Go to Eat 加盟店舗リスト（対象エリア：東京都下） 令和3年8月24日までに申請を受け付けた店を表示しています。 リスト掲載日以降、店事情により取扱いを中止している、もしくは券種が異なる場合があります。 最新情報は店舗にご確認ください。
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HIDAY HIDAKA Corporation
HIDAY HIDAKA Corporation Restaurant chain serving ramen and Chinese dishes to the mass-market: steady growth in sales and OP since FY02/04 TICKER: 7611｜ TSE1 ｜ website: http://hidakaya.hiday.co.jp/english/ | LAST UPDATE: 2017.04.27 Business Strengths and weaknesses Runs Hidakaya restaurant chain near train stations in Greater Tokyo; particular focus on opening new branches in Kanagawa Strengths Cost advantages from area-dominant Business model: Core business is chain of Hidakaya restaurants (95.4% of sales in FY02/17) that serve ramen, gyoza (dumplings), and other popular Chinese dishes. strategy and central kitchen: pushes up It also offers side dishes that go with alcohol for customers who want a quick OPM to above 10% since FY02/12 despite relatively low-price menu drink. Customers range from students to businesspeople, late-shift workers, and seniors, all attracted by affordable prices (JPY390 for ramen and JPY210 for gyoza Directly operated restaurants maintain including tax; FY02/16) and late hours (open till 4 a.m.: more than 10% opened quality, boost brand power, and enable 24 hours). Average spend per customer is JPY690 (before tax; FY02/17). Per the flexible operations company, no other chain operates the same restaurant format (serving both Low prices and classic dishes keep ramen and Chinese dishes). Since FY02/10 HIDAY HIDAKA has maintained an OPM customers coming back: Maintained of over 10% (11.9% in FY02/17). comparable store sales of at least 100% YoY Dominant strategy: The company’s chain restaurants are almost all directly for past six years (FY02/12-FY02/17) operated. -
PE & QSR: Ambition on a Bun Asian Venture Capital Journal | 06
PE & QSR: Ambition on a bun Asian Venture Capital Journal | 06 November 2019 Many private equity investors think they can make a fast buck from fast dining, but rolling out a Western-style brand in Asia requires discipline on valuation and competence in execution Gondola Group was among the last remaining assets in Cinven’s fourth fund, and as one LP tells it, exit prospects were uncertain. The portfolio company’s primary business was PizzaExpress, which had 437 outlets in the UK and a further 68 internationally as of June 2014. Expansion in China by the brand’s Hong Kong-based franchise partner had been measured, with about a dozen restaurants apiece in Hong Kong and the mainland. Cinven wasn’t willing to be so patient. In May 2014, Gondola opened a directly owned outlet in Beijing – as a showcase of what the brand might achieve in China when backed by enough capital and ambition. Two months after that, PizzaExpress was sold to China’s Hony Capital for around $1.5 billion. By the start of the following year, Cinven had offloaded the remaining Gondola assets and generated a 2.4x return for its investors. The LP was “pleasantly surprised” by the outcome. Hony’s experience with the restaurant chain hasn’t be as fulfilling. Adverse commercial conditions in the UK – still home to 480 of its approximately 620 outlets – has eaten into margins and left PizzaExpress potentially unable to sustain an already highly leveraged capital structure. Hony is considering restructuring options for a GBP1.1 billion ($1.4 billion) debt pile. -
The Restaurant: from Concept to Operation, Sixth Edition
This page intentionally left blank The Restaurant From Concept to Operation Sixth Edition John R. Walker, DBA,CHA,FMP McKibbon Professor of Hotel and Restaurant Management and Fulbright Senior Specialist, University of South Florida Sarasota-Manatee JOHN WILEY & SONS, INC. Photos were taken by the author unless otherwise noted. This book is printed on acid-free paper. Copyright © 2011, 2008, 2005 by John Wiley & Sons, Inc. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. -
HIDAY HIDAKA Corporation
HIDAY HIDAKA Corporation Restaurant chain serving ramen and Chinese dishes to the mass-market: focusing on new business formats despite the impact of COVID-19 TICKER: 7611 | TSE1 | HP: http://hidakaya.hiday.co.jp/english/ | LAST UPDATE: 2020.05.12 Business Strengths and weaknesses Runs Hidakaya restaurant chain near train stations in Greater Tokyo; particular focus Strengths on opening new branches in Kanagawa Cost advantages from area-dominant Business model: Core business is chain of Hidakaya restaurants (94.3% of strategy and central kitchen: OPM above FY02/20 sales) that serve ramen, gyoza (dumplings), and other popular Chinese 10% from FY02/12 through FY02/19, despite dishes. It also offers side dishes that go with alcohol for customers who want a relatively low-price menu (FY02/20 OPM of quick drink. Customers range from students to businesspeople, late-shift workers, 9.7%) and seniors, all attracted by affordable prices (JPY390 for ramen and JPY230 for Directly operated restaurants maintain gyoza including tax) and late hours (nearly half of stores are open till 2 a.m.; more quality, boost brand power, and enable than 10% are open 24 hours*). Average customer spend is about JPY730 (before flexible operations tax; FY02/20). Per the company, no other chain operates the same restaurant Low prices and classic dishes keep format (serving both ramen and Chinese dishes). From FY02/10 to FY02/19, customers coming back: Maintained HIDAY HIDAKA has maintained an OPM of over 10%, but in FY02/20 the OPM was comparable store sales of at least 100% YoY 9.7%. for eight years through FY02/19 (down 1.8% *Since April 24, 2020, stores in Tokyo, Kanagawa, and Ibaraki have been closing at 8 p.m., YoY in FY02/20) while those in Saitama and Chiba have been closing at 11 p.m., in compliance with the Weaknesses central government’s COVID-19-related state of emergency declaration, and requests for cooperation from affected cities and prefectures. -
Meiser Hawii 0085A 10946.Pdf
MAKING IT: SUCCESS, MEDIOCRITY, AND FAILURE IN THE KITCHEN A DISSERTATION SUBMITTED TO THE GRADUATE DIVISION OF THE UNIVERSITY OF HAWAI’I AT MANOA IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY IN SOCIOLOGY APRIL 2021 By Ellen T. Meiser Dissertation Committee: Dr. David T. Johnson, Chairperson Dr. Jennifer Darrah Dr. Manfred Steger Dr. Wei Zhang Dr. Cathryn Clayton Keywords: Success, Mediocrity, Failure, Culinary Industry, Chefs, Cooking, Emotions, Culture, Embodiment, Kitchen Capital 1 ACKNOWLEDGEMENTS This dissertation would not exist if it were not for the guidance, encouragement, and intelligence of my advisor, Dr. David T. Johnson. Mahalo nui loa for the many hours you’ve spent talking with me, reading over drafts, and sending me articles and books that you thought I’d find helpful. I hope one day to be as fantastic a mentor as you have been to me. I also want to thank my committee members Dr. Jennifer Darrah, Dr. Manfred Steger, Dr. Wei Zhang, and Dr. Cathryn Clayton for their great minds, great support, and great suggestions throughout my dissertation process. Much of the joy of graduate school stems from the relationships you form with classmates. So, thank you to my colleagues who offered their eyes to look over drafts, ears to listen to meandering talks, and words of advice. Last, I want to thank my family: my mom and dad, whose pride in me has never wavered and whose love is unending. My brother, who informed me at the age of 11 that I was pronouncing “culinary” incorrectly—leading to me tell everyone I was going to attend “coronary school” to become a chef—and who almost 20 years later let me stay with him as I conducted interviews in New York. -
7-5-3 Day Japanese Tradition and Rite of Passage PAGE 5
Business cards, flyers, invitations and more! Contact printshop.stripes.com 042-552-2510 (extension77315) 227-7315 VOLUME 14 NO. 31 NOVEMBER 12 − NOVEMBER 25, 2020 SUBMIT STORIES TO: [email protected] STRIPESOKINAWA.COM FACEBOOK.COM/STRIPESPACIFIC FREE INSIDE INFO HAVE YOU EVER… A POEM BY WWII SAILOR PAGE 2 WHAT IS JAPAN’S THANKSGIVING? PAGE 3 Nakagusuku Castle Ruins MOS BURGER GOES VEGGIE PAGE 6 an architectural masterpiece Page 4 DEADLINES FOR SHIPPING HOLIDAY GIFTS NEAR PAGE 8 7-5-3 Day Japanese tradition and rite of passage PAGE 5 Special 8-page pullout inside! File photos 2 STRIPES OKINAWA A STARS AND STRIPES COMMUNITY PUBLICATION 75 YEARS IN THE PACIFIC NOVEMBER 12 − NOVEMBER 25, 2020 HAVE YOU EVER… A poem by a WWII sailor Editor’s Note: Cindy Pearson Gates sent this to Stars and Stripes. Here’s what she had to say: “Hello, my father, now passed, was a Max D. Lederer Jr. Publisher Boatswain’s Mate on an LST in the Battle of Biak. When he was Lt. Col. Richard E. McClintic 19, he wrote a poem after the battle that is poignant and raw and Commander honest. In his honor, I am putting it out there for you, in case you Chris Verigan would be interested in it.” Cindy, we are very interested. Thank Engagement Director you so much for sharing a part of your father with us. Marie Woods Publishing and Media Design Director Chris Carlson BY WILLIAM G. PEARSON Publishing and Media Design Manager Eric Lee Have you ever… Advertising and Circulation Manager Waited three months to catch up with your mail only to find it was Kentaro Shimura Production Manager sent back to your starting place? DUKW unloading at Biak. -
2014 Guide 36 Franklin St
American Coffee & More 76 Sbarro H STC • 203-357-0206 4 • • 28 • • Bank Street Events 65 Bank St. 203-325-2739 Dunkin Donuts 450 Main St. 203-323-3335 79 Siena Ristorante Z 519 Summer St. • 203-351-0898 5 Z • 54 • • Bar Q 261 Main St. 203-316-0278 Lorca 125 Bedford St. 203-504-2847 97 ZAZA Italian Gastrobar Z 122 Broad St. • 203-348-2300 10 Bobby Valentine’s Sports Gallery Café Z 225 Main St. • 80 Starbucks Coffee Company H STC • 203-323-1152 203-348-0010 81 Starbucks Coffee Company • 96 Broad St. • 203-975-9696 Juice 11 • Bradford’s Grill & Tavern Z 83 Bedford St. 203-961-9999 29 Elixir Juice Bar Z 500 Summer St. • 888-565-9997 12 Z 244 Bedford St. • Deli Brick House Bar & Grill, The 94 Tropical Smoothie • 77 Bedford St. • 203-658-8388 203-353-8892 16 Canterbury Café • 1 Surburban Avenue • 203-961-1165 13 Buffalo Wild Wings Grill & Bar Z 208 Summer St. • 46 Jenna Marie’s Catering and Deli Z • 459 Summer St. • Latin American 203-324-9453 203-977-0652 98 Azuca Z 74 West Park Pl. • 203-817-0189 14 BUtterfield 8 Restaurant & Lounge • 112 Bedford St. • 51 Landmark Square Café Z 4 Landmark Square • 34 Fiesta Restaurant Z 83 Atlantic St. • 203-323-4300 203-504-8123 203-323-0044 15 California Pizza Kitchen Z H 230 Tresser Blvd. • 75 Sandwich Maestro, The Z 90 Atlantic St. • 203-325-0802 203-406-0530 Mediterranean 83 Subway Sandwiches H STC • 203-359-3087 30 EOS Greek Cuisine Z 490 Summer St. -
50 Reasons Why Tokyo Is the Greatest City in the World | Cnngo.Com
5 October, 2009 share add to favorites print email World's Greatest City: 50 reasons why Tokyo is No. 1 This town is so magnificent that 'being from the future' didn't even make the list. 90% Users liked this Tell others what you think! you may also like World's Greatest City: 50 reasons why Shanghai is No. 1 FULL ARTICLE World's Greatest City: 50 reasons why Singapore is No. 1 FULL ARTICLE Editor's Note: Matt Alt, Hiroko Yoda, Melinda Joe, Andrew Szymanski, and W. David Marx, CNNGo Tokyo World's Greatest City: 50 City Editor all contributed to this report. reasons why Hong Kong is No. 1 FULL ARTICLE 1. The world's most sophisticated railways With 13 subway lines and over 100 surface routes run by Japan Railways and other private companies, Tokyo's World's Greatest City: 50 railway system seems like it was designed to win world records. It's rare to find a location in the metropolitan area reasons why Bangkok is No. 1 that can’t be reached with a train ride and a short walk. Now, if only the government could devise a way to keep FULL ARTICLE middle-aged salarymen from groping women onboard. 2. The most beautiful place you'll never visit The Imperial Residence sits on three and a half square kilometers of most most greenery that were once valued at more than all of the real estate in read commented California. Although several of the outer Imperial gardens are open to World's Greatest City: 50 reasons why Tokyo is No. -
Yume No Machi Souzou Iinkai / 2484
Yume no Machi Souzou Iinkai / 2484 COVERAGE INITIATED ON: 2017.12.25 LAST UPDATE: 2018.07.03 Shared Research Inc. has produced this report by request from the company discussed herein. The aim is to provide an “owner’s manual” to investors. We at Shared Research Inc. make every effort to provide an accurate, objective, neutral analysis. To highlight any biases, we clearly attribute our data and findings. We always present opinions from company management as such. The views are ours where stated. We do not try to convince or influence, only inform. We appreciate your suggestions and feedback. Write to us at [email protected] or find us on Bloomberg. Research Coverage Report by Shared Research Inc. Yume no Machi Souzou Iinkai / 2484 RCoverage LAST UPDATE: 2018.07.03 Research Coverage Report by Shared Research Inc. | www.sharedresearch.jp INDEX How to read a Shared Research report: This report begins with the Trends and outlook section, which discusses the company’s most recent earnings. First-time readers should start at the later Business section. Executive summary ----------------------------------------------------------------------------------------------------------------------------------- 3 Key financial data ------------------------------------------------------------------------------------------------------------------------------------- 4 Recent updates ---------------------------------------------------------------------------------------------------------------------------------------- 5 Highlights ------------------------------------------------------------------------------------------------------------------------------------------------------------ -
Kinds and Characteristics of Restaurants and Their Owners
CHAPTER 2 Kinds and Characteristics of Restaurants and Their Owners LEARNING OBJECTIVES After reading and studying this chap- ter, you should be able to: . ■ List and describe the various kinds and characteristics of restaurants. ■ Compare and contrast chain, franchised, and independent restaurant operations. ■ Describe the advantages and disadvantages of chef- owned restaurants. ■ Identify several well-known celebrity chefs. ■ Define what a centralized home delivery restaurant is andwhatitoffers. Courtesy of Sysco Kinds and Characteristics of Restaurants ■ 25 Kinds and Characteristics of Restaurants Broadly speaking, restaurants can be segmented into a number of categories: ■ Chain or independent (indy) and franchise restaurants: McDonald’s, Union Square Cafe, or KFC ■ Quick service (QSR), sandwich: Burgers, chicken, and so on; convenience store; pasta; pizza ■ Fast casual: Panera Bread, Atlanta Bread Company, Au Bon Pain, and so on ■ Family: Bob Evans, Perkins, Friendly’s, Steak ’n Shake, Waffle House ■ Casual: Applebee’s, Hard Rock Cafe, Chili’s, T.G.I. Friday’s ■ Fine dining: Charlie Trotter’s, Morton’s The Steakhouse, Fleming’s, The Palm, Four Seasons ■ Other: Steakhouses, seafood, ethnic, dinner houses, celebrity, and so on Of course, some restaurants fall into more than one category. For example, an Italian restaurant could be casual and ethnic. Leading restaurant concepts in terms of sales have been tracked for years by the magazine Restaurants & Institutions. Their survey of the top 400 restaurants in sales is summarized in Figure 2.1.1 CHAIN OR INDEPENDENT The impression that a few huge quick-service chains completely dominate the restaurant business is misleading. Chain restaurants have some advantages and some disadvantages over independent restaurants. -
Sandwich Shops
This page intentionally left blank The Restaurant From Concept to Operation Sixth Edition John R. Walker, DBA,CHA,FMP McKibbon Professor of Hotel and Restaurant Management and Fulbright Senior Specialist, University of South Florida Sarasota-Manatee JOHN WILEY & SONS, INC. Photos were taken by the author unless otherwise noted. This book is printed on acid-free paper. Copyright © 2011, 2008, 2005 by John Wiley & Sons, Inc. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. -
Hotel Restaurant Institutional Japan
THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 2/29/2016 GAIN Report Number: JA6501 Japan Food Service - Hotel Restaurant Institutional Japan HRI Food Service Sector Report 2015 Approved By: Evan Mangino, ATO Deputy Director Prepared By: Masayuki (Alex) Otsuka, Marketing Specialist Report Highlights: The hotel, restaurant and institutional (HRI) food service industry performed favorably in 2014 and 2015, finally recovering from the prolonged negative impacts of the March 2011 earthquake. Despite the 2014 consumption tax increase setting the broader economy back a step, increased per capita and corporate dining expenditures and steady tourism growth, helped to keep HRI sales growth buoyant in 2014 and 2015. U.S. suppliers remain well positioned to compete in many product categories in the intensely competitive and continually evolving Japanese HRI market. Post: Commodities: Tokyo ATO Executive Summary: The hotel, restaurant and institutional (HRI) food service industry performed favorably in 2014 and 2015, finally recovering from the prolonged negative impacts of the March 2011 earthquake. Despite the 2014 consumption tax increase setting the broader economy back a step, increased per capita and corporate dining expenditures and steady tourism growth, helped to keep HRI sales growth buoyant in 2014 and 2015. U.S. suppliers remain well positioned to compete in many product categories in the intensely competitive and continually evolving Japanese HRI market. Table of Contents I. MARKET SUMMARY A. Market Volume and Trends B. Sectors C. Value of Total Imported Food vs. Domestic Products D.