LEVENDARY CAFE

Evaluation of the Service Strategy of Levendary Caf

Presented By:
Harsh Narula | Sachin Bajaj | Geetesh Bhardwaj | Dileep Kumar

What mode should Levendary enter into the Chinese Market? (Specialty/Quick
Service/Casual Dining)

What should be their offerings in the menu? (Plain American or Localized delicacies as
well)

What should be the target audience?

What should be the strategy of operations and expansion of business there?

Should Levendary Sacrifice its values and way of doing business to focus on more
money making?

Should they allow a free hand to the Chinese operations so as to maintain profitability?

Being a listed company, should they allow the Chinese operations to be run
unprofessionally?

KEY CRITICAL QUESTIONS

The conflict presented in the case study is between the new CEO
of Levendary Caf (Mia Foster) and Louis Chen to developing the
cafes in China.
The key focuses are on:

Culture Differences

Communication

Stakeholder Management

THEORETICAL CONCEPTS

Make the Menu Local, not the services

Standardization is tested, it doesnt bite!
There must be a perfect mix of Product & Service
Simply launching a local product wont suffice, service must be
of equal importance
Its better to innovate only with product offering
Best practices of services must be retained throughout

APPLICATION FOR INDIAN

COMPANIES

1.

Close entire operations of the restaurant business in China

2.

Close all Chinese-like restaurants, replace them with restaurants, which

assume an American concept
Let the Chinese operations run and have trust on Chen
Headquarters can choose to conduct the Chinese operations as a Chinese
affair
The headquarters, under the leadership of Mia Foster can opt to embrace a
mixed concept facet (Levendary Chinese and Levendary American)

3.
4.
5.

FUTURE COURSE OF ACTION

THANK YOU!