Bai Zirui smiled and said, "I'll leave the decoration to Manager Lin."

Manager Lin said respectfully: "Bai Sheng, please don't worry! I will definitely carry out the construction according to your design drawings."

Manager Lin took the decoration drawings drawn by Bai Zirui and led his men to start measuring the store preparations for construction. Lou Xiaoe said: "Zirui, you have three stores now, and you don't even have a decent office. In the future, we will cooperate with you to expand your business."

It leaves a bad impression on my partner!"

Bai Zirui nodded and said, "Sister-in-law, you are right. I am also preparing to rent an office space to establish Feast's organizational structure and management model. I will go back to discuss it with my eldest brother and Sister Jingli today. My sister-in-law will also listen and help me check for any gaps."

Lou Xiao'e nodded and said, "Okay! Let me help you with your advice."

Currently, the three stores of Feast restaurant (including the Central store under renovation) are operating independently. The company's management is actually very flat. Bai Zirui directly manages the store managers and front-line employees of the three stores, which is very detrimental to the company's development.

It should develop horizontally.

Take a look at the management organizational structures of KFC and McDonald's. They have clear division of labor and mutual cooperation. KFC's management organizational structure has a total of 13 departments, including the four functional departments of Legal Department, Finance Department, Human Resources Department, and Public Affairs Department.

As well as nine business departments including IT department, purchasing department, distribution center, planning department, construction department, quality control department, operations department, development department, and franchise business department, four of which are dedicated to providing services to the other nine departments.

, and the nine business departments rely on the mutual cooperation of their respective specialized divisions of labor to realize the entire operation process.

KFC's functional departments and business departments perform their respective duties and have good communication to ensure the smooth operation of the entire organization. KFC's operation method not only designs a reasonable organizational structure but also organically combines its structure and operation methods as a whole.

This achieves support, control, communication, and authorization for individual stores, making the chain operation function as a whole greater than the sum of its parts.

KFC's supervision system model is: Headquarters-Operations Department-Branch Operations Department-Regional Operations Manager-Single Store. Through such clear-cut supervision with clear responsibilities, all aspects of the daily operation of KFC's single stores can be strictly implemented in accordance with standards, ensuring that

Stable product quality, timely and effective information communication, and clear and clear performance appraisal of personnel are conducive to the fulfillment of responsibilities.

McDonald's organizational structure can be roughly divided into administrative department, real estate department, engineering department, equipment maintenance department, equipment purchasing department, human resources department, operations department, training department, marketing department, public relations department, purchasing department, finance department, and public affairs department.

.Each department is interrelated and the organizational structure is very rigorous.

McDonald's management structure is an obvious linear organizational structure. Advantages: simple organizational structure, centralized power, unified orders, clear rights and responsibilities, simple contact, quick decision-making, easy to maintain organizational order, and low management costs.

Power is too highly concentrated in one person, too dependent on senior leaders, has high requirements on managers, has a rigid structure, lacks flexibility, and low enthusiasm of subordinates. The scope of application is small, the production technology is relatively simple, and the organization is in the early stage.

.

McDonald's flagship product is undoubtedly its hamburgers that attract consumers to McDonald's. But does McDonald's make money from hamburgers? McDonald's hamburgers actually make very little profit, or even make no money at all.

Real estate management, which focuses on leasing, is McDonald's hidden profit point. Product management, store management, brand management and capital management are developed in a four-in-one way.

McDonald's: Globalization strategy - more inclined to strategic business adjustments, while McDonald's retains more of the American fast food flavor.

KFC: Localization strategy - do as the Romans do. After entering the Chinese market, KFC made improvements according to Chinese catering habits. Only the products sold are slightly different, and the sales methods for different groups of people are different in different countries.

Bai Zirui plans to learn from the two world's catering giants, KFC and McDonald's, and absorb their strengths. Feast plans to set up four functional departments, including the real estate department, finance department, human resources department, and operations department.

There are nine service departments including purchasing department, marketing department, distribution center, construction department, planning department, quality control department, training department, public relations department, and equipment purchasing and maintenance department.

From the perspective of the development path of KFC and McDonald's, the operations department is the top priority among all departments. As a comprehensive functional department, the operations department plans, executes and controls the entire process of the company's operation management.

The Operations Department performs specific guidance, coordination and supervision functions for the company's various restaurants, daily operating activities and business, financial and other operational processes and interconnections, maintains the company's standardized system, implements a unified system, and realizes the company's unified and standardized management of business operations.

Maximize the company's business performance.

The Operations Department is the department with the largest number of personnel and is responsible for all restaurant operations, including ensuring that the restaurant provides outstanding QSC&V to customers, ensuring the unified implementation of standards, tracking the restaurant's operating profits and losses, and tracking the restaurant's operating profits and losses.

Personnel training and talent development, ensuring the normal operation of the restaurant, etc.

Almost all other departments work around the needs of the operations department to provide service and support to the many restaurants under its jurisdiction.

In addition to the general manager, the top person in charge of the operations department is the director of operations (DO), who is fully responsible for the overall operation management of all chain restaurants in the market and is responsible for management and performance goals. The DO is an important decision-maker and one of the staff members of the company's operations, participating in

Formulate the company's operational strategy and formulate annual operational development plans.

The position under the director of operations is the operations manager (OM), who is also an important decision-maker and one of the staff members of the company. Each operations manager is responsible for about 20 restaurants and is responsible for the administrative operations, advertising and promotions, and daily operations of the restaurants in charge.

In charge of other operational tasks, review various operating reports of each restaurant, and conduct reasonable personnel deployment for various restaurants in the area under its jurisdiction.

The profit center (PC) of the restaurant under each operations manager in the city regularly reports the work plan, work performance and operating status to the operations director.

The direct subordinates of the operations manager are operations consultants (OC). Each operations consultant is in charge of about five restaurants, called PATCH. He is responsible for training restaurant managers, completing their work assessments, assisting restaurant managers in improving the operating system, and helping restaurant managers

Open new stores, help restaurant managers complete the annual personnel plan, and achieve the management team's personnel goals.

Responsible for the administrative operations, advertising and promotions, QSC&V and other operational work in daily operations of the restaurants in charge, review various operating reports of each restaurant, and conduct reasonable personnel deployment for various restaurants in the area under their jurisdiction.

The operations manager sets goals for each operation consultant under his jurisdiction every year based on the operation and development trends of the profit center. The operations manager regularly reports work and operating status to the operations manager.

Returning to Chunxi Jingyuan in the evening, Yang Xue arrived unexpectedly. She said with a smile: "Zi Rui, brother, congratulations on opening two Feast restaurants in one month. I heard from my sister-in-law that Zi Rui actually opened two Feast restaurants in Yihe, Central.

We have rented a 580-square-meter shop in the building to open our third store, which is being renovated and will open in 10 days.”
Chapter completed!