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Chick-Fil-A

Breakfast All Day
by

Jacilyn Irwin

on 27 November 2012

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Transcript of Chick-Fil-A

Breakfast All Day Group 3

Why?
Increased Customer Demand
Estimated Increased Profit
Estimated Increased Customer Satisfaction

Best Sellers
Chicken Minis
Chicken Biscuits Why this wouldn't work
at our Chick-Fil-A location

Inadequate kitchen space

It would make Boards very complicated

Different holding times for breakfast foods and lunch foods

Buying more breakfast supplies

Having breakfast all day may not add to sales but cannibalize it meaning Problem Statements Change Sponsors

The President and CEO, Dan T. Cathy

Change Agents

Mr. Timothy Tassopoulos (Executive V.P of Operations)

Change Targets

All operational employees Roles In The Change Process

Increased Sales Per Hour

Increased Comment Card Scores

Increased Return Customers Planning for Change:
Kitchen needs more space for extra equipment needed for cooking/holding breakfast all day

Manager needs to know any changes to communicate to the employees

Give an outline of what you want accomplished and give them an incentive for making the adjustment quicker Monitoring the Change: Hold meeting with employees to motivate them to sell the breakfast items

Is the current menu with the additions to much after monitoring?

Limit the breakfast menu
Adding breakfast all day is great alternative and stays up to date with the quick service places that serve any item any hour of the day

Limit the items Chick-Fil-A breakfast for all day service

"We exist to glorify God by being a faithful steward of all that is entrusted to us and to have a positive influence on all who come in contact with Chick-fil-A." Recognizing the need for change:

Survey: "Chick-Fil-A Brand Performance Monitor"

Chick-Fil-A is ranked 3rd for breakfast (behind McDonalds and Starbucks)

Ranks 2nd in quality perception survey's to Panera Bread Assessing the Current Status:
"Capital Improvement Costs"
(Can cost from $75k-$150k) :

New equipment

Complete kitchen redesign

Extend the kitchen walls to have more "open space" Plan For Change:
Current labor costs are 20% of Sales

Added Labor: Hire more staff for the lunch/dinner shifts (2% of Sales)

Training of new/old employees on breakfast entrees Ongoing Costs: Implementing The Change: Communicating the Vision:

Operator has to sell the changes to each employee

Make sure everyone is "on board" and on the "same page"

Staff Meetings Measuring Progress: Celebrating Success: Holiday Parties and Get-Togethers

Email or Text Communication on a high pay day (Good Work) Reevaluate the Vision

Look to see how adding the breakfast menu is doing

Also, check to see if there needs to be any changes When?
The Breakfast Menu runs from 7:30am-10:30am Checking to see what
incentives and reward system worked best with the employees

Check with employees for any problems that they have been experiencing since the change Advertising: Soft: Breakfast item added to menu 3 or 4 weeks before a planned hard lunch.

Hard: Tons of advertisements
"Grand Opening"
(Ex: Commercials, Radio adds, Highway Bulletin Boards) Vision Statements: Change Through Power:
Full transcript