Food Company Analysis Case Analysis for Novak

Food Company Analysis Case Analysis for Novak Food Company Case Analysis In the year 2005, Novak had great plans for the KFC food company, he was a leader who faced many challenges in the company and came up with necessitated solutions in order to fit it into the industry. Novak joined the company of PepsiCo and later joined KFC in 1994. By the year 1996, Novak made a progress by involving people in the running of the business and recognizing them as the contributors of the company.

Novak gained the respect of the franchisees who owns 60% of the KFC stores. Novak continued to form the partner council made up of the COOs of the international and three brands of each and the president, plus the staff. The company team set out the development of the documents that contained the company's details that would guide it in its continuity, in the industry. Problems Throughout the David Novak journey, he has been ambitious for the growth of the fast giant foods company over the years.

The company has ensured customer maniac and provided branded customer restaurants of choice all. The company's customers have had the privilege to train with team members on how to listen to stakeholder needs. This breakthrough saw the overall improvement in operational performances of the restaurants. Despite, Novak's success and rapid leadership growth, the company faced many problems that needed to be addressed. The problems of the company began with the company's operational processes and non-involvement of key personnel in the business.

The involvement of the people in the running of the business was essentially required in realizing optimum success of the company. People were ignored hence no contributions to the company were made, so Novak believed that people involvement could help the company succession. Novak embarked on a vital decision to spend more time learning from these people. Another problem was multi-branding whereby Yum!'s, the broadcasted brand was faced with a challenge of lack of coordination, synergy brands and lack of integration.

The multi-branding challenge is the involvement of the franchisees. These posed questions to managerial actions such as how were trained, how the dining room and kitchen would be designed, what uniform could they worn, who would manage the restaurant, how the restaurant could be marketed and what financial reporting and human resource system could be used. Consequently, the overall functionality drafted by Novak impended to how food would be delivered and purchased.

Yum!'s figure out the making of the multi-brand works in the company-owned restaurant and needed to convince the increase in the sales led to the increase in profits. Therefore, the company considered an opportunity to do-over. The increase of the international market was a problem to the company's macro environment due to the incurred of financial stress. It was resultant to the ill-conceived expansion overseas campaign.

The overseas expansion at that time involved the purchase of local brands, which was very delicate in counter-balancing advertising, and the presence of the new market. Recommendations Novak should give a chance to the people to express their views and ideas in order to run the business smoothly. This could be efficiently achieved by use of orientation programs.

The orientation of the team is very important as it gives them more understanding of the company history, brings people on, what the company stands for and helps them to view the customer needs. Another vital and similar recommendation proposed for the company is, training the team members the basic skills of life, where they should always listen to the customer and how to empathize with the customer since the team members are responsible for the happiness of the customers.

Designing the restaurant should have two food production lines where individual brand has its own, each brand cooked its own food in many ways. Hence, designing the kitchen should be efficient and should of the best quality. The profits made in the company should be distributed to the team member in order to motivate them to offer customer services more satisfactory. The company should be more dividends to the investors, invested in the assets, initiate the program of stock buy-back and pay the debt.

Yum!'s presence should further prospect an increase on the international market, by making strategic investment at the right time and in the right place. Expansion of the overseas involves the purchase of the local brand, which is a distinct advantage in improving the overall business and already known quantity to the customer base. This is done by avoiding the advertisement of the new market. Novak noted the reasons of the employing of the right employees in the food company.

The training of the employees was important so that they team member could know the historical background of the company. Training took place in all the company staff, and this led to the overall improvement of the company's performance. Analysis The initial issues of the do-over opportunity were assessed forcing Novak and the team to develop strategies to the turning around of the brands. This was later followed by designing the structure of support that articulated their culture desires.

Firstly, the closing of the underperforming stores owned-company and the selling off, secondly, focusing on the increase of the lunch.