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STRATEGIC PLAN AND OPERATIONAL PLAN KFC has strategic planning to increase its market worth value of the market and its market share. They work on a well defined strategic planning for this. They are working efficiently on operational plans for example they only open up the branch were they can easily earn up to more than desired or planned revenue even like KFC has open up its wheels for less cost and market penetrating in areas like Thokar Niaz Baig and Bahria Town this is part of their operational plans once they will think they have made the spot then they would open up its new branch. Operational plans also include launching of a new product to change or innovate its product line for the customers.

POLICIES: KFC policies are excellence for their standards which are shortly termed as CHAMPSi.e. C: Cleanliness H: Hospitality A: Accuracy M: Maintenance P: Product S: Speed of ServeK F C p o l i c i e s r e g u l a t e s a r o u n d t h e s e s t a n d a r d s , h o s p i t a l i t y i s a l s o w i t h t h e employees regarding their issues and privacy.

PROCEDURES/RULES: Procedures are well described in CHAMPS standard library whose access is onlygiven to the employees.There procedures/ rules include safety for its products as well as their employees byproviding with sanitizers keeping kitchen environment clean and hygienic.

PLANNING TOOLS AND TEQNIQUES KF C ma n a g e r s ar e mo st l y i n d u lg e d i n p la n n i n g t e c h n iq u e o f f o r e c a s t i n g o n quantitative grounds thats the responsibilit y of Regional managers to plan with contingency thinking and most of times regional managers do nothing except firing employees of their jobs to retain profits and revenue which was generated or to deal with economic issues.


All types of controlling we have studied are done by the KFC and all these types of controlling are as follows: Feed Forward Control: Feed forward controlling is done by the territory managers along with UBMs (Branch Manager).T he y do st o r e mo nit o r ing o r vis i t s t o KN N s fa ct o r y t o c he c k it s s u p p l ie s a nd controlling is done far before the product is to be made. With these visits they assure the quality and health of chickens for the hygienic products. Feed Back Control: F e e d b a c k co nt r o ll i ng is do ne by t he s upe r vis o r o f t he br a nc h o r t he a s s i s t a nt manager through comment cards and also done through call centers and survey that what we were told but we didnt experience while visit ing KFC and no calls were made according to our Concurrent Control Concurrent controlling is done by the Unit Business Manager and this controlling isdone for the assurance of food quality by being in Kitchen monitoring workers withnumber of visits during a day also for reducing variances and wastages. External Control: Yum brand representatives visit restaurants and its franchise owner Cupola officesfor standards and quality check up. And once they find any flaw in the standards or quality they dont simply bear or give a chance to the manager or person responsiblefor that flaw. Visits are sometimes informed and some of the times they visit withoutinforming. MANAGEMENT BY OBJECTIVES: In KFC there is no management by objective is done as no opinions are taken fromtheir teams working under supervisors UBMs And AUBMs. EMPLOYEE DISCIPLINE SYSTEM: Disciplines are maintained in KFC as this is their core strategy to have disciplinede mp lo ye e s a s t h e s e d is c ip l i ne s e mp lo ye e s ar e k e y t o t he ir st a nd ar d s. A l l t his employment discipline is maintained by managers and are followed CHAMPS.

FINANCIAL CONTROL: KF C h a s o ne f ina nc ia l d e p a r t me nt t hat s e e s a l l t he f ina nc ia l a c t iv it ie s i n t h eorganization. Branch Finances are looked after by the UBM. UBM has to report all thefinancial activities required to be done or done to the finance department directly. PURCHASING CONTROLS: Purchasing depends on the restaurant branches. Four types of Purchasing is done y y y y In house Ware house Direct Indirect

Requests are send to the respective persons for the purchases that is it is send toprocurement department. In house purchasing is for the use of in-house keeping itincludes purchasing of furniture goods and storage goods. Warehouse purchasing isrequested by the store supervisor for purchasing goods needs for the warehouse.Direct purchasing is done by Managers again for the Branch use things are boughtfrom the certain amount that is given to the manager by the finance department.Indirect purchasing is done by requesting the department for goods needed. INVENTORY CONTROL: Inventory is done several times a week one final time a month and at the end of theyear. Inventory controls are looked after by UBM and AUBM and they check inventoryfor three times a day to be accurate regarding their costs and what can be saved. STATISTICAL CONTROL: All the stats of the branch is taken care by the UBM and all these stats are given tothe financial department ORGANIZING: Span of control (Number of workers working under single person) of Employees areas follows CEO: Span of control of CEO is Head of food department and all the employees under HOFD in organizational chart. Head of Food Department: Span of control of Head of food department is of 3 Regional managers and all the employees under regional manager as described in the organizational chart.

Regional Manager: Span of Control of all Regional Manager is of Area Coaches i.e. some cities have asingle area coach and regional manager works for Regions. Area Coach: S pan o f co nt ro l o f all area coaches is t err it or y manager ( which ho ld c e r t a i n t er r it o r ie s o f C it ie s u nd e r ar e a co a c he s ) a nd a l l t he e mp lo ye e s u n d e r t e r r it o r y manager as described in the organizational chart. Territory Manager: Span of Control of territory manager is the entire unit business managers (managersof each branch it the city) and the all workers under the Unit business manager. Unit Business Manager: U n it b u s i ne s s ma na g e r a ls o k no w n a s br a nc h ma na g e r , S p a n o f co nt r o l o f U n it Business manager is assistant unit business manager and all the employees workingunder assistant business manager.

Development team
Roger Eaton President and Chief Concept Officer

Eaton became President of KFC Corporation in early 2008. Eaton is an international restaurant industry veteran and has been with Yum! Brands for 12 years. Prior to taking on the top job at KFC, Eaton was Chief Operating and Development Officer for Yum! Since 2000, he has served as Senior Vice President/Managing Director of Yum! Restaurants International South Pacific (SOPAC). Earlier in his career, Eaton was Regional Operations Director of KFC SOPAC, General Manager of KFC New Zealand and Finance Director of KFC SOPAC.

Larry Roberts Chief Operating Officer

Roberts and his team are driving operations excellence in more than 5,000 KFC restaurants in the U.S. by focusing on higher standards in cleanliness, friendliness and food quality. Their mission is to provide an outstanding customer experience in every restaurant, every visit.

Roberts began his career with PepsiCo in 1990 in the International Treasury function. In 1995, he moved to PepsiCo Restaurants International as a Planning Director. In 1997, he became Senior Director of Treasury, Europe and Latin America, and then Assistant Treasurer, International in 2000. He moved to the United Kingdom in 2002 as the Finance Director for Pizza Hut where he led a high-performing team to support a rapidly growing business. In 2005, he returned to the U.S. as the Chief Financial Officer for KFC and in 2008 was promoted to General Manager of the KFC Operating Company where he led 1,000 company restaurants. At the beginning of 2009, he was appointed Chief Operating Officer, KFC and assumed responsibility for both the company and franchise operations.

Scott Haner, CFE Director, Franchisee Recruiting

Haner connects successful professionals and business owners with brands people crave by leveraging their experience to help them become multi-unit franchisees in the KFC system. Now in his 21st year as a KFC/Yum! veteran, Haner has a variety of development and marketing experience. For the last six years, he has led the new franchise recruiting effort at Brand KFC. His team sources and qualifies new franchisees, carefully screening them to ensure they are a proper fit in the KFC system and possess business savvy, demonstrate the ability to build a team, have a vision for multi-unit growth and the financial wherewithal to make their dreams a reality. Haner believes that enabling franchise capability will result in enhanced future development. To model this, his team facilitates the Quality Onboarding Program designed to enable new franchisees to be productive players in the KFC system. Haners passion for franchising has also led him to be certified as a Franchise Executive and a hold a position on the Board of Directors of the International Franchise Association.

Susan Burton Franchise Specialist, Recruiting/Onboarding

Burton began her career with Yum! Brands 13 years ago and joined the Franchise Recruiting Team in 2005. In her current role, she is the main contact for those who are interested in becoming a KFC Franchisee, either through the development of new stores or acquiring existing restaurants. Burton is with you every step of the way as she offers support and guidance through the franchise approval process. Once you gain franchise candidate approval, you will continue to work with her as she facilitates the Onboarding process. The Onboarding Program will guide you through the development process of not only your store, but also your team. Burton will help you stay organized and share information crucial to opening your store through regular communications where she will share her knowledge and past experiences and connect you to others in the KFC and Yum! Networks.

Mike Smith Franchise Developer, Midwest/Northeast

Smith has more than 25 years experience with KFC/Yum! in various roles within the development department. As a registered architect, Smiths current role in Franchise Development is to assist, enable and facilitate franchise development of new and

replacement KFC restaurants. His territory is the northeast third of the country, extending west to Kansas and south to Tennessee. His previous roles include company Real Estate Manager, company Construction Manager and Regional Architect for company and franchise development. Smith is anxious to collaborate with franchisees to spur KFC development by championing projects through both the internal and external approval processes including real estate, permitting, construction and design issues. He enjoys involvement in all aspects of the KFC development process.

Bob Newton Franchise Developer, West

Newton builds relationships with existing KFC franchisees and new candidates researching viable trade areas and sites for new growth and development. His responsibilities also include assisting KFC franchisees with their existing restaurants and planning future asset upgrading. Newton has 15 years experience in restaurant franchise development and real estate. For the past 10 years, his responsibility has been expanding the worlds favorite QSRs with Yum! Brands and KFC in Franchise Development. Previously working with Yum! franchisees across all brands, Newton now enjoys focusing on KFC Franchise Development throughout the Western Division.

Sara Butler Franchise Developer, Southeast/Southwest

Butler assists franchisees through the development process from site selection to brand site approvals and store construction. Her goals are to grow the KFC brand through new locations and outlet replacement, bringing communities either a new or improved KFC restaurant. Butler has been with KFC Development for 5 years and most recently held a Real Estate Manager position. Through this role, Butler has become an expert at market evaluations, contract negotiations and local permitting and zoning, all knowledge and expertise that she will bring with her to bear against the franchisees targeted development areas. Butler welcomes the opportunity to work with franchisees to help them build new KFC restaurants

leveraging power
Were seeking KFC franchise candidates with a future vision to be an operator of at least five to 10 restaurants. KFC is looking for candidates that will commit to building three units over their first three to five years in the system. In the early days of quick service restaurant (QSR) development, franchisees generally opened a single restaurant and operated that restaurant solely until the end of their franchise career. In today's environment, this has changed. Most larger QSR franchisors are seeking franchisees with the aptitude and capability for multi-unit restaurant ownership and development.

Building or buying multiple restaurants enables you to achieve scale in your operations and this could result in a number of advantages. First, you leverage your expertise. Opening the initial restaurant of any concept requires a learning curve, including proper understanding of perfect product production, management processes and system communication procedures. Opening additional restaurants utilizes this same knowledge, which could make future openings less complicated. Many of the steps remain the same and a franchisee's previous opening experience serves as valuable know-how when the process is repeated.

Another advantage of multi-unit restaurant ownership could be that it offers growth opportunities for a franchisee's high-potential restaurant operators. In a single unit operation, upwardly mobile restaurant managers have nowhere to go they need to leave the organization if they want to become a restaurant general manager. In a growing multi-unit operation, these team members have the opportunity to move along a career path with increasing levels of responsibility. Many KFC franchisees note that one motivation for them to grow came from a desire to provide personal growth opportunities for their best employees.

Building operational scale can also deliver other benefits. Larger operators can qualify for quantity discounts and leverage their size with local service providers. Multi-unit operators have the ability to increase overall organization stability by broadening the base of their operations and by spreading their overhead costs against multiple restaurants. Many speak of developing restaurants in pods of six to seven. Once you have made the investment in an Above Store Leader to manage multiple restaurants, the next few restaurants experience less cost from an overhead perspective. When a franchisee has added Above Store Support, it can free up some of their time to focus on some of the other needs of the business.

KFC /Yum! Brands is actively seeking franchisee prospects that want to be multi-unit KFC franchise operators. We have helped establish many of the largest multi-unit operators in the U.S. franchise business. KFC currently has more than 350 multi-unit

franchisees; more than 150 of these operate more than five restaurants. In Multi-Unit Franchisee Magazine's recent listing of the Top 99 largest multi-unit franchisees, 43 operate at least one of the Yum! portfolio of brands.
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