Final Strategic Plan
Bus/475 Integrated Business Topic

Final Strategic Plan
The strategic objective of Dunkin Donuts is to constantly fuel the growth of the franchise by continually trying to engage and attract potential new customers – while keeping current customers loyal. To meet these strategic objectives, Dunking Donuts must compile date and complete a balanced scorecard. According to Pearce and Robison (2009), a balanced scorecard measures a company’s financial performance, customer knowledge, internal business processes, learning, and growth to strategize to plan to meet company goals. The date compiled will be analyzed to measure process performance, productivity improvements, operations metric, employee satisfaction, employee turnover and retention, evaluate the level of organizational capacity, discover the nature of the organizational culture, and research the technological innovation of the company.
Process or Internal Operations Perspective
1. Measure of process performance.
A. Measure every employees’ performance including store managers and supervisors
B. Look at the least productive stores and compare them to more profitable stores. Observe what the least productive store may be doing different from the more productive store. Implement those differences and observe if they work to better the store.
C. The productive stores should be analyzed to determine where deficiencies lie and fix it.
D. Observe how the current process can be made better and at the same time simpler. The simpler it is the easier to teach it. Over complicating process makes things longer and less gets accomplishments
E. Implement new and simple process, and collect data on whether it is a better process or not. If the process is better implement in all stores. If the process is not good then dismantle and start again.
2. Productivity and productivity improvement
A. Observe the production of the stores.
B. Find ways to improve the production. (ie. Menu changes for different demographics in different areas, personnel change, etc)
C. Implement improvements and changes.
D. Observe the improvements and changes and collect data for those changes.
E. Depending on data implement in all stores or dismantle and start over.
3. Operations metric
A. Measure the current operation from stores and distribution centers.
B. Observe what changes must be made, weigh the pros and cons of these changes, and create a plan with these changes included within.
C. Implement changes or improvements.
D. Observe these changes and collect new data.
E. Depending on results, implement in all stores and distribution centers or dismantle and start over.
Learning and Growth (Employee) perspective
1. Employee Satisfaction
A. Issue a survey voluntary or no voluntary.
B. Collect data from surveys
C. Make changes if financially possible to employees’ suggestions.
D. Implement changes and collect new data.
E. Depending on the results find a better solution or other means to satisfy employee.
F. Employee may not be fully satisfied but an intention to help is better than doing nothing.
2. Employee Turnover and Retention
A. Create survey asking questions pertaining to what can be done to keep employees in the company. How can the company better the staff’s working experience with Dunkin’ Donuts?
B. Collect data and create a plan to cover data.
C. Implement in form of benefit or promotion or just a raise.
D. Observe if retention percentages rise or fall.
E. Depending on results implement the new plan, dismantle, or make changes to make plan better.
3. Level of Organizational Capability
A. Collect data on the capability of the organization.
B. Observe if that capability is met or is it overloading itself.
C. If capability is being met create a plan to increase the organizations capability.
D. If organization is being overloaded, a plan must be created to bring the excess down to what the organization is capable of accomplishing.
E. Collect data on both plans and make changes accordingly.
4. Nature of organizational culture or climate.
A. Survey employees on how they feel about the organizations culture.
B. Observe the data and make an educated guess whether it is a culture or is it a climate.
C. Create plan that makes the culture in the organization pleasant for its’ employees
D. Implement new plan.
E. Collect data on new plan and make changes as needed.
5. Technological innovation
A. Research latest technologies that fit the organization.
B. Implement a few new technological ideas.
C. Collect data on whether it is good for the organization or if another technology might work better for the organization.
D. Depending on the results, Dunkin’ Donuts must implement, observe, and make changes accordingly.
Upon purchasing a Dunkin Donuts franchise the owner must abide by Dunkin Donuts standards to Dunkin Donuts company standards. These standards will ensure shareholders of a consistent product and create trust in the company and increase shareholder value. A positive way to improve shareholder value with Dunkin Donuts franchise purchase is the use of competitive position. A new owner would not want to open a Dunkin Donuts in a hidden location or in an area of difficult access. A competitive position, Dunkin Donuts may be placed at or near businesses because Dunkin Donuts target consumer within the working class. Another competitive position would be within malls, hospitals, cafeterias, lobbies for the doctors, and visitors that frequently visit the location.
Dunkin Donuts, as with any other company, values its customer satisfaction and also values its customers. One way that most Dunkin Donuts locations increase customer satisfaction, and maintain customer retention is the use of Dunkin Donuts frequent visitor rewards. After five purchases of a medium coffee, the sixth purchase is free. This promotion brings satisfaction to customers as well as rewarding the customer for the constant purchases and retention. At seasons, when customer turnover is high, Dunkin Donuts releases seasonal themed donuts to maintain retention and create customer urgency because the donuts or flavored coffee are only available for a limited time.

References

Handbook for Basic Process improvements. (1996). Retrieved from http://www.balancedscorecard.org/portals/0/pdf/bpihndbk.pdf
Pearce, J. A. II, & Robinson, R. B. (2009). Strategic management: Formulation, implementation, and control (11th ed.). New York, NY: McGraw-Hill.