Service Marketing-Pizza Hut Essay Example for Free

Service Marketing-Pizza Hut Essay A subsidiary of PepsiCo, Inc. , the company oversees more than 11,000 pizza restaurants and delivery outlets in 90 countries worldwide. In October 1997, the company expected to become a subsidiary of Tricon Global Restaurants, Inc. , formed from the spin-off of PepsiCos restaurant holdings. Pizza Hut was founded in 1958 by brothers Dan and Frank Carney in their hometown of Wichita, Kansas. When a friend suggested opening a pizza parlorthen a raritythey agreed that the idea could prove successful, and they borrowed $600 from their mother to start a business with partner John Bender. Renting a small building at 503 South Bluff in downtown Wichita and purchasing secondhand equipment to make pizzas, the Carneys and Bender opened the first Pizza Hut restaurant; on opening night, they gave pizza away to encourage community interest. A year later, in 1959, Pizza Hut was incorporated in Kansas, and Dick Hassur opened the first franchise unit in Topeka, Kansas. In the early 1960s Pizza Hut grew on the strength of aggressive marketing of the pizza restaurant idea. In 1962, the Carney brothers bought out the interest held by Bender, and Robert Chisholm joined the company as treasurer. In 1966, when the number of Pizza Hut franchise units had grown to 145, a home office was established to coordinate the businesses from Wichita. Two years later, the first Pizza Hut franchise was opened in Canada. This was followed by the establishment of the International Pizza Hut Franchise Holders Association (IPHFHA). It aimed at acquiring 40 percent of the companys franchise operations, or 120 stores, and adding them to the six outlets wholly owned by Pizza Hut. The acquisitions, however, brought turmoil to the chain. Varied accounting systems used by the previous franchise owners had to be merged into one operating system, a process that took eight months to complete. In the meantime, sales flattened and profits tumbled. In early 1970 Frank Carney decided that the company practice of relying on statistics from its annual report to inform its business strategy was inadequate, and that a more developed, long-term business plan was necessary. The turning point occurred when Pizza Hut went public and began growing at an unprecedented pace. Pizza Huts corporate strategy, arrived at after much consultation and boardroom debate, emerged in 1972. The corporate strategys first priority was increasing sales and profits for the chain. Continuing to build a strong financial base for the company to provide adequate financing for growth was the second priority. The strategy also called for adding new restaurants to the chain in emerging and growing markets. In 1970 Pizza Hut opened units in Munich, Germany, and Sydney, Australia. That same year, the chains 500th restaurant opened, in Nashville, Tennessee. Further acquisitions that year included an 80 percent stake in Ready Italy, a frozen crust maker, and a joint venture, Sunflower Food Processors, formed with Sunflower Beef, Inc. The same year, the menus for all restaurants added sandwiches to the staple Thin n Crispy pizza offering. In 1971 Pizza Hut became the worlds largest pizza chain, according to sales and number of restaurantsthen just more than 1,000 in all. A year later the chain gained a listing on the New York Stock Exchange. Pizza Hut also achieved, for the first time, a one million dollar sales week in the U. S. market. At the end of 1972 Pizza Hut made its long-anticipated offer of 410,000 shares of common stock to the public. The company expanded by purchasing three restaurant divisions: Taco Kid, Next Door, and the Flaming Steer. In addition, Pizza Hut acquired Franchise Services, Inc. , a restaurant supply company, and J G Food Company, Inc. , a food and supplies distributor. The company also added a second distribution center in Peoria, Illinois. In 1973 Pizza Hut expanded further by opening outlets in Japan and Great Britain. Three years later the chain had more than 100 restaurants outside the United States and two thousand units in its franchise network. The companys 2,000th restaurant was opened in Independence, Missouri.

Elements Unifying a report :: essays research papers

Writing reports comes easy to most people, but the trick is to make the report easy and inviting for others to read. It is difficult to pick up and read a report that is dull and boring. I am not talking about the subject of the report but rather the look of it. A report may be chocked full of useful, important, and exciting information; but it may never get read in its ¡Ã‚ ¦ entirety because it looks uninteresting. One way to make a report more inviting to read is the use of eye catchers. An eye catcher is something that captures the eye; it aids you in gaining the reader ¡Ã‚ ¦s attention. Examples of eye catchers are: „ «Sidebars „ «Pull Quotes „ «Drop Capitals Later in this report we will also go over other ways to build a great paper; such as, coversheets and unifying elements. Sidebars  Ã‚  Ã‚  Ã‚  Ã‚   Why use a Sidebar? „ «Makes the report easier to read „ «Summarizes the main message „ «Reinforces the important concepts of the main message Pull Quotes A pull quote is a small selection of text pulled out and quoted in a larger font. One of the benefits of using a pull quote is to draw the attention of the skim reader; it clearly highlights key points of the article or report. Pull quotes add style to a document and also breaks up the monotony of text. A pull quote can be placed within an article, span multiple columns, or be placed in an empty column near the article. Below you will find a good example of a pull quote from Glamour magazine. This one sentence can cause a reader to stop and read it. If the pull quote interests the person enough, he or she may read the balance of the article. The following are some guidelines for doing pull quotes: need to be thought provoking, need to be quick bites of information, and need to include only a single thought. Drop Caps Drop caps add visual interest and directs the reader ¡Ã‚ ¦s eye to the beginning of a section of text. You can use drop caps to enhance the appearance of your document. A drop cap is also another way to put emphasis on a word without using bold or italicized font. Drop caps provide a visual break in long articles or in the main text. You can vary the size, color, and font of a drop cap to achieve a more pleasant appearance. Roger Parker's Newsletters from the Desktop offers these additional tips for using drop caps:

Contemporary Approaches to Management Essay

The contemporary approaches to management include: sociotechnical theory, quantitative management, organizational behavior, and systems theory. As defined in our text book, (retrieved from: https://online.vitalsource.com/#/books/0077530667/pages/116411950) sociotechnical systems theory an approach to job design that attempts to redesign tasks to optimize operation of a new technology while preserving employees’ interpersonal relationships and other human aspects of the work. This idea developed in the 1950’s at London’s Tavistock Institute of Human Relations simply put means that happy employees equal productive employees. Quantitative management is a contemporary management approach that emphasizes the application of quantitative analysis to managerial decisions and problems (retrieved from: https://online.vitalsource.com/#/books/0077530667/pages/116411950). Although this could be a useful approach, most managers do not implement it due to lack of understanding of the formulas required or because some of the everyday issues they deal with, cannot be put into a mathematical equation. However, it has proven to be a useful strategy in military operations and organization’s strategic planning. Our text defines organization behavior (retrieved from: https://online.vitalsource.com/#/books/0077530667/pages/116411951 ) as a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes. Similar to the sociotechnical systems theory, this idea also emphasizes that the employee’s needs and well being can effect productivity. And the last of the approaches is systems theory defined as a theory stating that an organization is a managed system that changes inputs into outputs. (retrieved from : https://online.vitalsource.com/#/books/0077530667/pages/116411951 ). This theory recognizes that are many factors that contribute to an organization’s productivity. The input being materials, labor and money are factors that can influence and affect the output (the final product a company sells). All organizations are open systems, which simply mean organizations that are affected by their environments and affect their environment. There are internal, external and competitive environments that make up a company’s macroenviroment. The internal environment refers to things (employees, materials and capital) inside the company. The external environment includes all forces outside the company’s walls, such as the economy, competitors and government. Finally, the competitive environment which is made up of competitors, suppliers and consumers. I would agree that all four approaches play a part in every organization. Depending on the type of business, one strategy may prove more effective than another but at some point the different approaches would be used for the many diverse issues organizations face. There are many similar concepts all company’s face (employees, environment, competition) and each approach has uses in all companies and within the macroenvironment. References: Title: Management (M Starts Here series–soft cover), 3rd ed. (2013) Author(s): Bateman and Snell Physical Book ISBN: 9780078029523 Publisher: McGraw Hill Digital book or physical text: Digital

1970 Palestinian Hijackings of Three Jets to Jordan

On Sept. 6, 1970, terrorists belonging to the Popular Front for the Liberation of Palestine (PFLP) almost simultaneously hijacked three jetliners shortly after they took off from European airports on routes toward the United States. When hijackers on one plane were foiled, hijackers seized  a fourth jet, diverted it to Cairo, and blew it up. The two other hijacked planes were ordered to a desert airstrip in Jordan known as Dawson Field. Three days later, PFLP hijackers seized another jet and diverted it to the desert strip, which the hijackers called Revolution Field. Most of the 421 passengers and crew on board the three planes in Jordan were freed on Sept. 11, but hijackers held on to 56 hostages, most of them Jewish and American men, and blew up the three jets on Sept. 12. The hijackings--part of 29 hijackings attempted or carried out by Palestinian factions between 1968 and 1977--triggered the Jordanian civil war, also known as Black September, as the Palestine Liberation Organization (PLO) and the PFLP attempted to seize control of Jordan from King Hussein. Husseins toppling failed, however, and the hostage crisis was resolved on Sept. 30 when the PFLP released the last six hostages it held in exchange for the release of several Palestinian and Arab prisoners held in European and Israeli jails. The Hijackings: The Five Planes PFLP hijackers seized a total of five planes during their September 1970 operation. The planes were: Sept. 6: El Al Flight 219 from Amsterdam to New York, a Boeing 707 carrying 142 passengers and crew. It was Hijacked by Patrick Argà ¼ello, a Nicaraguan-American doctor, and Leila Khaled, a Palestinian. An Israeli air marshal and passengers on the plane subdued the hijackers, killing Argà ¼ello. The plane landed safely in London. British authorities released Khaled on Sept. 30 as part of a deal for the release of hostages held in Jordan.Sept. 6: Trans World Airlines (TWA) Flight 741, en route from Frankfurt to New York, a Boeing 707 carrying 149 passengers and crew. Hijackers renamed the plane Gaza One and ordered it to the Jordanian airstrip. It was blown up on Sept. 12.Sept. 6: Swissair Flight 100 from Zurich to New York, a DC-8 with 155 passengers and crew. It was over France when hijackers seized it, renamed it Haifa One, and ordered it to Dawson Field in Jordan. It was blown up on Sept. 12.Sept. 6: Pan American Flight 93, a 747 taking off from Amsterdam and carrying 173 passen gers and crew, was ordered to fly to Beirut, even though the international airport there didnt have a runway for 747s. One more PFLP member, an explosives expert, boarded the plane in Beirut. The hijackers then ordered it flown to Cairo, where it landed at 4:23 a.m. and was blown up shortly afterward.The hijackers told us the plane would be blown up, but they said it so politely and with such smiles that we couldnt take this too seriously, Cornelius Van Aalst, the flights service supervisor, told reporters in Cairo, after the ordeal. The hijackers were very friendly, according to Van Aalst, showing exemplary manners and helping to carry an injured woman in a blanket from the plane.Sept. 9: BOAC Flight 775 from Bombay to London, a VC-10, was seized while flying over Lebanon. (The British Overseas Airways Corporation is the forerunner to British Airways.) PFLP hijackers said they had seized the plane as a ransom for the release of Leila Khaled, the foiled hijacker aboard the El Al pla ne. The BOAC plane carried 117 passengers and crew. It was allowed to land in Beirut, where it refueled, then flew to Dawson Field in Jordan to join the two other hijacked jets there. Why the Hijackings PFLP leader George Habash had planned the hijackings with Wadi Haddad, his lieutenant, in July 1970, when Jordan and Egypt agreed to a cease-fire with Israel that ended the War of Attrition that had stretched back to 1967. Habash, whose militants had been taking part in raids on Israel from the Sinai, Jordan, and Lebanon, was opposed to the settlement. If a settlement is made with Israel, Habash vowed, we will turn the Middle East into a hell. He was true to his word. Habash was in North Korea (on his way home from Beijing), on a shopping trip for weapons, when the hijackings took place. That created confusion over what the hijackers were demanding, as they had no clear spokesman. At one point a hijacker on board the Pan Am flight said the PFLP wanted the release of Sirhan Sirhan, the Palestinian convicted assassin of Senator Robert F. Kennedy in 1968, and serving a life sentence at the California State Prison, Corcoran. The PFLP then submitted a formal list of demands that called for the release of Palestinian and Arab prisoners in European and Israeli jails. There were about 3,000 Palestinian and other Arab individuals in Israeli jails at the time. Over three weeks, hostages were released in trickles--and the hijackers demands were met. On Sept. 30, Britain, Switzerland and West Germany agree to release seven Arab guerillas, including Leila Khaled, the El Al Flight 219 hijacker. Israel also released two Algerians and 10 Libyans. The Jordanian Civil War PLO leader Yasser Arafat seized on the hijackings to go on the offensive in Jordan--against King Hussein, who nearly abdicated his throne. A Syrian military column was on its way toward Amman, the Jordanian capital, in support of the Palestinian assault. But with the backing of the United States Sixth Fleet in the Mediterranean and even the Israeli military, which was ready to intervene on the kings behalf, Hussein mobilized his forces and turned them against Palestinians in a bloody three-week war. Hussein triumphed, severely weakening the hijackers stance. A turning point in the battle--and the hostage crisis--was the Jordanian militarys rescue of 16 British, Swiss and German hostages held captive near Amman.