1a. Rich Snyder in his youth was an unlikely business mogul, but from the outset he had a special knack for spotting major trends in society and positioning his business to thrive by meeting the needs of customers. He eventually grew into the job and pursued a much more aggressive expansion than his father would have preferred. However, putting a twenty-four year old in charge of a major enterprise was a risky move. An incredibly local group of managers and a culture embedded into the operating DNA of the business gave Rich Snyder the time required to mature on the job and eventually grow the chain to around 90 locations. Even though Rich Snyder was only twenty-four years old when he assumed leadership, he had big plans for In-N-Out. Being young was an asset for In-N-Out because he brought new ideas to the company while maintaining the same control over the quality of both ingredients and employees, and also maintaining his father’s philosophy and staying true to the company’s mission statement. After taking the leadership, Rich’s first project with his younger brother’s help was to build a commissary in Baldwin Park, CA for the ingredients of In-N-Out to be inspected for quality, and prepared for distribution to their stores. Unlike his father Harry, who thought employees would transfer skills learned at In-N-Out to a better job, Rich thought differently. He thought why not let good employees move on, when you can use them to help the company grow. He knew that to implement his plan of expansion would require many talented and loyal store managers; as a result, he opened In-N-Out University in order to train them. Before being invited to attend the management training program in the university, the store associates had to ple...
... middle of paper ...
...ed that may sacrifice consistency of customer experience, In-N-Out has resisted not going public or franchising. Its advertising is mostly performed by its customers, In-N-Out offers free bumper stickers to customers who in turn stick them on their cars and essentially advertise for In-N-Out whenever they go for a drive.
2b. For the most part, the strategy is still on track. In order to control quality, in-N-out restaurants were to be no more than a single day’s drive away in order to ensure the highest quality of ingredients. However, in-N-out eventually caved to pressure from customers and opened up a new plant in Texas in order to grow the franchise. This goes against the original plan, but by opening a new plant it is possible to keep the original plan to an extent by keeping all restaurant locations at only a day’s drive from their respective processing plants.
Click here to unlock this and over one million essaysShow More
Stephen Boos has worked in the food service industry for over 30 years. He started as a bus person and subsequently trained as a chef’s apprentice. Steve’s mother believed that a college education was something that everyone should receive. She felt that a college degree was a good investment in Steve’s future. In 1976 at his mother’s insistence, Boos moved to Northeastern Ohio to attend Kent State University where he earned a bachelor’s degree in business administration. After graduation, Steve began working for East Park Restaurant as a line cook. Using his education as a foundation, Steve made a point to learn everything he could about running a restaurant, from cutting meat to the bi-weekly food and beverage orders. His versatility, keen business sense, and ability to control costs resulted in Steve’s promotion to General Manager, as role he has held since 1995.
First of all, he ran a leasing company which meant he had no restaurant management experience. The next mistake, was allowing him to hire new people outside of the company for managerial positions who were not familiar with the culture of the business. There were decisions being made by those people who were brand new and didn 't know how things worked and this really bothered the employees under them who had been there a while. This caused a rift between lower level and upper level employees. Igor and Ludmilla should have worked with McRae on hiring these new people instead of allowing him to do it himself. He is new to the business so he doesn 't have an understanding of the culture they have established and what they 're looking for. They also should have spent more time with McRae grooming him the way they wanted as well as spent time training each new hire he made. They are in important positions and therefore should have a full understanding of what the culture and mission of this business is. They didn 't because they were not trained as they should have been. It is understandable that they want to be able to focus on the baking aspect and leave the business part to a manager, but if they want their business to have the same culture and success as they grow and expand, they need to put people in those positions who have been there a while and have a full understanding of how Igor and Ludmilla want their business
Panera is in a state of continuous improvement in adding to their menu to satisfy consumer wants. Panera also capitalizes on competitor weaknesses by offering higher quality pastries than the average Quick Service Restaurant. Most other breakfast restaurants do not have the variety and quality of gourmet pastries of Panera. Panera also uses preemptive strikes by attracting people with comfortable seating, an atmosphere conducive to study, and by the offering of WIFI. Panera exhibits low cost leadership by keeping behind the scenes and production costs lower making the company able to bring down the price to take business from competitors, but not so much that it takes away all of the profit. Panera has captured a niche by catering to the desires of those who want gourmet food without the gourmet price and also by their attention to creating the whole experience for that niche and not just
"Consumer trends are changing, which we believe is a great result of people becoming more discerning about where their food comes from, how it was raised, and how their meal was prepared. The continued loyalty we see from our customers, as well as third party research, and the growing number of concepts imitating Chipotle, all point to the relevance of our vision and the impact we are having on food culture. We are delighted to see that this vision, a very lofty goal, is becoming a
Buffet’s essay primarily discusses the declines his textile company had over the years due to lack of demand and how it eventually had to be closed down because of a drop in profits. He first supports his claim that lack of demand will cause failure when he argues that even when his company had well qualified and successful employees in management, it still was not enough to be successful in terms of economic revenue. He states, “When an industry’s underlying economics are crumbling, talented management may slow the rate of decline. Eventually, though, eroding fundamentals will overwhelm managerial brilliance” (56). Buffet argues that good management won’t save a company from going under, it can only slow the process of decline in that compan...
Despite the economically uncertainty Pret A Manger keeps on thriving in the U.S. fast food market. It’s growing fast, with huge success. Pret is proving to the world its a big threat in the sandwich industry. In 2011, U.S. sales up 40% from the year before, “the company’s overall profits grew by 37% in 2010, and annual workforce turnover is only 60%, compared to fast food industry averages of 300-400%.” (Smart Advantage)
Overall, it seems as though Chick-fil-A there are several main reasons that Chick-fil-A seems to continue to thrive and be successful. One reason has to do with how much the company makes their brand known and supports their brand. Another reason is that the company solely focuses on the product of chicken related products. Lastly, it seems as though Chick-fil-A’s community involvement keeps people coming back to eat and support Chick-fil-A overall. It will be interesting to see what journey
Dillard’s is an excellent example of what can go wrong when a management model from yesteryear is applied to modern day advancement and technologies. They are not growing with consumer desires or employee needs, and they are becoming an outdated brand. Instead of stressing satisfaction rates, they stress the bottom line profits. While this formula has made the company successful and allowed national growth at the turn of the century, it is also dropping employee morale, which is known to drive down customer attraction and satisfaction rates.
Quality, price, and the working environment play a big role in the restaurant industry. In-N-Out outweighs Jack in the Box by far. I would encourage anyone to take their business to In-N-Out Burger over any other fast food restaurants. In- N-Out is clearly the better choice. Every customer will enjoy the great customer service and the delicious food.
This case study will examine the key management practices that make Trader Joe’s successful. Sound management practices have been a catalyst for the long-term financial success of Trader Joe’s. The literature review examines Trader Joe’s approach to management practices. The research will analyze the: employee job satisfaction, management practices, importance of human capital, and contingency planning.
Advertising is mainly targeted at children – children may be a large part of McDonalds’ target market, but the advertisements of the past have solely been targeting children. This is not an effective strategy, as the rest of the target market has not been targeted. Multiple ads that target all groups would solve this
C & C Grocery’s initial organizational structure operated under a vertical linkage. Vertical linkage is utilized to “coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization” (Daft,2013) Store managers were responsible for the grocery line, front-end department and general store operations but had little knowledge about merchandising, meat and produce. Instead, their duties included cleanliness of store, employee appearance, and sufficient checkout service and price accuracy. Store managers wanted to be trained in management skills to allow them opportunity for promotion to higher positions of district and regional management. With the original structure, store managers operation activities actually prevented them from learning these skills, such as merchandising. Frustration ran high with the store managers as the district store supervisors only focused store visits to assure that company operating standards were being practices, instead of training store managers to run their stores more efficiently. The decision to have a district specialist in grocery, meat and produce created an uneven hierarchy as the meat and produce managers reported to their specialist not the store manager. This created tension in the work environment as these departments acted independently and uninterested in the other departments. This structure in general contributed to poor communication, lack of priority for employee development and employee dissatisfaction which in turn lead to poor performance in the chain.
Brinker is seen as one of the most influential chain builders in food service history. He believes that winners attract winners. He shows confidence in himself and has successfully led several companies in a highly competitive industry in which most fail. He surrounds himself with people who believe in themselves and are successful. He feels success is contagious. Brinker has developed a followership at Brinker International of effective followers. Effective followers are the most valuable to a leader and an organization because of the contributions they have. These followers practice self-management and self-responsibility which means they can be relied on hence the protégé Ron McDougall who took the reins as leader when Brinker retired, as well as, aligning McDougall’s predecessors. All believe what Brinker developed at Brinker International, a culture driven by integrity, teamwork, passion, and an unwavering commitment to making sure each and every guest has an excellent dining experience. He also helped promote an ethical organizational culture where people respect one another and work collaboratively in seeking to provide excellent meals and service. Effective followers are also committed to both the organization and a purpose, principle, or person outside themselves. They invest in their own competence and professionalism and focus their energy for maximum impact.
Burger King uses a dispersed configuration for day to day operations as the majority of their restaurants are franchises with local suppliers. Yet Burger King Headquarters uses a concentrated configuration for marketing and development of products, as well as pricing. This centralization of marketing assists all franchises worldwide and provides the greatest value for the company, but the direction of available products and pricing has proven detrimental to the overall success of the firm. An article on CNNMoney.com describes the failure of the $1 double cheese burger to stimulate sales and how a number of franchisees filed lawsuits against the headquarters due to being forced to sell the double cheese burger at less than cost in order to boost revenues for the headquarters and shareholders and not the franchisees.