Internal Envorinmental Scan

...

concerning its industry, its strategy and capability to react to strategic moves.” (p. 207).

To elaborate a competitor analysis, Mambo has to follow these steps:

a) Identify the direct competitors

b) Once competitors are identified, analyzing competitor content is important such as visual content, social media, Ads, etc.

c) Review an audit their SEO structure. Restaurants are utilizing SEO structure to gain competitive advantage in the market including Social Media as well as Geofencing technique.

d) Identify Areas of Improvement.

Organization Structure

Mambo Seafood organizational structure is functional where restaurant general managers have the strategic position to run the operations as a key element of the organization. General Managers at each restaurant is the employee team member to implement the overall strategic operational business plan. Most employees at Mambo Restaurants are hourly employees with the exception of the managers. Mambo has one general manager and 3 assistant managers at each restaurant. Mambo’s organizational structure has a direct impact and influence in the performance of the whole Mambo organization since strategic plans are well executed under this model.

Competitive Position

Mambo Seafood (hospitality industry) is extremely competitive with numerous restaurants (big and small) competing for a share in the market. Success in this industry should be a result of competitive advantages as well as pricing and marketing strategies such as social media and Geofencing. In 2016, Mambo Seafood experienced an increase of Cost of Goods sold due to increase in shrimp prices and reduction of customers served during the whole year.

Currently, Mambo Seafood has an important market share in the Houston metro area competing with bigger chains and same size seafood chains. Mambo brand is now recognized including its Mambo chelada product, which is part of the competitive advantages of the company. At the 4th quarter of 2016, Mambo made a bold strategic decision to lower its prices in almost half of the items in its menu, with the objective of getting repeat and new customers and increase sales to be in a better competitive position. According to Hua and Templeton (2010) “Gain in market share indicates the level of market saturation and the competitive position of a restaurant firm.” (p. 64).

References

Anderson, S., & Guilding, C. (2006). Competitor-focused Accounting Applied to a Hotel Context. International Journal of Contemporary Hospitality Management, 18(3), 206-218.

Borza, A., & Bordean, O. (2008, Jun). IMPLEMENTATION OF SWOT ANALYSIS IN ROMANIAN HOTEL INDUSTRY. An Enterprise Odyssey. International Conference Proceedings; Zagreb:, (), 1623-1637.

Hua, N., & Templeton, A. (2010). Forces Driving the Growth of the Restaurant Industry in the USA. International Journal of Contemporary Hospitality Management; Bradford, 22(1), 56-68.

Won, D., & Packianathan, C. (2016, Jan). Competitive Advantage in Intercollegiate Athletics: Role of Intangible Resources: e0145782. PLoS One; San Francisco, 11(1), 1-15.