Pioneering Healthy Quick Service Food: The Case of Yo! Sushi

Pioneering Healthy Quick Service
Food
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The Case of Yo! Sushi
Case study
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This case was written by Dr Marc Day, Henley Business School, University of
Reading. It is intended to be used as the basis for class discussion rather than to
illustrate either effective or ineffective handling of a management situation. The
Educational material supplied by The Case Centre
case was made possible by the co-operation of Robin Rowland, Yo! Sushi.
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608-038-1
The Case of YO! Sushi
It’s 5.30pm on a Friday afternoon in June and Robin Rowland, YO! Sushi’s
Chief Executive Officer (CEO) is sitting in his small Central London office.
He’s in an enviable position having been the operational architect behind
the distinctively branded YO! Sushi restaurant chain which has experienced
like-for-like sales growth exceeding that of its competitors,for the last four
years running. As he plans the next stage of the brand’s growth he wants to
make sure that he stays in this number one position as he takes the concept
into new geographies.
Two issues are at the forefront of his thoughts: opening more outlets in
the right places, and making sure that his existing restaurants repeatedly
provide what the customer expects every time. He’s currently mulling
over the performance of the chain in terms of ‘repeating the good
customer experience’ in a quiet half hour before he leaves for home.
The YO! Story

YO! Sushi, a conveyer belt restaurant company, was started in 1997 by
the rock stage designer and serial entrepreneur Simon Woodroffe. Back
then it had one restaurant on Poland Street in the centre of Soho, London.
It became an instantly fashionable place to eat, partly because of the
conveyer belt that stretched around the central ‘bar/eating’ counter in
the middle of the dining room, but also because of the call buttons, robot
drinks trolleys, Japanese TV and other such novelties. More recently the
chain has been one of the only consistent locations on the high street to
offer a fresh, healthy menu that has a wide range of simple dishes based
on fish, vegetarian and meat options that can be consumed quickly at a
reasonable cost.
Although the concept of transporting food around a restaurant using
a conveyer belt wasn’t new (it originated in Japan in the 1950s and was
called Kaiten), Woodroffe was the first to see its mass market potential
and as a great way to bring the ‘new’ food of sushi to the UK general
public. Even in the relatively recent 1990s it was quite a stretch of the
imagination for the British diner to consider eating raw fish!
Within a few years of opening, the YO! Sushi chain had de-bunked the
myth that eating reasonable Japanese-style food had to be a formal,
expensive dining affair. It was informal, edgy and fashionable with décor
and a service approach attuned to the different urban social groups it
counted as its core customer base. Although it was definitely a niche
player, Woodroffe wanted to expand the business quickly and create
a chain of restaurants not just in its heartland (London), but out of the
capital city and beYOnd.
The essence of the offering was a range of fresh, seasonal food prepared
daily by trained chefs at a complete meal cost comparable to other casual
dining restaurants on the high street. It mixed two quite different dining
experiences under one roof. The first of these was the opportunity for
customers to treat the restaurant as a self-paced quick service eatery.
Customers could arrive, eat, pay and leave within 20 minutes. This
customer segment rubbed shoulders quite happily with consumers who
wanted a casual dining experience where they wanted lunch or dinner
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at their own pace, not feel too rushed, and choose from an array of inter-
esting menu items.
The early days of expansion were a bit of a haphazard affair, with the
decision to open new restaurants across London in quick succession. The
choice of site was not well thought through, with things beginning to
go wrong two years after the doors of Poland Street had opened. Some
commentators at the time wondered if the highly fashionable and trendy
‘set’ of consumers had found the ‘next best place’, dumping their beloved
YO! for a more hip and trendy place. Not so. It was simply a matter of bad
site choice for new openings. It took the arrival of Robin Rowland as CEO,
a seasoned multiple site restaurant industry professional, to start the
turnaround. It was at this stage in the company’s history, at the turn of
the millennium that Simon Woodroffe handed over day-to-day running of
the business to his new CEO.
The key early decisions that the new CEO took were to stand the business
in good stead for the next five years. Robin quickly got to work under-

standing the YO consumer, and where the most likely places were that
they’d be eating. He made a thorough appraisal of the locations that YO!
Sushi were operating in at the time, and made some difficult decisions to
close the less well sited stores. He also gained the support and financial
backing of a private equity firm, Primary Capital, in August 2003. This
unlocked a vital stream of investment into the business to secure invest-

ment into the core estate of viable sites, and allow for the disposal of those
locations not deemed profitable. Since then the company has embarked on
an ambitious expansion programme that has seen it open more of its own
stores, but also franchise the concept to overseas partners.
The chain has always followed one basic principle: providing good quality
Japanese-style food at speed. The company is now owned (in the main) by
the same venture capitalist, but is managed by Robin and a small team
of people from the head office in Farringdon, London. Simon Woodroffe
still maintains a 22% share in the business, and has some input into the
business as a member of the board.
From small beginnings they have grown to become a multinational
business employing over 900 people across 32 restaurant sites. They serve
about two million customers per annum, 46% of their customers visit at
least 12 times a year, and YO! Sushi has an active 100,000 website database
of customers. The head office for the company is located in Central
London, and is sparse by many standards. There is no formal dress code,
only those in senior management positions have small cubicle offices,
whilst everybody else has a desk in a large central island that runs the
length of the office. The office represents a visual demonstration of the
intent to plough as much cash back into the restaurant estate, which has
meant having the least number of central office staff and as small an
overhead as possible.
Robin and his team are intent on expanding their wholly owned chain
of restaurants in the UK, and offering franchises to overseas operators.
They plan to have over 100 restaurants open by 2011. Some of the secrets
of their success lie in a sound set of operations and processes that are
managed by seasoned industry professionals, which have been designed
around an intimate connection to their customer groupings.
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Segmenting YO! Sushi Customers

From Day 1 the company has cultivated a loyal band of followers.
The edgy, fashion conscious informal dining experience attracted a
pretty focused group of consumers early on in the chain’s history. The
company has used this initial focus to its benefit, and has ensured
that the features and benefits of its marketing offering are tailored to
strengthen the affinity of the brand with this core group. But the secret
to its expansion has been to build its appeal steadily with associated, but
different segments, of customers. Appendix 1 shows the main groupings
of customers that are attracted to YO! Sushi, according to an industry
standard consumer segmenting approach called Mosaic which builds
up demographic patterns on groups of consumers based on their home
postcode.
The Mosaic profiles show that there are three distinct groupings of
customers who eat at YO! Sushi. The largest group, ‘urban intelligence’ is
the core YO! Sushi customer who is attracted to the cool, fun, irreverent

and informal dining environment that the restaurant has created. They
are the original diners who have eaten at the group’s restaurants from
Day 1. The next largest group, ‘symbols of successes are those households
where spending money on eating out is not an issue. Neither of these
groups would perceive YO! Sushi as a destination restaurant brand, but
they would appreciate the mix of quick service and fresh fast food at a
reasonable price point. The final group, ‘welfare borderline’ are those
consumers who share some affinity with the brand but appreciate the
good value that the restaurant can offer when the customer can self-select
their own meal pricing.
How to YO!
Each outlet is built around a relatively simple concept. There’s a central
kitchen area where fresh food is prepared and diners sit at or near to this
focal area to eat. The kitchen has been put specifically ‘on show’ to the
public, some of whom sit at a counter which encircles the kitchen. The
kitchen is surrounded on four sides by bar-style seating and a counter
which contains an integrated conveYOr belt. The belt is stocked by the
chefs on a regular basis with different types of dish. Each of these food
offers is placed on dishes which are colour coded according to different
price points. Drinks are also on offer, with each seated dining station
close to a tap which the diner can use to pour their own mineral water.
Other drinks such as alcohol and tea can be ordered from the beverages
section of the menu.
The conveYOr belt options form only part of the total menu, which lists
a rather extensive 127 dishes which take a variety of times to prepare.
Based on a mixture of traditional Japanese and Western dishes, customers
can choose from the traditional sashimi (raw fish), rice covered makis
(small rolls of filling wrapped in seaweed) and nori (seaweed) wrapped
hand rolls, right through to hot staples like chicken katsu curry, salmon
teriyaki and spicy beef ramen (soup noodles). Those not appropriate for
the conveyer (i.e. soups, dishes served hot and the less requested items), or
dishes not on the belt at that time can be chosen from the booklet-style
menu. Again, they are served on plates or in bowls that are differently
colour coded.
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Servers will take orders from the diner then communicate this to the
kitchen. Servers then either take the dish to the table, or the chef will
hand it to the customer if they are sitting at the counter that overlooks
the kitchen.
Once the diner has eaten a dish they stack the coloured plates or bowls
next to them. These are counted up at the end of the meal and this forms
the basis for the simple billing process based on counting the different
colours and adding the cost together.
Location, Location, Location!

The aesthetic design of each restaurant, although containing the same
kitchen/conveyer belt food fashion show, is different. The footprint can
flex from 120 sq m up to 400 sq m, with bespoke design features such
as airline-style call buttons, water taps and plasma screens showing
YO!TV. The beauty of the YO! Sushi restaurant design is that they can fit
a complete functioning site into the smallest of locations. So, concessions

(small areas of rented floor space) can be operated in department stores

such as Harrods, Fenwicks and in the central atriums of large shopping
centres like Bluewater and Lakeside in the UK or the Marina Mall in
Kuwait.
The key location-based issue is that a site is situated in what YO! call
premium urban locations: they are very often not perceived to be a ‘desti-
nation’ restaurant in this scenario, but are sited in places for people who
want to ‘refuel and run’. At the places where they operate standalone
restaurants on the high street then there is a marketplace for people who
use the chain as a destination to eat. However, such locations are often
close by a cinema, entertainment complex or theatre where, again, the
time short but hungry diner can stop by and refuel quickly. These are the
places where their target segments are on the move, and want to know
that they can find a YO! Sushi restaurant without having to go out of their
way. Some of these stores also do ‘YO to Go’, a takeaway option for those
who don’t want to eat at the restaurant.
It took some time for YO! to work out which location was best for their
style of eating and consumer. Some of this experience was hard-won,
and involved taking the pain of closing restaurants that simply weren’t
sited in the correct place. They now have some pretty robust thinking
behind where they decide on opening a new restaurant. As Robin says ‘We
know the detail of almost every street corner in London, and we know
what works in other places too…’. In short, a site has to be situated in a
place where other activities draw their focus segments: good shopping
with the right types of store (a mix of high street and premium branded
goods outlets), an entertainment complex with cinemas or theatres, or a
business person’s ‘pit stop’ in a commercial area of a large city. This, of
course, means that they have to compete quite vigorously with the compe-
tition for the best places for their stores. But, one of their advantages
comes from the fact that they can drop a complete outlet, in the form
of an open kitchen with a dining area surrounding it, in the tightest of
locations (see Appendix 2).
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Profiling Different YO! Customers

YO! has undertaken some detailed research into its consumers, on top of
the Mosaic reports, to segment and target specific socio-economic groups.
This has been in the form of focus groups of different types of qualita-
tive consumer research, based on samples of consumers being asked to
keep eating diaries, participate in focus groups, and undertake visits to a
YO! Sushi restaurant accompanied by a market researcher. This helped to
reinforce an additional important definition of customers based on the
number of times they have interacted with the company according to the
frequency of their restaurant visits. They have three categories:
• Lovers/ambassadors – frequent visitors, at least once a month
• Regulars/loyal – repeat visitors who come 2–12 times a year
• One night stands – have visited once before
• Virgins – first time customers new to the YO! experience
Sixty per cent of all YO! customers can be classified into three well-

defined socio-economic groups. Each of these segments demand pretty
similar expectations from a visit. They first of all want to eat really good
food that tastes fresh. Choice is important too, albeit that the average YO!
customer (on visits after their first time) will only ever choose from a self-
selected range of about ten items. They also want a menu that has new
and different items, and a choice that reflects the time of the year. On
top of this they want the food to be delivered quickly, and for this speed
element not to affect the consistency of the food.
But, there are obvious differences between those who eat regularly and
those classed as ‘virgins’. Those who haven’t been to the restaurant before
will not know how to order, how the conveyer belt system works, or be
too aware of what the different Japanese dishes contain, and how to pay
at the end of the meal. Those that have been before are more aware of
the system, but will have to be introduced to new menu items and any
specials that may be on offer at the time. The ‘virgin’ category has been
a challenge for YO! Sushi to get right in terms of the interaction with the
customer, which is important to get right as this creates the best chances
of this customer returning. A recent piece of qualitative research that
YO! commissioned found that the first impression was the key factor for
making a virgin return to the restaurant as a repeat customer.
The whole experience of visiting the restaurant for the first time can
be a bit of a daunting experience. Japanese food, although much more
common than it was say ten years ago, still has a lot of ingredients and
cooking processes that need explanation. On top of this the system of
ordering from the menu versus taking from the belt and the billing
process (based on the number of plates YOu eat) can result in a first
time user taking ten minutes or so to ‘take it all in’. The importance of
the server asking ‘Is this YOur first time to YO! Sushi?’, then providing
the right level of input to the user has been important to instil in the
server’s management of the customer visit. If the customer signals they
are a ‘new’ customer (a virgin!) then they are talked through the steps
of the process for ordering, eating and paying. This is also written down
on the menu, which provides a written account of how the customer
fits to the restaurant process. The menus have had to evolve to break
down the barriers of what could be quite an intimidating food ordering
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environment. Pictures of the dishes and explanatory notes tell the less
knowledgeable about each dish, and there are definitions of the more
complicated Japanese words to tell the customer exactly what is in each
dish. Finally, the role of the belt often needs to be explained – ‘If it isn’t on
the belt then just ask a server and they will order it for YOu’.
Of prime importance for the customer is what the restaurant trade call
‘dwell time’. This is the time from when they enter the restaurant to
when they exit (i.e. leaving the facility having paid). The customer wants
to arrive, select their food, eat it, pay promptly and leave. The average
‘dwell time’ in a YO! Restaurant is about 45 minutes, one of the lowest in a
‘sit-down’ environment. This is because of the locations that are targeted,
but also because the environment that YO! have created means that
dining alone isn’t such a lonely experience. The single diner will have a
much lower dwell time, but they can be accommodated on a single seat at
the central island which doesn’t take up a table-sized space, they can eat
as quickly or slowly as they like, and there’s plenty to be watching whilst

YOu’re eating too!

A key feature, therefore, is the environment of the restaurant: customers
want to spend their time (albeit limited) in a place that is lively, stylish,
futuristic, informal and fun. The unique selling point of the belt also
attracts customers: the opportunity to select YOur own dishes – YOu
dictate the pace of service, and to see a visual format of the menu go past.
It can be quite interesting to observe customers as they gaze at the belt

and watch the tempting dishes go by. It can sometimes take up to ten
minutes for the customer to make their first selection, even if they have
been before!
When it comes to repeat customers, the task of making them repeat
purchase comes down to food quality, the tempo of the service, variety,
and repeatable good service exchanges between the customer and server.
Many repeat customers use the belt as their measure of their expected
service quality – if it’s half empty then they might walk past the store,
guessing that the restaurant is too busy for the staff to keep up, or the
food left has been out for longer than they’d want. They also want to see
a variety of dishes displayed, and to have the opportunity of taking the
chance to sample one or two dishes that are seasonal or on promotion.
Keeping this group of customers interested and happy is an ongoing
challenge that YO! Sushi have made their business to address. Once they
have a customer they’re very keen to keep them! They do this by offering
seasonal menus that can involve the use of different ingredients and
special dishes. Meal promotions also play an important part in driving
trade into the restaurants at less than busy times in January, when the
Christmas rush is over, and August when lots of people go on holidays
overseas.
The issue of meal pricing is interesting. Although YO! don’t position them-
selves as offering a ‘value for money’ meal, they make the distinction that
a quick, sit-down meal is competitively priced through their restaurant
format. The food plates range in price with the cheapest at £1.50, whilst
the most expensive (the platinum plate) is £5. But the critical issue is that
the colour coding of each plate and bowl allows the consumer to eat what
price range they want. They can also keep a visual check on their bill,
should they wish.
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Getting Behind the YO! Processes

There are some interesting process dynamics that have been carefully
thought through in the design and operation of a YO! Sushi restaurant.
The first of these is in the location of the restaurant. It is a moderately
high throughput system in terms of customers that needs to be set up
to deal with a variable amount of the trade throughout the day. This is
because many of the sites are affected by what happens in the immediate
environment, be it the start of a film at the local cinema or the Saturday
afternoon rush of shoppers keen for a quick sit-down lunch.
Setting capacity is largely determined by the available space they have
to work with when designing the laYOut. But, decisions at this stage
of planning have already been informed by background research on
the expected number of diners during the day, what the profile of this
demand would be over the week, and how many different types of diners
(singles, couples, groups) would be expected. The laYOut is also influenced
by the shape of the site, with the resultant physical design for each outlet

being different, as they are often fitted into awkwardly shaped areas.
Once a restaurant has been designed and is ready for operation there are
a series of planning and control activities that have to be undertaken on
a regular basis. Food ordering from suppliers is undertaken by the head
chef, including other basics such kitchen utensils and supplies. The fish
that YO! Sushi uses comes from accredited sources which excludes endan-
gered and over-fished stocks. At some times the fish can be eaten in a YO!
Sushi restaurant only 72 hours after it was caught at sea! The restaurant
manager will schedule the number of staff that work in the restaurant
during the week. They also play a key role in ensuring that standards are
met in accordance with health and safety, and general company policies.
Quality is multi-faceted in the restaurant industry. Not only is the quality
of the food important, but service quality is critical too. Customers must
be given a repeatable level of service that satisfies their expectations and
perceptions. The servers will be responsible for this repeatable service,
and making sure that the YO! Sushi brand is recognised for excellent
repeated service quality across the whole restaurant network. Service
quality in this environment not only relates to the person-to-person inter-
action, but to the general cleanliness of the restaurant, the ambiance,
promptness of service, and the assurance from the staff member’s
knowledge of the menu and restaurant operation. This is tested each
month by an independent organisation contracted by YO! Sushi who
dispatch mystery diners to each one of the chain’s outlets. Appendix 3
shows the mystery diner scoring system that is used by the company,
and a range of feedback received on the service quality. A representative
sample of feedback is contained in Appendix 6. The senior manage-
ment team of the company also publish their email addresses on the
website, and they each deal with at least ten emails per day in response
to customer feedback. Robin takes this aspect of his job seriously – he
responds personally to everYOne who emails him, making sure that the
issue is understood at its root cause and that a solution is found to make
the customer a repeat visitor in the future.
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The food quality of the restaurant has to be carefully managed. Not only
is the restaurant having to keep a careful watch on its food standards
and hygiene, but the whole kitchen area is ‘on show’ to the public. So, the
general cleanliness of the kitchen, the washing of hands every 20 minutes
(a buzzer sounds directing staff to change gloves and wash hands),
keeping work surfaces and floors clean, and relative skills of the chef are
observable demonstrations of quality to diners. Food stock management
is also critical: no item of food is allowed to remain on the belt any longer
than two hours. This is important for the visual appeal of the food, its
taste when selected, and the fact that it is not in a refrigerated environ-
ment when displayed on the belt. If the food has not been sold off the belt
within two hours then it is discarded immediately.
What Next?
YO! Sushi like many other businesses in the restaurant trade, has to know
how well it is performing. There are currently a series of measures that

record data about the processes that operate inside the organisation which

inform restaurant and managerial decision-making.
However, Robin is just about to initiate a re-think at Head Office about
the way they collect and use data to ensure that each site is performing
well. He decided to look again at the measures currently used, as he is
convinced that a mixture of two influences, in terms of the restaurant
manager’s performance and the server performance, hold the key to

further maximising sales at the existing operations. He has a feeling
that, given the right set of metrics, he can encourage both the managers
and servers to outperform in their current roles. He has a belief at the
moment that the measures of performance they use need to be tested to
make sure they are the right ones.
He needs to get his performance measures right for two pressing reasons:
to free up cash to invest in new openings, and to keep his loyal band
of ‘lovers’ coming back for more. As Robin closes his PC down for the
weekend he decides to call his senior management team together early
next week to look at the logics of the metrics and make some quick
decisions about how to measure the performance of the restaurants.
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Questions
1 What are the operations performance objectives in the context of YO!
Sushi? Assess their relative importance.
2 Evaluate what effects the operations performance objectives have on
the capacity management, scheduling and quality at a YO! Sushi restau-
rant.
3 If YOu were Robin what performance criteria would YOu consider
important to measure, with a view to improving the success of a YO!
Sushi restaurant, and why? Do YOu think their current mystery diner
approach works well in this respect?

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Appendix 1 – YO! Sushi Customer

Segments According to Mosaic
Profiles
Mosaic Profiles for the three largest groups of UK-based consumers for
YO! Sushi restaurants. Mosaic is a system that classifies households in the
United Kingdom into 12 groups and 52 sub-groups called Mosaic Types.
These groups and types are formed on the basis that the households
comprising these samples of the UK population share certain economic
and social patterns that influence their consumption patterns.
Source: The excepts used for this appendix are derived from Experian’s Mosaic classifications™
(with courtesy for permission from Experian UK Ltd; http://www.experian.co.uk)

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Mosaic Group Name: Symbols of Success

Percentage of Total YO! Sushi Customer Base: 19%
Summary
Symbols of Success contains people whose lives are ‘successful’ by whatever
yardsticks society commonly uses to measure success. These are people
who have rewarding careers rather than jobs, who live in sought after
locations, who drive the more modern and expensive cars and who
indulge in the most exotic leisure pursuits. Most, though not all, appear to
enjoy stable household arrangements.
Demography
Most of these people have worthwhile professional or technical qualifica-
tions, and are now well set in their careers. Their incomes have now risen
well into upper income tax ranges. Some work for large corporations in
senior management positions, some now command respected roles in
professional practices. Others own successful enterprises that they have

built up with their own commercial acumen.
These people are now seeing the fruits of previous years of hard work and
long hours, though that does not necessarily mean that they are taking
life easier now they are entering middle or later middle age. However they
have reached a phase in their lives in which enjoyment of consumption
and of leisure time are now more evenly balanced with the demands of
work. People will by now, for example, have been able to afford to move
to a more prestigious area of town, to a bigger house set in leafier gardens
and perhaps more individual in its design.
Children are now likely to be less burdensome in terms of time but more
expensive in their leisure interests, and independent in their lifestyles.
Some will have to be regularly ferried to private schools, to be collected
at the airport from foreign trips, to be equipped with the wherewithal for
riding lessons or sailing trips and to be funded for their years at univer-
sity.
These therefore are people with busy and complex family lives, who
require heavy support from gardeners, cleaners, builders and decorators
to enjoy the fruits of past and current labours. Though these are mostly
white British neighbourhoods, they are likely to contain significant
Jewish, European, Chinese and Indian minorities.
Environment
Neighbourhoods of Symbols of Success are typically areas of choice housing,
whether fashionable inner city neighbourhoods such as Kensington or
the New Town area of Edinburgh, or prestigious outer suburbs. These
neighbourhoods are typically well established rather than new. Houses
are well built and spacious, with four or more bedrooms, and very often
built to individual designs at low densities, and in places far away from
major roads or centres of commercial or industrial employment. Though
in inner cities they may take the form of town houses or even luxury
flats, most will be in the form of detached, single family dwellings set
in gardens or even grounds. These are well stocked with shrubs and
flowering trees and in certain instances shaded by quite mature trees. All
this vegetation provides privacy to rear gardens and to front windows.
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Plots are usually large enough for cars to be parked off the street in
dedicated driveways as well as garages, increasing numbers of which are
electronically operated.
Economy
Symbols of Success is found concentrated in the economically more
successful regions of the country, particularly in London and the South
East of England, where a high proportion of the workforce is engaged
in what are loosely known as ‘knowledge’ industries. These people are
particularly likely to work in professional jobs, which by their nature
are concentrated in the big cities, such as lawyers, surgeons, university
professors, consultants or senior civil servants. Others cluster around
those parts of the country that have been successful in attracting high
technology companies, such as the M3/M4 corridor, or where prestigious
universities have attracted important research and development centres.
The importance of London and Edinburgh as centres of employment in
financial services and government is also reflected in the high concentra-

tions of this type of neighbourhood in these cities. By contrast, Symbols
of Success are not likely to be found in the deep countryside or in small
manufacturing towns.
Consumer Values
Symbols of Success typically consists of people who, having achieved a
measure of success in some aspects of their lives, have moved beYOnd

a need to impress others by the nature of things that they own. Status
among these people is established in more subtle ways, by the values
associated with the brand rather than by the product category, and by the
manner in which the product is accessed and consumed. The air of discre-
tion and understatement, that is associated with traditional premium
brands, appeals to a greater extent than flamboyance and conspicuous
styles of consumption associated with the nouveau riche.
Money
These are likely to be people who have accumulated substantial equity in
some form or other and to have a high ‘net worth’. Assets might be held
in the form of equity in high value properties, in stocks and shares, in
pension schemes or in the form of illiquid assets such as business enter-
prises. Many of these people will also be at a stage in life where they are
inheriting estates from deceased parents. Loans on houses are now often
low in relation to their value and there is little need for credit to finance
any but the largest purchases. Deciding how to invest rapidly accumu-
lating wealth is a source of considerable interest to this Group.
Consumption Patterns
Symbols of Success spends a lot of money both on premium brands within
frequently consumed product categories and on specialist forms of
consumption. Thus in terms of media they are likely to be too busy to
watch much television but anxious to keep in touch with current trends
by reading the financial, arts and property sections of the major broad-
sheets as well as subscribing to magazines such as The Economist and
Time. Clothes are likely to be bought from department stores and from
specialist independents operating from heritage locations, rather than
from major high street multiples. Their garages are likely to contain
13
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Mercedes and BMWs, sometimes as convertibles, and 4x4s. Supermarket

trolleys are particularly likely to contain fresh fruit and vegetables, items
from the delicatessen and the fresh meat and fresh fish counters. Many
more shopping trips are likely to be made to specialist independent shops,
whether for clothes, new kitchens or bathrooms, for wallpapers and floor
coverings, and for holidays, at outlets that provide a specialist range of
merchandise and where more knowledgeable staff take a greater interest
in matching the available offerings to the needs of individual customers.
Leisure is likely to be undertaken according to the preferences of indi-
vidual family members. The husband may go to the golf club on his own.
The parents may visit the theatre leaving the children behind at home.
The children may go off to their own camps during the summer holidays.
The wife may enjoy a visit to a spa during the day. Holidays are unlikely
to be purchased from the brochures of the major travel companies but
to involve self-catering at owned or rented villas, skiing, boating or inde-
pendent foreign travel.

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Mosaic Group Name: Urban Intelligence

Summary
Urban Intelligence mostly contains YOung and well educated people who are
open to new ideas and influences. YOung and single, and few encumbered
with children, these people tend to be avid explorers of new ideas and
fashions, cosmopolitan in their tastes and liberal in their social attitudes.
Whilst eager consumers of the media and with a sophisticated under-
standing of brand values, they like to be treated as individuals, and value
authenticity over veneer.
Demography
Education is important to Urban Intelligence. Many are still in further
education, while others are making the transition from full-time student
to full-time worker. Many in full-time employment are eager to further
develop their level of ‘human capital’. This is a culture in which work

involves intellectual rather than merely inter-personal or manual compe-
tences.
While most may enjoy casual or transitory relationships, they do not feel
ready to make permanent commitments, whether to important ‘others’,
to professions or to specific employers. For this reason, many prefer to
occupy themselves with a mix of study and part-time work, and to live in
rented flats which they often share with people in similar circumstances.
This flux creates neighbourhoods that are highly transient, resulting in
a level of mobility that makes it difficult for older established residents
to sustain the networks that give identity to the community. The older
people then tend to leave, abandoning their old neighbourhoods to the
YOung. The resulting anonymity and lack of cohesion contributes to
increases in the levels of petty crime which then renders the neighbour-
hoods unsuitable for families, other than those with very YOung children,
further reinforcing the dominance of YOung singles. The internationali-
sation of higher education has also resulted in Urban Intelligence acquiring
significant numbers of foreign-born residents. This contributes to a cosmo-
politan atmosphere that further encourages ethnic and cultural variety.
Many of the partnerships in these areas are between people of different
ethnic groups.
Environment
Neighbourhoods of Urban Intelligence occur mostly in inner London and in
the inner areas of large provincial cities, especially those with popular
universities. Whilst the nucleus of the student population initially lived in
halls of residence, the growth in student numbers has led to a dispersion
of students into older working class communities as well as into the areas
of large old Victorian houses, which often surround the older universities.
Extending beYOnd these immediate environs are other attractive inner
city areas that are now taken over by recent graduates and by YOung
professionals who want to live close to their work and to the restaurants
and entertainment facilities of the inner city. Increasingly, with demand
for flats outstripping supply, developers are now building smart new flats
as well as refurbishing older houses, particular in locations close to old
canals and docklands. In London the pressure of demand from YOung
15
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professionals and childless couples extends into previously lower middle

class suburbs such as Wandsworth and Hammersmith resulting in the
extensive purchase and restoration of the more decorative older terraces.
Outside London the needs of this Group are met by new ‘dinky’ develop-
ments of town houses and small flats, often on brownfield sites, catering
for the demand for accommodation which is new but which is designed
for the needs of people without children. A common feature of all these
types of Urban Intelligence neighbourhoods is the plentiful supply of places
to eat and drink.
Economy
Urban Intelligence neighbourhoods are very dependent on knowledge
work, particularly in government, the media, research and consultancy,
marketing and information technology. Not needing space other than
to accommodate intelligent brains, employers of such expertise find it
convenient to establish themselves in city centres or near city centre
locations that provide good access to potential customers. Universities and

the human capital that they create thereby become a source of economic
regeneration for many city centre and inner city locations.
Consumer Values
Urban Intelligence is the most liberal group in terms of their values, the
most catholic in their tastes and the most international in their orien-
tation. Although highly aware of the values associated with different

brands, and particularly the brands that they choose, many people are
at the same time hostile to artifice and manipulation and attach a high
importance to personalisation and authenticity. In general this population
is particularly supportive of businesses whose priorities involve environ-
mental sustainability and the avoidance of cultural imperialism.
Money
Particularly under current government funding arrangements, many
students and recent graduates expect to start their careers burdened
by debt. Discovering how to use financial products, how to survive on a
budget and how to manage debt is therefore a concern for many in this
Group. On the other hand there is an increasing population of YOung
professionals living in these neighbourhoods who are earning signifi-
cantly more than they can easily manage to spend. Mindful of career
uncertainties these more affluent populations have become an interesting
market for various forms of high risk investment whether in short-term
trading or in the buy to let market. The presence of overseas students and
of ethnic minority groups can make the international transmission of
money an important financial need in certain localities.
Being well educated, Urban Intelligence is a group who are enthusiastic
consumers of all forms of media, in particularly the broadsheet press,
current affairs and environment magazines, foreign newspapers and the
Internet. These people are particularly interested in issues-based content
and in news rather than in entertainment and celebrity gossip. People
spend much time in bookshops. The less well off pay little attention to
fashion, dressing informally in denim and T-shirts, though the better off
are very often leaders in fashion, applying designer criteria not just to
18 16
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clothing but to accessories such as glasses and haircuts and creating an

urban style of their own which spills over into exclusive restaurants and
bars.
While students at the lower, YOunger end of this Group own any cheap
car, those at the higher end of the Group can often be seen driving luxury
German and Swedish, as well as conspicuously individualistic, sports cars.
Tastes in food are experimental, with parties of students or YOung profes-
sionals frequenting restaurants offering the most exotic of cuisines, in
preference to traditional English food. People are very aware of the rela-
tionship between food and health, which results in a demand at grocery
stores for fat free and organic products, as well as vegetarian alternatives
to mainstream products. Small household sizes and small kitchens result
in smaller and more frequent shopping trips and the purchase of products
in smaller pack sizes than in areas of Happy Families. In London, in partic-
ular, the older and better off members of this Group can display very
considerable interest in shopping at highly specialist stores, which offer

a particularly high standard in specific areas such as fish, cheese, fruit
or wine. The leisure focus of this Group is particularly oriented towards
the arts and entertainment, with large numbers visiting the cinema,
attending plays and concerts or visiting exhibitions. Travel agents do
particularly good business in these neighbourhoods, especially in summer
months.
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Mosaic Group Name: Welfare Borderline

Summary
Welfare Borderline is comprised of many people who are struggling to
achieve the material and
personal rewards that are assumed to be open to all in an affluent society.
Few hold down rewarding or well paying jobs and, as a result, most rely
on the council for their accommodation, on public transport to get around
and on state benefits to fund even the bare essentials. The lack of stability
in many family formations undermines social networks and leads to high
levels of antisocial behaviour among local children.
Demography
Welfare Borderline contains people on very low incomes who are mostly
housed by local authorities in small flats, either in high-rise towers or in

large mid-rise developments. This Group is most common in West Central

Scotland, which has a tradition of housing families with children in
mid-rise and high-rise blocks but is also common in inner London where
the high price of land has encouraged councils to build flats rather than
houses. In both London and Scotland these flats are not the sort that
better off council tenants would want to live in. Nor are they ones that
many of the tenants would want to purchase from their council landlords.
As a result these have become areas of housing of last resort, offered to

those with nowhere else to live. They are neighbourhoods with high
levels of social deprivation not just on conventional indicators from the
census but in terms of crime, health and educational performance. Few
of the tenants have marketable skills that enable them to hold down jobs
that are other than menial, low paid, with uncertain futures and few
long-term prospects. Many of Welfare Borderline have difficulty sustaining
stable personal relationships and particularly large proportions of the
children in local schools live in single parent families, or in transient
family formations, involving adults other than their natural parents.
Despite the unsuitability of much of this accommodation for families with
children, these are areas in which large proportions of the population are
children, many of them YOunger rather than older, and many of them
members of large families living in overcrowded conditions. In London a
high proportion of these neighbourhoods are of Caribbean or Bangladeshi
descent or have recently arrived in the country as asylum seekers.
Environment
Neighbourhoods of Welfare Borderline live in flats, many of which are too
cramped to accommodate families with children other than in over-
crowded conditions. These flats are often found in the high-rise towers
that are landmarks in the inner areas of most large provincial cities as
well as London and Strathclyde. Others are found in developments of
mid-rise social housing often involving three or four storeys. In Scotland,
these neighbourhoods may contain small maisonettes that were popularly
built in the form of ‘four in a block’ arrangements where a small block
would have two lower and two upper flats each with their own separate
front entrances. The immediate environment around many of these
blocks often has an air of neglect and danger, particularly from local
18
608-038-1
YOuths. However there are many instances where, as a result of govern-

ment funding, these blocks have been refurbished with new exteriors and
new internal lifts. Improvement to security is often a major priority in
these programmes.
Economy
Welfare Borderline is mostly located in inner city areas and in particular in
those parts of the city where the houses of poor people have been cleared
to make way for council housing. Many people have suffered from the
decline of jobs in local docks and processing factories. Although these
flats are often located quite close to the central business districts of large
cities, few of the residents have the personal and information manage-
ment skills to hold down positions in offices and similar jobs, and have
to rely on lowly jobs as car park attendants, security guards, janitors and
cleaners.
Consumer Values

Welfare Borderline includes many people who have very little access to

resources and thus can only engage in a marginal way with the values
that drive the majority of consumers in contemporary Western societies.
For many, the process of coping with what to others are routine tasks can
often be a major struggle and much effort is devoted to the achievement
of basic necessities such as warmth, shelter and food.
Money
Welfare Borderline does not, as a rule, have the skills needed to earn
incomes significantly above the national minimum wage and most
families qualify for state benefits in some form. Very few own shares
or indeed enjoy the benefit of any savings. Budgets can cope with daily
necessities but are often undermined by the need to pay for larger or
unexpected items such as utility bills. At these moments many would like
to be able to borrow but are prevented from doing so in the mainstream
by previous county court judgments and can only call upon the home
collected credit. Most are unable to qualify for a credit card and some
do not have a current account so cash becomes an important medium
of exchange, resulting in post offices playing a vital role as places to pay
bills as well as to obtain benefit payments. Among this group of people it
is quite common for utilities to insist on prepayment, for example, elec-
tricity and mobile phones.
Not everYOne in Welfare Borderline is on the breadline, though many
are. Those who do not work are likely to be particular heavy viewers of
commercial television but in general low consumers of other forms of
advertising. Whilst The Mirror and The Sun sell well, there are many
residents who are unable to afford to purchase a newspaper on a daily
basis. Few people are stable enough to have become regular users of mail
order catalogues or to use telephone ordering or the Internet to purchase
products and services. Though people of Caribbean origins are likely
to dress immaculately and fashionably, the majority of people are rela-
tively uninterested in what they wear, using markets and supermarkets
to purchase unbranded apparel in preference to the high prices charged
by high street fashion multiples. Where cosmetics are purchased, they
19
608-038-1
are likely to be striking accessories rather than means for displaying

natural beauty. Likewise few people in these neighbourhoods are likely to
purchase a new car. What cars are owned tend to be old models bought
second hand. Again only among the London Caribbean community is
marque likely to be important, YOung males driving around in old but
lovingly maintained BMWs. Shopping trips tend to be frequent, local and
of low value, whether to medium sized discount chains, to small inde-
pendent convenience stores, to newsagents or to petrol filling stations.
A large proportion of expenditure goes on confectionery and drinks,
often purchased on impulse, and dietary considerations play a much
less important role than they might when selecting items to place in
the shopping basket. Despite low incomes these are good markets for
pizzas, fish and chips, curries and Chinese takeaways. By contrast little
money is spent on home improvement or on gardening and the room in
the house that people are most likely to spend money on is their living
room. Leisure activities in these areas centre on bars and clubs. With high

expenditure on betting, smoking and the lottery, these neighbourhoods

contribute disproportionately to revenues from indirect taxation.
20
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Appendix 2 – Store Design Formats

This picture shows the complete store laYOut (except some storage rooms
and staff facilities) for the YO! Sushi restaurant in London Paddington
train station. This is representative of the ‘island’ design of restaurants
that the company uses in public transport hubs and shopping centres.

This is the store laYOut for a more conventional ‘sit-down’ restaurant that
has both a central bar/eating area and booths which can accommodate
groups of diners around their own table.
21 23
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Appendix 3 – The Mystery Diner

Assessment Sheet for YO! Sushi
Source: Abstracted from internal company training documentation
Mystery diner
At YO! Sushi we measure service through feedback from our website
www.YOsushi.com, from managers and team members talking to
customers, through comment cards in the restaurants and Mystery Diner
reports.
At least once a month a Mystery Diner visits each restaurant. They dine as
customers and then fill out a report which is then sent to the restaurant
and head office.
We do this:

• To reward team members who have done a great job, shown in the

report by paying a bonus
• To act on any negative issues in the report
How is the Mystery Diner scored?

Category Possible Score

1 First impression 20
2 Introduction 65
3 Ordering 55
4 Food 75
5 Dining experience 45
6 YO! team 30
7 Last impression 50
Total possible score 340
Each category is scored by the diner, with a maximum of 340 points. This
score is then converted into a percentage.
Rewarding YOu
YO! Sushi rewards team members for providing outstanding service and
doing a great job.
The Mystery Diner result is a way that we can measure the quality of our
service in each of our restaurants.
When the Mystery Diner has visited YOur restaurant, and the report is
received, YOur manager will go through the results with YOu and YOur
team. YOu have the possibility of receiving bonuses of anything up to
£500 a year!
YOu can earn great bonuses throughout the year just by doing a fantastic
job – it’s not difficult!
22
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Mystery Diner scoring form

Below is the form we ask our Mystery Diners to complete…..
1. First impression Possible score

1.1 Did YOu receive a warm greeting upon,
or soon after, YOur arrival? 10
1.2 If YOu had to wait in a queue, did a YO!
team member interact with YOu? 5
1.3 Was there energy coming from the team? 5
1.3 Briefly describe YOu first impression.
For example, did the restaurant appear
organised and under control?
2. Introduction Possible score

2.1 Were YOu asked if YOu had eaten at
YO! Sushi before? 10
2.2 If not familiar with the service, were YOu
given a full YO!-ing? 10
2.3 If YOu received a full explanation, was this clear? 10
Were YOu offered the following:

2.4 Miso? 10
2.5 A drink? 10
2.6 To order a dish from the kitchen? 10
2.7 If possible, were YOu up-sold a larger drink? 5
2.8 How long did it take for YOur order to arrive?
Tell us about YOur server.

3. Ordering Possible score
3.1 Was it easy to place an order? 10
3.2 Was the YO! team member friendly and easy
to understand? 10
3.3 If sitting near the kitchen, was it easy to interact
with a kitchen team member? 5
3.4 Was anything else offered to YOu, including
additional drinks and dishes? 10
3.5 Did a YO! team member answer YOur questions
with confidence? 10
3.6 Did YOur order arrive within 15 minutes? 10
3.6 Tell us about YOur interactions with any
of the team members.
23
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4. Food Possible score

4.1 Was the belt stocked with a steady flow
of dishes with a variety of colours (lime
through to grey)? 10
4.2 Did the dishes on the belt look attractive
and appetising? 10
4.3 Were the plates and lids clean? 10
4.4 Did lids have an expiration time on them
and were all old dishes removed
(allow 15 minutes from expiration). 10
4.5 Was the food fresh and did it meet YOur expectations? 5
Were key dishes available on the belt, such as:

4.6 Sashimi? 10

4.7 Hot food? 10
4.8 Desserts, including fruit salad? 10
4.9 Was there a dish that YOu particularly liked?
5 Dining experience Possible score

5.1 Were the restaurant and kitchen clean and tidy? 10
5.2 If sitting near the kitchen, did YOu hear a timer
(about every 20 min) and observe the team
wash their hands when it rang? 10
5.3 Were the toilets clean and fully stocked? 10
5.4 After they left, were the plates of other diners
cleared promptly? 10
5.5 Was the music at a comfortable volume? 5
5.6 Please leave any other comments about
cleanliness, or ambience.
6 The YO! team Possible score

6.1 Did the YO! team members look clean and
professional? 10
6.2 Did the team appear to be working together? 10
6.3 Were YOu confident that the team understood
YOur needs? 10
Was anYOne exceptional?
24
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7 Last impression Possible score

7.1 Did a team member promptly come to
YOur table to write YOur bill? 10
7.2 Were the correct plate and drink quantities
counted out loud? 10
7.2 Was YOur bill completed fully, with the correct
number of dishes, drinks and covers? 10
7.4 Were YOu directed where to pay? 10
7.5 Did the till person interact positively with
YOu and thank YOu? 10
7.6 Please give YOur overall thoughts about YOur experience at YO!

25
26
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Appendix 4 – A Sample Special Offer Promotion
608-038-1
Appendix 5 – Complaints and Positive Feedback Analysis

for Sectors A, C, D and E
2007 CUSTOMER FEEDBACK (January to September)
Number Complaints YO! To
Sector Restaurant of No of Per 10,000 Restaurant Go Positive Vouchers as
Code Number Diners Complaints Customers Related Related Feedback Compensation
E 1 40,736 1 0.2 1 0 8 £ 30.00
A 2 62,341 4 0.6 4 0 4 £ 60.00
C 3 39,334 7 1.8 7 1 7 £ 110.00
C 4 82,861 14 1.7 14 0 18 £ 170.00
D 5 50,277 7 1.4 5 2 4 £ 20.00
E 6 32,566 8 2.5 4 3 1 £ -

E 7 23,211 3 1.3 3 0 5 £ 30.00

E 8 27,870 8 2.9 3 5 2 £ 30.00
D 9 54,728 6 1.1 5 1 1 £ 100.00
D 10 68,557 9 1.3 6 3 1 £ 60.00
A 11 41,921 2 0.5 2 0 12 £ -
C 12 43,643 2 0.5 1 1 4 £ 20.00
D 13 53,105 4 0.8 4 0 0 £ 40.00
C 14 77,791 2 0.3 2 0 0 £ 50.00
C 15 46,341 2 0.4 2 0 6 £ -
D 16 14,347 1 0.7 1 0 3 £ -
E 17 51,551 7 1.4 6 1 6 £ 30.00
A 18 39,146 15 3.8 15 1 6 £ 30.00
A 19 54,311 4 0.7 3 0 8 £ -
A 20 70,859 9 1.3 7 2 12 £ 30.00
A 21 2,384 1 4.2 1 0 2 £ -
E 22 26,206 2 0.8 2 0 1 £ 80.00
A 23 44,524 2 0.4 3 0 10 £ -
A 24 46,026 9 2.0 8 1 11 £ -
D 25 16,796 2 1.2 2 0 3 £ -
C 26 71,029 10 1.4 5 5 3 £ 125.00
C 27 55,904 16 2.9 15 1 9 £ 50.00
D 28 10,806 4 3.7 4 0 3 £ 100.00
C 29 39,923 2 0.5 1 0 1 £ 50.00
C 30 93,596 6 0.6 5 1 3 £ 30.00
C 31 70,035 5 0.7 5 0 2 £ 130.00
E 32 12,276 1 0.8 1 0 10 £ -
E 33 41,542 7 1.7 6 1 8 £ -
D 34 50,214 10 2.0 8 2 2 £ -
D 35 55,393 5 0.9 5 0 2 £ -
Total 1,612,150 197 1.2 166 31 178 £ 1,375.00
27
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Notes
1 Vouchers are sometimes offered to customers as a means of com-
pensating them for what they perceive to be an unacceptable dining
experience.
2 The number of customer complaints and positive feedback messages
are collated together regardless of whether they were relayed to store
staff or head office.
3 Groups of restaurants are managed in sectors by a director. The rel-
evant sector is displayed for each restaurant. Sector B restaurants have
been removed from this analysis for the purposes of simplifying the
data so that it can be analysed within the time frame set for using this
case in a teaching environment.
4 The company’s target is to have less than 1 complaint per 10,000 diners,
and to have at least an equal percentage share of complaints to compli-
ments.

28
608-038-1
Appendix 6 – Selected Mystery Diner

Performance for Period February
2007 to January 2008
This table shows the total mystery diner scores for each restaurant sector.
Mystery diner visits are undertaken once per month at each restaurant,
with the results available to view 24 hours after the visit has occurred. A
management report for each sector director is produced once per month,
showing the combined results for the whole group. This is circulated to all
sector directors.
Sector A Sector B Sector C Sector D Sector E
Total Score 84 Total Score 79 Total Score 81 Total Score 81 Total Score 84
First Impression 81 First Impression 68 First Impression 79 First Impression 90 First Impression 78

Introduction 76 Introduction 62 Introduction 71 Introduction 71 Introduction 76

Ordering 84 Ordering 80 Ordering 77 Ordering 78 Ordering 80
Food 83 Food 81 Food 85 Food 86 Food 85
Dining Experience 78 Dining Experience 80 Dining Experience 78 Dining Experience 77 Dining Experience 85
YO! Team 92 YO! Team 91 YO! Team 87 YO! Team 87 YO! Team 90
Last Impression 91 Last Impression 88 Last Impression 91 Last Impression 88 Last Impression 89
Sector A = 184 red boxes out of 680 = 27% of its scores were below 75%
Sector B =180 red boxes out of 504 = 36% of its scores were below 75%
Sector C =264 red boxes out of 960 = 28% of its scores were below 75%
Sector D =215 red boxes out of 688 = 31% of its scores were below 75%
Sector E = 182 red boxes out of 728 = 25% of its scores were below 75%
Notes
1 Those scores that score 74 and below are deemed to be areas that
demand the most attention and so are coloured red.
2 The different geographies of the company are split into sectors, each of
whom has a sector director who is responsible for this particular group
of restaurants.
The following tables show a representative sample of restaurants from
each quartile of performance, measured using an average of total
performance over the 12-month period from February 2007 to January
2008. The first restaurant is in the upper quartile of performance, with
the remainder representing the other quartiles. A detailed review of the
scoring mechanism can be found in Appendix 3.
29
Sector A: Restaurant 23 12 Month Avg Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08
Total Score 85 78 61 77 96 76 100 100 100 100 41 96 100
First Impression 75 100 0 100 100 0 100 100 100 100 0 100 100
Introduction 82 75 0 85 100 75 100 100 100 100 50 100 100
Ordering 88 80 81 90 100 72 100 100 100 100 36 100 100
Food 88 60 100 73 100 73 100 100 100 100 66 86 100

Dining Experience 74 50 42 42 71 71 100 100 100 100 14 100 100
YO! Team 92 100 66 100 100 100 100 100 100 100 33 100 100
Last Impression 92 100 100 60 100 100 100 100 100 100 40 100 100
Sector C: Restaurant 30 12 Month Avg Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08
Total Score 84 93 75 89 90 51 88 93 83 86 69 93 100
Introduction 74 100 80 50 50 75 100 100 50 100 0 83 100
Ordering 79 100 90 100 81 36 72 81 81 100 27 81 100
Food 87 86 73 86 100 40 100 86 100 73 100 100 100
YO! Team 89 100 66 100 100 33 100 100 100 66 100 100 100
Last Impression 98 100 80 100 100 100 100 100 100 100 100 100 100
Sector D: Restaurant 34 12 Month Avg Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08
Total Score 78 77 86 87 78 88 90 73 85 59 89 75 52
30
Introduction 69 75 75 75 50 50 75 40 100 20 80 100 83
Ordering 79 80 80 100 81 81 100 81 100 54 90 81 20
Food 83 73 100 86 86 100 86 73 100 73 100 93 26
YO! Team 78 100 66 100 100 100 100 66 100 66 100 33 0
Last Impression 88 100 100 100 100 100 100 80 40 60 100 80 100
Sector C: Restaurant 26 12 Month Avg Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08
Total Score 72 75 58 77 45 44 74 87 80 64 86 86 90
Introduction 68 60 25 100 40 75 75 100 60 0 100 75 100
Ordering 71 81 54 63 36 18 81 81 81 81 81 100 100
Food 73 46 76 73 53 53 73 86 100 60 100 86 73
YO! Team 72 100 66 66 33 0 100 100 33 100 66 100 100
Last Impression 90 100 80 100 100 60 60 100 80 100 100 100 100
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Pioneering Healthy Quick Service

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The YO! Story

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unlocked a vital stream of investment into the business to secure invest-

Segmenting YO! Sushi Customers

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Location, Location, Location!

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Profiling Different YO! Customers

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It can be quite interesting to observe customers as they gaze at the belt

Getting Behind the YO! Processes

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manager’s performance and the server performance, hold the key to

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Appendix 1 – YO! Sushi Customer

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Mosaic Group Name: Symbols of Success

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measure of success in some aspects of their lives, have moved beYOnd

Mercedes and BMWs, sometimes as convertibles, and 4x4s. Supermarket

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Mosaic Group Name: Urban Intelligence

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professionals and childless couples extends into previously lower middle

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tation. Although highly aware of the values associated with different

clothing but to accessories such as glasses and haircuts and creating an

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Mosaic Group Name: Welfare Borderline

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Taught by Eamonn Ambrose, from 9-Sep-2022 to 9-Mar-2023. Order ref F454505.

As a result these have become areas of housing of last resort, offered to

YOuths. However there are many instances where, as a result of govern-

Usage permitted only within these parameters otherwise contact info@thecasecentre.org

Taught by Eamonn Ambrose, from 9-Sep-2022 to 9-Mar-2023. Order ref F454505.

are likely to be striking accessories rather than means for displaying

Usage permitted only within these parameters otherwise contact info@thecasecentre.org

Taught by Eamonn Ambrose, from 9-Sep-2022 to 9-Mar-2023. Order ref F454505.

Appendix 2 – Store Design Formats

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Appendix 3 – The Mystery Diner

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Taught by Eamonn Ambrose, from 9-Sep-2022 to 9-Mar-2023. Order ref F454505.

How is the Mystery Diner scored?

Category Possible Score

Mystery Diner scoring form