Founded in 2002 by Shawn Jackson and Simon Sethi, WrapItUp serves as a healthy-option restaurant serving made-to-order wrap sandwiches and salads with other vegan, vegetarian, gluten-free, and lactose-free menu items. As a healthy-alternative hub, WrapItUp made their name well known with over thirty stores operating throughout cities such as California, Seattle, Portland, and Phoenix. With this expansion, Jackson and Sethi maintained jurisdiction over every chain’s menu and managerial hiring decisions. Issues began to rise as turnover was high and recruiting was disorganized, and this was explained by the low compensation levels that did not incentivize, motivate, or serve as suitable living wages for employees. Therefore, with the help of …show more content…
As the mangers continuously implemented new menu items, promotions, and buying procedures, they also helped a lot more throughout their stores by “[making] sandwiches, [taking] orders, and wash[ing] equipment to fill in coverage gaps on key shifts from the decrease in their hiring rates” which was done to decrease costs; therefore, the store managers were working much longer hours than before (WrapItUp, 6). Although some improvements were made to the menu, service, and atmosphere of the restaurants, the customer reviews were mixed and so the positive impact of the pilot program was not necessarily reflected in the customer experiences which is ultimately a significant weakness. Lastly, the long hours and the amount of work that were put into implementing the innovative plans put into question if all stores would be able to manage the ShareIt program, especially as strength and endurance was crucial and the “combination of freedom and pressure” may not be accepted well by others that are not as strong as the pilot program implementers (WrapItUp, …show more content…
In addition, although the store managers increased their profits, there was still a significant doubt over “whether it would help reduce (non-managerial level) crew turnover ‘we still can’t pay them enough to keep them. If we do, our margins go down – and so do our paychecks,’” (WrapItUp, 6). This is terrible because the issue that was imperative to WrapIt’s future success was dealing with high employee turnover, and just because profits increased does not mean much because managerial strain also increased which can be detrimental to retention in the long run as they may feel as though they cannot “get home to their family before 8 pm” (WrapItUp, 6). Compensation was not necessarily the only root cause of the high employee turnover because although through the program WrapItUp was able to increase profits, it did so in a way that did not serve as a helpful tool. WrapItUp should have looked at ways to support their employees, meaning tools with in diligent information and training should have been given to the managers that wanted to use promotions, have new menu items etc. in a way that they did not have to carry their own weight. A good
East Park Restaurant operates using a hybrid (mixture of vertical and horizontal) organizational structure where Boos reports to the company’s owners. Assistant managers and front...
The article discusses how Panera Bread had to rethink its service model seven years ago. Customers had to wait in line approximately eight minutes to place an order. Furthermore, ten percent of the time, the orders were incorrect. As a result, the company decided that online ordering was the solution to their problem. In 2012, the organization opened a Panera prototype in Braintree, Massachusetts to test the elements of “Panera 2.0”. “Panera 2.0” consisted of self-order kiosks, delivery, digital ordering and a new practice of bringing food to customers’ tables. Getting the right process took Panera Bread over six years. However, all the time spent and money invested paid off for the company. Panera is now recognized as one of the best-performing chains in the industry. In addition, a quarter of the company sales come from online ordering and customers waiting time to place an order reduced to one minute. In 2016, the company posted its best sales growth in four years, outperforming the industry average by 6.5% points.
The fast-casual restaurant is one of the most competitive and fastest growing industries in the world. Chipotle has thought to have reinvented this category and this has led to their explosive growth in the early stages of the company. As it has leveled off, however, one can see where mistakes have been made leading to the sharp decline in their sales and stock. Starbucks has continued to grow, but has also seen declines in their stock. Comparing these companies, one can see how each have went from standalone stores to market leading companies. They must continue to innovate otherwise they will be seen as just another restaurant and no longer see growth.
After reviewing Holland’s organizational strategy and exit interviews from the last seven years it is certain that through the new and effective compensation and benefits program created for Holland Enterprises, it will decrease the turnover rate, increase employee satisfaction and engagement and benefit the organization’s overall profits. Through careful consideration of pay structures, incentive awards, internal and external equities and the organizations benefits package Holland Enterprises new compensation benefits package will provide an effective and competitive compensation program. Henderson (2010) writes, “To survive and be successful in a global economy, an organization must be competitive. A major factor underlying organizational competitiveness is labor costs. Not only must an organization pay its workforce a competitive wage within its geographic region, but it also must vary the kinds and amounts of rewards offered, recognizing differences in individual contributions.” (p. 13)
Kets de Vries M.F.R. & Balazs, K. (1997). The Downside of Downsizing. Human Relations, 50, 11-50.
The restaurant business is a challenging industry and if a company has a strategy that works for them as well as their employees, it should stay the course and tweak as needed.
Demand for Panera franchising opportunities was very high, which allowed Panera to be picky about where and with whom they would do business. Panera determined where bakery-café locations could be. The franchisees bore the cost of opening new locations, and were required to obtain their ingredients from the home company. Expansion using the franchise model provided many upside benefits for Panera, while limiting the downside r...
When new competitors enter the market, they will have high costs of production due to the lack of economies of scale.... ... middle of paper ... ... The employees’ earnings and promotions were determined in direct proportion to their individual compensation towards the company’s success.
The P-O-L-C framework, has been a reoccurring topic in these case studies and has been used to describe management processes throughout the book. P-O-L-C stands for, planning, organizing, leading and controlling, which is an exceptional framework for companies to establish themselves and keep them afloat. The discussion in this case, Pret A Manger, involves the teamwork that Pret builds itself on. In 1986, Pret A Manger started planning their company with a vision and mission to provide healthy, inexpensive food while avoiding preservatives and chemicals, as well as establishing a well-oiled team structure. In the organizing section of the framework, Pret designed its company to be able to provide for their customers for a low price, but
One of the following is an environment analysis of “largest Pizza chains” in the US and International. In the following sections, we will assess the environment analysis on “consumer satisfaction” and its re-formulated pizza recipe. Within the re-formulating and the expansion of its menu, we will see how they have been able to recapture some of the market with existing and new customers, with customer satisfaction and excellent delivery. Domino’s Pizza, for example, they have re-formulated their ingredients and added new items to their menu, but like Pizza Hut, Papa John’s, and Little Caesar, we will discuss their strength’s and weakness to be able to survive in the Pizza Industry. Within this report, I will cover the existing/future components of the general environment such as demographics, economics, political/legal, sociocultural, technological culture, and their efforts to remain a competitor in the industry.
By applying an opened inner-promotion policy, it can offer employees extra self-promoted opportunities, to those who feel they get enough experiences and skills to become a store managers or fell that the organization?s core value or underlying principles are no longer upheld by the current store managers (Miles and Mangold, 2005). Such employee empowerment approach could lead to a dual-administration effect, as well as better fulfill the individual needs of self-esteem and self-actualization, thus, a talent workforce will be achieved((Maslow, 2013). In particular, such policy can serve as a ?cap? on the trend of world-wide pay rise, which can provide actual time to adjust for local dynamics. Referring to the Hofstede?s Power Ratio, such policy may work more effectively in the Asia market, as the Asian viewed career development is more important than monetary incentives.
The more you are able to provide what they want, the more you should expect what you really want, namely: productivity, quality, and service”. These are the things that a manager should consider. With all the aspects that a restaurant manager needs to consider, what does a restaurant manager do to keep their staff motivated? The objective of this research is to answer this question and to give idea to potential/or present restaurant managers on how to motivate their staff effectively. This research will include ways and theories on how to motivate staff. This would be helpful for them as they can train their staff to be motivated. Not only train their staff but also train themselves on how to motivate their staff. As a result, managers, owners, employees, and also customers could benefit from this paper in the long term run and also as part of this research, 4 restaurant managers were interviewed to gather more information and to see their own perspectives about this certain topic. These 4 managers were asked the same questions and in these research, their answers are to be compared to one another and to previous researches about this
What aspects of restaurant work are especially challenging to wait staff, and how does Barcelona’s approach to management help employees overcome the downsides of the job? The aspects of restaurant work that is especially challenging to wait staff would be poor management and customer satisfaction. In this profession of being a wait staff in many instances it is very difficult to please everyone one that you serve. The approach that Barcelona’s management took in helping their employees overcome the downsides of their job they gave them the green light in allowing them to do what was right in making the customers experience a happy one. In giving them this freedom, it made the wait staff feel like they were a part of the organization when it came to decision
CHANGING PREFRECE depended vastly on the fast food manus. For example we can mention about SALAD. Now salad was never considered as a part of fast food menu. But with the change of taste and preference, fast food chains like Windy, Taco Bell, and McDonald have introduced SALAD into their menus. This preference is not stopping only with salads. In 2002, McDonald’s introduced great tasting new products including premium salads, n salads plus menu; Chicken McNuggets made with white meat; Fish McDippers; Chicken Selects; and new breakfast offerings like the McGriddle sandwiches. Here as a fast food chain, McDonald did not have to introduce new dishes in their menus but with the impression and image in the market analysis, of increasing demand and chan...
In large organisation, competition is not only in the market for goods and services but also for the quality of employees. As such, a large organization can only become attractive to the most skilled and high quality workers if it has an effective compensation and benefit plan. The key purpose of an effective compensation and benefit system is to provide employees with the right rewards for their work and right behavior in the workplace. Typically, organizational success is determined by the quality of employees an organization has. In turn, the organization can only attract such quality workers and maintain them through effective compensation and benefit