Cold Stone Creamery Case Summary

Qdoba Mexican Grill is a very well structured company. In this paper we had taken a look at Qdoba’s history and saw how they came to be the company they are today. We also took a look their stock and saw how they are doing in the stock market and are the main provider for Jack In The Box. I talked about what its like to own a franchise, and showed you how much it cost to be an owner of Qdoba Mexican Grill. I explained why I always choose Qdoba over Chipotle, and that there isn’t too much of a difference between the two. For a brief time I talked about why I love to go there. Qdoba has done very well as a company and has many people who love their food. I hope that this has taught you a little bit more about Qdoba and why I believe it’s a great

In order to achieve the goals and objectives, HR must commit wholeheartedly to our initiatives; thinking them through at the front-end and executing decisively according to plan. Furthermore, HR needs to maintain flexibility and deftly adapting when circumstances demand.

The strategy recommended would match both external and internal fit that help Ice-Fili to increase its current market share (5%), maximise its long term profits and to achieve a sustainable competitive advantage. To dominate the Russian ice cream market and maintain its market leader position, it has to brand itself as the top historical Russian ice cream producer and strengthen its core product in the impulse segment.

The restaurant industry in the United States had annual sales of $ 631.8 billion and employs 12.9 million people in 2012. Even in times of recession there is little evidence that this industry has seen a decline especially in its fast food and quick service segment. But with a depressed economy with no immediate upward trend in the near future, majority of the customers indicated that they would either curtail their spending on eating or best maintain its current level which is certainly going to affect the future of many restaurants in the industry. Chipotle is part of the fast casual segment of the U.S industry with over 1,600 restaurants.

Its objective is to retain and promote the best managers possible at every location to best influence the food and the customers positively. A unique method of staffing was enacted at Chipotle. The staffing structure ensured that the hourly employees could be promoted to better and higher paying positions and even into management. This career progression attracted and retained the best human resource talent and provided a motivating and positive career trajectory for lower-tier staff. The ability of managers to reward or withhold tangible and intangible rewards allows for the development of a meritocracy. This provides a valuable tool for molding the kind of success-orientated culture at Chipotle. Instead of wasting time and resources while recruiting new members, they save time, capital, and resources by rewarding and promoting from within. This leads to maximization of profit, reduction of turnover, and improved employee satisfaction and performance through retained knowledge, skills, and experience of long-term employees. The net effect of these communication and management methodologies is to ensure that services offered to customers are of the highest possible quality. For example, 84% of the customers spend less than five minutes waiting to be served. This has been enhanced by the solicitation of new ideas into the system and incorporating internal suggestions from employees into policy and procedure creation. The effective strategy this company has employed is directly reflective of Maslow’s Hierarchy of Needs. In this theory, it is stated that human beings are motivated by ever more abstract conceptions of ‘needs’. By providing the same basic ‘physiological’ needs as other employers but also adding higher motivational levels; such as esteem and self-actualization through promotions and employee recognition; and a sense of comradery a ‘belongingness need’ Chipotle has created a

I am a HNC business student. I am writing this report as part of my course. This assessment covers outcome 4 of the Managing People and Organizations' class. Unit F84T 34

Goldratt defends financial measures as the primary basis for evaluating the goal of the organisation (which is economic in nature). The same author goes on to state that; non- financial measures are equivalent to anarchy. Theory of Constraints proposes the use of three measures closely related to what the company pursues in its actions, i.e. goal. The three measures: net income, return on capital employed and cash flow are very important because they generate answers to the questions that matter most managers, such as:

Businesses have been playing a crucial role in people’s lives. No matter what they go or what the occupations they are; people are drawn to get involved in businesses. However, behind the scenes of the business thriving, the environment is deteriorated each day. Many development schemes are come up with the plan related with the depletion of the environment (Shah, 2002). Because of people and environmental damages, attentions were drawn to corporations for ensuring their sustainabilities. John Elkington designed a framework called Triple Bottom Line(TBL) (cite), which allows employees or entrepreneurs to adopt it for evaluating their performances regarding three dimensions people, planet, and profit. Starbucks is one of successful corporations which uses the Triple Bottom Line. The underlying Starbucks’s policy is to "inspire and nurture the human spirit-- one person, one cup, and one neighborhood at a time" ( Herbeck, 2012). The statement which was previously mentioned shows that Starbucks does not solely concentrate upon their profits, but their stakeholders’ well beings and the environment as well. This firm tries to launch many campaigns based on the three factors of the Triple Bottom Line. As a result, when it comes to Triple Bottom Line framework, Starbucks was given the opportunity to appraise and monitor its operations.

In the case of Giant Consumer Products, Inc. (GCP), the background of this supermarket’s performance, specifically in the Frozen Foods Division (FFD), is reviewed and applied to promotional marketing decisions. Presented by Harvard Business School in 2012, Giant Consumer Products: The Sales Promotion Resource Allocation Decision provides a comprehensive overview of GCP’s overall financial stature, with insights into its FFD including industry and company context, promotional planning, execution, and allocation (Bharadwaj & Delurgio, 2012). In pursuit of further analysis, GCP’s case background can be reviewed and summarized by conducting a situational analysis, determining the core issues, evaluating alternative solutions, and providing concluding

The entitlement philosophy can be defined as assumes that individuals who have worked another year are entitled to pay increases, with little regard for performance differences. The entitlement philosophy can be seen in many organizations that traditionally have given automatic increases to their employees every year. Further, most of those employees receive the same or nearly the same percentage increase each year. Employees and managers who subscribe to the entitlement philosophy believe that individuals who have worked another year are entitled to a raise in base pay, and that all incentives and benefit programs should continue and be increased, regardless

Leading up to 2012, Diamond Food's had been a rising superstar on Wall Street. The company transformed itself from a sleepy cooperative nut distributor to a 21st century snack power house. While some of that transformation was done organically through better marketing and margin expansion, most of the company's transformation was done through acquisitions. Mr. Mendes, the CEO of Diamond, believed that better prospects lie outside the wholesale industry and refocused the company on the providing relatively healthy snack options at grocery stores. In the broad sense Diamond had been doing well up until 2011, but it would not last.

Kitchen Best Appliance Company Ltd (Kitchen Best) recently faced with some management issues. As there was a lack of an enforceable and systematic management system, opportunities were discovered for bribery and nepotism. Moreover, quality control was found to be ineffective and losing the major customer became possible for the company. As these issues hindered the development of Kitchen Best, rectifications are needed. The following report will comprehensively investigate the major problems of Kitchen Best under the current management style and propose the recommendations to solve the problem which needs immediate attention and correction.

I have selected the Thomas Keller Restaurant Group as the company that I will be using in the opening of a new restaurant. The company is a private corporation owned and operated by Chef Thomas Keller (Company overview of Thomas Keller restaurant group). I chose this company because the Owner/Chef is a world class Chef who owns multiple 3 Michelin star restaurants, The French Laundry in Napa County and Pre Se in New York, New York (Le chef américain thomas keller reçoit la légion d’honneur, 2011). Thomas Keller “is the only American chef to have obtained simultaneously three Michelin stars” (Le chef américain thomas keller reçoit la légion d’honneur, 2011), he currently holds seven Michelin stars, “3 Stars, The French Laundry,

Traditionally, pro forma earnings are lampooned as “earnings before the bad stuff”, which are lower than the figure according the GAAP. Companies may present to the public their earnings and results of operations on the basis of methodologies other than GAAP. And this presentation in the earnings release is often referred to as “pro forma” financial information. Many companies were thought to be using pro forma figures not only to exclude one-time charges, but also to strip put recurrent costs and other elements that they claimed concealed their “true” performance.

Motivation is essential for a group as well as an organization. In the eyes of the leader of organization McDonald’s, authorizing and inspiring staff members to do the best in their job and they’re capable of helps create job satisfaction, lowering gross revenue in an industry that has a standing for stimulating its employees. In addition, a glad, stable workforce not just conveys better customer service; it is likewise more compelling at building deals and attracting repeat business. There are five concentrate benefits of employee motivation which Mc Donald’s approached at: