Case Description
As a case for analysis, the note about such a phenomenon as restaurant outsourcing is considered (Stevenson, 2018). This kind of business is considered from an unambiguous point of view, and the reader receives a hint about the insufficiently legitimate use of the powers of the food companies to sell previously purchased dishes. Despite criticism, the author argues that the restaurant business is very competitive, which forces the owners of catering establishment to fight for the attention of customers (Stevenson, 2018). Also, costs are mentioned as the reason for finding opportunities to provide the appropriate level of services with the least loss.
Position Regarding Restaurant Outsourcing
Despite the fact that unethical principles seem to be touched in the context of restaurant outsourcing, catering establishments are unlikely to violate the law. They enter into formal agreements with product suppliers, and customers are entitled to receive this information. As See-Kwong et al. (2017) note, consumers always appreciate convenience, preferring to receive ordered food as soon as possible. Therefore, the program of outsourcing works in such a way so as to provide the fastest service, at the same time struggling with competition.
Ethical Complications of Restaurant Outsourcing
In terms of ethics, some controversial nuances may arise regarding restaurant outsourcing. In particular, not all customers are willing to pay for products that are cooked by third parties and are delivered from unknown places. Some catering visitors rely on fresh dishes prepared according to a certain recipe. Nevertheless, a restaurant cannot guarantee compliance with all the standards and cooking requirements. Moreover, as See-Kwong et al. (2017) remark, upscale establishments do not need outsourcing, which proves their high level of service. Therefore, ethical issues involved deserve discussion and attention from the client base.
Opportunities Provided by Restaurant Outsourcing
Despite some ethical issues, restaurants receive quite many benefits due to outsourcing. Firstly, more time appears on the solution of other tasks besides cooking. Secondly, many customers appreciate quick service, which guarantees positive feedback to the staff and a particular catering establishment. Thirdly, the management does not need to spend too much money on employees’ wages since fewer cooks are needed for work. According to Zoghbi-Manrique-de-Lara and Ting-Ding (2017), personnel itself appreciates this mode of work when not too many duties are to be fulfilled. Useful contacts with partners are another bonus that outsourcing gives restaurants.
Expanding the Sphere of Influence
Due to effective cooperation with other companies, catering establishments can spend money profitably and open new points of sale. Moreover, the client base increases since fast and convenient service is always appreciated by consumers. Competition is overcome because restaurants do not have to spend additional resources and lose money. At the same time, marketing promotion becomes available, which increases the brand recognition and brings profit to the owners of a particular business. Therefore, the expansion of influence is achieved through outsourcing, and additional prospects are opened.
Conclusion
The case related to restaurant outsourcing involves the discussion of various issues, including ethical ones. Despite the violation of the traditional rules of cooking, catering establishments serve customers quickly and receive substantial profits. The quality of food is acceptable, and an outsourcing procedure is not illegal. At the same time, this program allows a certain brand to succeed and develop its business successfully. Therefore, it is natural that restaurants tend to establish contacts on cooperation with other organizations that provide outsourcing services in order to receive good dividends and, at the same time, save money that can be rationally used.
References
See-Kwong, G., Soo-Ryue, N., Shiun-Yi, W., & Chong, L. (2017). Outsourcing to online food delivery services: Perspective of F&B business owners. The Journal of Internet Banking and Commerce, 22(2), 1-18.
Stevenson, W. J. (2018). Operations management (13th ed.). New York, NY: McGraw-Hill Education.
Zoghbi-Manrique-de-Lara, P., & Ting-Ding, J. M. (2017). Task and contextual performance as reactions of hotel staff to labor outsourcing: The role of procedural justice. Journal of Hospitality and Tourism Management, 33, 51-61. Web.