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Introduction
Honest Burgers is a well-known burger restaurant in the United Kingdom. It is best known for its high-quality goods, food, and services. However, the market has changed dramatically over time. Brexit and Covid-19, in particular, have altered the industry’s structure and consumer behavior. It is important that Honest Burgers reassess its competitive strategies according to its internal and external environment. This report includes the introductory chapter and the literature review for the topic: how Honest Burgers are affected by ongoing external issues, and then to seek solutions for Honest Burgers to address the labor shortage and shifting consumer trends challenges the brand is currently experiencing. In order to address the topic sentence, a systematic literature review is conducted, which includes 20 valid and reliable sources. In addition, frameworks (PETEL, SWOT, Porter’s Five Forces and VIRO) were researched and applied in conjunction with the company’s annual financial report to analyze the industry and company internally and externally.
The study’s goal is to figure out how HB will deal with the labor shortage and the challenges that the brand is currently facing in terms of consumer trends. A variety of models and theories are used to analyze these factors. They are PESTEL analysis for external assessment, Porter’s five force model for competition assessment, VRIO analysis for practice assessment and SWOT analysis for internal assessment.
Main Body
Strategic issues
The entire world is dealing with the strategic issue of Covid-19 and its consequences. On top of Covid-19, the United Kingdom also is dealing with another strategic issue, Brexit, which is having a significant impact on the country’s economy and industries. This paper will focus on how these two strategic issues impacted the hospitality industry.
The covid-19 pandemic, which hit the country on March 23rd, 2020, prompted the country’s first-ever national lockdown, forcing hospitality establishments to shut down (IFG, 2021). In addition to Covid-19, the hospitality industry was adversely affected by Brexit. Exiting the European Union on January 31st, 2020, imposed a significant burden on the hospitality industry, particularly in the supply chain and labor force (IFG, 2021).
For the past two years, the company has been dealing with the issue of covid and Brexit as a whole. A PESTEL analysis is carried out to comprehend the hospitality sector’s current state and gain insight into how Brexit and Covid-19 have reshaped the industry.
PESTEL Analysis
The macroeconomic environment is examined using the PESTEL framework. Performing a PESTLE analysis on an organization’s operations is a useful tool for investigating external factors that have an impact on the organization’s operations (Perera, 2017). As a result, the PESTEL framework is deemed appropriate for analyzing HB’s current position in relation to its environment in this report.
Political: The hospitality industry is heavily influenced by external factors, most notably by the Brexit vote. Since Brexit, the company has faced numerous challenges as a result of the UK government’s implementation of a point-based immigration system for skilled workers from both the EU and outside the EU (Secretary of State,2020, p.7). Because more than 24% of hospitality jobs are filled by EU workers, the new post-Brexit employment law may exacerbate already-existing labor shortages in the industry (Clark, 2021). Staffing shortages are being experienced by HB, which is involved in the hospitality industry, as a result of the Brexit vote (company house, 2022).
Economical: The hospitality sector generated £59.3 billion in 2019 in the UK economy, of which food and beverage services accounted for 41.6 billion (Hutton and Foley, 2021, p.5). However, in the 2020-21 financial year, the Covid-19 outbreak reduced economic output by 59.8%. (IBISWorld, 2022). Some critical economic indicators that pose a short-term challenge to the hospitality industry include projected inflation of 7% by spring 2022 and a 0.75 percent interest rate (Bank of England, 2022), inflation, unemployment issues, and soaring UK energy prices (Romei, V., 2022). Despite this, takeaway and fast-food restaurant revenue is expected to grow at a compound annual rate of 3.3 percent to $24.2 billion over the next five years, from 2026 to 2027. (IBISWorld, 2021). Economic factors have a direct impact on HB because the company is dealing with challenges such as rising labor costs and material supply costs. (Annual report for 2022).
Social: A hospitality company’s marketing strategy and business operations are heavily influenced by social factors. Covid-19, which prioritizes well-being, value, and identity as major trends, has unquestionably shaken consumer confidence and purchasing power (Mintel, 2021). As a result, Customer demand for plant-based products is also on the increase (Petropoulos, 2021). Consumer research conducted by CGA in March 2021 found that 54% of respondents intend to go out more frequently, 22% to spend more money on eating out and drinking than they did before Covid-19, and 26% to increase their purchases of healthy food from local vendors once things return to normal (IBISWorld, 2021). Delivery and takeaway orders in 2021 increased in comparison to the same period in 2019 because of the nationwide lockdown (UK Hospitality 2021). Another negative impact of Covid-19 is that many people have lost their jobs. Over 342,000 people lost their jobs, with 81 percent of them employed in the hospitality and food services industry (Department for Business, Energy & Industrial Strategy, 2021, p.9).
Technology: The hospitality industry has always relied heavily on technology, and it is one of its most important characteristics. Now, the use of technology in this sector has accelerated as a result of Covid-19. Ninety-five percent of business leaders polled by CGA (UK Hospitality, 2021, p.8) said they expect technology to be critical following the pandemic. According to the Go Technology report, 26% of consumers ordered food and beverages on their mobile devices while dining out in 2021, up from 14 percent in July 2019. (UK Hospitality, 2021), Additionally, 32% of customers used their phones to look up menus, 19% ordered drinks, and 18% paid their bills (IBISWorld, 2021).
Legal: Legal issues have an impact on all industries. Restaurants in the United Kingdom are required to adhere to a set of rules and regulations. To ensure food safety and quality, the Food Standards Agency (FSA) has to approve strict standards and inspections for food safety, health, and food grading (Gov.UK, 2022). This means that HB has to follow all FSA regulations as well.
Environmental: In every industry sector, environmental factors have become increasingly important. Analysts (IBISWorld, 2021) believe that the presence of Covid-19, which is caused by environmental disasters, is the most significant reason for the UK hospitality industry’s worker shortage. The impact can be seen in the case of HB, which lost many employees due to the disaster (Annual report, 2022).
Challenges
For the past two years, the company has been dealing with the issue of covid and Brexit as a sector. Consequently, these issues are putting pressure on the industry and the business. We will focus on two major challenges that HB is currently facing as a business: labor shortages and changing consumer trends. To analyze these challenges, a variety of models and theories are used, such as Porter’s five force model, which is used to prioritize them and assist HB’s management in rethinking their internal strategy and finding solutions to gain a competitive advantage, VRIO for practical assessment, Stakeholder’s theory in relation to HB, as well as a financial overview of the company.
Porter’s five forces
Traditionally, Porter’s five forces model has been based on five significant forces: buyer power, supplier power, new entrant power, competitor power, and substitute power, all of which can either pose a challenge to a business or enable it to control these five forces (Lasserre, 2017). Porter’s five forces can help you figure out who has the most influence on a business decision. This is useful for determining the severity of a company’s current competitive environment and the viability of a future strategy.
Need to change potential entrants low to medium
Supplier low to medium
Potential entrants: low capital requirements make it easier to enter the restaurant industry (Evans, 2020, p.295). However, in London’s financial heartland, where population density and rental prices are higher, this becomes a low to medium level (IBISWorld, 2021). As the majority of HB’s business is in central London, the risk of potential entrants is low to medium.
Supplier power: When it comes to the hospitality industry, suppliers’ negotiating power is low because of the large number of suppliers and lack of differentiation among suppliers (Evans, 2020). As a result of the industry’s reliance on both local and international suppliers, supplier bargaining power in the hospitality industry, particularly in HB, is low to medium.
Buyer power: There is a high potential for buyer bargaining power in the hospitality industry, and HB is no exception. Moreover, consumers’ negotiating power has increased as a result of Covid-19’s shift towards sustainability, well-being, and veganism (Dinev, 2021).
Competitive Rivalry: The hospitality industry is characterized by intense competitive rivalry. There is a lot of competition because many fast-food restaurants serve similar food, but they aren’t direct competitors (IBISWorld, 2022).
Substitute products: In the hospitality industry, there are many competitors who offer alternative menus, so substitute products are in medium to high demand (IBISWorld, 2021). Many existing competitors, such as Hache, already have vegan menus, and a new entrant could emerge to take advantage of the new market opportunity.
On the basis of Porter’s five forces analysis, the challenges facing the hospitality industry, particularly HB, are Brexit and Covid-19. Now, health-conscious consumers want more vegetarian and vegan restaurants (Dinev, 2021). As a result, Honest Burger can fully capitalize by expanding vegan menus and recently opening a fully vegan restaurant (McAllister, 2022). A new entrant may emerge to capitalize on the altered market opportunity. This framework will help Honest Burgers rethink its internal strategy and find ways to gain a competitive advantage.
VRIO
Organizations can use the VRIO framework to better identify the resources and capabilities that will provide them with a long-term competitive advantage. Over time, businesses gain a competitive advantage by implementing strategies that capitalize on internal strengths, respond to environmental opportunities, neutralize external threats, and avoid internal weaknesses (Barney, 1991, p.99). The goal of VRIO is to determine how HB can gain a competitive advantage through the use of internal resources. In order for companies to turn resources into long-term competitive advantages, they must have four characteristics:
Valuable: Resources must be valuable before they can be of any use. A company’s resources are only valuable when they contribute to long-term competitive advantage. It’s important to figure out if a resource is valuable to HB.
Rare: There must be a scarcity of resources in order for this to work. If only a few companies have access to a resource, it is considered rare. If all players in an industry have access to a valuable resource, they can all use it in the same way. If this is the case, none of the players will gain any benefit from this resource. This condition is called competitive parity or equality (Barney, 1991).
Inimitable: Even if a company can pursue strategies that other companies can’t because of a lack of resources, it doesn’t guarantee a long-term competitive advantage. Resources should be difficult and expensive to duplicate or substitute in order to gain a long-term competitive advantage. If other companies copy it, the company will gain a competitive advantage for a limited time.
Organizational Support: In order to achieve a sustainable competitive advantage, a company’s resources must be properly organized. If a company is unable to organize a valuable, rare, and difficult-to-imitate resource, it will gain an unused competitive advantage.
Table 1: VRIO Analysis Honest Burgers
Leadership and vision—organizational support
HR Management
According to VRIO, HB’s brand identity is its strength. Quality products, strong customer relationships and innovation potential are its most significant strengths. Using internal resources and capabilities, avoiding internal flaws, and neutralizing external threats give a company a competitive advantage (Frynas and Mellahi, 2015). It’s rare that HB has its own butchery supply chain, which makes 90% of the menu from scratch. In addition, HB has spent a significant amount of money on research and development for its own manufacturing process. It would be expensive for any competitor to develop a system that produces such high-quality products. In the future, newcomers may enter the market with similar food and service as competitors such as Byron do. As a result, HB may lose a long-term benefit. HB’s shortcoming is that, despite recent initiatives, it is not yet well organized to enable skilled human resources to succeed. Its leadership and vision aren’t well-organized either. Furthermore, the majority of HB’s restaurants are located in London, which is a disadvantage, but this could change in the future with strategic management.
Stakeholder’s theory: The stakeholder theory is a business ethics and organizational management theory that looks at morals and values in the workplace. A stakeholder is a person, group, or organization that is interested in or concerned about a company. Creating value and benefits for all stakeholders, not just shareholders should be the goal of businesses (Freeman et al., 2010, p. 4-10). Stakeholders have the ability to influence or be affected by the organization’s actions, goals, and policies. Friedman, on the other hand, disagrees with Freeman’s approach, claiming that a company has a moral obligation to increase shareholder profits “as long as it follows the rules of the game” (Ronnegard and Smith, 2013, p. 184).
As a result of Brexit and Covid-19, the business has been reshaped as customers’ purchasing attitudes have shifted. As a result, in stakeholder theory, customers play an important role. Consumer confidence and purchasing power have unquestionably been eroded as a result of Covid-19, which prioritizes well-being, value, and individuality as major trends (Mintel, 2021). Furthermore, in the hospitality industry, employees and the supply chain play a critical role, particularly in a changing environment. Employees in the food service and delivery industries have been designated as the “most important stakeholders in the business” by both Covid-19 and the Brexit referendum (Crane and Matten, 2021, p.280).
HB believes in the importance of long-term business success. The company’s behavior is in line with the expectations of its employees, customers, shareholders, and communities, as well as society as a whole (Annual report, 2022).
Financial overview of Honest Burgers Ltd: HB is a well-known fast-food company. According to the company’s five-year revenue report, revenue increased significantly from 2017 to 2020 (fame, 2022). The company’s financial performance benefits key ratios like liquidity, solvency, and profitability. (Danese and colleagues, 2018). However, the situation did not hold in 2021 due to the arrival of the covid-19 pandemic and the UK government’s national lockdown strategy. According to the financial statement for the 2020-21 financial year, the company’s turnover decreased by £13.1 million from the previous year. In 2021, the company made a huge loss of £ 3,185,261 compared to a profit of £ 1,154,031 in 2020, and Covid-19 can be seen here.
Another significant financial weakness that calls the company’s viability into question, such as a £4.2m bank loan that must be paid back soon or the company will breach its agreement with the bank (Annual report, 2022). Despite the fact that the company has strong tangible assets of 13,937114 in 2021, which is a 26% increase over last year (Fame, 2022).
Labour shortage
Due to Brexit and Covid-19, HB has been facing a staffing shortage. It currently has 639 employees compared to 726 in 2020 (fame, 2022). ONS (2021) reports a high of 102,000 hospitality vacancies in June 2021, up from 19,000 in February 2021, indicating a tight labor market. This is due in part to Brexit and the UK’s new employment legislation regarding the recruitment of EU citizens. According to new legislation, only “highly skilled scientists and researchers” with no job offer can work in the UK under the global talent scheme, and outside of highly skilled scientists and researchers’ minimum salary threshold of £25,600 for a work permit in the UK (Gov.uk, 2022). Because most jobs in the hospitality industry are classified as “low-skilled” and pay less than £25,600, the labor shortage is expected to worsen (Clark, 2021). As a result, when the new legislation took effect in 2020, the hospitality industry, particularly HB, began to experience staff shortages. According to Caterer (2021), more than 300,000 EU hospitality workers have left and returned to their home countries since March 2020.
Furthermore, the company suffered from a staffing shortage as a result of the environmental disaster Covid-19, as many EU citizens left the UK when the company was closed during the national lockdown and did not return (Annual report, 2020-21).
Consumer trends
Customers’ needs and lifestyles have changed as a result of Covid -19, as people are now more health-conscious than ever before. Consumer demand for “innovative food and drink formulations” and enhanced dining experiences that boost mental and emotional health and reduce stress has shifted as a result of Covid-19 (Mintel, 2020). Furthermore, customers are demanding sustainably sourced ingredients and a variety of vegetarian and vegan options (Petropoulos, 2022). As a result, consumers’ increased health consciousness, faster lifestyle changes, and spending attitudes will pose a significant challenge to Honest burgers in the future.
However, it may be an opportunity for honest burgers to develop an appropriate strategy to keep up with the changing market dynamics. In addition, the pandemic boosted the delivery and takeaway sector, which saw a 345 percent increase in sales in April 2021 compared to April 2019. (UK Hospitality, 2021, p.6). Since then, Honest Burger has taken full advantage of the situation, operating 10 restaurants on a delivery basis during those times and reporting higher sales than they did the previous year at the same time (Annual report, 2020-21).
Solutions
The solutions brought forward are built on the premise that Covid-19 shows employees and consumers as important stakeholders of the industry. With the sector struggling to fill 159,144 vacancies as of August 2021 (ONS, 2021(b)), improving HR practices is important.
Design Learning and Development Programs integrated into HRM
The staffing shortage experience in the UK hospitality sector cannot only be solved through the old means of increased pay and better benefit. HB should use sustainable and long-term solutions to attract the most skilled employees and retain them in its company. Human resources are one of the most critical components in a company, and therefore HB administration should ensure that it prioritizes the human resource sector.
One of the main strategies which HB can use to solve the problem of COVID-19 and Brexit is creating a value-based culture in the workplace. A value-based culture will help ensure that every employee in the workplace feels accommodated (Brassey, Christensen and van Dam, 2019, pg. 2). Additionally, millennials nowadays are more interested in working with value-based companies that positively impact society. By establishing a work-based culture, HB can be able to find new workers amid the crisis of COVID and Brexit.
The impact of Brexit and COVID has left a problem with employee shortage in the UK. HB is one of the affected companies that should build an employer brand to enable them to attract and retain top talents in the workplace (Brassey, Christensen and van Dam, 2019, pg. 2). Having a positive employer brand, HB will be able to demonstrate its potential to the employees. Creating an L&D program is a good way of enhancing the company’s brand and boosting its reputation and may make HB an employer of choice. HB should therefore communicate its brand strength to the employees by value proposition.
HB should seek to motivate their already existing employees by providing them with learning and development opportunities. Retaining employees’ during this employee crisis in the UK should be a top strategy in HB. When HB provides employees with a learning opportunity, they will be more satisfied and happier at work, reducing employee turnover (Brassey, Christensen and van Dam, 2019, pg. 3). Employees seek workplaces where they are more engaged and challenged because this helps them to grow and advance in their career fields. Therefore HB should provide constant learning opportunities to the employees by engaging them in training and career advancement programs.
An example of programs that HB can adopt includes the informal training approach. This is training that the management or immediate supervisor members will do daily. This training will be based on informal induction programs, which allow employees to solve diverse challenges in the industry (Brassey, Christensen and van Dam, 2019, pg.7). It includes the non-formal working procedures that help the employer know more about the employees. Additionally, HB can train their employees on customer service, which involves how the employees can professionally engage customers. This training will improve employee satisfaction on the job (Eversham, 2021). Another relevant training that HB can provide to its employees is a product and service-specific training. For instance, due to the high demand for vegan menus, HB can train its chefs on how to prepare vegan foods in restaurants.
Finally, HB has to open new recruitment offices in Dublin to ensure that they are easily accessible to job seekers. The new offices have to develop new recruiting criteria based on the changes and development in UK hospitality and accommodate more employees. For instance, instead of hiring employees permanently, it is advisable to hire them on a contract basis to make them more productive. Additionally, HB needs to ensure that all its recruited employees pass through an L&D program. These solutions can help HB overcome the employee crisis caused by COVID and Brexit issues.
Implementation
Design Learning and Development Programs integrated in HRM
Fig 1: SMART evaluation of Learning and Development Program
The learning and development program for Honest Burger Limited is targeted at all the 639 employees of the company. It should be aligned to ensure that it meets its strategic goals, including developing, attracting, and retaining top talents to reduce labor shortages. This study will use the Kellogg Logical Model below to implement and measure the impact of the learning development program.
The first step will be assessing the resources that are required to actualize the learning and development program for Honest Burgers Limited. These include the financial, human, and organizational resources that will directly help in the learning and development program (Kellogg Foundation, 2004, p 10). The company will need $100,000 in financing to facilitate the learning program. Additionally, HB needs to collaborate with external companies such as Energy and Utility skills which has advanced experience in training employees.
Next are the activities which will be involved and can be used to achieve the stated goal. These may include the technologies, tools, and techniques required to accomplish the training program (Kellogg Foundation, 2004, pg. 5). This L&D program will include informal learning, face-to-face training, seminars, workshops, and classes to train the employees on new skills. HB will be provided with relevant technology, such as projectors, to use during the training using Marriott hotel conference halls. The L&D executives must ensure that the training and learning are aligned with HB’s talent requirements and strategies. In this case, it will be based on empowering employees to reduce employee turnover. Reducing employee turnover solves the challenge of labor shortage internally.
The next step will be determining the outputs. These are the immediate products of the training programs (Robinson, 2018). From the L&D program, it is expected that more employees will achieve a positive attitude toward their work. Employee job satisfaction levels are expected to rise and will be evaluated through improved service delivery and higher customer satisfaction. Additionally, employee turnover is expected to reduce within those three months as job applications to HB increase.
Next will be measuring the outcomes of the project. These include the specific changes in behavior occurring within Honest Burger’s limited (Daviding, 2018). The expected outcomes are increased customer satisfaction in the restaurant, low employee turnover, and increased revenue for Honest Burgers. These will be indicators of the positive impact of the learning and development program. Employees are expected to demonstrate these positive behaviors after three months.
The final step is ascertaining the impact of the learning and development program. This includes both the intended and unintended changes that will occur in Honest Burgers. With good employee experience, Honest Burgers will expect to attract more top-talent employees in its pool, which will help cut the restaurant’s job shortages (Chapman, 2021).
Conclusions
HB is a well-established restaurant in the UK; however, it has been highly affected by Brexit and Covid-19. The main challenge facing the restaurant is employee shortage. This challenge can be solved by learning and developing and then opening new recruitment offices. Learning and development will help in empowering the already existing employees by increasing their job satisfaction to reduce employee turnover. With the alarming employee crisis in the UK hotel industry, HB cannot afford to lose already existing employees. Therefore, by giving them learning and development initiatives in the restaurant, employees will be satisfied, increasing job satisfaction. The other solution will be opening a new recruitment office in Dublin, whereby new recruits interested in joining the restaurant can be interviewed and assessed. This step helps to facilitate the recruitment process and increases availability.
This research shows the impact external forces can have on a business. Human resource is crucial to a successful business, and a business cannot run without it. Covid-19 and Brexit are both external issues, and they have significantly changed how the hotel industry in the UK functions. However, with the proper implementation of the above strategies, HB restaurant will be able to attract and retain top talent.
Recommendations
HB should make learning and development a continuous process in the restaurant. It should not be treated as a one-time function because it has great significance in retaining employees. Running a learning and development opportunity that is conducted throughout the year will help increase employee satisfaction. The other recommendation is that HB should review its recruitment criteria and ensure that it is competitive with other restaurants in the region. Having a suitable recruitment criterion will encourage more applicants. It is also recommended that HB to have a recovery plan because the world is full of uncertainties, and therefore in the future, there may still emerge other challenges. A constant study of its internal and external environment can help HB to become conscious of any changes in the industry.
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