...TRAINING COACHING AND LEADING THE SALES FORCE: KENTUCKY FRIED CHICKEN I. Time Content Eugene Somosa officially took over as a Training Coach in KFC Philippines. Prior to assuming the position, Mr. Eugene was in charge with increasing the store’s sales and coaching the standardization guidelines in all kfc staffs. Now, he reflected on the last 5 years of KFC’s sales strategy and searched for direction. Should he focus with giving the company continous sales increase through making out the best employees? Or should he focus with reaching customer’s satisfaction through giving beyond-the-expectations services. With the customer’s complains inflation and the resignation of the company’s employees, its reputation in the market suffered. Mr. Eugene had a lot to figure out. He was not responsible for the events that led up to the situation, but he have to deal with the aftermath of the training team. II. Point of View KFC needs time-to-time store visits to ensure that standard procedures were being followed by staffs as well as the management team. Strict training and caoching should be done with the newly-hired employees. KFC offers quality foods that really satisfies their customers desires. Services are given satisfactory at times, also. Active sales promotions are observed everywhere. III. Historical Background of the Company From Young Cook to KFC's Famous Colonel Kentucky Fried Chicken, pioneered by Colonel Harland Sanders, has grown to become one of the...
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...would you describe the relationship between PETA and KFC from April 2001, to August, 2003? How did the two organizations communicate with one another? What specific messages were exchanged? The relationship between the two groups deteriorated significantly between April 2001 and August 2003. At first, KFC was cooperation (or stating that they would cooperate) with PETA and noting that the concerns of PETA would be addressed timely or at least considered. Once KFC was give a the list of concerns they closed the communication channels and PETA, being left in the dark regarding progress, went about their usual shock tactics for garnering KFC’s and the public’s attention. The communications were handled via e-mail and phone, eventually developing into a promise for face-to face communications. Unfortunately, this may have been a ploy by KFC to “buy time” or at least let the heat die down from the backlash of a negative media report. The communication was cordial and polite, however, the responses began to take longer and longer to be received by PETA and they grew concerned that action would not be taken by KFC. The communications began to deteriorate and PETA began to use harsher methods of indirect communication with KFC to get their attention. By leaking details to the press and handing out shock items, they were hoping to back KFC into a wall where they would have to respond immediately. The messages that were sent by KFC were messages intended to keep PETA believing that...
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...This helped to reduce and avoid the physical movement of files to prevent misplacement/loss The Corporation has delegated powers of sanction by the Committees at various levels 1. Up to ₹.50 lakhs in the case of 'B' Grade Branches; 2. Up to ₹.75 lakhs in 'A' Grade Branches 3. Up to ₹.100 lakhs at Super 'A' Grade Branches and 4. Up to ₹. 150 lakhs at the Circle office Level. 5. Up to ₹. 300 lakhs at the Executive Director Level 6. Up to ₹. 500 lakhs at the Managing Director Level 7. Up to ₹. 1000 lakhs at the Executive Committee Level 8. Higher amounts than the above up to ₹ 2000 lakhs at the Board...
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...1.I would have to support PETA on this because there are so many ways that KFC and its other chains can stay as successful as they are and treat chickens in a humane matter. I am a vegetarian for many reasons. It’s my life style that I have obtained because I hate the texture of meat and can’t stand hearing the awful things this world does to innocent animals. They deserve happy healthy lives just like we do. I couldn’t imagine eating something that is treated so such disgusting ways. Many other fast food restaurants have made this major change, now it’s their turn to follow suit. I think that PETA was being a little harsh to exploit them so intently. They were given a certain amount of time to right their wrong. If they didn’t pull through then PETA could jump down their throats and exploit them like they have. I can see PETA’s reasoning for how they reacted after two years of KFC doing little about the issue. However, I don’t think that what PETA is asking KFC to do is out of their reach. Even though PETAs actions can be over the top, they defiantly get their point across clear and concise. It is only going to better this world. 2. PETA’s basic criticism of KFC is that they are angry with them for supporting hatcheries, feed mills, grow out plants, processing plant and cold storage buildings that handle the chickens in grotesque ways. Yes PETA is convincing. By all their demonstrations and protests they certainly get their point across. The blood is on KFC’s hands due to...
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...Kfc Japan Case Study – KFC Japan INTRODUCTION Kentucky Fried Chicken (KFC) was set up by Harland Sanders. In the first decades of the enterprise there were no management systems or strategic controls. However, it worked fine in the beginning, mainly because for launching new franchises an entrepreneurial spark was fundamental. Nevertheless, the company grew and after suffering declines in sales and profits the implementation of strategic planning, which was introduced by Michael Miles in late 1975, seemed to be an adequate measure to solve the problems. By 1979, the various programs of the strategic planning progress were beginning to show results. Anyhow, some foreign subsidiaries resisted and didn’t want to adopt these measurements. PROBLEM STATEMENT One of the main problems KFC was facing, was that foreign subsidiaries were not willing to adapt standards – like strategic planning - imposed by the headquarter. Especially KFC-J has been strongly resisting the implementation of administrative operational controls and systems. Should the headquarters be prepared to accept operational variations? Moreover, it had to be clarified what was an appropriate level of performance expectations for overseas units. Even though it was obvious that KFC had to maintain its drive for aggressive growth, there was incertitude about how to ensure the continuance of such growth. Additionally, there was the issue of how to expand into new markets and countries successfully. KFC had...
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...Case Study 1 KFC in India – Ethical Issues 1. Since its entry into India in 1995, KFC has been facing protests by cultural and economic activists and farmers. What are the reasons for these protests and do you think these reasons are justified? Explain. No tolerance for ‘cruel multinationals’ was the main reason for the protests made by cultural and economic activists and farmers. Due to the economic liberalization policy of the Indian government during the early 1900’s, foreign fast food companies were granted permission to enter India. From the cultural and economic activists and farmers perspective there were numerous disadvantages with the opening of these fast food chains, in particular KFC. The main fear for nationalists and cultural activists was the disturbance to the Indian culture and the effect of globalisation. Though KFC had implemented traditional Indian dishes such as ‘tandoori chicken’ and ensured that it was more nutritious, this does not enquire that the majority of those who visit KFC will not go for other junk-food alternatives. With a low rate of obesity, hypertension, heart disease and cancer, India now faced a threat to these illnesses caused by high sodium and cholesterol through the consumption of meat, fried, and processed foods. From an economic viewpoint, the opening of more KFC chains initially stimulated employment and infrastructure opportunities as well as providing the Indian economy (FDI) with many benefits. This also gave a chance for...
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...Case Study: Quick Service Restaurants CASE STUDY: QUICK SERVICE RESTAURANTS The Story so far... The project KFC were bowled over by Merrychef when researching heating options for a new product in 2004. Parent company Yum! Brands wanted an oven to speedily deliver a consistent product throughout its 300+ outlets in the UK. Merrychef worked in close partnership with the KFC food development team to create the Rice Bowl, a combination of KFC’s original recipe chicken breast fillet with basmati rice and a sweet and sour sauce for a “fully fused flavour sensation”. The Results The finger lickin’ good Rice Bowl project saw Merrychef supply more than 600 heavy duty 1925 micro cook ovens within a three month period for a high profile national launch. The HD 1925 is now specified for all KFC-A&W and KFC-Long John Siler multi-brand sites across Europe, making it a firm favourite with parent company Yum! Brands. The Menu Rice Rice Bowl sauce Bbq Baked Beans Corn Cobette Gravy Tortilla Key Benefits • • • • • • Consistent quality Consistent operational delivery Speed of service Reduced number of lost sales Ease of operation Reduced training time Many development chefs use our development kitchens to work on new food solutions. If you would like to see how we can improve results and speed up cook times OR for more information on our products and services or would like a copy of our corporate DVD please call Carol Thompson on 01252 553718 or visit www.merrychef.com Merrychef...
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...Case Study McDonald’s and KFC: Recipes for success in China COUNTRY LEVEL With the largest population in the world, the emerging economy of China was an easy target for companies to begin their international growth. The opportunity to make money in this country is what excites companies to try and integrate their businesses into the area. China is currently a part of the BRICS association making it one of the five major emerging economies in the world. China is located in Southeast Asia along the coastline of the Pacific Ocean. It sits as the fourth largest country in the world and is currently the second largest economy in the world measured by the Purchasing Power Parity Scale. This scale shows that a product in two different countries should have the same price when expressed at the same currency. With China’s size and increasing economy they have really worked to open their economy to international trade. This opens up the market for companies to try and enter and become successful. (Economy, 2010). Companies like KFC and McDonalds saw they opportunity and began to enter the Chinese market. These bolds moves paid off for some and not so much for others. Throughout the analysis we will see who the real winner is and what the future holds for these industries. QUICK-SERVICE INDUSTRY Both KFC and McDonalds are part of the quick-service industry. Many people know this industry as fast food but this is the correct name for it. This industry has been around for years and is...
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...McDonalds Case Study Michele Simpson Hodges University MNA 4480 Dr Wyant April 12, 2012 Introduction The purpose of this paper is to conduct a case study on Mc Donald’s Corporation. The writer will perform a SWOT analysis, suggest an appropriate mission and vision statement for this company and will provide recommendations for the future success of Mc Donald’s Corporation. Mission Statement “The mission statement defines the direction in which the organization is heading and how it will succeed in reaching its desired goal” (Peter & Donnelly, 2009, p. 8). A mission statement should describe the morals of the business as well as the products offered, target market and the company’s commitment to the consumer. According to the information presented in this case study; Mc Donald’s Corporation does not have a mission statement. The student believes that an appropriate mission statement for this company would be to provide our customers with high quality food and superior service at an affordable price. Vision Statement The vision statement describes where the organization wants to be in the future. The vision statement also describes the purpose and values of the organization, but in future terms. “A clear vision provides the foundation for developing a comprehensive mission statement” (David, 2011, p. 43). According to the information presented in this case study; Mc Donald’s Corporation does not have a vision statement. The student believes that an appropriate...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...I. ISSUES In 1996, KFC remained the world’s largest chicken restaurant chain and third largest fast food chain. It held over 50 percent of the U.S market in terms of sales and ended 1995 with over 9000 restaurants worldwide. KFC opened 234 new restaurants in 1995 and operated in the 68 countries. One of the first fast food chains to international during the late 1960’s, KFC had developed one of the world’s most recognizable brands. Despite of the KFC’s past success in the U.S market, much of the KFC’s growth was driven by its international operations, which accounted for 94 percent of all KFC restaurants built in 1994 and for 100 percent of the increase in 1995. Domestically the restaurant count dropped by seven restaurants because of unit closures, intense competition among the largest fast food competitors resulted in a number of obstacles to further expansion in the U.S market. Expansion of free standing restaurants was particularly difficult. Fewer sites were available for new construction and those sites, because of their increase cost, were driving profit margins down. However the most critical or major issue of this case in the future will be their ability to handle changes. Their system is older, in terms of facilities and product form, and their attitudes still don’t reflect the realities of their changing business environment. One on the great challenges at KFC is that there is a lot that needs fixing and the...
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...contemporary organizational issue you find intriguing. Use one field site or example for the entire paper. Also, be explicit about the level issue. For example, if you are using the concept of personality then it is an individual level issue. A list of concepts and their related levels is provided in a separate document. Focus of paper-related requirements: Outline: Submit a formal outline for your paper, complete with references. The purpose of the outline is to help you organize your content, which also results in increased clarity, improved logic, and better structure of the paper. There may be adjustments from this document to your final paper, but at this stage the paper should not require major revisions. Final Paper: Use a case study format for the structure of your paper. Identify and analyze issues using course concepts, and propose recommendations for the organization you are focusing on. Use of course concepts 1. Use a minimum of 8 concepts for the paper. Include a list of the concepts you used at the beginning of the paper. 2. Briefly define each concept you use within the text (a paragraph or two). 3. For each concept, write a diagnosis at one level (e.g., the person level). For example, you might write “The employee misses work frequently due to stress from conflict with her supervisor.” Note, stress and conflict would require definitions.) 4. For each concept, write a solution or solutions. Identify the level(s) you addressed in Step 2...
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...Calendar Overall for Case-Study Presentation & Mid-Term Exam – MGT 4760 (Strategic Management) Sem 1, 2012/2013 Sec 8 (M-W) No. | Week | Topics | Class Day | Date | Schedule | Details | | 1 | Chapter 1: The Nature of Strategic Management | 1- Mon 2- Wed | 10/912/9 | | | | 2 | Chapter 2: The Business Vision and Mission | 3- Mon 4- Wed | 17/919/9 | | | | 3 | Chapter 3: The External Assessment | 5- Mon 6- Wed | 24/926/9 | | | | 4 | Chapter 4: The Internal Assessment | 7- Mon 8- Wed | 1/103/10 | Quiz 1 (Chapter 1.2.3) | | | 5 | Chapter 4: The Internal Assessment | 9- Mon 10- Wed | 8/1010/10 | | | | 6 | Chapter 5: Strategies in Action | 11- Mon 12- Wed | 15/1017/10 | | | | | BREAK(22/10 – 28/10) | 13- Mon 14- Wed | 22/1024/10 | | | | 7 | Chapter 5: Strategies in Action | 15- Mon 16- Wed | 29/1031/10 | Case Presentation Session 1Case Presentation Session 2 | Group 1:L: Lia Hilaliah (Case Study 3)Group 2:L: Mas Syairah bte Mohamad (Case Study 5) | | 8 | Chapter 6: Strategy Analysis and Choice | 17- Mon 18- Wed | 5/117/11 | | (Mid-Term Exam 7/11 Wednesday)Seminar Room 1.1 | | 9 | Chapter 6: Strategy Analysis and Choice | 19- Mon 20- Wed | 12/1114/11 | Case Presentation Session 3Case Presentation Session 4 | Group 3:L: Mohamed Sheikh (Case Study 9) Group 4:L: Izzati Nor binti Salleh (Case Study 14) | | 10 | Chapter 7: Implementing Strategies: Management and Operations...
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...ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there’s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Case analysis symptoms 1) What symptom(s) exist in this case to suggest that something has gone wrong? The symptom(s) to suggest...
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...Running head: CASE STUDY XYZ Case Study XYZ: An Examination of Project Procurement Management Practices Group 12 John Doe Jane Smith Bobbie Sue University of Maryland University College Project Procurement Management, Semester XXXX, Section XXXX Professor Stephen R. Guth MMMM DD, YYYY [No Abstract or Introduction required for this assignment] The Inception Phase Rating Scale: 5—Excellent, 4—Very Good, 3—Good, 2—Poor, 1—Very Poor |Project Management Area |Inception Phase | |Scope Management | | |Time Management | | |Cost Management | | |Quality Management | | |Human Resource Management | | |Communication Management | | |Risk Management | | |Procurement Management | ...
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