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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)
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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
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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
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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
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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
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