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[Check the answer] Ikinari Steak Rescue Society, reunion in 6 years
Roughly speaking
- Six years ago (2019), I called the "Ikinari Steak Saving Association" and made some self-promotional recommendations for cost reductions and increased sales.
- After that, after mass closings, a change of presidents, and "these marks are written," they achieved a profitable profit for the first time in six periods in 2024.
- Was my recommendations correct at the time? When I checked the answers, I came to the point that was off-point and the parts that illustrated the essence.
My partner, Ikinari Steak "aftermath"
That was in 2019. "Ikinari Steak," the temple for muscle training people and the last bastion of carbohydrate restriction, has suddenly exploded, and sales at the height of wandering. At the time, I couldn't stand alone as a fan or a fan, so I wrote an article about some of the recommendations I knew.
Ikinari Steak Ikinari Steak Saving Society (2019 Edition)
It's been six years since then. Ikinari Steak has no idea about my recommendations and will go down a tragic path. The mass closure of unprofitable stores, the change of president from founder to son, and the ultimate in the store is a sign that many people will remember, entitled "A request from the president."
Everyone would have thought, "It's over now." But surprisingly, they achieved their first operating profit in six quarters in 2024. What on earth happened? And was the "relief" I came up with six years ago really correct? It's time to check the answers.
2019 recommendations and answers
At the time, I made two major proposals: "cost reduction" and "improving sales." Let's look back one by one.
Recommendation 1: Cost reduction measures (abolition of sales by weight, review of staffing, etc.)
[Recommendations from that time]
- Steak weight sales should be abolished and the number of grams should be fixed (from the perspective of operational load and yield rate).
- The hall and kitchen should be separated and the inefficiency for chefs to even do cash registers should be eliminated.
- All unprofitable stores other than station and food courts should be abolished.
[Real answer]
From the outcome, this could be said to be generally correct.
They actually closed unprofitable stores thoroughly, and have made the number of stores from around 500 to around 170. In addition, the company has promoted the introduction of ticket machines and self-checkouts, improving operational efficiency. They are still selling by weight, but this is probably something they have protected as a core part of the brand. However, the priority was to thoroughly reduce costs in other areas, or to "stop bleeding." This was a standard practice for business revitalization, and it was in line with my thoughts.
Recommendation 2: Sales improvement measures (salad bar, branding, muscle training sets, etc.)
[Recommendations from that time]
- Increase the quality of your salad and aim for the family (like Bronco Billy).
- Food court stores should be converted to "Musashi hamburger."
- The brand image should be changed to give it a luxurious feel.
- You should create a "protein plan" for people with muscle training.
[Real answer]
This is something like half-correct, half-missing.
The strategies they actually took were a little different to what I thought. Rather than gracefully enhancing the brand's image, we have decided to strengthen our lunch menu and introduce low-priced menus such as chicken and hamburgers. This was probably aimed at not tracking average customer prices, but to first regain the number of customers and revising the position to a restaurant that is used for everyday use.
On the other hand, in terms of "approaching the family" they ended up facing in the same direction. Instead of relying on a specific fan base, the shift to a "regular restaurant" that can be used by a wider customer base. This is what my recommendations and their strategies were in common.
Why have they been able to revive (for now)?
Aside from what my recommendations are like, what were the essential factors that made them reach a profit? To put it bluntly, this is nothing more than a "returning to basics"**.
- Optimizing scale: Treated abandonment of expansionary routes that were not suitable for our own strength, and reduced our business to the extent possible that we could manage. This is probably the biggest reason for the victory.
- Redefining Customers: Rather than just looking at enthusiastic fans (or muscle training people), we have adjusted menus and prices, focusing on the wider "normal people who want to eat steak once in a while."
- Improved efficiency at the site: Cost cuts without sanctuaries and labor savings through DX.
There's no odd plan. All that was there was the fact that he had accomplished the obvious, but most difficult task of business revitalization.
Conclusion: From a hero to a regular restaurant
Six years ago, I might have wanted Ikinari Steak to be a "hero." As a savior for the muscle training people, he was exploring a path to revitalization with a sharp concept.
However, what they chose was to survive as a "normal restaurant"**, not a hero. As a fan, that may seem a little sad, but as a business manager, it is definitely the right decision.
Their battle, once grasping the times, then being pushed away by the times, and crawling out of them, is not over yet. Hopefully, it will remain there for a long time as a "normal restaurant" in our town.
Side note (recommended book section)
Recommended design books. Packed with tips for designs that you can use forever. I use it a lot too.
