Strategies Used by Mawimbi Seafood Restaurant in Nairobi Central Business District During Covid-19 to Enhance Performance

Abstract

The primary goal of the research was to identify the strategies used by Mawimbi Seafood Restaurant to enhance its performance during COVID-19. The analysis showed that the employment of restructuring strategies, downsizing strategies, and supplier collaboration strategies was the most important approach employed by Mawimbi Seafood Restaurant. It also shown that all of the tactics used were suitable and unnecessary to meet the current issues and projected challenges emerging from the tumultuous times. When adopting performance improvement initiatives, managers should bear in mind that not only the systems or structures need to change; it's also the behavior and attitudes of the persons involved, and recognising and appreciating this is vital for success. This includes changing salary incentives, narrowing the scope of the firm, and tightening financial and capacity restrictions. During the COVID-19 epidemic, the reactions also led to the establishment of a supplier collaboration at Mawimbi Seafood Restaurant. Mawimbi Seafood Restaurant had to concentrate on business activities that help the restaurant survive despite the risk that doing so will compromise future strategic options. Successful performance improvements have been linked to a focus on shrinking the business's scope for almost a year and a half, as well as on customer segments that are especially loyal or less price-sensitive, as well as on regions with distinct competitive advantages. The company continued to engage in the activities for which it had gained notoriety during previous operations. To put it another way, Mawimbi Seafood Restaurant enhanced its chances of recovery by focusing only on meeting the demands of its core clientele in order to build on whatever advantages the company may now have over its rivals. To prepare for upcoming economic uncertainty, Mawimbi Seafood Restaurant restructured its business practices. A standardized risk management strategy is required for all restaurants. In the case of economic turmoil, this will provide instructions and processes to be followed. A separate sector of the economy could provide a different viewpoint on the methods used to boost performance amid tumultuous times. The use and efficacy of the employed techniques may be evaluated via research. When compared to the financial performance of the investigated organization, the implementation factors might provide insightful information. Organizations choose a variety of strategies, therefore a measurement of this would be useful data to demonstrate a link between the strategy's adoption and financial success. The report suggests that all restaurants require a standardized risk management strategy in order to address economic issues for businesses. In the case of economic turmoil, this will provide instructions and processes to be followed. The paper suggests that in addition to policy and practice suggestions, the government should oblige all organizations to put aside certain monies to protect themselves from interruptions and hazards during unanticipated situations like Covid- 19 pandemics.