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    Farhan Mir

    2007 IMS

    Principles of Management

    (Case Studies & Examples)Lectures 1

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    Farhan Mir

    2007 IMS

    Lecture Administration

    Case StudiesC.F. Martins (Guitar Company)

    Lipschultz, Levin & Gray (CPA Firm)

    KFC (Fast Food Resturant)

    Managers in SpotlightMr. Rehman Fraz Khan (Regional ManagerKFC)

    Mr. Asad Hussnain Bukhari (Manager Operations

    Area Multan)Mr. Khurram Raza Zaidi (Branch Manager Bank

    Alflah Vehari Road Multan)

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    Farhan Mir

    2007 IMS

    Lipschultz, Levin & Gray -ThePeoples Company

    The new way of looking at workingenvironment

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    Farhan Mir

    2007 IMS

    Lipschultz, Levin & Gray

    Introduction

    A Chartered Professional AccountingCompany offering variety of financial servicesto individuals and small & Large organizations

    Stephen P. Seigel is the CEO facing new yetchallenging tasks

    Offer Financial consultancy to variety oforganizations and their people throughout the

    worldOver 50 years of services for the accounting,tax and consultancy needs of theseorganizations

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

    Lipschultz, Levin & Gray -ThePeoples Company

    The Focus on People

    The norms of the organization are basedupon people involvement and participation

    Creative, talented & diversified employees arethe key components of companys overallposture

    To have a unique and creative way ofproviding financial services company focuseson acquiring and maintainning group-basedand friendly human resources

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    Farhan Mir

    2007 IMS

    Lipschultz, Levin & Gray -ThePeoples Company

    Some significant changes at the company

    The use of non-conventional ways to achievethe tasks

    The dull CPA work is carried out with newexciting ways

    Innovation is there every where in thecompany especially in the arrangements ofthings

    An example is a miniature Golf Course

    The idea is to create openness in the officeenvironment where people could interact witheach other

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    Farhan Mir

    2007 IMS

    Lipschultz, Levin & Gray -ThePeoples Company

    The Different look about the companyThe interior is quite unique and different

    The giant abacus (ancient computer)

    A welcome wall with something about business,innovation and commitment

    The setting is based on fun and exciting environmentbut employees are well focused on their tasks

    The tend to set new standards almost everyday, where

    to be great is not enoughThe core of the company is based on services offeredwith

    Integrity, Confidentiality, Honesty and Openness

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    Farhan Mir

    2007 IMS

    Lipschultz, Levin & Gray -Discussion Questions

    Keeping professional excited about work that canbe routine and standardized is a major challengefor Siegel. How could he use technical, human,and conceptual skills to maintain an environment

    that encourages innovation and professionalismin his CPA firm?

    What Management Roles would Siegel will beplaying?

    Made a presentation to potential clientsassessed the feasibility of adding a new consultingservice

    Kept employees focused on the companyscommitment to customers

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    Farhan Mir

    2007 IMS

    Lipschultz, Levin & Gray -Discussion Questions

    What can you tell about LLGs emphasis oncustomer service and innovation? In what

    ways does the organization support itsemployees in servicing customers and inbeing innovative?

    Would LLGs approach work for all CPAfirms? Why or Why not? What could othermanagers learn from Steven Siegel?

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    Farhan Mir

    2007 IMS

    C. F. Martinsthe famousguitar company

    The story about successfulmanagement and leadership

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    Farhan Mir

    2007 IMS

    C. F. Martinsthe famousguitar company

    Introduction

    Started in 1883 in United states offeringacoustic guitars

    That makes Martin one of the longestcontinually owned and operated familybusinesses in America

    Martin acoustic guitarsconsidered the worldover to be the finest you can play

    longevity is sustained due to

    Quality

    Innovation

    Excellence

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

    C. F. Martinsthe famousguitar company

    The focus on quality

    A Martin guitar, because it is crafted with thebest raw materials, and made by world-renowned skilled craftspeople, becomes amagical sensual experienceto completelysatisfy your personal aesthetics

    Throughout these years the management andemployees have not compromised on quality

    The tools and techniques have changed but thequality standards have remain at the same

    dazzling hights

    C F M ti th f it

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    Farhan Mir

    2007 IMS

    C. F. Martinsthe famous guitarcompany

    The Core Survival FeaturesMartins have also remained sociallyresponsible and ethical by utilizing legalnatural materials rather alternative woodspecies

    Martin used partially damaged woods for fortheir guitars

    It follows the CITES guidelines (Conventionfor International Trade in Endangered Speciesof Wild Fauna and Flora

    C F M ti th f it

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    Farhan Mir

    2007 IMS

    C. F. Martinsthe famous guitarcompany

    Martins as a LeaderChris the owner travels around the world to holdinstructional clinics

    Although company is rooted in past but Chris is

    ready to use non-conventional meansChris launched a low priced model in 1990sand that paid off for Martins

    Chris thought if Martins worship it past then

    there will be no Martin left to worshipUnder his guidance company sales went up

    His management style is known as friendly andpersonal, yet firm and direct

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    Farhan Mir

    2007 IMS

    C. F. Martinsthe famous guitarcompany- Discussion Questions

    Which Management skills- conceptual,human, or technical- do you think would bemost important for Chris martin?

    How might a commitment to socialresponsibility affect the way managersperform the managerial functions?

    What management roles would Chris beplaying as he

    Visits Martin dealership arround the world

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    Farhan Mir

    2007 IMS

    C. F. Martinsthe famous guitarcompany- Discussion Questions

    Chris made the statement that If Martinsjust worship its past without trying newthings, there wont be a Martin left toworship. What are the implications formanagers throughout the company as theyplan, organize, lead and control?

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    Farhan Mir

    2007 IMS

    Kentucky Fried Chicken(KFC)

    The Global company that serves youwith same quality and carethroughout the world

    K t k F i d Chi k (KFC)

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    Farhan Mir

    2007 IMS

    Kentucky Fried Chicken (KFC)Introduction

    KFC is based in Kentucky,and is the worlds mostpopular chicken restaurantchain.

    Founded by Colonel Harland

    Sanders in 1939.8 million customers each day.

    KFC Division is run by CherylBachelder, President and

    Chief Concept Officer.

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    Farhan Mir

    2007 IMS

    Kentucky Fried Chicken (KFC)

    KFC is part of Yum! Brands, Inc., which isthe world's largest restaurant system withover 32,500 KFC, A&W All-American

    Food,Taco Bell, Long John Silver's andPizza Hut restaurants in more than 100countries and territories.

    KFC has more than 13,700 restaurants inmore than 100 countries and territoriesaround the world.

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    Farhan Mir

    2007 IMS

    Kentucky Fried Chicken(KFC)-Products

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

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    Farhan Mir

    2007 IMS

    From $105 to 7 2 Billion in 50

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    Farhan Mir

    2007 IMS

    From $105 to 7.2 Billion in 50years Colonel Harland D. Sanders perfects secret blend of 11 herbs and spices in Corbin, Ky.,

    and restaurant.

    1952, Col. Sanders started franchising his recipe door to door financed by his $105.00 SS

    Check

    1964, Col Sanders had more than 600 franchised outlets in the US and Canada.

    1964, Sold his interest in his company for $2 million to a group of investors.

    1966, KFC went public

    1971, KFC was acquired by Heublein Inc. for $285 million.

    1982, Heublein & KFC Inc. was acquired by RJ Reynolds

    1986, RJ Reynolds & KFC, was acquired by PepsiCo, Inc. $840 million.

    1997, PepsiCo, Inc. spined-off of its qsrs into independent Tricon Global Restaurants.

    2002, Tricon changed it's corporation name to Yum! Brands, Inc. .

    NOW: Yum Brands, Inc. is the world's largest restaurant company in terms of system units

    with nearly 32,500 in more than 100 countries and territories.

    Yum! Brands, Inc., is a Fortune 300 company

    Yum! Brands, Inc. global system sales totaled more than $22 billion in the year 2001.

    Current Market Cap value on the NYSE is 7.2 Billion

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    Farhan Mir

    2007 IMS

    KFC- Fighting its ways throughSuccess and Controversies

    Standardization & Quality

    Global company sorestaurants worldwide

    Maintaining quality standardsworldwide is one of thesuccesses of KFC

    Numerous restaurants havethe same approach of

    making and selling productswith slight variation (e.g.Standard Uniform perCountry)

    http://www.answers.com/topic/kfcrestaurant-jpghttp://www.answers.com/topic/kfcrestaurant-jpghttp://www.answers.com/topic/kfcrestaurant-jpghttp://www.answers.com/topic/kfcrestaurant-jpghttp://www.answers.com/topic/kfcrestaurant-jpghttp://www.answers.com/topic/kfcworker-jpg
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    Farhan Mir

    2007 IMS

    KFC- Fighting its ways throughSuccess and Controversies

    In Pakistan

    Initially was subjected to questions raisedabout the way in which the chickens wereused in the food

    Fat people filing suits against the fastfood companies like KFC,MacDonald's and King Burger

    Now find itself in a fresh controversyWild Life supporters are protesting againstKFC and specially the way it kills theChicken for Halal food

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    Farhan Mir

    2007 IMS

    Managers in Spotlight

    Inside stories about threeprofessionals who have progressedinto top management within few years

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    Farhan Mir

    2007 IMS

    Mr. Asad Husnain Bukhari (The Beginning ofa Promising Career)

    Introduction

    Got his MBA (MIS) degree in 2001 from

    Institute of Management Sciences

    Was Class CR

    Cool-Minded & CooperativeMature & Progressive

    Immense Human Skills (Ability to work with variety ofpeople with extraordinary ease)

    Joined a Software House as a System Analyst and Designerand worked on variety of projects especially OnlineDevelopment

    Was always Interested in Learning so did part-time teaching

    in private institutes and at BZU as well

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    Farhan Mir

    2007 IMS

    Mr. Asad Husnain Bukhari (TheEarly Days at NADRA)

    Joined NADRA in 2002

    Joined NADRA as an Assistant Director at one of its SwiftRegistration Centre

    As Assistant Director (Incharge of the center) he wasactively involved in the management functionsespecially planning of overall centre

    Since NADRA was shifting (molding itself) into a rolemodel Public organization in Pakistan so an Incharge

    like Asad also was heavily involved in the Leading roleA NSRC (Swift Center) is financially independent Unitand has to support itself financially so Controllingremains a definite part of any Assistant Directors Job

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    Farhan Mir

    2007 IMS

    Mr. Asad Husnain Bukhari (The Guyproved himself not ordinary)

    Successes at NSRCs

    His three centers were declared as the best among thevarious NADRA centers in Pakistan many times (aproof of his Efficiency & Effectiveness)

    Became famous for identifying corruption cases atNADRA

    An Opportunity knocked at the door

    NADRA wanted to establish centers in foreign offices in

    major countries like US & UKConducted a test for the foreign posts and employeesfrom 74 NADRA centers applied

    Asad Bukhari topped the test and was appointed at a

    center in UK

    Mr Asad Husnain Bukhari Getting

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    Farhan Mir

    2007 IMS

    Mr. Asad Husnain Bukhari - Gettinginto Higher Ranks

    Regional ManagerOperations

    On his return was appointed asthe Regional Manager

    Operations (Multan)

    Not only was looking forwardthe overall operations of theregion with audit and control of

    the region centers but wasappointed as incharge of theNADRAs special project of

    Automatic Billing Machineknown as NADRA KIOSKs

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    Farhan Mir

    2007 IMS

    Mr. Asad Husnain Bukhari-DeputyManager NICOP Directorate

    Has recently promoted as the Deputy ManagerNICOP (National ID Card for Overseas Pakistani)Project

    His Strengths as a ManagerPinpoint Planning & Vision

    Well Documented

    Team based Management Approach

    Very Technical (Technically Sound i.e. knows or candevelop techniques or methods to accomplish anytask)

    Patient yet Progressive (Continuous Improvement)

    Professionalism & Interpersonal Skills

    I ll li

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    Farhan Mir

    2007 IMS

    Mr. Khurram Raza Zaidi- Intellectualismwith Style and Confidence

    Introduction

    Did his Masters in Business Administrationwith specialization in Information Systems

    Was the better students in the sessionsConfident

    Focus was on Skills rather on grades

    Was doubtfully the best as far as thecommunication skills are concerned

    Always focused on acquiring new skills

    Did many additional courses

    M Kh R Z idi A j

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    Farhan Mir

    2007 IMS

    Mr. Khurram Raza Zaidi- A jumpstart at one of the leading Banks

    Started his career at Bank Alfalah

    Was inducted in as a MTO (ManagementTrainee) and was subsequently hired as a

    Credit OfficerAlways was interested in the field of FinancialAnalysis and therefore settled in quickly

    Was the youngest MTO of his batch at that

    time

    He was very technical & intelligent and wasable to adjust with different Managers duringhis early days at the Bank

    M Kh R Z idi S

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    Farhan Mir

    2007 IMS

    Mr. Khurram Raza Zaidi- Successwas on his way

    Success at Bank AlfalahAfter two years of rigorous efforts was appointed as theCredit Manager in 2003

    Again was the youngest Credit Manager at Bank Alfalah

    In 2005 was promoted to open a Branch of the Bankand was the youngest branch manager

    In 2006 was given the charge of another Branch thatwas much bigger in volume

    His success key factors wereHard Work

    Technical Competency

    His attitude with People

    M Kh R Z idi Bi ti

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    Farhan Mir

    2007 IMS

    Mr. Khurram Raza Zaidi- Bisectingthe Managerial Position

    As a Branch Manager

    He is engaged in all managerial functions

    The planning is mostly done on annual basis

    (where they set goals and general guidelines toachieve those goals)

    On the way to achieve those goals he has toperform all other managerial functions i.e.

    He has to generate & control resources,lead & monitor so on and so forth

    M Kh R Z idi Bi ti

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    Farhan Mir

    2007 IMS

    Mr. Khurram Raza Zaidi- Bisectingthe Managerial Position

    Planning: Involves defining desitnation i.e. makingbudgets of human and non-human resources.

    Organizing: the resources needed to get to thedestination defined in the first phase. This involves

    identification and taking the desired resources (bothhuman and material resources).

    Leading: on the way, there are definitely ups anddowns. Some times your team gets stuck. You have tomotivate them and have to remain ahead them.

    Control: Basically involves measuring performances inbanking. In banking either you achieve your goals ornot. There is nothing in between. This involvesappraising the performance and identifying loopholes

    etc.

    M Kh Z idi Hi hli h i

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    Mr. Khurram Zaidi- Highlighting someIssues & Remedies

    The first and far most important problem is keeping theteam motivated on the way to achieve targets. If you have30-35 people working under you, you need to be ahead ofthem and at least should have 30-35 perspectives oflooking at things.

    Keeping focus: Being at a centre of decision making, you

    come across numerous focus busters, mood destructorsand spirit killers. But you have to stick to "FlushTechnique" to drain out such negative forces. Focus Isuppose is the life blood of any achievement.

    Updation of Knowledge Base: As a manager to bettermanage things, You are supposed to be a good learner.

    Being the leader of the team, You need to be ahead ofyour team mates.

    Striking the Balance: Pre-occupation some times makesit difficult to strike a balance in personal and official life.But I think at the start of career, you need to sacrifice yoursocial life a bit to get long-term gains