“We are driving all our training in 2015 around continuing to be effective in consistency and delivery of food, problem resolution and speed,” Christina says. Church’s developed a training program where field teams are sent out to visit each store four times per year and focus on cleanliness, greeting, food quality and speed. To increase its speed and total guest experience, the company realized it needed to start with its people. “On every one of our local street corners we are fighting against significant competitors and we see speed as an opportunity.” “Although we are doing a good job, we could be faster and friendlier,” Christina notes. Speed is paramount for a quick-service brand such as Church’s, so the company implemented a proprietary cooking procedure to be more effective. The next thing we are focused on is speed.” “Last year we focused on being more consistent with the quality of food and handling guests’ problems. “We are excited that listening to both internal and external feedback is driving results,” Christina notes. The company received its highest marks ever later that year when it was evaluated on taste, friendliness and problem resolution. “We cooked better chicken and handled problems of customers effectively.” “So in 2014 we rolled out initiatives targeted at solving for these issues,” says Joe Christina, executive vice president of U.S. In 2013, the company learned from its guests and franchisees that it needed to tighten up on consistency and delivery of food, and on problem resolution with guests. Customers tell us they are willing to wait for our chicken to be prepared a little longer than at any other QSR because it’s fast-food with a slow-cooked taste.”Ĭhurch’s offers bone-in and boneless chicken that is hand-battered and made in small batches all day long to ensure every piece is crunchy on the outside with juicy chicken on the inside.Ĭhurch’s Chicken listens to what its guests say the company needs to improve on and its internal restaurant teams determine which operational initiatives need to be implemented. “At the center of the menu is exceptionally good fried chicken,” Chief Marketing Office Mark Snyder says. The company attributes it success to serving what it says is the best chicken in the world. Today, Church’s has 1,700 restaurants around the world and about 80 percent of them are franchised. founded Church’s Fried Chicken-To-Go in 1952 in San Antonio, Texas and opened more than 100 fast-casual restaurants in the decade that followed. “We are putting all the polish back on the brand,” President Jim Hyatt notes. To do so, the company a few years ago began perfecting its operations, increasing its exposure to guests and renovating its facilities. Church’s Chicken implemented a multi-tiered strategy to revitalize the brand and become centered on the total guest experience.
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