KFC'S Performance Pmission

And colleagues to

Why did Orlean become Texas? There are at least three levels of this problem: (of course, it should be stated that I do not know much about the details of the management of KFC, and what I understand is mainly public information).

1.

From a micro perspective, there must be an assessment index in KFC's assessment system for individual shops, which can be called new product sales. Of course, why should we set such an index in the index system? We will talk about it later.

Such an indicator is, of course, linked to the income of each single store. This has led to a very clear and strong guidance for every store manager: selling more new products is an important part of this period.

Next, the store manager can train employees according to the new product sales guide provided by KFC, as the employee described on the Internet constantly asks customers about all kinds of information, recommends to customers and asks if they are willing to try Texas. Every salesperson must act.

The above process is generally possible.

I just don't know whether the sales of new products are linked to the individual performance and remuneration of the employees.

I think, if you want to hook up, it can be done on the vending machine in KFC, but this does not seem necessary, because if the emphasis is placed on individual employees, it may backfire.

Of course, this index also forms a multi department synergy, on the one hand, a fierce marketing offensive of the marketing system, on the one hand, support from the material supply system (for example, various raw materials, packaging, etc.), and must include training ahead of schedule (such as hamburger production, sales line, etc.), and then sales execution.

It also includes unified steps in all cities across the country.

How powerful is this organizational mobilization capability.

Through this analysis, we can know:

(1) performance indicators are a baton, which can achieve multi-level coordination through hierarchical decomposition of indicators.

(2) most employees only do what they are asked to do and, of course, have to tell the staff how to do it.

2, where does the index come from? Why should we make new products?

However, where does the performance index of new product sales come from? Obviously, if we understand from the tactical level of business operation, it is a very important ability for a catering enterprise to continuously and successfully launch new products.

On the one hand, the introduction of new products depends on the entire R & D and marketing plan starting from market demand, and on the other hand, sales depend on sales channels.

Any new product is faced with an awkward problem at the early stage of its launch, that is, the full recognition of new products by sellers is a long or short process. In this process, the sales system needs to withstand pressure, keep pushing forward, and sell until it is sold. Otherwise, a very potential product will not be able to get the corresponding market position due to poor execution.

In the short term, for sale system, it is necessary to say that all kinds of resources should be sold to new products, which may lead to a decline in sales. In the long run, if the enterprises fail to introduce new products continuously, they will be faced with aging products. When the end of the product life cycle is not followed, the market will be handed over to the market.

But don't expect the sales system to act voluntarily in accordance with the long-term interests of the enterprises. They will certainly place more emphasis on short-term sales, because the main concern is also the problem.

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But no doubt, the sales volume of new products as a certain weight index has played a fairly balanced role, thus forming a certain balance between short-term and long-term interests.

It can be seen that this index is an important indicator of strategic significance, that is to say, through this series of indicators, Kentucky's strategy has been pmitted to a waiter who stands at the counter until he turns my Orlean into Texas.

The success of KFC is here, with strategic intent spanning multiple levels and reaching the most basic level of concrete implementation.

It must be pointed out that this involves a question of the nature of the industry and its market characteristics.

For the catering industry, it is very conspicuous to be happy and old. New tastes and new ways of eating are an important means to attract consumers. For example, Dongzhimen street, Beijing, almost every year, a new category is created to attract customers, such as the spicy crayfish popular in previous years and the next roast fish.

This is actually a key success factor for catering enterprises.

Of course, the analysis here is just an indicator. What the enterprise needs is an index system, which is divided into several levels according to the strategy, and the indexes are interrelated.

3, supporting system - the index system is not enough.

As mentioned above, it is not enough to have performance indicators. There must be supporting systems. First, the rewards and punishments mechanism related to performance indicators is very easy to understand. The two is the operation manuals and training system that are matched with specific implementation.

The indicators and the related rewards and punishment mechanisms ensure that the actions of all levels are guided to the direction consistent with the long-term development of enterprises, and have full motivation to carry out the implementation. However, the right direction and full motivation can not solve the problem of how to do it, so the specific operation manuals and training system are the guarantee for implementation.

It is necessary for the army to fight, and correct strategy and high morale, but tactics must also be put into place.

4, employees' Ability -- Talking about employees' ability under organizational capability

Through the above analysis, we can conclude that organizational capability is the key to an enterprise's success. Further, whether we can talk about the ability of employees at any time can not forget the premise of organizational capability.

That is to say, under the organizational system of KFC, every employee is very powerful, and if the employee is stripped from this big system, he may not be very different from other employees.

That is to say, an enterprise should be an ant legion, and a small ant can form a large and highly efficient organization, so that elephants and other giant creatures can also avoid it. Therefore, we should not emphasize the ability of individual employees, even if a highly competent employee can be mediocre in a low organization.