In a survey of over 93,000 diners, the chain received the highest rating in the quick service restaurant component of the 2010 J.D. Power and Associates Restaurant Customer Satisfaction Study (CFA, 2011a). While significant efforts have been directed toward maximizing initial customer perception of the food and dining experience, the company has yet to develop a comprehensive system for ensuring or assessing high quality in service recovery. Problem Statement Service failures in quick service restaurants typically stem from one of two general areas: extended time delays and/or errors in accurately fulfilling food orders (Mack, Mueller, Crotts, & Broderick, 2000). When mistakes are made, a successful service recovery resolves the customer’s specific problem(s) and returns
Pleasing the personnel is one of the principal goals of any business to survive and develop in this huge competitive trade. This indeed is a vast trial that is to be reached by the business. For the personnel to be pleased it
They were unsupervised during these overtime hours and reportedly were very productive. Paul, the production manager, began to enact policies to improve production efficiency and decrease cost. He called his supervisors together and told them to maintain stricter discipline from their employees, and if they failed to do so they would likely be replaced. This fostered antagonism toward the supervisors from employees. I (Pat) then called a meeting to announce that the plant you be moving to a 10 hour a day 4 day work week and that all overtime would now need to be preapproved by Paul.
This prompted Monty Moran, co-CEO, to develop the “restaurateur program” which gives employees the ability to advance quickly through the ranks of the company. Chipotle can utilize this strength by ensuring that their employees remain happy working for the company, who will promote a higher standard of customer satisfaction resulting in customer loyalty and limiting these customers from spending money with the
Riordan Virtual Organization Riordan is a company looking at all the areas of business. Starting with a strategic plan and the significance of having one, to accountability of social and ethical concerns. Having a strong knowledgeable employee base increases the moral and the security of the company both in the United States and Internationally. Providing the proper financial documentation discloses how the company is doing. Conducting key measurement guidelines to ensure they are on track with production and budget.
For the second year in a row, the popularity and success of Pita Pit Inc. has positioned the company on Restaurant Business Magazine’s ranking of the fastest-growing small chains in the United States, coming in this year at No. 29. “The Future 50 exemplifies the best this industry has to offer,” said Sam Smith, Editor in Chief of Restaurant Business. After analyzing many different types of restaurant concepts throughout the U.S., Restaurant Business named the top 50 “rising star” U.S. franchises based on factors such as growth, sales, and quality of the product being served. “This very prestigious ranking acknowledges the success we’ve enjoyed in the past, and that Pita Pit will indeed continue to grow into the future,” said Jack Riggs, CEO of Pita Pit USA.
Merchandise supervisors, the people that are responsible for keeping the store in stock, keeping their bins in receiving neat and organized, setting the modulars and completing the price changes need weekly training classes on the processes of running the business. Wal-Mart has been spending a large of money implementing these process and each process depends on the other so it is critical that they understand what they are doing and why they are so important to the business and to the customers. New innovations have been implemented into the processes that need to be mastered and understood. Wal-Mart would reap a huge benefit from formal training classes when an associate is promoted to a merchandise supervisor in increased sales due to better flow of merchandise and better customer service for the
Advertising is a large part of Target’s marketing management. The retail stores sell a large variety of high quality items at lower prices than the competitors, therefore, selling more products. Target’s marketing team is constantly re-evaluating the products sold to assure that their customers stay satisfied with the items that are in stock. To guarantee that customers stay completely satisfied, Target will special order items if requested by a customer. To continue to be the largest retail store, Target has to make sure that their prices are the lowest and that the products they sell meet all of the wants and needs of each customer.
Executive Summary – Nestlé Van Trischelle Baysden, Frederick Bizaro, Keith Scott, and Tammy Scott-Villarreal ACC/280 March 20, 2011 Charles Koelsch Executive Summary - Nestlé Nestlé is a successful company that has been around for 145 years. The company’s “objectives are to be recognized as the world leader in Nutrition, Health, and Wellness, trusted by all its stakeholders and to be the reference for financial performance in its industry” (Investors, para. 1). A review of the three most recent annual reports, which include the company’s balance sheet and income statement, displayed how Nestlé is trying to be the reference of financial performance in its industry (Nestlé, n.d.). Reviewing the company’s assets, liabilities, and revenues reiterates Nestlé’s success over the past couple of years.
Allows McKinsey to keep things fresh * The firm’s consultants pitch innovative ideas to head execs which ensures that they stay quick on their feet and looking for creative ideas * Extensive training program- “undeviating sequence” of analysis with encouragement to think for themselves * Level of professionalism * Bower outlined a vision for the firm that dictated company decisions over many years * Clients viewed as company responsibilities * New Engagement guide that requested that company engagements bring not just profit but something else like expertise or prestige * Focus on the client receiving benefits * McKinsey & Co was essentially operating under Covey’s 7 habits of highly effective organizations 2. How effective was Ron Daniel in leading McKinsey to respond to challenges identified in the Commission on Firm Aims and Goals? What contribution did Fred Gluck make to the required changes? The challenges identified in the Commission on Firm Aims and Goals were that McKinsey was growing too quickly causing them to neglect development of technical and professional skills. The firm was concluded to have been too willing to take routine assignments from marginal clients, that the quality of work done was uneven, and that while the consultants were excellent generalist problem solvers they often lacked the deep industry knowledge or substantive specialized expertise clients were demanding.