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Submitted by:Submitted to:Mrs. Neelam Sheoliha Lecturer (Sales and Distribution Management) New Delhi campus Abhishek Pathak MBA THIRD SEMESTER SECTION 6 Marketing & H.R.
Preface
Contents
Preface Company Profile Sales boosting Suggestions Office automation Computer based training In house sales training module Training Failures Funfacts Bibliography 06 07 09 11 13 14 01 03
The Company
We are working together to run great restaurants in order to be the best at making and serving the best pizza in America. That means we're willing and able to go to any lengths to make our customer's experience with Pizza Hut an enjoyable one. And it means we strive to present the finest products the industry has to offer, and to provide those products wherever and whenever people want them. Yes, we've come a long way since that opening night back in 1958 when pizzas were given away to generate interest in the fledgling business. And through the strength of our heritage, our culture and our people, we look forward to even more success in the years ahead. For ten of the last twelve years, Pizza Hut was named Best Pizza Chain in America in the "Choice in Chains" national consumer survey published annually by Restaurants & Institutions Magazine. In 1997 Consumer Reports named Pizza Hut the best pizza chain in America and in 2000 and 2003, The Dallas Business Journal named Pizza Hut "The Best Company to Work For" in Dallas/Fort Worth. Restaurants & Institutions' "2001 Choice in Chains" survey called Pizza Hut the number one national pizza chain in America. Our products have been voted number one in countless consumer surveys nationwide. Restaurant Business, Fortune, USA Today and The Wall Street Journal have cited our accomplishments as innovative business leaders. Pizza Hut is the family pizza place. As a matter of fact, we are rooted in family -- literally. Two brothers, mom and $600 turned into the recipe for the world's largest pizza company in 1958, when a family friend with the idea of opening a pizza parlor approached the two college-age brothers in Kansas. The concept was relatively new at the time and the brothers quickly saw the potential of this new enterprise. Borrowing $600 from their mother, they purchased second-hand equipment and rented a small building on a busy intersection in Wichita, Kansas. The result of their efforts was the first Pizza Hut and the foundation for what would become the largest and most successful pizza restaurant in the world. Look how far weve come. Pizza Hut franchisees exemplify the entrepreneurial spirit which launched our system back in 1958. Through interest and initiative, the Pizza Hut system was able to develop new territories both in the United States and overseas.
Today, franchisees and joint venture partnerships account for more than half of the Pizza Hut system's total units. Our development on the international front is a good indication of the growth that has characterized our system. Following the opening of the first international restaurant in Canada in 1968, Pizza Hut restaurants quickly appeared in Mexico, South America, Australia, Europe, the Far East and Africa. Today, Pizza Hut operates in 84 countries and territories throughout the world.
business, to assess the impact of advertising and promotional activity and to predict future performance. Some examples of what information could be analysed by such a system would be:
How many pizzas were sold in each hour of the business. Which were the most popular toppings. How many workers were employed and the hours worked. How much stock, and of what type, is in hand. New employee applications. How much money was deposited in the bank at the end of the day.
The above data can then be stored within the system and sent at a cheaper rate at night to a central processing unit (i.e. Regional Head Office) to be analyzed. Finally, we feel the need to impress upon the managers of Pizza Hut the advantages of Electronic Mail. This is a relatively simple and cost effective system, which allows external as well as internal communication. The benefits of E-Mail are that it is quicker to use than the conventional mailing system, it facilitates communication between different branches allowing them to keep up to date with recent developments and it is better than the telephone system because the recipient can deal with messages whenever he/she chooses.
means that the trainer and trainee do not have to be at the same location.
Fibre Optic Cable(video conferencing) - This presents a two-way link of vision and sound. This means that trainees can watch at different locations and interrupt to ask questions throughout the session. In the case of Pizza Hut, trainees in the Northern India branches could watch master pizza makers at work at the south Indian outlet. Satellite Communication - This may eventually replace seminars and conferences at expensive hotels. It has the double advantage of saving on travel time as well as allowing trainees to remain on the premises. Interactive Training Systems - These systems which include text, voice and pictures are currently being developed. Software packages such as these do away with the need for trainers completely, and allow trainees to learn at their own pace, repeat and revise sections where necessary and test themselves at the end. Computer Based Training software can be Generic or off-the-shelf, which teaches transferable skills or Bespoke which is developed by the company itself to suit their own specific training needs. The following are some examples of Interactive Training Systems software that we suggest would be suitable for use by Pizza Hut.
Sales Training: This covers subjects such as product knowledge and safety precautions.This type of software should ideally be developed by the company to suit its specific needs with regard to product knowledge. Interpersonal Skills: An example of Generic software would be a package called'Customer Care Counts' which aims to improve communication skills in general as well as helping to improve staff/customer relations. Walkabout Guides: These are icon based packages which allow computer familiarisation for employees at shop floor level as well as allowing managers to explore the use of new information systems.
Choosing the in house approach has many benefits. We can decide exactly what we want our people to learn. Our research and experience indicates that the more people are involved in the design of their training, the more committed to they become to making use of what they learn from it. Conducting an in house training programme makes it easier for you to integrate it with other training requirements because you can choose the timing and venue to suite your needs. You have the option of spreading training days over a number of weeks or months. This means the participants can apply what they learn to their real sales situations between training days. Reviewing results reinforces the value and helps participants adopt new habits and practices. Setting exercises for completion during the periods between training days, extends the learning time and increases effect that training has on sales. Links with your established reporting formats and practises can be maintained because we will adapt the planning tools and processes taught in the course to integrate with your established documents and methods. Because all participants are from the same company, we can work on real sales situations during the training. This helps participants make practical use of their time in the classroom by immediately applying learning to sales in progress. Participants improve their understanding of their current sales opportunities and identify actions to move their campaigns forward. Managers or in house coaches can sit in or participate 8
in the training so that it is easier for them to conduct follow up review sessions. Alternatively, because participants can be easily gathered together, SalesSense can conduct follow sessions to accelerate implementation.
Negotiation Secrets Increase customer satisfaction and your profit. Gaining Commitment How to be first past the post. Learning Needs Analysis Our comprehensive in house delivery programme will include up to a day meeting with managers and participants. From the needs analysis results, we customise the training to reflect your unique sales environment. Follow up Workshops and Coaching To help accelerate adoption and application of new skills, habits and practices, SalesSense in-house programmes include a one-day or two half-day follow up workshop sessions. Follow up coaching and workshop sessions are available as an option following delivery of standard modules or courses.
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After working with numerous organizations and industries, i have seen some common factors among successful training organizations and companies where training doesn't make an impact. Here is why companies fail at training: 1. No needs assessment: A doctor who prescribes medicine without seeing a patient is guilty of malpractice. Yet, so many companies hire vendors to provide training without first analyzing the needs of the organization, department, or the individual. This is a waste of training money. Do not proceed to training until you assess the needs.
2. Training is always the answer: Have a problem? Quick! Find a training program. One of the biggest myths is that training can fix everything. Managers must first assess if the problem is a training issue or an organizational problem. Let's say you have a problem with customer service. Reps are not servicing the customers in a timely manner. You decide to train them in telephone skills. Right before the training you discover there are not enough phone lines to handle the recent influx of inquiries. This is not a training issue. It's an organizational issue. Revamp the telecommunications system.
3. Training is reactive: Training must support the business objectives if it is to have impact. True learning organizations build training into the strategic plan. What is the company mission and where are the skill gaps? Training must be integrated, holistic, and part of long term planning if it is to make a difference. Training is an investment in the business-not an expense.
4. Training is a one-shot deal: Some companies believe that you can send someone to a two-day program and they will be changed like magic. Sorry. There are no magic wands. Think of when you first learned to drive. There was the readiness stage (written test). This is equivalent to pre-work. Then you took as many lessons as you needed to learn how to drive the car. This is training implementation. Finally, you received your license. But you weren't a driver.
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You needed someone to go out with you until you refined your skills. This is coaching. Then one day, you could drive effortlessly. This is called mastery. Why would employees learn differently? Training must be reinforced. According to training research, learning that is not reinforced within the first four to six weeks' drops by 80 percent! Don't be pennywise and pound-foolish. To maximize training benefits, provide ongoing coaching or follow-up. 5. Failure to measure results: Most organizations spend thousands on training employees never to know if what they did worked. How well are employees using the skills? How is it improving their work? What is the impact on the department and company? In other words, was the training worth it?
6. Management does not participate: Successful learning organizations support training at the most senior levels. Without support, morale decreases and training has little or no impact. Support is evidenced in several ways. Employees are required to complete several hours of training per year. Training is built into the performance appraisal and is reinforced back on the job by the manager. If you want to increase company sales and productivity, provide training that is supported by your top executive, preferably International certifications
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Pizza Hut serves more than 1.7 million pizzas every day, to approximately 4 million customers worldwide. Pizza Hut is the world's largest pizza restaurant chain, with nearly 12,000 restaurants, delivery-carry out units and kiosks in more than 86 countries. It employs more than 240,000 people worldwide. Pizza Hut uses 2.5 percent of all the milk (over 3.2 billion pounds) produced in the U.S. every year for cheese. That cheese production requires a herd of 250,000 dairy cows producing at full capacity 365 days a year. Pizza Hut uses more than 360 million pounds of REAL cheese per year; of that, 335 million pounds is mozzarella cheese. Stuffed Crust Pizza used approximately 50% of the 35 million pounds of string cheese produced in the U.S. in 1995. The highest volume Pizza Hut restaurant in the world is in Paris, followed by stores located in Moscow, Hong Kong and the U.K. Outside the U.S., the country with the most Pizza Hut units is Australia, followed by Canada and the U.K. In 1991, Pizza Hut made one of its most historic deliveries - - to Russian President Boris Yeltsin and his supporters, who prevailed over an attempted political coup. When food supplies dwindled in the Russian Parliament Building, Yeltsin called Pizza Hut delivery. Pizza Hut uses more than 700 million pounds of pepperoni per year. If you lay those pepperoni slices side by side, they would create a paths that would stretch around the world twice and go to the moon! There are 4.2 billion pizza purchases made every year, which equates to 11.5 million purchases every day. Half of these purchases are done on Friday and Saturday. A national survey commissioned by Pizza Hut revealed that 18-29 year-old males preferred pizza to ice cream, cookies and candy when indulging their palates and nearly one-third of those surveyed rank pizzas as their favorite indulgence food over cookie, cake and candy.
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BIBLIOGRAPHY
Books:Sales management by- Vaswar Das Gupta
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