INTERNSHIP REPORT

ON

“Overall Performance Analysis of Fast Food Chain California Fried Chicken & Pastry Shop”

Submitted in partial fulfillment of the requirement for the award of Bachelor Of Business Administration (B.B.A), Major in Marketing.

Submitted to:

Md. Shahriar Hossain TalukderLecturer

Department Of Business AdministrationAsian University of Bangladesh

Submitted by:

Md. Ala UddinID: 201010349

Batch: 38thDepartment Of Business Administration

Asian University of Bangladesh

ASIAN UNIVERSITY OF BANGLADESH

Letter of Transmittal

September 18.2014Md. Shahriar Hossain TalukderLecturerAsian University of Bangladesh,Uttara, Dhaka.

Subject: Submission of Internship Report on “California Fried Chicken & Pastry

Shop”

Dear Sir,

With due respect, I would like to submit an exclusive Internship Report on “Overall Performance Analysis of Fast Food Chain California Fried Chicken & Pastry Shop” as a part of my BBA program. The report deals with whole activities of this Fast Food chain. I tried my level best to make the report meaningful and informative.

As the time was limited, the report could not be done more comprehensively and analytical. However, I expect that you would enjoy the report.

Sincerely Yours,

............................

Md. Ala Uddin

ID: 201010349Batch: 38th

Subject: Marketing (Major)Department Of Business AdministrationAsian University of Bangladesh

Student’s Declaration

I’m Md. Ala Uddin student of Bachelor of Business Administration (B.B.A), 38th Batch, ID:

201010349, (B.B.A), from Asian University of Bangladesh, declare that this Internship on

“Overall Performance Analysis of Fast Food Chain California Fried Chicken & Pastry

Shop” is completely of my own work. References are provided as it is free of plagiarism.

……………………………………

Md. Ala UddinID: 201010349Batch: 38th

Subject: Marketing (Major)Department Of Business AdministrationAsian University of Bangladesh

Supervisor’s Certificate

I hereby certify that Md. Ala Uddin, student of B.B.A, ID:201010349 for under graduates (38th

Batch), major in Marketing of Asian University of Bangladesh, has successfully completed his

internship for 3month and his Internship Report entitled “Overall Performance Analysis of

Fast Food Chain California Fried Chicken & Pastry Shop”. He works under my guidelines

and supervision.

I wish very success in his life.

………………………...Md. Shahriar Hossain TalukderLecturerDepartment of Business AdministrationAsian University of Bangladesh

Acknowledgement

Education involves not only reading books and doing excise but also acquiring knowledge

through doing something practically. This report has designed only for considering that

objective. In this period of time, I enjoyed warm co-operation from every person in the fast food

location.

At first, I must show my gratitude to almighty Allah for giving me energy and capability to

preparing this report. Then I would like to express my gratitude to the Placement Committee for

arranging for me such a program of educated value. I hope, it will help me to move one step

further to face the challenges. I must convey my sincere gratitude to my respected supervisor for

providing me valuable guidance and suggestion in preparing this report. He gave me the courage

and liberty for choosing the topic, which gave me momentum to work spontaneously.

I wish to heartily thank all other employees of CFC those were frankly, dynamic and helped me

seriously and given me their valuable time. They were always very polite to answer my questions

and help me understand even in time of work rush. At last, my sincere apology goes to the

reader’s for my conceptual and printing mistake, if there is any.

Md. Ala UddinID: 201010349Batch: 38th

Major: MarketingDepartment Of Business AdministrationAsian University of Bangladesh

Executive Summary

Fast food is the term given to food that is prepared and served very quickly, first popularized in

the 1950s in the United States. While any meal with low preparation time can be considered fast

food, typically the term refers to food sold in a restaurant or store with preheated or precooked

ingredients, and served to the customer in a packaged form for take-out/take-away. Fast food

restaurants are traditionally separated by their ability to serve food via a drive-through. The term

"fast food" was recognized in a dictionary by Merriam–Webster in 1951.

California Fried Chicken & Pastry shop is an International Standard high quality and real taste

fast food and Pastry shop. The name of the chain shop started with "California" because it was

dreamed in California to open this kind of chain shop in Bangladesh in 1982.

The main objective of the study is to give an overview of CFC and the overall performance

analysis of fast food in Bangladesh with reference to CFC and identify the strength, weakness

and critical risk factor of this Fast Food chain.

Data collected for the study in two different modes namely primary and secondary. Face to face

conversation with the respective employees of the branch was the main mode to collect primary

data and for secondary data various publications and related body are observed.

The main limitation of the study was short time limit and authenticated data insufficiency.

Employees of the Fast Food chain are capable. Even though many of them simply know the

working procedure of what they are doing but don't know the philosophy behind doing those.

The synergy of dedicated manpower, technology, and market opportunity can lead the

organization to achieve the goal; a Fast Food chain must establish and hold fast to adequate

policies, practices and procedures for evaluating the quality of food and the adequacy of

customer satisfaction.

Table of contents

Particulars Page No

Letter of Transmittal

Student’s Declaration

Supervisor’s Certificate

Acknowledgement

Executive Summary

Chapter One: Introduction

1.1 Origin of the Report

1.2 Rationale of the Study

1.3 Objectives of the Study

1.4 Methodology of the Study

1.4.1 Data Collection

1.4.2 Data Processing

1.5 Scope of the Study

1.6 Limitations

Chapter Two: Profile of California Fried Chicken and Pastry Shop

2.1 Historical Background of California Fried Chicken & Pastry Shop (CFC)

2.2 Fast Food Movement in Bangladesh

2.3 Major Incidents in Fast Food Industry in Bangladesh

2.4 Mission & Value

2.4.1 Mission

2.4.2 Value

2.5 Products of CFC

2.6 Special Items of CFC

2.7 Branches of CFC

2.8 Management

2.9 Organization Structure of CFC

2.10 Sections and Their Functions

2.10.1 Accounting Department

2.10.2 Food & Beverage Department

2.10.3 Production Department

2.10.4 Branch Manager

2.10.5 Human Resource Department

Chapter Three: Conceptual Framework

3.1 Fast Food

3.2 Fast Food restaurant

3.3 Nutrition facts Label

3.4 Fried Chicken

3.5 Burger

3.6 Cake

3.7 Pastry

3.8 Bakery

3.9 Cookies

Chapter Four: Job Part

4.1 Sales Functions

4.2 Marketing and PR Functions

4.3 Customer Service Related Functions

4.4 General Responsibilities

Chapter Five: Analysis & Findings

5.1 Findings of the study

Chapter Six: Recommendations, suggestions & Conclusion

6.1 Recommendations and suggestions

6.2 Conclusion

BIBLIOGRAPHY

1.1 Origin of the Report

Practical Orientation and evaluation of product and marketing is a part of the BBA program

provided by Asian University of Bangladesh. This report is the requirement of that Practical

Orientation. Fast food chain is a service-oriented organization. So the practical orientation has

been made as an integral part of the BBA degree requirement.

CFC pursues decentralized management policies and gives adequate work freedom to the

employees. This results in less pressure for the workers and acts as a motivational tool for them.

1.2 Rationale of the Study

With the rapid growing competition among foreign and private fast food chains as to how the

chains operates its operation and how customer service can be made more attractive, the

expectation of the customer has immensely increased. Reciprocating the sentiment, private fast

food chains are trying to elevate their traditional service and food products to a better standard,

to meet the challenging needs, demands.

Side by side these fast food chains have now concentrated their attention towards diversification

of their products for better performances and existence. For the above circumstances, it has

become necessary for California Fried Chicken and Pastry Shop, one of the leading private and

native fast food chains, to focus its attention towards the improvement of the customer service

and fast food. That’s why it is quite justified to make an in depth study about its operation and

evaluate the service provided by this fast food chain and scope for its improvement.

California Fried Chicken and Pastry Shop executives who are actually executing policies

undertaken by the top management will have a chance to communicate their feeling and will

have the feedback about their dealing from the customer.

1.3 Objectives of the Study

The main objective of the study is to develop an understanding about the practical fast food

chain activities and to relate them with the theoretical knowledge acquired from those activities.

Besides these the specific objectives are the followings:

1. To Know the general activities of CFC

2. To identify the strength, weakness of CFC.

3. To make suggestions for policy recommendation.

1.4Methodology of the Study

1.4.1 Data Collection

The collection method of primary and secondary data differ since primary data are to be

originally collected, while in case of secondary data the nature of data collection work is merely

that of compilation.

There are several methods of collecting primary data, they are as follows:

♣ Face to face conversation with the respective manager of the branch.

♣ Exposure on different departments of branch.

♣ Relevant file study as provided by the managers concerned.

Secondary data may either be published data or unpublished data. Usually published data are

available in

♣ Various publications of the central, state and local governments.

♣ Various publications of foreign governments or of international bodies and their

subsidiary organization.

♣ Technical and trade journals

♣ Report and publications of various associations connected with business and

industry.

1.4.2 Data Processing

Collected information is processed by the use of computer system. Detailed analysis, working

variables and working definitions are embodied in the report.

1.5 Scope of the Study

In my report I have highlighted the various steps of activities of the CFC. I have also discussed

about the background of the sector, market structure, risk management factor etc. with the fast

food chain personnel. Before that, a brief overview of the CFC has been given to understand its

operations and activities. So the scope of the report covers the comprehensive knowledge on the

organization of CFC. I have tried to analyze and evaluate its performance based on adequate

information contained in documents and interviews of its employees.

1.6 Limitations

On the way of my study, I have faced the problems that are given below which could be termed

as the limitation / shortcoming of the study-

♣ Short Time Period

♣ Data Insufficiency

♣ Lack of Records

♣ Incomplete and obscure data

♣ Unwillingness of key person

2.1 Historical Background of California Fried Chicken & Pastry Shop (CFC)

As a staple of life our need to eat has developed from a basic form of simply feeding our bodies

with the fuel it requires, to a complicated art of presentation and taste combined with our

intrinsic need to experiment with everything we see, touch, smell and of course taste. With this

goal in view California Fried Chicken & Pastry Shop was established partnership business. The

name of the chain shop started with "California" because it was dreamed in California to open

this kind of chain shop in Bangladesh in 1982. Finally 1st shop was open at Dhanmondi, Road-

27 in 15th June 2003. Now it has eleven (11) branches in Dhaka.

The fast food chain is committed to contribute significantly in the national economy. It has made

a positive contribution towards the socio economic development of the country by opening 11

branches on which 5 are of premium quality.

The equity of the bank stood at Tk.3415 million as 31 December 2011, the manpower are more

than 500 and number of shareholders are 4.

The fast food chain conducts its business on the principles of counter service of fast food

approved by Bangladesh Standard and Testing Institution (BSTI). Naturally, its modes and

operations are substantially different from those of other conventional fast food chains. There is

a Quality Control Council which maintains constant vigilance to ensure that the activities of the

branches and departments are being conducted properly. The Quality Council consists of

prominent chefs and reputed nutritionists.

2.2 Fast Food Movement in Bangladesh

Fast food culture was started in the early nineties. In Bangladesh it has mainly geared towards

the younger end of the market and the employees of the corporate sector. The fast food culture in

Bangladesh has taken the country by storm. The first fast food shop started its business in the

Bailey road of Dhaka. After that, a number of fast food shops started to grow exponentially in

different places of the Dhaka city. Local entrepreneurs are leaders in pioneering the fast food

industry of Bangladesh. New brands i.e. Swiss, Helvetia etc. are to name of some Bangladeshi

fast food shops formed in franchising system. In early 2000, Bangladesh experienced the entry of

the first international brand of fast food franchise in the country. Pizza Hut and KFC entered into

Bangladeshi market having franchise with Transcom Foods Limited (TFL). Both Pizza Hut and

KFC are subsidiaries of the world’s largest restaurant company Yum! Restaurants International.

TFL has opened three Pizza Huts and three KFC outlets in Bangladesh in a span of five years.

Pizza Hut opened its flagship restaurant in 2003 at Dhaka. Following its grand success in Dhaka,

the Chittagong outlet was opened in 2005. The third Pizza Hut restaurant was launched in Dhaka

in 2008. Meanwhile, Kentucky Fried Chicken (KFC) perceived as high-quality fast food in a

popular array of complete meals to enrich the consumer’s everyday life. TFL successfully

launched the flagship KFC in 2006 and gained attention of the people with its taste, high

standard of hygiene, cleanliness, interior attractiveness, affordable pricing etc. Following its

enormous success in Dhaka, the second and third outlets were opened in 2008. There were two

major shakeups in the fast food industry in Bangladesh. In September 2005, the government

of Bangladesh started a major drive against the companies that were found adulterating

fruits, using pesticides, unauthorized food colors and food items that expired their date of uses

etc. These drives created a serious impact on the public health sector of Bangladesh.

Many renowned restaurants and fast food shops were found guilty and those were highly

publicized in press and media. This lead towards the mistrust of the common people and

resulted in temporary decline of sale of fast food items. Due to this shakeup, many middle and

small fast food shops were closed and only a few restaurants, mostly the expensive and franchise

ones, were left. This caused heavy losses following surprise raids by mobile courts. The normal

buzzing snack shops at Dhaka no longer draw the same attraction after September 2005. The

mobile courts raided and as a result almost 60 percent of business was declined. A big portion of

the customers at these shops were teenagers and students. Many of which had stopped going to

the snack shops following the news reports of stale items being sold. The Top 12 Fast food

restaurants in Bangladesh are: Pizza Hut, Kentucky Fried Chicken (KFC), California Fried

Chicken & Pastry Shop (CFC), American Fried Chicken (AFC), Dominous Pizza, Helvetia,

Yummy Yummy, Wimpy, Western Grill, Sausly's, Hot Hut!, and Shwarma House.

2.3 Major Incidents in Fast Food Industry of Bangladesh

There was however, two times when there were major shakeups in the fast food industry as well

as the whole food industry. In September 2005, the government of Bangladesh started a major

drive against the individuals and the organizations that were found adulterating fruits, using

pesticides, unauthorized food colors and food items that expired their date of uses etc. These

conducts were serious threats against the public health safety.

Many renowned restaurants and fast food shops were found guilty and these events were highly

publicized. This lead to the mistrust of the common people towards a temporary halt in the fast

food industry. Due to this shakeup, many middle and small fast food shops were out of the

business, only a few restaurants, mostly the expensive and franchise ones were left standing.

Fast food shops in the city had incurred heavy losses following surprise raids by mobile courts.

The number of customers had dropped significantly at popular fast food destinations of Bailey

Road and Gulshan after mobile courts in separate drives found unhygienic conditions prevailing

at some of the outlets and adulterated, stale or date expired items being used to prepare snacks.

The normally buzzing snack shops at Bailey Road no longer draw the same attraction after

September 2005. According to the manager of a fast food shop in Bailey Road, the mobile

court's raids and reports in the media had severely damaged their reputation, resulting in loss of

almost sixty percent of business that month. A big portion of the customers at these joints were

teenagers and students, many of which had stopped going to the snack shops following the news

reports of stale items being sold. Many shop owners meanwhile had complained that the

magistrates, inspectors and the newsmen never want to hear their side of the story.

According to the proprietor of Palki Confectionery in Bailey Road, the charges the mobile court

officials are bringing against fast food shops are not entirely fair. Confectioners around the world

are using coloring agents in cakes and pastries. They are using the best food color of Foster

Clarks and their bottles are not supposed to have the BSTI (Bangladesh Standard Testing

Institute) seal. It is the duty of the BSTI or the DCC (Dhaka City Corporation) to check the

contents of imported food colors. Furthermore they have stopped producing cakes other than

chocolate and vanilla flavored ones as using food color had given them lots of problems. Another

owner alleged that mobile teams were demanding money openly. If anyone argues with them, the

fines just keep increasing. The mobile court of DCC raided fast food shops in Bailey Road and

Gulshan in September 2005 and found some renowned joints using substandard cooking oil and

dyes. Helvetia, Swiss Bakery and Euro Hut in Bailey Road and Wimpy in Gulshan were among

the outlets that were fined for using substandard oil. Coopers was the only fast food shop in

Gulshan to experience a rise in sales and customers in recent months. The mobile court found

Coopers to be among a rare group of food outlets that were maintaining proper standards.

One magistrate of the CMM Court and one Magistrate have led the mobile courts with an iron

hand and exposed the nefarious schemes of even the most respected eateries in the city. Dhaka

watched in horror as the mobile court team sent out to stop food adulteration and contamination

in eateries and processed-food factories around town revealed their findings. The success owes

no small measure of gratitude to the men who have led it. The mobile teams included an official

from the Bangladesh Standards Testing Institute, a department of public health official, a DCC

official as well as members of the police and BDR and was led by the two magistrates. For their

devoted work to stop the contamination of all food and drink items and bring the offenders to

justice and hence work towards the ultimate benefit of the citizens of Dhaka city many during

that time considered the magistrates as the heroes.

The mobile court operations also expanded to other cities outside the capital. The mobile court of

Chittagong City Corporation (CCC), conducting drive against adulterated food, fined Chittagong

Club Limited Tk 1,75,000 for dirty kitchen, preserving stale chicken and running a bakery

without BSTI license on August 22, 2005. The court during the drive also picked up its secretary

for refusing to pay the penalty and misbehavior with the magistrate present. He, however, was

released after two hours on payment of the fine. The magistrate also warned one club security

officer and one supervisor as they tried to stop her from entering the club premises and kitchen.

The magistrate was “shocked to see the kitchen environment” of the elite Chittagong Club. &

found several pieces of half-boiled stale chicken with bad smell in the refrigerators. The kitchen

staffs when asked told us that the chickens were preserved for using in sandwiches. The

magistrate also levied Tk 75,000 on Dearly Bakery at GEC Intersection for selling stale bread

and failing to show BSTI license, Tk 10,000 on Hotel Al Imam at Zakir Hossain Road for dirty

kitchen and existence of a latrine inside the kitchen, Tk 5,000 on Mohammadia Hotel for keeping

uncovered food and other items and Tk 3,000 each on three fruits traders for selling stale fruits.

The government formed two mobile courts to stop food adulteration and punish

perpetrators after the publication of ''Eating dangerously," following a series of reports

regarding food adulteration in The Daily Starone of the prominent newspapers of Bangladesh.

After formation of the mobile courts, two teams had been conducting a drive under two

magistrates in the city since July 2005. They have so far doled out more than one million taka in

fines, filed more than two hundreds cases, and jailed nearly two hundred people in connection

with adulteration.

Also on The avian influenza, also known as bird flu, was first detected in Bangladesh on

February 2007. It reached an epidemic form, hitting the poultry industry that accounts for over

1.6 percent of GDP in 2008. According to a government count, nearly 8.5 lakh fowls of 277

poultry farms -- 236 of them commercial and 41 backyard in 43 districts- were culled as of

February 20, 2008. Nearly 100,000 poultry farms have been shut down due to the outbreak of the

deadly H5N1 virus, throwing around 2.5 million people out of jobs. Sales in Dhaka city's fast

food shops had marked a sharp fall as customers continued to ignore chicken items out of bird

flu fear, hitting hard the booming fast-food business.

2.4 Mission & Value

2.4.1 Mission:

CFC's brand mission is to be our customers' favorite place and way to eat and drink. Our

countrywide operations are aligned around a strategy called the Plan to Win, which center

on an exceptional customer experience – People, Products, Place, Price and Promotion.

We are committed to continuously improving our operations and enhancing our

customers' experience.

2.4.2 Value:We place the customer experience at the core of all we do. Our customers are the

reason for our existence. We demonstrate our appreciation by providing them with high

quality food and superior service in a clean, welcoming environment, at a great value.

Our goal is quality, service, cleanliness and value (QSC&V) for each and every customer,

each and every time.

We are committed to our people. We provide opportunity, nurture talent, develop

leaders and reward achievement. We believe that a team of well-trained individuals with

diverse backgrounds and experiences, working together in an environment that fosters

respect and drives high levels of engagement, is essential to our continued success.

We believe in the McDonald’s System. CFC’s business model, depicted by our “three-

legged stool” of owner/operators, suppliers, and company employees, is our foundation,

and balancing the interests of all three groups is key.

We operate our business ethically. Sound ethics is good business. At CFC’s, we hold

ourselves and conduct our business to high standards of fairness, honesty, and integrity.

We are individually accountable and collectively responsible.

We give back to our communities. We take seriously the responsibilities that come with

being a leader. We help our customers build better communities, support CFC House

Charities, and leverage our size, scope and resources to help make the world a better

place.

We grow our business profitably. CFC’s is a privately traded company. As such, we

work to provide sustained profitable growth for our shareholders. This requires a

continuous focus on our customers and the health of our system.

We strive continually to improve. We are a learning organization that aims to anticipate

and respond to changing customer, employee and system needs through constant

evolution and innovation.

2.5Products of CFC

2.6Special Items of CFC

CHICKEN ITEMSNEW FRIED CHICKEN MEAL REGUALR/SPICY

Serve with………

2 pcs Fried ChickenFrench FriesColeslaw1 pc Dinner RollSoft Drinks (250 ml)

Price: BDT-300 tk

 

FRIED CHICKEN FAMIL BOX REGUALR/SPICY (12 pcs)

Serve with………

12 pcs Fried Chicken6 French Fries4 Coleslaw1 pc Dinner Roll6 Soft Drinks (250 ml)

Price: BDT-1,580 tk

CHICKEN BROAST 1/4

Serve with………

1 pc Chicken 1/4French Fries/ Fried RiceSoft Drinks (2150 ml)

Price: BDT-280 tk

BAR-B-Q CHICKEN ¼ SPICE

Serve with………

1 pc Chicken 1/4Dinner Roll/ Fried RiceSoft Drinks (250 ml)

Price: BDT-300 tkCHICKEN WINGS 6 PCS

Serve with………

Chicken Wings 6 pcsFrench FriesSoft Drinks (250 ml)

Price: BDT-260 tk

BURGER ITEMSCRISPY CHICKEN BURGER REGUAL/ CHEESE

Serve with………

Crispy Chicken Burger 1 pcTomato/ Chili sauce

Price: BDT-220/245 tkBEEF BURGER REGULAR/ CHEESE

Serve with………

Beef Burger 1 pcTomato/ Chili sauce

Price: BDT-200/225 tk

GRILLED FISH STEAK BURGER/ CHEESE

Serve with………

Grilled Fish Steak Burger 1 pcTomato/ Chili sauce

Price: BDT-300/325 tkANGRY BURGER REGULAR/ CHEESE

Serve with………

Angry Burger 1 pcsTomato/ Chili sauce

Price: BDT-230/255 tk

CAKE & PASTRY ITEMSPREMIUM CHOCOLATE CAKE

Price: BDT-1,110 tk

MOCHA CAKE

Price: BDT-1,200 tk

ITALIAN CAKE

Price: BDT-1,420 tk

STRAWBERRY CAKE

Price: BDT-1,420 tk

PREMIUM VANILLA CAKE

Price: BDT-1,000 tk

PREMIUM VANILLA CAKE

Price: BDT-1,000 tk

CHOCOLATE BROWNIE CAKE

Price: BDT-1,420 tk

MELTED CHOCOLATE CAKE

Price: BDT-1,420 tk

CHOCOLATE FUDGE DELIGHT CAKE

Price: BDT-1,600 tk

SWISS CHOCOLATE CAKE

Price: BDT-1,420 tk

CHOCOLATE FUDGE CAKE

Price: BDT-1,420 tk

WHITE FOREST CAKE

Price: BDT-1,420 tk

BLACK FOREST CAKE

Price: BDT-1,420 tk

VANILLA HEART SHAPE CAKE

Price: BDT-1,000 tk

MICKEY MOUSE FACE CAKE (VANILLA)

Price: BDT-1,250 tk

TEDDY BEAR CAKE (VANILLA)

Price: BDT-1,250 tk

MODEL CAR CAKE (VANILLA)

Price: BDT-1,250 tk

MICKEY MOUSE BODY (VANILLA)

Price: BDT-1,250 tk

CHOCOLATE LOG CAKE

Price: BDT-700 tk

CHOCOLATE STRAWBERRY CAKE

Price: BDT-1,420 tk

RICH CHOCOLATE PASTRY

Price: BDT-90 tk

PREMIUM CHOCOLATE PASTRY

Price: BDT-90 tk

100 & 1000 PASTRY

Price: BDT-100 tk

FRENCH CHOCOLATE PASTRY

Price: BDT-120 tk

CHOCOLATE FUDGE DELIGHT PASTRY

Price: BDT-120 tk

CHOCOLATE PYRAMID PASTRY

Price: BDT-110 tk

NUTRITION FACTS

2.7 Branches of CFC

2.8 Management

The company is managed by its 4 partner members and recruited employees. The owner partners

observe and review major day to day operational functions including investment plans, budgets,

production, marketing, quality control and other activities.

They are also responsible for establishing the company’s policies and reviewing the operational

performance of the company including approval of large investment transactions and major fund

procurement.

2.9. Organization Structure of CFC

2.10 Sections and Their Functions

There are mainly four (4) departments in CFC, viz, Accounting Department, Food and Beverage

Department, Production Department, and Marketing & Sales Department. These Department

have small units under them. As CFC is a partnership business, strict business communication

among various departments and managers are not maintained. The details of the important

sections and subsections are described below.

Managing Director

Excecutive Director

Accounts & Finance Manager

Assistant

Accountant

Food & Beverage Manager

Storekeeper

Quality

Control

Council

Production

Manager

Chef

Branch Manager

Assistant Bran

ch Manager

Branch

Supervis

or

Human resorce

Manager

2.10.1 Accounting Department

The purpose of the accounting department is to provide reliable information which can be relied

by the management while making decisions. The department ensures that the information is

valid, reliable and justifiable. It is also the department's objective to provide and integrate the

organizational strategies.

Accounting departments are expected to perform, not only to relay all the needed financial

reports and book-entering, but to also participate in making a sound decision. The shares of

economics, logic, and mathematics in the accounting make the profession effective in the face of

the world. Only if all the principles are equally utilized, then accounting can successfully

integrates with the organization.

Major tasks of the Accounting Department of CFC are-

Reconciling Orders and Receipts

The Department must check to see that orders match receipts. Software handles this

reconciliation to some degree, but Accounts Manager reviews the results provided by

software and Assistant Accountant to see if there are any errors or omissions and check

that collection of payment is in full on customer food orders.

Food and Supplies Budget

Because several branches order food and supplies, the Accounts Manager keeps an eye

on the budget to ensure the head chef and the branch manager are not ordering too much

because they work independently of each other. In addition, the accounts manager

inspects storage shelves so records of what was ordered are accurate.

Payroll and Branch Payments

The Accounts department checks time cards to ensure that employees are being paid

accurately. It also tallies up payroll taxes, income tax withholding and worker’s

compensation figures in the company ledger. In addition, the Accounts manager must

reconcile branch invoices with orders and check that payments for supplies and services

are accurate.

Deposits

The Accounts Department prepares deposit slips at the close of business each day. This

involves comparing cash receipts, checks and credit card payments with total sales for the

day. The Accounts Manger takes the deposit to the bank to ensure that it arrives safely.

Sales Tax

The Accounts Department maintains records of sales tax obligations and pay sales tax for

each branch. It provides information on how much sales tax are being paid each week.

Weekly Reports

The Accounts Department issues a weekly report of sales and expenses. This is done with

the aid of software and the Assistant Accountant, but is checked personally by the

Accounts Manager. The report notes any areas where the branches are over budget and

should identify any losses of cash so that the Executive Director can examine the

operation to update cash controls in any problem department.

2.10.2 Food & Beverage Department

The food and beverage department functions as a way to meet the food and drink needs of

guests. These guests can be at any of the eleven branches. They decide which food and beverage

items to provide. Determining food costs and how much to serve per person or plate is another of

the functions of the food and beverage department.

The department enforces company standards, all aspects of the food and beverage operations

onboard, including revenues, maintain food cost, budgets, inventories, sanitation onboard and

disciplines the department to improve and maintain sales and provability implement and

maintain BSTI standards and eliminate complaints.

Duties and Responsibilities

♣ Work, and develop relationships, with external suppliers to ensure the very best

reputation within the industry, and receives the service required to ensure that the

operational Food and Beverage team can deliver the highest quality product, and the

highest financial return.

♣ Work closely to ensure correct stock levels are available from central distribution

area, to assist the operational Food and Beverage team.

♣ Ensure strict compliance with all relevant Hygiene and Safety legislation and

requirements.

♣ Ensure that the industry standard with regard to safety and hygiene.

♣ Champion a training culture within the Food and Beverage team to ensure succession

planning, and a culture that exceeds the very best the industry has to offer.

♣ The Manager will constantly review the product range to ensure that all key quality

standards are maintained.

♣ The Food & Beverage Department has a wide number of external contractors and the

Manager maintains close, professional, effective links with all. It ensures that

suppliers deliver to stated agreements, best practices are followed and technological

advances are sought.

♣ The Manager manages all internal stakeholders: other departments within the

organization who deliver services to the Food and Beverage team; and support the

Central Support.

♣ The Department is the department representative on the Quality Control Council and

be the first point of contact for the Environmental Health Officer, and responsible for

investigating any alleged food poisoning cases, for reporting to the Food and

Beverage Director.

♣ The Department will also collate and disseminate food safety alerts when appropriate

and be responsible for ensuring departmental compliance with the group health and

safety policy.

♣ The Department manages the external food hygiene consultant, and the resulting

reports.

♣ The Manager is responsible for maintaining and helping enforce the agreed brand

standards for each unit by conducting and managing monthly audits.

♣ The Manager is also be the department representative for Special Events, working

each special event as the departmental duty manager.

♣ This will involve all planning associated with each event, right through to delivery.

♣ The Manager is responsible for all trade press subscriptions and ensuring relevant

information is passed on to the Branch Managers and Assistant Branch Managers.

♣ The Department also liaise with the Sales and Marketing team and Food and

Beverage Director to collate and respond to all customer correspondence, ensuring

this is communicated to the entire Food and Beverage team, where appropriate.

♣ The Manager is responsible for ensuring spend per head is increased year on year,

without jeopardising guest satisfaction and quality.

♣ The Department maintains the F&B Management invoices and journals, manage and

monitor expenditure associated with catering equipment repair, manage the asset

register and assist in budget setting each year for the department.

♣ The department manages the incentive scheme, allocating and verifying spending and

assisting in report analysis on stock and sales, highlighting and acting on any

anomalies.

♣ The Manager create and is required to operate within efficient labour budgets for

each season, tracking labour spending and providing input regarding capital projects

and initiatives.

♣ The Department takes full responsibility for managing and meeting all committed

budgets related to the Staff Branch.

♣ The manager acts as a purchasing officer and budget controller, creating a

professional relationship with all suppliers.

♣ The Manager assists in the planning and implementation of new ideas and menu

specifications each season, working closely with Central Support to ensure they fit

with guidelines and are to the high quality customers expect.

♣ The department consistently review products delivered to ensure quality are met and

take up any shortcomings with suppliers.

♣ The department also takes line ownership of the Corporate Event menus, signing

them off seasonally, in conjunction with the Corporate Events Manager.

♣ The department is conversant in latest trends in food nutrition for the target

customers and contribute to the ongoing nutritional developments.

♣ The Manager is provides constant leadership, counselling, advice and feedback to

their peers.

♣ The Department provides an environment of openness and trust, with constant

feedback and performance coaching.

2.10.3 Production Department

The Production department plans, coordinates, and supervises the operation of food

processing plants involved in preparing and assembling a large volume of pre-plated meals

and individual food items in large quantities. The production plant of CFC is at Dhanmondi.

It produces all its products and also owns high quality and mass production capable

machines such as- boost machine, fry master, grill machine, cake chiller, chitter machine,

mixer machine, deck oven, bun divider etc which are imported from USA and Germany. To

deliver the produced food items at each branch on time it has 6 cover vans. Each branch is

well equipped with necessary cooking machineries to provide the food fresh and ready. The

chief chef is an experienced person who has a long working experience in various five star

restaurants and the branch cooks are well trained by him.

Duties and Responsibilities

♣ Plans and establishes food processing standards and employee work schedules and

assignments in the preparation and packaging of a large number of breakfast and lunch

meals.

♣ Directs the preparation and cooking of foods, including bakery products, for inclusion in

pre-plated meals.

♣ Directs the assembling, packaging, loading, storage, and transport of prepared foods.

♣ Develops, coordinates, and supervises the implementation of meal delivery schedules.

♣ Coordinates meal planning and supervises production to assure quality and that recipes

and menus are followed in accordance with Bangladesh Standard & Testing Institution

(BSTI) rules and regulations.

♣ Establishes and maintains appropriate plant sanitation, safe working conditions, and

proper food handling practices and procedures in the food processing plants.

♣ Plans and directs the ordering, receipt, inspection, storage, and inventory control of food

products and supplies used in the plant, and maintains contact with branch representatives

to assure accurate and timely deliveries.  

♣ Directs the cleaning and maintenance, including preventive maintenance, of food

processing equipment, food preparation areas, and facilities.

♣ Recommends the establishment of new positions and interviews, selects, assigns, and

evaluates employees.

♣ Plans, develops, and conducts training programs for employees.

♣ Evaluates and recommends the purchase of food processing and packaging equipment.

♣ Participates in budget development and analysis of expenditures and costs.

♣ Obtains and provides information for the development of specifications and contacts for

food products, equipment, and plant layout.

♣ Confers with Branch Managers and employees regarding the purchase, installation, and

servicing of food processing equipment and the modification of facilities to meet

production needs and visits other food processing plants to obtain information regarding

equipment, operations, and facilities layout.

♣ Recommends that motion and methods studies be conducted of plant operations.

♣ Prepares, reviews, and maintains cost and production records and reports as required.

♣ May operate a computer terminal.

♣ Performs related duties as assigned.

2.10.4 Branch Manager

The concept of fast food no longer conjures up images of burgers and pizza. Coffee houses,

sandwich shops and even sushi bars are now considered to be fast food outlets. The Branch

Managers of all the branches of CFC, regardless of their end product, face the following

responsibilities, including:

♣ Operational management: Organizing stock and equipment, ordering supplies and

overseeing building maintenance, cleanliness and security.

♣ Financial management: Planning and working to budgets, maximizing profits and

achieving sales targets set by head office, controlling takings in the branch, administering

payrolls, etc;

♣ People management: Recruiting new staff, training and developing existing staff,

motivating and encouraging staff to achieve targets, coordinating staff scheduling and

rotas.

♣ Working to ensure standards of hygiene are maintained and that the branch complies with

health and safety regulations;

♣ Ensuring high standards of customer service are maintained;

♣ Implementing, and instilling in their teams, organization policies, procedures, ethics, etc;

♣ Handling customer complaints and queries;

♣ Devising and marketing promotional campaigns;

♣ Preparing reports and other performance analysis documentation;

♣ Reporting to and attending regular meetings with Executive Director;

♣ Establishing relationships with the local community and undertaking activities that comply with the company's corporate social responsibility programmes.

2.10.5 Human Resource Department

Like any other organization CFC also needs the support of HR to manage functions such as

recruitment, performance management and staying in compliance with employment and food-

handling regulations. HR's role and responsibilities range from the moment an applicant

expresses an interest in working for the company to the employee's last day on the job. HR staff

expertise, knowledge of industry practices and experience create a recipe for its success.

Duties and Responsibilities:

Recruitment and Selection

HR's integral role and responsibilities in the recruitment and selection process involve

creating job descriptions, advertising job vacancies, conducting preliminary interviews

and processing new hire paperwork. Recruiters belong to industry-specific professional

associations and networks to improve CFC’s visibility and the chances of recruiting the

best candidates.

Certifications

CFC has TIPS-certified employees. TIPS certification means employees serve food

responsibly and are capable of determining when customers reach consumption limits

that expose the restaurant to liability. In addition, CFC’s employees often need to be

tested for communicable diseases and trained for proper food handling. HR coordinates

training and verifies health- and food-related certification.

On-Boarding

HR develops appropriate orientation and on-boarding programs for new employees. HR

staff delivers orientation training for new workers that covers workplace policies as well

as service standards. Service standards include restaurant-specific guidelines, such as

timing for customer service, preparation guidelines and plate presentation.

HR Training

Branch managers are responsible for managing work force issues; therefore, HR trains

managers on how best to handle HR matters that can be resolved without the assistance

of the HR department. HR's responsibility includes training branch managers on

resolvable performance issues and employee relations matters, such as addressing

employee suggestions and concerns.

Compensation and Benefits

Surveying and setting competitive wages, as well as payroll processing are functions HR

staff handle for restaurants. For employers that provide employee benefits, HR negotiates

rates for group health plans and monitors the administration of retirement savings

programs. In addition, HR monitors open enrollment for company benefits.

Compliance

HR staff maintains the restaurant's compliance with employment regulations such as the

Labour Act, a law that governs minimum wage and overtime pay. HR also ensures the

restaurant complies with other state fair employment practices.

Chapter- Three

Conceptual Framework

3.1 Fast Food:

Fast food is the term given to food that is prepared and served very quickly, first popularized in

the 1950s in the United States. While any meal with low preparation time can be considered fast

food, typically the term refers to food sold in a restaurant or store with preheated or precooked

ingredients, and served to the customer in a packaged form for take-out/take-away. Fast food

restaurants are traditionally separated by their ability to serve food via a drive-through. The term

"fast food" was recognized in a dictionary by Merriam–Webster in 1951.

Outlets may be stands or kiosks, which may provide no shelter or seating, [1] or fast food

restaurants (also known as quick service restaurants). Franchise operations that are part

of restaurant chains have standardized foodstuffs shipped to each restaurant from central

locations.

3.2 Fast Food Restaurant:

A fast food restaurant, also known as a quick service restaurant (QSR) within the industry, is

a specific type of restaurant characterized both by its fast food cuisine and by minimal table

service. Food served in fast food restaurants typically caters to a "meat-sweet diet" and is offered

from a limited menu; is cooked in bulk in advance and kept hot; is finished and packaged to

order; and is usually available ready to take away, though seating may be provided. Fast food

restaurants are typically part of a restaurant chain or franchise operation, which provisions

standardized ingredients and/or partially prepared foods and supplies to each restaurant through

controlled supply channels. The term "fast food" was recognized in adictionary by Merriam–

Webster in 1951.

Arguably, the first fast food restaurants originated in the United States with A&W in 1919 and

White Castle in 1921. Today, American-founded fast food chains such as McDonald's and

KFC are multinational corporations with outlets across the globe.

Variations on the fast food restaurant concept include fast casual restaurants and catering trucks.

Fast casual restaurants have higher sit-in ratios, and customers can sit and have their orders.

brought to them. Catering trucks often park just outside worksites and are popular with factory

workers.

3.3 Nutrition Facts Label

The nutrition facts label (also known as the nutrition information panel, and various other

slight variations) is a label required on most packaged food in many countries.

Most countries also release overall nutrition guides for general educational purposes. In some

cases, the guides are based on different dietary targets for various nutrients than the labels on

specific foods.

3.4 Fried Chicken

Fried chicken (also referred to as Southern fried chicken) is a dish consisting of chicken pieces

usually from broiler chickens which have been floured or battered and then pan-fried, deep fried,

or pressure fried. The breading adds a crisp coating or crust to the exterior. What separates fried

chicken from other fried forms of chicken is that generally the chicken is cut at the joints and the

bones and skin are left intact. Crisp well-seasoned skin, rendered of excess fat, is a hallmark of

well made fried chicken.

3.5 Burger

A hamburger (also called a beef burger, hamburger sandwich, burger or hamburg) is

a sandwich consisting of one or more cooked patties of ground meat (usually beef) usually

placed inside a sliced hamburger bun. Hamburgers are often served

with lettuce,bacon, tomato, onion, pickles, cheese and condiments such as mustard, mayonnaise,

ketchup and relish.

The term "burger" can also be applied to the meat patty on its own, especially in the UK where

the term "patty" is rarely used. The term may be prefixed with the type of meat as in "turkey

burger.”

3.6 Cake

Cake is a form of bread or bread-like food. In its modern forms, it is typically a sweet

baked dessert. In its oldest forms, cakes were normally fried breads or cheesecakes, and normally

had a disk shape. Determining whether a given food should be classified as bread, cake,

or pastry can be difficult.

Modern cake, especially layer cakes, normally contain a combination of flour, sugar, eggs,

and butter or oil, with some varieties also requiring liquid (typically milk or water) and leavening

agents (such as yeast or baking powder). Flavorful ingredients like fruit

purées, nuts, dried or candied fruit, or extracts are often added, and numerous substitutions for

the primary ingredients are possible. Cakes are often filled with fruit preserves or dessert sauces

(like pastry cream), iced with butter cream or other icings, and decorated with marzipan, piped

borders or candied fruit.[1]

Cake is often the dessert of choice for meals at ceremonial occasions, particularly

weddings, anniversaries, and birthdays. There are countless cake recipes; some are bread-like,

some rich and elaborate, and many are centuries old. Cake making is no longer a complicated

procedure; while at one time considerable labor went into cake making (particularly

the whisking of egg foams), baking equipment and directions have been simplified so that even

the most amateur cook may bake a cake.

3.7 Pastry

Pastry is the name given to various kinds of baked products made from ingredients such

as flour, sugar, milk, butter, shortening, baking powder, and eggs. Small tarts and other sweet

baked products are called "pastries."

Pastry may also refer to the dough from which such baked products are made. Pastry dough is

rolled out thin and used as a base for baked products. Common pastry dishes include pies,

tarts, quiches and pasties.

Pastry is differentiated from bread by having a higher fat content, which contributes to a flaky or

crumbly texture. A good pastry is light and airy and fatty, but firm enough to support the weight

of the filling. When making a short crust pastry, care must be taken to blend the fat and flour

thoroughly before adding any liquid. This ensures that the flour granules are adequately coated

with fat and less likely to develop gluten. On the other hand, over mixing results in long gluten

strands that toughen the pastry. In other types of pastry such as Danish pastry and croissants, the

characteristic flaky texture is achieved by repeatedly rolling out a dough similar to that

for yeast bread, spreading it with butter, and folding it to produce many thin layers.

3.8 Bakery

A bakery (or baker's shop) is an establishment that produces and sells flour-based foodbaked in

an oven such as bread, cakes, pastries, and pies. Some retail bakeries are alsocafés,

serving coffee and tea to customers who wish to consume the baked goods on the premises.

3.9 Cookies

In the United States and Canada a cookie is a small, flat, baked treat, usually containing

flour, eggs, sugar, and either butter or cooking oil, and often including ingredients such

as raisins, oats, or chocolate chips

Chapter- Four

Job Part

Unfortunately California Fried Chicken & Pastry Shop does not have a separate Sales &

Marketing Department. As an internee who has majored in Marketing I tried my best to

introduce the concept of Marketing to the organization.

I was responsible for achieving revenue goals by developing and executing sales and marketing

plans, including building sales through telephone calls, in-person sales meetings and networking,

marketing the entire brand and functioning as a public relations spokesperson to promote the

brand locally.

I was responsible for the following:

4.1 Sales Functions:

♣ Cultivate customer accounts and travel within the local area to develop future and repeat

business contributing to the profitability of CFC.

♣ Attend events, as required, in order to build relationships with a network of potential

customers and develop possible business opportunities.

♣ Analyze local market trends and competitor activity to identify business leads.

♣ Receive and convert incoming enquiries to achieve targets and maximize revenue.

♣ Demonstrate a thorough understanding of all facilities and services provided within all

the branches and identify opportunities for up-selling and promoting when appropriate.

4.2 Marketing and PR Functions:

♣ Prepare and implement a fast food chain marketing budget and plan.

♣ Understand the competitive market place and implement approaches to ensure the brand

stays ahead in the local market.

♣ Develop, implement and monitor creative local marketing channels, including social

media.

♣ Manage and update of restaurant’s content on the website.

♣ Manage and update of media database.

♣ Plan and handle individual customer emailing.

♣ Manage an events schedule to maximize yield and ensure the complete administration

and execution of all planned events.

♣ Evaluate and implement local branch sponsorship activities and related advertising.

4.3 Customer Service Related Functions:

♣ Cooperate with other departments to create an exceptional customer experience and

ensure that a very high level of customer service is constantly maintained.

♣ Serve as the main point of contact for VIP customers and ensure the branch staff is fully

briefed on their requirements.

♣ Build strong relationships with customers in order to gain full understanding of their

needs and work to serve them effectively.

♣ Manage, record and resolve customer complaints in a prompt and professional manner.

4.4 General Responsibilities

♣ Produce accurate and timely reports that meet the needs of senior management to include

the reporting of appointments, calls made and business leads.

♣ Attend all executive meetings.

♣ Assist with other departments, as necessary

Chapter- Five

Analysis & Findings

Findings of the study:

The major finding after analyzing the overall structure of CFC I was surprised to observe that

there is no separate marketing department of CFC which I think is a big drawback for its

expansion.

I also experienced that the financial plan and financing decisions are taken only by the owner

partners. The recruitment of a specialized financial manager would definitely open spaces for

raising more capital and investing in lucrative projects. Though the owner partners are seasoned

business people, their involvement in other businesses causes CFC being deprived from great

opportunities.

The findings of the study are given below.

♣ CFC has a large fast food market share in Dhaka, thus holds a strong position in

Dhaka.

♣ In order to meet the demand for world class fast food CFC has international quality

food menus and uses original 11 herbs and spices recipe and has a healthy food menu.

♣ Raw materials used by CFC are 100% imported from well-known international

brands and has trustworthy suppliers.

♣ The children targeting strategy of CFC is good, such as play-zone in every branch.

♣ CFC’s strategy considers a combination of KFC, McDonalds and Pizza Hut.

♣ CFC is one of the locally owned market leaders in the Bangladesh among companies

featuring chicken as their primary product offering.

♣ CFC charges a low price in comparison to other international brands in Bangladesh

♣ CFC serves delicious food in a healthy and hygienic environment

♣ Fast food has a negative publicity of as “junk food.” CFC should introduce

themselves as a healthy food provider and create a trend towards healthy eating.

♣ Fast food chains usually have high employee turnover and less incentive for

employees. CFC is not also different from that. It should focus on reducing employee

turnover by providing more incentives.

♣ In order to gain top level in the market share CFC should increase its differentiation

♣ CFC lacks strong marketing efforts and has low advertising budget which should be

solved by opening a marketing department.

♣ The number of branches of CFC are still few and there are no branch outside Dhaka.

More branches at different points of Dhaka is necessary. It also has no independent

franchisees.

♣ CFC has no home delivery and online service. The initiation of this service will

increase its sales.

♣ CFC has no Brand recognition value which should be introduced.

♣ Diseconomies to scale, low innovativeness and less diversification is also noticeable.

♣ There is an increasing demand for healthier food and CFC is taking this opportunity

though at a slow rate.

♣ CFC is currently introducing new products to its only chicken range. It can also

introduce some products introducing veggies.

♣ In this dynamic world its effort to change customer habits and create new customer

groups is less.

♣ The management should focus on more asset leverage.

♣ Its effort to enter emerging markets and expansion to abroad is limited.

♣ Its effort to product and services expansion is limited.

♣ It’s competing with international and local fast food restaurant chains and doing well.

♣ CFC meets problems of currency fluctuations by importing at a huge scale when the

exchange rate is in favour.

♣ Its performance is praiseworthy during times of economic slowdown.

♣ CFC is not wholly well prepared to meet external changes (government, politics,

taxes, etc).

♣ CFC is facing price wars from competitors at a great scale.

♣ It has no product substitution effort yet.

Chapter- Six

Recommendations & Conclusions

6.1 Recommendations and Suggestions

In order to get competitive advantage and to deliver quality service, top management should try

to modify the service.

CFC is a well-known brand name among the fast food eating people. But, its strategies still lack

broadness. However, in my opinion, I still have several recommendations for this organization.

Besides, looking at the SWOT analysis, there is something CFC should do with its strategies:

The first, although saturated Dhaka, CFC has great expansion capabilities in the country and

abroad. Market development is one strategy that CFC should implement. The organization

should prepare a broad strategy which focus on big cities along with high populated areas. There

are not many CFC branches in this potential market. Dhaka is the only city which has eleven (11)

CFC’s fast food branches. In contrast, Chittagong is considered as one of the biggest market in

the country because of the city’s population. Nevertheless, it can also expand in cities like Sylhet

and Rajshahi.

The second is about the name recognition. In Dhaka, fast food eating people are familiar with the

logo of CFC branches. CFC should use this advantage to gain more attraction from customers. It

does not mean that this organization should become involved into many areas of the food

industry. In fact, soft drink and fast food bring large profit for CFC. However, if keep involving

in other areas, it would increase the potential for liability to the organization because of many

intensity competitors. A lot of Bangladeshi customers in America, England and Middle East

countries want a Bangladeshi fast food chain. As a result, CFC should care about this chance

more than developing new kind of food business which the company is not sure about this

success. In addition, aside from exploiting brand name, CFC can exploit its sources of food and

drink in CFC’s fast-food branches, as well as service skills of employees.

In addition, CFC’s strength as I told above is that introduction to new production. CFC should

focus on this strength to develop stronger. However, CFC seems not diversify its products

regularly while competitors are stronger and have new products gradually. Because of this

reason, CFC should spend more money on Research and Development to create new products

and services as well as increase the efficiency of operations. First, one thing CFC should focus

on is that the play place for kids. CFC has play place but not in every branches. If you eat in

CFC’s restaurant, you can be free to party while your children play at the place for kids.

Customers love this service. Thus, if it is popularized in all branches of CFC, customers will be

more satisfy and of course they want to comeback regularly. Moreover, toys have to be cared

much more with many new interesting toys as well as safety. Next, even if the CFC’s menu is

still relatively inexpensive compare to that of its competitors, it is not totally enough. Because

apart from price, customers also make decision rely on menu. CFC focus too much on cheese,

chicken menu, more than vegetable. In the recent time, with the change in eating habit of a large

part of customers, CFC also should change. CFC should bring new vegetarian products to its

menu. An organic menu is very necessary. This would give customers an alternative while

allowing CFC to maintain its market share countrywide.

The last one is also about customer service. Managers of CFC are trained professionally. As a

result, they can train employees well. CFC’s employees are evaluated high by customers because

of their behaviors as well as attitude. However, customers are not pleased at the idea of waiting

in long lines and insufficient employees to handle the volume of customers. Just the minority,

but sometimes the employees are rude forcing the customers to go to a competitor’s restaurant

next time. At the market which has high market share and very huge number of customers this

issue occurs more frequently. CFC should find a way to solve it. For example, the company has

to rent more employees and increase their salary in order to keep them working for a long time.

This time is just enough for them to get skills to service customers well. Besides, it is necessary

to increase the number of employees at the weekend or in the lunch time. More employees mean

that pressures are shared and avoid the bad attitudes.

CFC should also open a separate marketing department and hugely invest in advertising. After

all it is an era of marketing. Though CFC is a well known name among the fast food eaters

because of its quality products at a competitive price, it cannot attract youth who potential

customers due to the absence of marketing department and low advertisement. Sponsorship is

also a great opportunity to promote the brand name. It should exploit itself to the opportunity to

sponsor various concerts and events which will develop it as a household name and increase the

revenue.

6.2 Conclusion:

CFC has undergone several changes since its inception in Dhanmondi. The fast food chain has

conquered the Dhaka and it now focusing on the rest of the country and world. CFC, along with

this trend, continues to strive toward customer satisfaction while still enhancing its national

market position. The company is doing very well and keeps trying in opening branches in

America, England, Malaysia the Middle East, which will be continued source of revenue for

many coming years. If CFC can overcome all of its challenges, makes use of advantages and has

right strategies, it will win the market and hold fast to first position in fast food industry of

Bangladesh

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♣ WEB: http://www.kfc.com

♣ WEB: http://www.mcdonalds.com

♣ WEB: https://www.wikipedia.org

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14, 2010, Prentice – Hall.

♣ Jerry J. Weygandt, Paul D. Kimmel, Donald E. Kieso. Accounting principles, 9th edition,

Publication Date: January 4, 2011, Wileyplus.

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♣ CASE STUDY: ACTORS RELATED TO CONSUMERS’ PREFERENCES OF FAST

FOOD PRODUCTS IN BANGLADESH: A CASE STUDY- Dr. Nazrul Islam, G. M.

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