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KFC STRENGHTS AND OPPORTUNITIES
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The following is a Process Map for measurements of PJ’s coffee and Tea Co and the metrics selected. The product consists of the customer’s needs which include reliability, quality, and variety. Reliability- The internal metric used for reliability was percent of returns or percent of remakes. The metric is appropriate because the customer depends on the service to be reliable, which is the ability to perform the promised service dependably and accurately. By measuring the percent of returns or remakes, this gives the service provider a look at how well they are serving their guests. If they continually have returns or remakes of items, they can conclude they are not efficiently providing a reliable service and thus need to improve this service quality. This measurement could be put into effect by having a computer system that records the number of remakes and reorders. Quality- The internal metric used here was the percent of items repurchased and the number of repeat customers. This is appropriate because when the quality of a service or its products are absent and do not meet the customer’s expectations, the quality of service perceived by the customers is likely to suffer. When the quality is met and it reflects the consumers expectations, their perceptions are enhanced and purchase is likely to occur. By measuring the percentage of items repurchased, management will know what consumers view as quality products and therefore are repurchasing. This measurement would take place by having a system that records the items as they are being purchased. The system would graph the sales and inventory of a certain item that day as well as compare that item to another item’s sales and inventory. Management could then view which items are being repurchased more often and which are lagging in sales, which might represent poor quality. Variety- The percent of different items was selected as a metric for measurement. This measurement was an appropriate selection because some consumers want variety and since consumers do want variety it is imperative that managers are aware of this and provide many options within reason. Managers would keep certain items that do well while eliminating others that do poorly. This measurement would take place by taking an inventory of the different items and keeping track of those items that are sold in the store as well as the drive thru. Management could sample its customers and directly ask if they feel there is enough variety among the menu at PJ’s. They could ask what items could be added to improve sales or what items could be eliminated to ultimately reduce costs. Another process is explaining, which consists of knowledge and clarity. Knowledge- The metric that was chosen was managerial observation. This was appropriate because although hiring the right people and training them prepares them, actual knowledge is measured by observing or testing.
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