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HRM 4410- Midterm Exam Guide - Comprehensive Notes for the exam ( 28 pages long!)

28 pages119 viewsSpring 2017

Department
Human Resources Management
Course Code
HRM 4410
Professor
Mark Podolsky
Study Guide
Midterm

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York
HRM 4410
MIDTERM EXAM
STUDY GUIDE
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Strategy- https://www.slideshare.net/debasischk/a5-porcini-pronto-operation-debasis-
chakraborty403503
Porcini Pronto’s strategies to make this very successful are Process excellence and Cost strategy
such as innovative Process, food with low cost and faster service, HR Strategy such as employee
rewarding , stock option, leave encashment, performance bonus, Hiring strategy such as hiring
right attitude people and training to enhance soft and hard skill, IT Strategy - Wireless facility to
swap the credit and debit card in the table itself to pay bill, big TV screen with greeting,
marketing promotion and entertainment .CEO’s vision is “To become great Italian cuisine
without wait”.Driver and Success FactorThe various key factors that drives the Porcini’s success
are outstanding service quality, food quality, and value for money, branding reputation,
Innovative food with reasonable cost to deliver as “
The organization’s overall strategies are to launch the Pronto’s concept and adapt a company
owned-and-operated model. Porcini’s is looking for new opportunities to establish its brand into
new markets within the Northeast region.
One of the challenges about this is that the markets for full service restaurants are nearing its
dissemination point in shopping mall locations and within cities across the US. Motivated by this truth,
Porcii’s is strogly cosiderig opeig liited-meu outlets at iterstate highways, called Proto’s.
I a effort to icrease their footprit, Porcii’s is cosiderig the optios of frachisig, sydicatio,
and company-ownership models, all while attempting to maintain its reputation for exceptional food
and service. After a careful examination of all of the ownership models and how they affect the
operations and service management for the restaurant, it is gathered that the most comprehensive
model for Prontos would be syndication; primarily because it allows the restaurant to preserve its brand
image and have full control of its service operations.
Background
Value Proposition:
A broad differentiation strategy: seeking to differentiate the company’s product offerings
from rivals’ in ways that will appeal to a broad range of buyers. Pronto is positioned at a lower
price point when compared to traditional Porcini’s restaurants and Pronto offers a limited menu,
courtesy of Chef Molise and her introduction of flashcooking techniques which improve service
time. Pronto will serve high quality food similar to Procini’s which will differentiate from other
competitors. These will differentiate from competitors. Quality is the core competency that
differentiates Porcini from others and Pronto will have the same concept. Porcini’s senior
administration concocted a Pronto idea, which could conceivably open up another range which
nobody has entered yet. Alessio had persuaded Porcini’s senior executives to consider opening
limited-menu outlets, Porcini’s “Pronto,” to serve interstate highway travelers. Most competitors
serving this market were fast-food or low let outlets. Pronto could offer a quality difference that
travelers would value, but the challenges were substantial
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Positioned at a lower price point when compared to traditional Porcini’s restaurants, Pronto
offers a limited menu, courtesy of Chef Molise and her introduction of flash cooking techniques
which improve service time. Smaller-sized, convenient locations for customers were chosen,
with a strong emphasis in keeping high product and service quality, attributes relevant and
valuable for the target consumers. Additionally, the use of wireless technology as a way of
improving waiting times is considered. A customer-based questionnaire system is introduced in
order to measure service levels, and the results are linked to specific business areas of
responsibility, which allows for the introduction of performance-variable salaries and incentive
systems
Core Activities:
Smaller-sized eateries and locations selected will be convenient for customers, with a strong
emphasis in keeping high product and service quality, attributes relevant and valuable for the
target consumers. In addition, the use of wireless technology as a way of improving waiting
times is being taken into consideration. A customer-based questionnaire system is introduced in
order to measure service levels, and the results are linked to specific business areas of
responsibility, which allows for the introduction of performance-variable salaries and incentive
systems.
Quality Food- Innovative recipes, fresh ingredients and creative presentations.
Fast Service- Selective hiring, quality training, wireless technology and “Great Italian Cuisine
without Wait”.
Value and Convenience: Priced lower than Procini and location is convenient.
Management Preferences
Management authorized Alessio to form a team to further develop the concept and gave it a
budget sufficient to engage a real estate consultant and a market researcher. Tom Alessio,
marketing vice president at Porcinis gave an idea of opening a new chain named “Pronto.” These
restaurants can be established at inter-state highway offering limited-menu. The main feature of
these will be Porcinis quality food as compared to other competitors and a limited selection of
beer and wines.
Competencies: Working with VP of Operations Kurt Jensen, HR director Wanda Halloran,
and Chief Chef Mariana Molise, Alessio had sketched out strategies for facilitating Pronto’s
quality goals. These included an innovative process for selecting, appraising, and rewarding
employees, and the use of wireless technology to eliminate time from customer billing.
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