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...
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...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.
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.
Company In-n-out is one of the most popular fast food companies on the west coast, with 313 locations in California, Nevada, Utah, Texas, and Oregon. Opened 1948 by Harry and Esther Snyder, its first location located in in Baldwin Park, California became a popular establishment with a simple yet effective menu option. Today, In-n-out keeps the same menu which consists of burgers, fries, and milkshakes. In-n-out mission statement is “Quality you can taste” Their main focus is the quality of the food and keeping it fresh with only the highest quality ingredients.
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.
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.
Being accepted as a manager by your colleagues is one of the most notable high point in anyone’s career. Rising within a company is a goal most of us share. Organizations always need leaders - individuals who can emotionally form individuals into a committed team focused on one goal. However, at a certain stage, organizations also need generals - individuals who balance process and risk in order to maximize the organization's chance for success. It is refreshing to know that there is a company that cares about serving quality food fast, that has compassion for people, that knows how to have fun, and that takes advantage of every opportunity to impact the community for good. That company is Chick-fil-A, Inc.
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)
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...
The case of Burger King Corporation v. Rudzewicz, 471 U.S. 462, 105 S. Ct. 2174, 85 L. Ed. 2d 528 (1985) addressed the issue of personal jurisdiction and whether or not it violates the Due Process Clause of the Fourteenth Amendment. The plaintiff, Burger King, is a Florida corporation whose principal offices are located in Miami. The defendant, John Rudzewicz, was a resident of Michigan and a principal of a Michigan franchise. Rudzewicz, as a franchisee owner, had been given a license to use Burger King’s name and logo (trademarks) to operate a Burger King in Michigan. The contract between the franchisor and franchisee stated that the franchisor relationship (contract) is under the control of Florida. Other provisions of the contract include required monthly payments of fees and royalties to Miami headquarters, and all major decisions and problems had to be communicated with headquarters. In addition, the franchisee had to conduct business at a leased restaurant facility for 20 years. However, the defendant failed to fulfill franchisee obligations by not keeping up with his monthly payments of fees and royalties that he owed to Burger King in Florida. As a result, Burger King sued for a diversity suit against Rudzewicz in an effort to get back the money that they were owed. Burger King claimed a breach of contract, specifically the “Franchise Agreement”, between Burger King (the franchisor) and Rudzewicz (the franchisee). The case eventually made it all the way to the United States Supreme Court (Case Briefs).
...rted In-N-Out Burger where their philosophy was simple “Give customers the freshest, highest quality foods you can buy and provide them with friendly service in a sparkling clean environment.”
When the 1980’s rolled around, it was a thriving company, in the Seattle area. However, the co-founders began to have other interests and were involved in other careers simultaneously. Despite that, the company was about to undergo a major turnaround. A man by the name of Howard Schultz started to pursue an interest in the company. He noticed that the coffee shop had a wonderful environment.
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
In “ The Starbucks Experience” author discusses essential business strategies that allowed Starbucks from its establishment in Seattle in 1971 as a single-location coffee shop to go worldwide. Nowadays, Starbucks has more than 11,500 non-franchised locations worldwide with annual sales more than $600 million and has been recognized as one of the best Fortune 500 companies to work for. The Starbucks former CEO and the current chairman, Howard Schultz, implemented the five core Starbucks principles for turning “ordinary into extraordinary”. By following these principles, Starbucks became extremely successful and since 1992 the Starbucks stock has grown a staggering 5,000 percent. The author discusses the five core principles that lead to Starbucks’ success such as: make it your own, everything matters, surprise and delight,
McDonald’s is known for its greasy and unhealthy food, but many disagree that McDonald’s is to blame for people, particularly children, being overweight. Schlosser creates this image that McDonald’s is to blame for the escalated weight of people, specifically Americans. In this article, Schlosser ignores the multiple other causes of obesity. Many people are overweight due to health issues and prescribed medications that can cause increased weight gain. Schlosser is so focused on his view of McDonald’s being bad that he does very little to address the other causes and factors for weight gain. Eating at McDonald’s is more about personal choice, parenting and lifestyle issues. Americans choose not to exercise, and they choose to play video games instead of participating in actual sports; they eat McDonald’s instead of healthy and homemade meals. If a
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