Restaurants,
& Chinese Restaurants.
 Alternative industries would be malls, Banquets. Jardin can begin its catering services for the
elite class for their high-profile events, and gatherings and also put stalls at different events
for their desserts, coffee, or signature dishes for those customers who prefer hygienic,
branded & fancy food in events as Jardin is famous for its food presentation.

Thus, by focusing on the key factors that lead buyers to trade across alternative
industries, Jardin can create a blue ocean of new market space.

9.2 Path 2: Look across Strategic Groups Within Industry:

Strategic groups within Industries means that operate a similar strategy. It is ranked in
two dimensions, price, and performance. Most companies focus on improving their competition
within a strategic group. No one pays much attention to what the other strategic group is doing
because they do not seem to be competing. To create a blue ocean strategy, Jardin has to
understand which factors determine users’ decision to trade up or down from one group to
another.

According to research, most customers consider price when they chose among different
fine dining restaurants, especially middle-class people. Due to the high prices of Jardin Middle-
class, people can't visit Jardin. So to attract these customers, Jardin can introduce Turkish dishes,
desi items like BBQ, Karahi so that middle-class customers also experience Jardin within their
budget because desi food can be affordable with the quantity for them.

Through this Jardin will trade down the price-conscious factor and trade up the brunch
menu (an opportunity for the middle class to experience Jardin's taste).

9.3 Path 3: Look across Buyer Group:

In most industries, rivals unite around a common understanding of the target buyer.
However, there are chains of buyers who are directly or indirectly involved in buying decisions,
such as Purchasers who pay for the service.

 Actual users who use the service.

 Regulators who influence the buying decisions
 They may overlap but they have different definitions of value.
 Jardin can introduce diet food items with a separate diet menu for diet-conscious people who
prefer healthy food and oil-free. Secondly, they can also introduce a corporate day-oriented
campaign for corporate customers such as every Friday, a group of any organization
employees can avail 30% off on lunch by showing their office card.

9.4 Path 4: Look across Complementary & Services Offerings:

An organization has to think about what happens before, during, and after the use of
service. Most of the time, companies try to converge within the boundary of their industry. This
will make them forego the untapped value which is hidden in complementary products and
services.

Jardin already offers valet parking and online reservations in complementary industries.

But they can also add value by providing free valet parking, a complimentary pan at the
exit gate, charging port availability, a Slice of cake for a birthday boy or a girl, and a photo
booth.

These things might not have anything directly related to the customer but by providing
such complimentary services, customers feel delighted.

9.5 Path 5: Look across Functional or Emotional Appeal to Buyer:

Competition in an industry tends to converge not only on product and services provided but also
on two bases of appeal.

Functional Appeal refers to functional utility users receive from products or services, or it is
based on the basic calculation of utility and price.

Emotional Appeal refers to the emotional utility users receive from products and services. The
industry competes on feelings.

Jardin uses both functional and emotional appeal to trade up its service in the industry. Jardin has
all the functional features of its competitors and also gives a dose of emotional appeal through its
live steaks.
But they can also add mouthwatering warm cuisines for winter nights, sizzling steaks, and
melted cheese. Secondly, they can also collaborate with influencers because they play a huge
part in people’s life. They can play with their minds like if influencers post good reviews so
people also consider visiting Jardin because it’s all about fear of missing out.

9.6 Path 6: Look across Time:

All industries are subject to change due to trends that affect their businesses. To create a Blue
Ocean

Strategy managers tend to focus on projecting the trend themselves. By looking across time,
managers are not predicting the future, but they should talk about the insights into trends that are
observable today.

Jardin already provides reservations through their website & cashless payment services like
Credit card payments to save time but what they can do is introduce payments through QR
codes.

10 Strategic Positioning (Flexibility & Focus)

 11 Mapping Activity Systems

Creative
Internal Follow recipes
Quality International
check protocol Mix fusion of
foods

Sindh food
authority
check Aesthetic Food
Good Quality Food Presentation

Introduce
live beef Classical
steak arches
Continental
food
Korean
food Moonlit
Italian interiors
Exquisite Dining
food Experience

Wide range of
Cuisines Wrought iron
furniture and
60 plus food floating lights
items
Epitome of
Photogenic music and
Ambience poetry
Enjoy meal
with alluric
ambience
Great Customer French
Ambience Experienced
Experience
chefs

High quality
meals
Delicious High Service Level
meal
Feedback at
middle & end
Replace
food policy
12 Operational Effectiveness
1) Discount
a. Offer a 10% discount on slow-running items.
2) Menu Specials and Limited-time offers:
a. It is a great way to introduce your signature meal (Burrito steak & Lamb shank
etc.) by offering limited-time specials as promotions.
3) Happy hour
a. Offerings include discounted drinks and appetizers for late-night customers.
4) Off-peak special
a. Introduce off-peak discounts to customers in afternoon dining.
5) Loyalty programs
a. Introduce loyalty cards for frequently visiting customers.

13 Questionnaire
1) What do you things your strengths that keeping your constant/increasing sale?
2) What in your opinion you have to compromise for maintaining that strengths mentioned
earlier? (Tradeoff)
3) What do you things your Weakness that could be improved?
4) Who are your competitors in your opinion
a. Location wise
b. Market wise
5) What things in your mind you are doing differently from you competitors?
6) Any future expansion plan?
a. If yes locality?
i. Why that locality?
7) What are the opportunities you are going to captured in future or you think you can
captured/
8) Threats?
a. COVID like situation etc.? What happened at COVID time?
9) What are your Star/key Products generating biggest sale?
 10) Benefits/Challenges you are facing due to this locality?
11) What type of customers you have mostly?
a. Students
b. Couples
c. Families
d. Repeat Customers in your mind?
12) Approximate Revenue?
a. How you are planning to increase revenue?
i. Capacity planning
ii. Promotions?
iii. Discount offers?
iv. Ambiance to attract customers?
v. Menu increment
13) What are the things in your opinion you could do better to increase profit margins?
Operational Effectiveness
a. Cost cutting
b. Food Supply chain efficiency?
14) What are your hygiene policies? If any?
a.  Food Safety Audits? 22070 ISO Standards and developed 8857 Pakistan
Standards. Etc.
15) What are they offering as a complimentary service? (Example: free parking).

14 Our Visit