Importance Of Venue Design And Venue Condition Assessment – Analysis Of Cafe 63, Racecourse, Brisbane

Venue Design Analysis

An effective strategy to manage risks is vital for the hospitality industry. This helps in identifying, analyzing, assessing, avoiding or mitigate risks originating from various sources. These risks originate from financial upset, accidents, data or cyber-security breaches, legal ramifications, natural disasters and many more.

Both design and condition of the venue at Cafe 63, Racecourse, Brisbane is needed to be analyzed. The first half of the report concentrates on venue design analysis. Next, a venue condition assessment is demonstrated here.

2. Venue Design Analysis: 

2.1. Achievement of intended purpose: 

A range of venue management service for clients has been made in the hospitality of Cafe 63, Racecourse, Brisbane. This service includes direct management of particular functional elements regarding leisure business and assistance with venues in receivership. The indented purpose has been achieved by creating new venue or facility. The venue could be under-utilized through community and commercial areas.

This venue is a cost burden on the council resources and ratepayers and needs fresh approach to create the return on investment (Williams et al. 2014). However, the current venue analysis structure is unable to produce results. Outsourcing the management is considered for the venue. A unique community festival or event is needed to be created for the cafe. A simple event management and production expertise is needed to be created. The feasibility of investing in a building or refurbishing new community venue is ascertained. Further, essential and economic benefits are brought to the community.

2.2. Meeting of objectives of stakeholders:

Like other organizations, Cafe 63, Racecourse has also comprised of two types of stakeholders. They are the internal and external stakeholders. The venue analysis found that the inner stakeholders have been more closely relating with the Café and they have been seen to work on daily basis. The café has comprised of high skilled employees providing best service to their customers. They have been trying to retain the current customer and attract new customers. The employees were also offered a good salary, bonuses and career by training (Parikh et al. 2017). The design analysis has helped to find the efficiency of the chefs and managers in looking after the entire customer service department and operation. The directors and shareholders have been monitoring the café and having its share of every branch of the restaurant.

The external shareholders, who have not been working in the café, never had the insider or direct relation in the lunchroom. However, they have been playing a vital part in the company. The café has required a good relationship with the customers buying the product. They have turned to be the more efficient source of the income in restaurants (Wang, Chen and Pan 2016). Besides, the customers were able to receive expected services and foods. Moreover, the suppliers were also able to deliver quality raw materials and so on for the Café.

2.3. Considerations made for designing the venue:

First of the entire site needed to consider the kitchens of the café. This is to ensure whether the room has been providing enough catering to the event. This helped in waving the fee of the facility and charging down payment and expense of food for every attendee. These venues instead of kitchen facilities were having a partnership with the provider of food that is needed to be used (Buettner?Schmidt et al. 2017).

Achievement of Intended Purpose

Next, the tables, linens and chairs are used. As the venue has those items, a great deal of effort and money could be saved. This is done through using what they have possessed considering the ambience and theme. Then the cleanup or setup crew is found. Lastly, the AV or audio-visual capabilities are discussed. Whether the venue has comprised of AV equipment to use, is also taken into consideration.

The additional considerations made are demonstrated below:

3. Venue Condition Assessment:

The Venue Condition Assessment is done as per the following “Venue Condition Assessment Form”

3.1. The theory of Venue Condition Assessment: 

The Venue Condition Assessment is an industrial term describing the process of a qualified group of skilled industry professionals assessing the condition of group or facilities varying according to materials, construction methods, design and age. The professionals of industry have been the engineers and architects of different disciplined and expert trade technicians (Cochran et al. 2016).

However, the architectural and engineering works have not been the part of the analysis and excluded in a scope of the analysis. To do assessments determines the solutions to problems that are found and analyze outcomes of those solutions. The assessment could be done through mathematical modeling and inspection or assimilation of them (Mäntylä, Graziotin and Kuutila 2016). However, the most proper method to determine the condition needs walk-through for collecting the baseline data.

3.2. Objectives and a reason behind to use Venue Condition Assessment:

The primary goal to use Venue Condition Assessment or VCA is to arrive at a defensible estimate of costs of reinvestment such that the owner could make prudent and informed decision to allocate resources for restoring defective assets. This also includes sustaining the current performance relative to the standards and goals of owners (Gan and Yu 2015). Another objective is to provide a benchmark of the present production to build and prioritize projects regarding renewal, repair and maintenance. Thus the result of VCA has been to enable the café owner to undertake informed decisions about risks and stewardship of properties.

3.3. Challenges to obtaining information:

The various problems are discussed hereafter. The lack of proper assessment is an appropriate step missed. Lack of adequate time to analyze all the parts of the building is a challenge to get a comprehensive understanding of systems, assets and components. Lack of prioritizing is another issue. The process helps in keeping the most vital and urgent at the top of list irrespective of whether it replaces repairing or carpeting. It has been an active method of organizing updates such as capital and replacement projects.

The next issue is improper planning (Bestman et al. 2016). To retrieve information has been the most effective method to address items from the list. Lastly, the unsuitable maintenance is a huge problem regarding the future of facilities. Lack of capital planning process diverge the eyes from every part of the facility and plan in preventing any unexpected maintenance or issues of compliance (Iglesias et al. 2014). The misuse of capital forecasting software cannot make the transition back to assess possible though supplying data and reporting the lead to effective decision making.

Meeting of Objectives of Stakeholders

3.4. Benefits associated with the approve appraisal: 

The various advantages are discussed hereafter.

The first one is the targeting needs. The performance appraisal would help in targeting particular areas of weakness needing remediation and evaluation. It is also helpful to serve as an expensive technique to establish goals leading to promote the career advancements. Utilizing performance appraisal uncovering training needs permits the café to concentrate efforts on the areas defined narrowly.

The next one is the charting progress. The appraisal could also be utilized to chart the development. A comparison made on appraisal would help the café and the employees with measure marks of their progress. Further, the data is also vital for human resources. Through celebrating the assessment is an easy part of the appraisal (Albayrak 2015). Noting the sectors of development is not very easy.

The appraisal is an ideal period for diplomatically highlighting sectors that require development. The most expensive employees can make out benefits from extra training. The appraisal also delivers framework while making decisions regarding compensation and the layoffs. As the café turns to an adverse party to the lawsuit, the appraisal can support or refute claims (Krueger, Thom and Ertl 2014). Thus the effective usage of appraisal would help the café to operate efficiently along with focus.

4. Conclusion:

The above venue condition analysis has provided a recommendation to management regarding various resources. For example, these resources include the end of life cycle of the prior venue and require replacement. It also helps in the resources that are damaged and need repair. The VCA assessment has included recommendations that are succinct and providing enough details regarding management for acting. Regarding venue analysis design the theory is used that explains the significance of venue design and assess whether proper design guidelines have applied to the chosen venue.

5. References: 

Albayrak, T., 2015. Importance performance competitor analysis (IPCA): A study of hospitality companies. International Journal of Hospitality Management, 48, pp.135-142.

Bestman, A., Thomas, S., Randle, M., Pitt, H., Daube, M. and Pettigrew, S., 2016. Shaping pathways to gambling consumption? An analysis of the promotion of gambling and non-gambling activities from gambling venues. Addiction Research & Theory, 24(2), pp.152-162.

Buettner?Schmidt, K., Boursaw, B., Lobo, M.L. and Travers, M.J., 2017. Tobacco Smoke Pollution in Hospitality Venues Before and After Passage of Statewide Smoke?Free Legislation. Public Health Nursing, 34(2), pp.166-175.

Cochran, N., Delostrino, R., Jimenez, S., McCool, D.J., Sullivan, T. and Webb, J., 2016. Del Mar Fairgrounds Surfside Race Place Concert Venue Marketing Analysis.

Gan, Q. and Yu, Y., 2015, January. Restaurant Rating: Industrial Standard and Word-of-Mouth–A Text Mining and Multi-dimensional Sentiment Analysis. In System Sciences (HICSS), 2015 48th Hawaii International Conference on (pp. 1332-1340). IEEE.

Iglesias, V., Erazo, M., Droppelmann, A., Steenland, K., Aceituno, P., Orellana, C., Acuña, M., Peruga, A., Breysse, P.N. and Navas-Acien, A., 2014. Occupational secondhand smoke is the main determinant of hair nicotine concentrations in bar and restaurant workers. Environmental research, 132, pp.206-211.

Krueger, R., Thom, D. and Ertl, T., 2014, March. Visual analysis of movement behavior using web data for context enrichment. In Visualization Symposium (PacificVis), 2014 IEEE Pacific (pp. 193-200). IEEE.

Mäntylä, M.V., Graziotin, D. and Kuutila, M., 2016. The Evolution of Sentiment Analysis-A Review of Research Topics, Venues, and Top Cited Papers. arXiv preprint arXiv:1612.01556.

Parikh, A.A., Behnke, C., Almanza, B., Nelson, D. and Vorvoreanu, M., 2017. Comparative content analysis of professional, semi-professional, and user-generated restaurant reviews. Journal of Foodservice Business Research, 20(5), pp.497-511.

Thomas, N.J., Brown, E. and Thomas, L.Y., 2017. Employee satisfaction and turnover intention: A comparative analysis between front-of-house and back-of-house employees in casino-entertainment venues. Journal of Human Resources in Hospitality & Tourism, 16(1), pp.71-87.

Wang, F., Chen, L. and Pan, W., 2016, October. Where to Place Your Next Restaurant?: Optimal Restaurant Placement via Leveraging User-Generated Reviews. In Proceedings of the 25th ACM International on Conference on Information and Knowledge Management (pp. 2371-2376). ACM.

Williams Jr, R.D., Barnes, J.T., Hall, M.E., Day, T.F. and Hunt, B.P., 2014. ANALYSIS OF RESTAURANT INDOOR AIR QUALITY IN SMOKING-ALLOWED VS. SMOKE-FREE COLLEGE COMMUNITIES. American Journal of Health Studies, 29(1).

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