MASTERS OF BUSINESS ADMINISTRATION

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Operations Manage ent

Project Report

!i""a #$t Operation Stan%ar%s

Research by: Zahoor Soomro

University of East London INDE& Sr No No' (' ,' .' 0' 2' 3' 5' 6' 8' 10. 11. 12. 13. 14. 15. 1 . 1!. 1". 1#. 20. 21. 22. 23. 24. 25. E)ec$ti*e S$ Met-o%olog+ /i itations Ai s an% Ob1ecti*es Co pan+ !rofile Intro%$ction4 Operations Manage ent Operation Stan%ar%s Main 7ork Stations !reparation Make table C$t Table Dispatc-ing !rocess Mapping Table Fis-bone %iagra :$alit+ Ass$rance Cost ;ariance Forecasting E plo+ee !erfor ance I portance of C$sto er E)perience Mo ent of tr$tC-a ps E)cellence Marketing !ro%$ct %e*elop ent Concl$sion table !ro%$ct Stan%ar%s ar+ , . 0 2 3 5 6 6 8 8 8 (9 (( (, (. (2 (3 (6 (8 (8 ,9 ,( ,, ,. ,0 CONTENTS !age

Zahoor Soomro $ %ro&ect Re'ort

University of East London

E)ec$ti*e S$

ar+

(he o'erations standards are the )ey 'ath definin* e+ements in any b,siness. -itho,t set 'roced,res o'tima+ res,+ts can not be obtained.
(he o'erations standards at 'i..a h,t have m,+tifaceted cha++en*es and o''ort,nities. (he standards and 'roced,res for doin* b,siness are /e++ defined b,t some of the 'ossib+e factors can ca,se to the deviations and variances. (hose 'ossib+e factors can be eradicated thro,*h e0tra efforts into the 'rocess. 1o/ever the sma++ chances of variance /i++ remain the same beca,se the rea+ b,siness scenarios may vary some times than the forecasted one. (his re'ort is an attem't to investi*ate the o'erationa+ standards and the 'ossib+e ca,ses of variance in standards and ho/ does it affect c,stomer satisfaction.

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University of East London

Met-o%olog+
1. (he st,dy of %i..a 1,t 25123 is carried o,t. 2. 4eo*ra'hica+ +ocation is the -oodford 4reen 3. %rocess 5a''in* (oo+s 4. %rimary 6ata 7o++ection

8ntervie/s

5. Secondary 6ata co++ection 9o,rna+s :rtic+es ;n+ine so,rces avai+ab+e< /ebsites =e/s 7+i''in*s %,b+ished reso,rces avai+ab+e at %i..a h,t 1ome service Resta,rant21SR3

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University of East London

/i itations
1. (ime /as ma&or constraint. 2. Limited information /as avai+ab+e. 3. (he +imited access on the data /as avai+ab+e.

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University of East London

Ai s an% Ob1ecti*es

(o find o,t the 'revai+in* o'erations standards at 'i..a h,t.

8nvesti*ate the variance or deviations in overa++ 'rod,ctivity d,e to non com'+iance of the o'erations standards.

8nvesti*ate the c,stomer e0'erience /ith 'i..a h,t.

8nvesti*ate the ca,se and effects of variances in o'erations standards and its im'acts on c,stomer e0'erience.

8nvesti*ate the factors res'onsib+e for 'rod,ct s,ccess.

8nvesti*ate im'acts of the trainin* and deve+o'ment of each ,nit on over a++ b,siness 'rod,ctivity.

8nvesti*ate the 'ossib+e e0terna+ factors that can have im'acts on the b,siness 'rod,ctivity.

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University of East London

Co pan+ !rofile
%i..a h,t started on 1#5". (he dream of >ran) and 6an 7arney t,rned into the rea+ity /hen he o'ened the first 1,t in -ichita? @ansas. (he /ebsite of 'i..a h,t states that in very be*innin* the resta,rant /as as too sma++. 8t had &,st 25 seats avai+ab+e for c,stomers. (he ins'irations for the name as A1,tB came into tho,*hts thro,*h the desi*n of the b,i+din*. 8t +oo)ed +i)e a h,t. (herefore it *eared the idea to carry on /ith name as A%i..a 1,tB.

(he %i..a has s,'erior '+ace in the mar)et? 'artic,+ar+y for the %i..a b,siness. (hro,*h the time it has scattered in to the mar)ets of the /or+d. (he n,mbers of the *ro/th de'icts that it %i..a h,t has more than 00 o,t+ets in the U@ on+y.

(he %i..a h,t is a 'art of C,m? /hich is another bi* com'any. (he C,m o/n severa+ bi* com'anies +i)e @>7? Lon* 9ohn Si+verDs? : E - (aco Fe++ (he %i..a h,t /as former+y o/ned by -hitbread and C,m as a &oint vent,re. F,t in the year 200 -hitbread so+d o,t their shares to C,m. %resent+y the %i..a 1,t U@ Ltd is no/ 100G o/ned by C,mH 2 htt':II///.'i..ah,t.co.,)Iresta,rantIhistory.htm+3 :ccessed on 1"I05I0"

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University of East London

Intro%$ction

Operations

anage ent

(raditiona++y it is be+ieved that the o'erations mana*ement is as a transformation 'rocess that ta)es set of in',ts and transforms them into the o,t ',t. (he o,t',t can be the *oods or services. (his inc+,des the effective '+annin*? sched,+in* and contro+ of the activities that 'rod,ce the reJ,ired o,tcomes. 27eci+ 7. Fo.arth? Robert F. 1andfie+d? 200"3

;'erations mana*ement '+ays a )ey ro+e in determinin* the s,ccess or fai+,re of an or*ani.ation. (o carry for/ards the in',ts of each ,nit a++ to*ether and *ettin* t,rned it into the o,t',ts is the rea+ syner*y? /hich he+'s or*ani.ation to set the directions to/ards c+imbin* the hei*hts of s,ccess.

:ccordin* to the -i++iam 9. Stevenson as he state in his o'erations mana*ement boo) A;'erations mana*ement is the mana*ement of the system or 'rocess that create *oods andIor 'rovide servicesB this invo+ves vario,s in',ts? he add? A the creation of *oods or services invo+ves the transformation or conversion of in',ts into o,t',ts. S,ch as ca'ita+? +abo,r and information are ,sed to create *oods or services ,sin* one or more transformation 'rocessesB.

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University of East London

:+tho,*h the *oods and services *o hand in hand? there are some very basic differences bet/een the t/o. (his can be determined thro,*h its nat,re of the b,siness. Some or*ani.ations can have hi*her de*ree of tan*ibi+ity or intan*ibi+ity. (his can be determined thro,*h its nat,re of b,siness. >or instance? if the or*ani.ation is se++in* *oods? it can be determined hi*h +eve+ of tan*ibi+ity and other/ise if its se++in* services then +eve+ of intan*ibi+ity /i++ be hi*h.

2-i++iam 9. Stevenson 20053

Operation stan%ar%s at !i""a #$t

F$nctional Units
(he activities of b,siness or*ani.ations are most+y divided accordin* to the f,nctiona+ity? the mana*ement of the 'ersonne+ and the res'onsibi+ities. 29ose'h S. 5artinich? 1##!3

(he o'erations at %i..a h,t can not be hi*h+i*hted for any of the sin*+e f,nctiona+ ,nit. Rather it is the co++ection of severa+ set of the activities that ta)e '+ace /ith in the ,nit and ma)e thin*s 'ossib+e by t,rnin* c,stomer e0'ectations into the rea+ity.

(he s,ccess or the fai+,re of the 'rod,ct de'ends on the 'erformance of severa+ f,nctiona+ ,nits. (hose f,nctiona+ ,nits o'erate se'arate+y b,t connected /ith each other thro,*h the &ob activities. (he ,nitBs o'eration standards are disc,ssed f,rther do/n.

Main 7ork Stations

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University of East London

Preparations

The preparations is the process of getting things ready, that will help to carry the out the operations in store. This involves activities like defrosting of dough, starters and cheese. So that can be used for the next day operations. If preparations for the following day operations is not up to the mark then that will cause difficulty or shortages of items that are necessary for the conversion process. The preparation is done on the basis of the next business day forecast. If the forecasted goods will not be made ready for the next day operations that will be virtually difficult for the next day shift manager to carry out the business operations. 2So,rce: So,rce: %i..a h,tI 5an,a+ IF,siness 6ates 14I04I200"I+ocation: 1,t 5123

5a)e tab+e (he &ob of the ma)e tab+e is to ma)e orders that are received from c,stomers and a''ears on the micros system. ;rder /or) on >8>; system? ,n+ess there is any co++ection c,stomer. 8t is beca,se the co++ection time is 10 to 15 min,tes as com'are to the de+ivery /hich is 30 to 35 min,tes. (he 're'aration of ma)e tab+e is a critica+ 'art of the o'erations at 'i..a h,t. (he ri*ht +eve+ of 'rod,cts? in*redients condiments and sa,ces are 're'ared to the s'ecifications. (hat is to be considered vita++y that the ma)e tab+e items character? aroma? freshness? and taste are a''ro'riate and )e't at ri*ht ma)e tab+e tem'erat,re bet/een 2 and 5 de*ree centi*rade.2 See :''endi0 1 E 1a3
:ccordin* to the set bench mar)s for the to''in* r,+es it sho,+d be im'+emented in the same manors as mentioned in the 'i..a h,t man,a+ *,ide.

2So,rce: So,rce: %i..a h,tI 5an,a+Ima)e tab+e *,ide+ines IF,siness 6ates 14I04I200"I+ocation: 1,t 5123

5a)e (ab+e Standards:

Zahoor Soomro $ %ro&ect Re'ort

University of East London (here are set r,+es for the 'i..a sa,cin* and cheesin*? if not fo++o/ed then it can res,+t in so**y or sa+ty 'i..a. (his /i++ ca,se dissatisfaction of the c,stomer. 2see a''endi0 3a3 7,t (ab+e (he &ob of c,t tab+e is to receive the 'i..a and c,t them accordin* to the order *,est chec)? and 'o,ch them accordin*+y. (he s'ecia+ consideration is to be 'aid /hen 'o,chin* that the ri*ht order sho,+d *o /ith ri*ht *,est chec). 8f it *oes /ith /ron* order then it brea)s do/n the f+o/ of the c,t tab+e and can ca,se the mess ,' of the c,stomer. 2so,rce: So,rce: %i..a h,tI 5an,a+I7,t tab+e *,ide+ines IF,siness 6ates 14I04I200"I+ocation: 1,t 5123

6is'atchin*
(he dis'atchin* is tric)y and critica+ /or) s'ecia++y /hen there are more orders on the she+ves and +ess drivers. (he *eo*ra'hica+ are is divided in to the .ones accordin* to the 'ost codes. (he 4,est chec)s 'rint /ith address and the 'ost code. So the shift mana*erBs shar'ness is to dis'atch the de+iveries that can be ta)e t/o at a time. (his effort saves time and effort.
Us,a++y it ta)e +ess than 30 min,te to de+iver the order to the c,stomer on hisIher door? b,t the timin* standards may vary accordin* to the avai+abi+ity of /or) force and the +eve+ of 'ea) that b,siness receive in 'artic,+ar moment of time.

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University of East London

Process Map
The flow of Order making and delivery to the customer

7,tomer %+ace order

%i..a 1,t

6e+ivery 8s it co++ection or ;rder on 5a)e order made on ;ven ba)in*

ma)e tab+e 6e+ivery %romise time:30 tab+e screen (ime:3min min

'rocess time:

min

7,t (ab+e 7o++ection 7,t the %i..a time: 1min (eam member 7,stomer ta)e a seat : /ait time 10 min,tes handover the order to c,stomer 7o++ection 8s it co++ection or 6e+ivery

6e+ivery

6river 7ashed ,'K 'ays money to the shift mana*er

7,stomer 'ays money or recieve card recie't

7,stomer recieve de+ivery /ith in 'romise time : 30 min

6e+i ver

y dis'atched to driver

So,rce: :da'ted from A5a''in* F,siness %rocessB 7eci+ 7. Fo.arth? Robert F. 1andfie+d 2200"3

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University of East London

%rod,ct J,a+ity Sa+es(ar*ets and bench mar)s for standards %rod,ct standards %rofit rate Unit 6eve+o'ment cost %rod,ct deve+o'ment cost %rod,ct 8nnovation

=e/ c,stomer deve+o'mentI +eaf+ettin*I advertisin*

:chievin* tar*ets thro,*h c,stomer satisfaction

staff +oya+ Sa+es 7om'etetor -or)'+ace envoirenmentI Staff (rainin* E 6eve+o'ment

(he c,stomer is

Socia+ interaction

shift mana*er abi+ity satisfied

5ar)et ima*e

So,rce: 7ontin,o,s im'rovement (oo+s? A>ish bone 6ia*ram ada'ted from AS,''+y 7hain E0ce++enceB by %eter Fo+stroff? Robert Rosenba,m 222033

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University of East London

!ro%$ct Stan%ar%s
(he aim of the b,siness ,nit is to achieve the com'+ete o'erationa+ standards 'ractices. (he intervie/ /ith Resta,rant 4enera+ 5ana*er 2R453 of h,t 512? revea+ed the fact that o'tima+ stren*th is a+/ays ,ti+i.ed into the 'rocess to *et the ma0im,m res,+ts and maintain 100G 'rod,ct J,a+ity standards. (he mana*er added? A:++ do,*h sho,+d be identified /ith an acc,rate timin* system? as it is very critica+ to *ood do,*h mana*ement? *ood J,a+ity and /asta*e mana*ementB. 2See :''endi0 23? he adds? Athe /asta*e contro+ is very im'ortant to save overa++ cost of doin* b,siness. 1e be+ieves that the /asta*e at the end of the day *ives a bi* off set to the 'rofits.B

6efrostin* (he J,a+ity /itho,t /aste is the drivin* force behind do,*h she+f +ives and timin* system in 'i..a h,t. 8f not fo++o/ed? +eads to the variance of o'erations that ,+timate+y ta)e to the bad J,a+ity and dissatisfied c,stomers as a res,+t and can +i)e+y to decrease the c,stomer base. 2So,rce: So,rce: %i..a h,tI 5an,a+I%re'arations IF,siness 6ates

14I04I200"I+ocation: 1,t 5123

(o''in* Standards ;ver+a''in*: ;ver+a''in* of the to''in*s? *ive a bad taste of the 'i..a and dama*es the e0'ectations of the c,stomer. (here is the 2 fin*er r,+e that is a''+ied for to''in*. 2See a''endi03 E a''endi0 3a3

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University of East London

6atin* standards
(he datin* standards are set for every in*redient ,sed in the b,siness. (he items are +abe++ed /ith correct 5R6 25ade? ready? discard3 +abe+. (hese +abe+s m,st

have either date made? date ready? date discard and time detai+s or co+o,r datin* system. 2so,rce: So,rce: %i..a h,tI 5an,a+I4enera+ StandardsIF,siness 6ates 14I04I200"I+ocation: 1,t 5123

%rod,ct She+f +ife

8n order to maintain the 'rod,ct J,a+ity ,' to the standard? that is very im'ortant to fo++o/ the set r,+es for the 'rod,ct she+f +ife. 6ifferent in*redients ,sed in the 'i..a ma)in* 'rocess? carry different she+f +ife. 2see a''endi0 43 2So,rce: So,rce: %i..a h,tI 5an,a+IShe+f +ife tab+eIF,siness 6ates

14I04I200"I+ocation: 1,t 5123

(he taste and the J,a+ity hi*h+y determine on the freshness of the in*redients? and the res,+tant the ha''iness of the c,stomers. :ccordin* to the 6e',ty 5ana*er of %i..a h,t? A8f? there is variance observed in the 'rod,ct J,a+ity that /i++ overa++ affect 'rod,ctivity and fina++y the c,stomer satisfaction +eve+. (his is not acce'tab+e at a++B. 1e added? Aif com'any is s'endin* a h,*e amo,nt of money on the 'rod,ct 'romotions and mar)etin* activities that is for the b,siness. :nd a+so com'any 'rovides the trainin* to the em'+oyee to ho/ to maintain the 'rod,ct J,a+ity. So every sin*+e 'erson sho,+d have to ens,re the J,a+ity of the 'rod,ct and ha''y c,stomer ma)es more ret,rn in the f,t,reB.

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University of East London

8n this re*ard? com'any has *ot set 'roced,res and *,ide+ine to maintain the standards for the s'ecified interactions bet/een the em'+oyees and c,stomers.

8f the deviations occ,r that /i++ +i)e+y to +ead to the ,nha''y c,stomers.

>ood tem'erat,res (o )ee' 'rod,cts safe stora*e the tem'erat,re of free.ers sho,+d be in bet/een K1" to L or M 5 de*ree centi*rade. (he sea+s m,st be intact so that the tem'erat,re can be maintained.

:$alit+ Ass$rance
(he J,a+ity thro,*ho,t the s,''+y chain rests /ith the overa++ team. (his is done by settin* ri*oro,s standards d,rin* 'rod,ct deve+o'ment. 8n order to ens,re the standards? there is re*,+ar a,ditin* and monitorin* system in '+ace. (he one of the re*,+ar system to chec) J,a+ity is 71:5%S E0ce++ence Revie/.

N,a+ity ass,rance is achieved thro,*h the com'+aints monitorin* system and their corrections thro,*h avai+ab+e remedia+ methods.

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University of East London

Core Co petence
;r*ani.ationa+ stren*th or abi+ities? deve+o'ed over a +on* 'eriod? that c,stomers find va+,ab+e and com'etitors find diffic,+t or even im'ossib+e to co'y. 27eci+ 7. Fo.arth? Robert F. 1andfie+d? 200"3 (he 'i..a h,t has *ot hi*h de*ree of core com'etence in the basic 'rod,ct. (he 'i..a h,tBs do,*h is treated as core com'etence of the b,siness. (his ma)es 'i..a h,t different then the com'etitors.

Cost < *ariance

(he cost of sa+es and the sa+es reven,e are the act,a+ thin*s that s,''ort the mana*ers to r,n the b,siness on trac). 8f the n,mbers seems *oin* o,t of the trac) they need be hi*h+i*hted and ca++ed as variance. (he variance is the difference bet/een the :ct,a+ cost and (heoretica+ 7ost.
1ead office set forecast and 'rovide tar*ets to the b,siness stores. (he tar*ets are set /ith the he+' of 'revio,s year b,siness 'erformance and the e0'ected events. (hat is ca++ed as theoretica+ cost. ;n the other hand the cost occ,rred in the b,siness dates is the act,a+ cost. So if there is any difference occ,rs that /i++ be treate as variance.

(he cost of sa+es of the store for the c,rrent 'eriod sho/s the variance of 3 .3"

(he theoretica+ cost set by mana*ement /as O2203.22 and in 'ercenta*e 22.4 G /here as the act,a+ cost for the 'eriod occ,rred /as O223#. 0 in 'ercenta*e 22."3G. (he res,+ts indicate the variance remained O3 .3".

Zahoor Soomro $ %ro&ect Re'ort

University of East London

(he variance in costin* is the act,a+ indicator of the 'erformance. 1i*her the variance de'icts hi*her the concerns 'ersist /ith in the b,siness ,nit. 8n 'resent case in hand? the above de'icted variance treated to be norma+. (he b,siness o'erations can not /or) on the abso+,te set trac)s beca,se the forecasted thin*s can not ha''en on the abso+,te behavio,rs as 'redicted. 2See a''endi0 53

Reasons of *ariances

5isco,nt
(he chance of misco,ntin* a+/ays 'revai+s d,rin* the o'erations. 8n the case of misco,nt the chances of /ron* order increase and fina++y /i++ increase the variance.

-asta*e
(he severa+ reasons for /asta*e may occ,r d,rin* the o'erations. 1o/ever if forecast made is not effective then the chances of ,ne0'ected res,+ts may increase. (hat a''+ies /ith the 'rod,ct forecast as /e++. 8f 'rod,ct is defrosted /itho,t rea+i.in* the demand for the 'rod,ct then this may ca,se to one of 'otentia+ /asta*e.

8n other case the /asta*e can increase if no 'ro'er 'rod,ct forecast is bein* made and or staff ma)e mista)es /hi+e ma)in* orders or at the time of dis'atchin* orders. 8n any case if /ron* de+ivered to c,stomer the c,stomer /i++ com'+aint a*ainst it and in order to ma)e c,stomer ha''y the order is to be resent. (his /i++ certain+y increase the cost. 1i*her the n,mber of com'+aints more is the cost. (hese t/o factors are direct+y 'ro'ortiona+. Shrin)

(he shrin) may occ,r if inventory red,ced /itho,t record. 1 !

Zahoor Soomro $ %ro&ect Re'ort

University of East London (he variance sho/s the rea+ 'ict,re of the b,siness o'erations. 1a''y c,stomers ret,rn bac) to b,siness and become re'eat c,stomers and ca,se to increases in the sa+es reven,e of the b,siness. 1o/ever? 8f sa+es reven,e is r,nnin* on the increasin* trend or above of the forecasted trac) then it c+ear+y indicates the s,ccessf,+ o'erations of the b,siness activities. :nd this /i++ +i)e+y to decrease the 'ercenta*e of variance as overa++.

Forecasting
>orecastin* the estimated demand is the rea+ start of every sin*+e o'erationa+ activity in the b,siness ,nit. (his invo+ves every thin* from h,man reso,rce '+annin* to the 'rod,ct '+annin*. 8n this every sin*+e factor *et into the to,ch of '+annin*? or*ani.in*? and +eadin* and contro+ of the o'erationa+ activities. (his ,+timate+y +eads to the overa++ 'rod,ctivity of the ,nit. >orecastin* 'rod,ct and c,stomers demand is the most im'ortant activity for the b b,siness or*ani.ations. 26ere) L -a++er 20033
>orecastin* is very im'ortant e+ement to carry for/ards the b,siness on the set +ine s,ccessf,++y ,' to the mar) in efficient manners. 29ose'h S. 5artinich? 1##!3
(he same *oes tr,e for the 'i..a h,t b,siness. :ccordin* to the R45 Aforecastin* at 'i..a h,t '+ays critica+ 'art for the s,ccess of the b,sinessB.2a''endi0 3 (he mana*er? 'rior to deve+o' any '+ans for 1R de'+oyment or the food orderin*? they observes the forecast of sa+es and e0'ected ,'comin* events in the ca+endar. :s 'er say? the ,s,a+ shift reJ,ires t/o to three drivers and '+,s )itchen staff and the shift mana*er. -here as the n,mber of drivers can increase on /ee)ends? as hi*h as ! to 10 and 4 to 5 in store staff '+,s shift mana*er and s,''ort mana*er. (his /or)s fine /hen every thin* /or)s accordin* to '+ans. 1o/ever? if any of the e0terna+ factors come into '+ay then that can 'otentia++y affect the service de+ivery and the s'eed. (his ha''ens /hen for e0am'+e the /hether conditions. (he road ha.ards in sha'e of b+oc)ades? accidents. :++ of these factors can s+o/ do/n the serviceabi+ity.

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University of East London (he ,ne0'ected orders can ca,se more demand of the 'rod,ct /here as the avai+abi+ity of the ready to ,se 'rod,ct may be +imited accordin* to the e0'ected demand for the shift. (herefore the variance in e0'ected demand and act,a+ demand can ca,se the shorta*e of the 'rod,cts and ,+timate+y this can '+ay aro,nd the one of the 'ossib+e factors of the ,nha''y c,stomer and can ca,se the variance in the 'rod,ctivity of the ,nit as over a++.
(he demand can a+so increase beca,se of the *ood /eather? s'ecia+ occasions +i)e s'orts? rit,a+s? festiva+s? and ',rchasin* 'o/er. :ccordin* to the R45 of the ,nit? the demand for the food is hi*h in the start of the month b,t that ,s,a++y s+o/ do/n in the end of the month d,e to the +ess avai+abi+ity of the f,nds /ith c,stomers.

E plo+ee perfor ance=training

(he trainin* data base avai+ab+e at store and the vie/s *athered from mana*ement team revea+s the fact that the im'ortance of the trainin* in store is direct+y +in)ed /ith the o'erations standards and 'rod,ctivity. (he team member /or)in* on ma)e tab+e sho,+d have to be trained accordin* to the s'ecified reJ,irements of the ma)e tab+e. (he +ac) of trainin* /i++ ca,se the variances in o'erations activities. (his direct+y res,+ts the variances in the c,stomer satisfaction. 2See :''endi0 !3 So,rce: %i..a h,tI (rainin* database IF,siness 6ates 14I04I200"I+ocation: 1,t 512

I portance of C$sto er E)perience

7,stomer care is the core 'oint of concentration behind the b,siness. (he b,siness treats c,stomers as )in*. (he most im'ortant fact is to find o,t the /ays thro,*h the c,stomer /ant can be f,+fi++ed effective+y. (herefore there are some 'roced,res and standards set by to' mana*ement in order to interact /ith c,stomer.

27eci+ 7. Fo.arth? Robert F. 1and fie+d? 200"3

7,stomers donDt rea++y /ant re+ationshi's. :t +east not in the same /ay the brand does. (hey /ant to be treated /e++? res'ected? ,nderstood and to *et /hat they /ant?

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University of East London /hen they /ant it. 8n other /ords? they sim'+y /ant a *ood e0'erience and the reass,rance of )no/in* that they /i++ have the same *ood e0'erience every time they come into contact /ith the brand. So? if /e the team *et to the e0'erience ri*ht? the o''ort,nity to b,i+d meanin*f,+ re+ationshi's sho,+d fo++o/. 2:sb&orn Ro+stadas? 1##5 E :+an 5itche++ 8ss,e 5? S,mmer 1###3

%i..a h,t is se++in* 'i..as b,t this is /hat other com'etitors have been doin*. So /hat ma)es it rea++y s'ecia+ abo,t itP -ho reco*nise that 'rod,ct a+oneP (he 'rod,ct a+one is nothin* b,t the service is a+so im'ortant. (hat is the factor /hich ma)e c,stomers as Are'eat c,stomersB (he attit,des? va+,es ma)e )ey differentiations. (he o'erationa+ standards? the J,a+ity of food a++ of them are )ey factors.
( 5ary Say et all 2003, Issue 440)

8n order to achieve desired res,+ts the team members at %i..a h,t are 'rovided /ith set *,ide+ines for the interaction /ith c,stomers. (he *,ide +ine ca++ed Amoment of tr,thB or Ac,stomer mania '+,sB.

Mo ent of Tr$t(he most im'ortant )ey e+ements to be set in this *,ide+ine are. 2See :''endi0 "3

;rder ta)er
(he order ta)er is the )ey 'erson /ho /or)s as a brid*e bet/een the com'any and the c,stomer. 8f heIshe ma)es c,stomer ha''y? the b,siness /i++ +i)e+y to re'eat other /ise can drain to the com'etitors. (his res,+ts not on+y the +oss of c,stomer b,t a+so the +oss of severa+ net/or)s of the +ost c,stomer.

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C#AM!S E)cellence
(he order de+ivered to the c,stomer sho,+d fo++o/ed by the set 'roced,res. (he de+ivery 'erson has 'rovided 'artic,+ar *,ide+ine that heIshe /i++ have to fo++o/ /hen interactin* /ith c,stomers. (his res,+ts in increase c,stomer satisfaction.

2so,rce: So,rce: %i..a h,tI 7ham's 4,ide I4enera+ StandardsIF,siness 6ates 1"I05I200"I+ocation: 1,t 5123 (he other most im'ortant factors that the mana*ement fo++o/s are< Deli*ere% on ti e Deli*ere% co pletel+' In*oice% correctl+' Un%a age%

1o/ever? 8f any of the above factors missin* from the cyc+e 'rocess of order ma)in*? then it start a*ain from the ma)e tab+e. (his Res'onse. 2re'eat c,stomerIha''y c,stomer3

7om'+aints Reso+vin* com'+aint ;fferin* service de+ivery

;fferin* hot food de+ivery

Feat the 'hone ca't,re in b,sy times. Feat the /eb orders

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(here sho,+d be every reason for the ret,rn of the c,stomer. -itho,t f,+fi+ment of the e0'ectation that /i++ not be 'ossib+e. 1o/ever the team at %i..a h,t fo++o/s the *,ide+ines and ma)es c,stomers ha''y? b,t there may be severa+ factors that may ca,se to the dissatisfaction. 8n *enera+? the 'ossib+e factors may be for instance? r,sh of c,stomers and not eno,*h staff avai+ab+e to ta)e orders or to 'ic) ,' a 'hone? bad J,a+ity? +ate de+ivery or the r,de attit,de. :ccordin* to the 'i..a h,t man,a+ a+most 2I3 of ,nha''y c,stomers never ret,rn beca,se of 'oor service.

(he R45 at store revea+ed the fact as A7,stomers donBt come 'i..a h,t &,st for the food? they can *et food any/here. -hat most c,stomers /ant /hen they visit or ca++ ,s is a *ood timeB. 1e adds? A/hen they order on 'hone they e0'ect order ta)ers to treat them /e++ and ma)e their time *reat. 1o/ do yo, do thisP Fy havin* a service attit,de and ma)in* c,stomers fee+ /e+come and im'ortantB.

Marketing
(he 5ar)etin* '+ays very im'ortant ro+e for the b,siness. (he c,stomers act,a++y receive messa*e thro,*h mar)etin*? th,s it become very critica+ that the com'any sho,+d hi*h+i*ht the c,stomer e0'ectations in the mar)etin* messa*e. (here are severa+ set standards that are to be fo++o/ed for the mar)etin* ',r'oses.

2>rancis 9. 5,+hern? 20043 (he com'any invest considerab+e reso,rces to find o,t the e0act /ishes of c,stomers. >or the %i..a h,tBs de+ivery branches the se*ment of c,stomers inc+,des from fami+ies? to the teens. :ccordin* to the %i..a h,t database the 'rimary c,stomer are teens and yo,n* ad,+ts.

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!ro%$ct De*elop ent

(he 'i..a h,t s,ccess is not the matter of iso+ated activities. F,t it is the com'anyBs rest+ess efforts to ',t innovations into the rea+ities by t,rnin* needs and /ants in to the sha'e of 'rod,cts. %rod,ct deve+o'ment team r,n foc,s *ro,' to st,dy the cons,mer behavio,rs to/ards 'rod,ct choices. Some time 'rod,cts are +a,nched after havin* se+ected st,dy of the chosen sam'+e? b,t it does not s,rvive for +on* time. (his may ca,se occ,rrence of cost or the /asta*es to the stores. >or instance the fo,r for a++? cheesy bread? Fombay /in*s? 8ndian 'i..a are a++ the e0am'+es of fai+ed 'rod,cts. 1o/ever the com'any has +a,nched s,ccessf,+ 'rod,cts as /e++. >or instance cheesy bite 'i..a? /hich has ca,se aro,nd 24G increases in 'i..a sa+es over a++.

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7onc+,sion
(he o'erations mana*ement de'icts the 'erformance of each and individ,a+ ,nit that is 'artici'atin* in over a++ acce+eration of the en*ine of b,siness. (he b,siness may have some times +o/ s'eed and hi*h s'eeds. 8t hi*h+y de'ends on the strate*ies that the to' mana*ement set for the b,siness and the /ay the strate*ies are fo++o/ed by the )ey com'onents that r,n the act,a+ b,siness. (he o'erations at %i..a h,t have m,+tifaceted sit,ations. (he each com'onent /or)in* in the 'rocess cyc+e of b,siness '+ays eJ,a++y im'ortant ro+e to /in the c,stomer. 1o/ever? if any one of the ,nits deviatin* from the set standards /i++ ca,se a variance in the 'erformances as overa++. (h,s it is conc+,ded that the s,ccess of the b,siness is 'ossib+e thro,*h co++ections of in',ts from a++ the ,nits 'artici'atin* in the conversion 'rocess

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References :+an 5itche++ 8ss,e 5? s,mmer 21###3? when the customer is finally king? ',b+ished on -arc. :sb&orn Ro+stadas 21##53? Performance Management: A business process benchmarking approach, %erformance '+annin* to ens,re achievements? ',b+ished by cha'man and ha++? ' 11"K11#
7eci+ 7. Fo.arth? Robert F. 1andfie+d 2200"3? Introduction to operations and supply chain management? second edition? A;'erations 5ana*ementB? 7h: 1? ''5

7eci+ 7. Fo.arth? Robert F. 1andfie+d 2200"3? A Introduction to operations and supply chain management? second edition? A;'erations 5ana*ementB? ch: 1? ''5

7eci+ 7. Fo.arth? Robert F. 1andfie+d 2200"3? Introduction to operations and supply chain management? second edition? A%rocess 5a'sB? 7h: 3? ' 44K52 So,rce: 7eci+ 7. Fo.arth? Robert F. 1and fie+d? 200"? Introduction to operations and supply chain management? 7h 12? ' 3!"

%eter Fo+stroff? Robert Rosenba,m 22003 , !upply "hain #$cellence, Initiating the opportunity analysis? >ish bone dia*ram? ? 7h: 10? ' 124K12"

5ary Say? et all 220033 A%he Importance of the "ustomer #$perience :dma' 5a*a.ine? 9,ne 2003? 8ss,e 440

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University of East London 9ose'h S. 5artinich 21##!3? Production and operations Management? :n a''+ied modern a''roachB ch: 1? ''!K#
9ose'h S. 5artinich 21##!3? AProduction and operations Management? :n a''+ied modern a''roachB ',b+ished by 9ohn -i+ey E sons? 8nc. ch: 2? ''42K43

So,rces: 9ose'h S. 5artinich? 1##!? %rod,ction and o'erations mana*ement? cha'ter no 4 forecastin*? ' 102K112

Roberta S. R,sse++? Ernard -. (ay+or 888 220003? &perations Management (hird Edition? ch: 1? ''1! 6ere) L -a++er 220033? A&perations Management A supply "hain Approach Second Edition? 7h: 10? ''2 1K2 2
-i++iam 9. Stevenson 220053? ;'erations 5ana*ement? "th Edition? Introduction to operations management ',b+ished by 5c4ra/K1i++? 7h: 1? '.5K#

>rancis 9. 5,+hern 220043? Marketing at Retail and Marketing Management %oday? 5edi++ Schoo+ of 9o,rna+ism? =orth/estern University

%i..a 1,t man,a+ *,ide 2this *,ide is avai+ab+e in the store3 2so,rce: So,rce:%i..a h,tI 5an,a+ I %re'arationsIF,siness 6ates 14I04I200"I+ocation: 1,t 5123 2so,rce: So,rce:%i..a h,tI 5an,a+Ima)e tab+e *,ide+ines IF,siness 6ates 14I04I200"I+ocation: 1,t 5123 2so,rc e: So,rce: %i..a h,tI 5an,a+I7,t tab+e *,ide+ines IF,siness 6at es

14I04I200"I+ocation: 1,t 5123 2so,rc e: So,rce: %i..a h,tI 5an,a+I4enera+ StandardsIF,siness 6at es

14I04I200"I+ocation: 1,t 5123 Zahoor Soomro $ %ro&ect Re'ort 2

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2so,rce: So,rce: %i..a h,tI 7ham's 4,ide I4enera+ StandardsIF,siness 6ates 1"I05I200"I+ocation: 1,t 5123

2So,rce: So,rce: %i..a h,tI 5an,a+I%re'arations IF,siness 6ates 14I04I200"I+ocation: 1,t 5123 2So,rce: So,rce: %i..a h,tI 5an,a+IShe+f +ife tab+eIF,siness 6ates 14I04I200"I+ocation: 1,t 5123

htt':II///.'i..ah,t.co.,)Iresta,rantIhistory.htm+? :ccessed on 1"I05I0" others

4erry 9ohnson et a+? 2200 3? AE0'+orin* 7or'orate Strate*yB ! th edition? 7h #? %. 4 "K4!4

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