...Case Study: Opening Your New Dunkin Donuts Locations Lori Guiel MGT330: Management for Organizations Instructor: Lori Buckner March 14, 2016 Dunkin Donuts is one of the most recognizable donut franchises throughout the United States. Hearing the name Dunkin Donuts can instantly bring the thought of delicious donuts to a person’s mind. To be promoted to District Manager for a Dunkin Donuts franchisee is a dream come true! The District Manager position also comes with a lot of responsibility. First and foremost is to uphold the goal of Dunkin Donuts which is to “make and serve the freshest, most delicious coffee and donuts quickly and courteously in modern, well-merchandises stores” (Dunkin Brands, 2014). In order to uphold this goal as District Manager, I must create a job design; determine the correct organizational design for the franchises; have solid recruiting and selection; and last but not least train employees properly and provide supreme performance appraisals. JOB DESIGN Dunkin Donuts, as with any organization, relies heavily on great employees to deliver on the mission and goal of the organization. Job design thus becomes a very integral part of any organization’s success from top to bottom. “The standard approach to job design involves three steps: (a) job analysis, (b) job description, and (c) job specification.” (Baack, Reilly & Minnick, 2014). Job analysis is going to be a key component to making the five new locations successful. Company...
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...objectives for all four types? Ques. 2 Consider yourself to be a training manager of a large trading company. Design a format for a TNA [training needs analysis] for this company. Ques. 3 During any training session all trainers’ face many unexpected challenges by way of participant’s queries. Briefly describe the three major dilemmas which trainers face routinely. Ques. 4 What is programmed learning? How is it different from experiential learning techniques? Section-B Case Study:Dunkin’ Donuts Training for Quality and Hustle Dunkin’ Donuts requirement for success is provide a high-quality product at impressive speed. Dunkin’ Donuts promises fresh doughnuts every four hours and fresh coffee every 18 minutes. To meet this requirement, fast-food company face training challenges to train a very young (typically aged 18 to 21) and inexperienced workforce to meet rigorous performance standards. Company must train in an industry where turnover averages 300 to 400 percent yearly and where company locations are widely dispersed. Dunkin’ Donuts has 1,400 shops spanning the United States and 12 foreign countries. The company approaches this training challenge with a highly decentralized training function. Dunkin’ Donuts’s corporate training staff conducts a demanding training program for its franchise owners. Prospective franchisees undergo six weeks of training at Dunkin’ Donuts University in Braintree, Massachusetts. There, they spend four weeks...
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...objectives for all four types? Ques. 2 Consider yourself to be a training manager of a large trading company. Design a format for a TNA [training needs analysis] for this company. Ques. 3 During any training session all trainers’ face many unexpected challenges by way of participant’s queries. Briefly describe the three major dilemmas which trainers face routinely. Ques. 4 What is programmed learning? How is it different from experiential learning techniques? Section-B Case Study:Dunkin’ Donuts Training for Quality and Hustle Dunkin’ Donuts requirement for success is provide a high-quality product at impressive speed. Dunkin’ Donuts promises fresh doughnuts every four hours and fresh coffee every 18 minutes. To meet this requirement, fast-food company face training challenges to train a very young (typically aged 18 to 21) and inexperienced workforce to meet rigorous performance standards. Company must train in an industry where turnover averages 300 to 400 percent yearly and where company locations are widely dispersed. Dunkin’ Donuts has 1,400 shops spanning the United States and 12 foreign countries. The company approaches this training challenge with a highly decentralized training function. Dunkin’ Donuts’s corporate training staff conducts a demanding training program for its franchise owners. Prospective franchisees undergo six weeks of training at Dunkin’ Donuts University in Braintree, Massachusetts. There, they spend four weeks...
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...Case Study: Opening New Dunkin Donuts Locations MGT330: Management for Organizations (BAC1617C) Instructor Robert Armbrust May 8, 2016 Introduction Dunkin Donuts was founded in 1950 by William Rosenburg and in four short years there were a total of five Dunkin’ Donuts shops. Today, Dunkin’ Donuts is in 30 countries with over 6,000 shops and is the leading retailer of coffee, donuts, and bagels. Having been promoted to District Manager of Dunkin Donuts, my responsibility is to create a team that will maintain the standards of Dunkin’ Donuts by delivering quality service and also be an integral part of making each new Dunkin’ Donuts shop profitable. Organizational structure as well as other methods to be used to build a successful team will be discussed within this paper. Because the shops opening are small in size, the design, organization and staffing appraisal and process will be simple in structure. Job Design The text The Five Functions of Effective Management (2014) state that the first step in the job design process is documenting the types of jobs the company needs to complete its objectives. This involves job analysis, job description, and job specification. In order to create a great job analysis of various positions, research of other successful Dunkin’ Donut shops has been completed and information from those locations has been collected about the positions required to open the new locations. This research provided information that shows the following positions...
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...future district manager, I understand that I have a role in this formula design; this can’t be done by one person, but as a collective and efficient team. A combination of comparison and experimental job analysis will ensure that our employees are better prepared for their positon. Investing in them through coaching and mentoring begins from their introduction into the organization. To recruit and motivate employees, we will implement an educational incentive program that allows them the opportunity to improve themselves while moving up in the organization. Developing and implementing an honest and unbiased evaluating system will ensure that we promote the best qualified individuals or teams while improving those not chosen. Through a more personal approach to quality management we can we replicate what has been done at our location and bring the same quality to our future five locations. Job Design Job design involves identifying appropriate, job-related knowledge, skills and abilities to ensure that assigned work can be complete successfully. As the district manager I am responsible for the day to day operations of five locations. I am responsible for maintaining the standards put forth by Dunkin Donuts and its brand. I communicate and properly execute marketing programs through five store managers. I have strong skills in developing and leading people. I work hand in hand with the corporate office in adhering to all departmental policies. As the district manager, I am looking...
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...“Case Study: Opening Your New Dunkin’ Donuts Locations” MGT 330: Management for Organizations Professor Bryan Aylward August 24, 2015 Introduction: As the rising District Manager for the new Dunkin’ Donuts stores, many factors must be presented, analyzed, promoted, and executed. Opening new stores requires innovative ideas, being ahead of the game with the newest trends, and stabilizing the stores for the least amount of turnovers. Managing stores also means maintaining respect while coaching is vital. This requires feedback on both upward and downward channels of communication. For the purpose of this paper, Dunkin’ Donuts will be assessed and evaluated based on its job and organizational designs, criteria for recruiting and selecting for optimal efficacy, and appropriately training and appraising employees. Job Design: The job design of an organization includes the job analysis, job description and the job specification. As described in “The Five Functions of Effective Management”, the purpose of a job design is “organizing tasks, duties, and responsibilities into a productive unit of work” (As quoted by Baack, 2011, Section 4.2). Analyzing the job requires the human resource department to identify these tasks, delegate who will execute them, and to match the employee to the task. Human Resources collaborate with Dunkin’ Donuts department mangers to figure out what will work in the organization design. Often times, this will mean comparing the company with other...
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...“Case Study: Opening Your New Dunkin’ Donuts Locations” KO Management for Organizations Professor BA August 24, 2015 Introduction: As the rising District Manager for the new Dunkin’ Donuts stores, many factors must be presented, analyzed, promoted, and executed. Opening new stores requires innovative ideas, being ahead of the game with the newest trends, and stabilizing the stores for the least amount of turnovers. Managing stores also means maintaining respect while coaching is vital. This requires feedback on both upward and downward channels of communication. For the purpose of this paper, Dunkin’ Donuts will be assessed and evaluated based on its job and organizational designs, criteria for recruiting and selecting for optimal efficacy, and appropriately training and appraising employees. Job Design: The job design of an organization includes the job analysis, job description and the job specification. As described in “The Five Functions of Effective Management”, the purpose of a job design is “organizing tasks, duties, and responsibilities into a productive unit of work” (As quoted by Baack, 2011, Section 4.2). Analyzing the job requires the human resource department to identify these tasks, delegate who will execute them, and to match the employee to the task. Human Resources collaborate with Dunkin’ Donuts department mangers to figure out what will work in the organization design. Often times, this will mean comparing the company with other similar quick...
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...Case Study: Opening Your New Dunkin Donuts Locations Shannon E. Willis Ashford University Introduction A district manager has many different responsibilities. These responsibilities range from participating in the day to day operations of the business to carrying out the key aspects of the company's goals set forth in the business plan. When a district manager is assigned to n area that includes a group of start up franchises these responsibilities are magnified. District managers are directly responsible for hiring training and overseeing these new teams. They are also responsible for the ordering receiving and control of the initial inventory. Starting a new franchise has added responsibilities including job and organizational design, staffing selection and recruiting as well as introducing and implementing a training and performance appraisal model and ensuring it is carried out. Job Design Job design aims to cut down on job dissatisfaction and employee disconnection by reducing the repetitive and mechanical tasks. Companies implement job design to attempt to increase productivity levels, satisfaction and motivation in employees. Job analysis, job description, and job specification are the three standard approaches to job design (Baack, Reilly, & Minnick, 2014). Job Analysis Job analysis is the process that follows position identification and building...
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...and franchisees. 4. Define licensing and describe how trademarks and intellectual property are licensed. 5. Describe how international franchising, joint ventures, and strategic alliances are used in global commerce. CHAPTER CONTENTS ISBN 0-558-40229-1 INTRODUCTION TO FRANCHISES AND SPECIAL FORMS OF BUSINESS FRANCHISE FRANCHISE AGREEMENT International Law • International Franchising LIABILITY OF FRANCHISOR AND FRANCHISEE Contemporary Environment • FTC Franchise Notice Case 40.1 • Martin v. McDonald’s Corporation 629 Business Law: Legal Environment, Online Commerce, Business Ethics, and International Issues , Seventh Edition, by Henry R. Cheeseman. Published by Prentice Hall. Copyright © 2010 by Pearson Education, Inc. 630 PART VIII BUSINESS ORGANIZATIONS AND ETHICS LICENSING JOINT VENTURE STRATEGIC ALLIANCE Contemporary Environment • Franchisor and Apparent Agency TERMINATION OF A FRANCHISE Case 40.2 • Dunkin’ Donuts of America, Inc. v. Middletown Donut Corporation “It has been uniformly laid down in this Court, as far back as we can remember, that good faith is the basis of all mercantile transactions.” —Judge Buller Salomons v. Nisson (1788) INTRODUCTION TO FRANCHISES AND SPECIAL FORMS OF BUSINESS...
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...over 1,700 coffee shops in 55 countries. For years, Starbucks grew throughout the United States and internationally, opening franchises at an impressive rate. From 2002 to 2007 alone, the company tripled the number of stores it operated worldwide. Starbucks offers a unique experience: high-end specialty coffees and beverages, friendly and knowledgeable servers, and customerfriendly coffee shops. This was a winning formula for many years and enabled Starbucks to charge premium prices. During the economic downturn beginning in 2008, profits plunged. Customers complained that the company had lost its hip, local feel and had become more like a fast-foodchain. Many coffee drinkers went in search of cheaper alternatives from McDonald's and Dunkin' Donuts for their coffee fixes. Starbucks stock lost over 50 percent of its value by the end of 2008. Major changes were in order. Starbucks seized the opportunity to overhaul its business by using severaldifferent strategies simultaneously. First, the company has revamped its in-store technology and sought to integrate its business processes with wireless technology and the mobile digital platform. Also, rather than copy the practices of competitors, Starbucks pursued a more aggressive product differentiation strategy, intended to emphasize the high quality of their drinks and efficient and helpful customer service. At the same time, however, Starbucks also focused on becoming 'lean', like many of their competitors, eliminating inefficiency...
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...STARBUCKS By Patricia L. Boyd BA 2430 International Management Professor Jeff Walls January 30, 2011 Summary Three Seattle entrepreneurs started the Starbucks Corporation in 1971. Their prime product was the selling of whole bean coffee in one Seattle store. By 1982, this business had grown tremendously into five stores selling the coffee beans, a roasting facility, and a wholesale business for local restaurants. Howard Schultz, a marketer, was recruited to be the manager of retail and marketing. He brought new ideas to the owners, but was turned down. Schultz in turn opened his own coffee bar in 1986 based on Italian coffee cafes, selling brewed Starbucks coffee. By 1987, Schultz had expanded to three coffee bars and bought Starbucks from the original owners for $4 million. He changed the name of his coffee bars from Il Giornale to Starbucks. His intention for the company was to grow slowly with a very solid foundation. He wanted to create a top-notch management by wooing top executives from other well-known corporations. For the first two years, Starbucks losses doubled as overhead and operating expenses increased with Starbucks' expansion. Schultz stood his ground and did not sacrifice long term integrity and values for short-term profit. By 1991, Starbucks' sale increased by 84% and the company was out of debt. Starbucks brought back founder Schultz to lead daily operations in 2008, closed hundreds of stores and cut jobs. It reemphasized training for...
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...Introduction: This case study shows the challenge the one of American Multi-unit restaurant to Chinese market. China was a ripe for investment and it was very attractive for many of the U.S companies because Chinese annual growth in China was 14.5% for the past decade and the population was 1.4 billion people and in contrast, the economy in the U.S.A has been turned down and the market size have been downsizing. However there were a lot of difficulties in success and not all companies succeed in China. The I institutional voids and Chinese politics, culture, specific market needs make difficult for some companies to success in Chinese market. The new CEO, Mia Foster is now Levendary Café is now facing the struggle in management of the Vice President in China and the business strategy. Case Questions: Q1. What is a Multi-unit Restaurant (MuR) Business? How big is it? Is it a consolidated or fragmented industry? What are its economics (use the Porter’s Model to evaluate profitability in addition to the data given in the case)? Multi-Unit restaurant business is a geographically dispersed stores built from standard units which are aggregated into larger geographic groupings such as districts, regions, and divisions. Every tier has its own set of managers. Multi-Unit Restaurant concepts consist of the following 3 segments. I. Specialty Establishments mainly served snack and beverages under$5 such as Starbucks and Dunkin’ Donuts. II. Quick Service Restaurants, as it is called...
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...STARBUCKS A Fortune 500 Company Business Management Issues BUS-285 Prepared by: Student Name For Mr. Jessie Bellflowers Instructor A research paper presented to Fayetteville Technical Community college in partial fulfillment of the requirements for the Business Management Issues Capstone Course. Fayetteville Technical Community College July 20, 2014 TABLE OF CONTENTS Title Page 1 Table of Contents 2 I. Executive Summary 3 II. Company Overview 4 III. Strategic Analysis 8 IV. Strategic Effectiveness Analysis 11 V. Conclusion 14 VI. References 15 EXECUTIVE SUMMARY Starbucks has been one of most popular coffeehouses in the world. They started their business as just a coffee-bean retailer. This didn’t last long. Howard Schultz...
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...Starbucks and the Lifecycle of Specialty Coffee: An Industry Evolving Introduction Today we stand witness to a new coffee era, one made up of Caffé Lattes, Espresso Macchiatos, Cappuccinos and Frappuccinos. Specialty Coffee is here to stay and no one will be more eager to tell you that than Howard Schultz, CEO of Starbucks, the world’s largest specialty coffee bar. The study of Starbucks Corporation leads one on a multifaceted journey through an organization’s insinuation into a culture, its dominance of a market and its creation of a brand synonymous with loyalty, integrity and longevity. Understanding Starbucks’ development into an international giant and the strategic approach they took to get there begins with the origins of coffee itself. Ever since it first spread through the Moslem world in the sixteenth century, coffee has played a pivotal role in society by providing meeting places for intellectuals from all sides of life to converge. As coffee was slowly introduced to the European world it was recognized for both its sociability and its taste. Soon Coffee houses were prevalent throughout Europe and were the natural locations for political, literary and societal debate. It crossed the Atlantic Ocean in the mid-seventeenth century and replaced beer as New York City’s favorite morning drink. It can be said that the Boston Tea Party was the beginning of not one but two major revolutions in America. The first was the revolt of the colonists against England...
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...Starbucks a Strategic Analysis Past Decisions and Future Options 4/17/2008 Brown University Economics Department Ryan C. Larson 08’ 1 Contents Introduction ......................................................................................................................... 4 Michael Porter’s 5 Forces Analysis (Past) .......................................................................... 7 Industry Rivalry ............................................................................................................................ 8 Potential for new entrants ........................................................................................................ 10 Substitute Products ................................................................................................................... 12 Bargaining Power of Buyers ...................................................................................................... 13 Bargaining Power of Suppliers................................................................................................... 14 Summary: The Five Market Forces in Specialty Coffee in 1987 ..................................... 15 Specialty Coffee Industry Attractiveness.......................................................................... 16 Starbucks’ Original Generic Strategy ............................................................................... 19 Starbucks’ Success Factors .........................................
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