During her career, Cheryl Bachelder had been a senior executive at two other food franchising companies, Domino's and KFC, and she'd learned to love the model. But when she took office at Popeyes, in 2007, which was struggling from a lack of strategy and too much short-term thinking, she found that the company's relationship with its franchisees was severely strained. As she and her team worked to turn Popeyes around, they would have to both regain the owners' trust and fire up their enthusiasm for the future. They would also have to create an arsenal of brand-building ideas and a national advertising campaign to build consumer awareness. In talks about how they should lead and which stakeholders should be their primary focus, the team members settled on a model called "servant leadership," in which the people of an enterprise come before self-interest. And they agreed that Popeyes franchisees should be their most important customers: "No one," Bachelder writes, "has more skin in the game." The company conducted its first in a series of franchisee satisfaction surveys and began measuring what matters most to owners, namely restaurant-level profitability. It launched a number of winning new products and acquired sophisticated software to help franchisees choose the best locations for new restaurants. The result has been eight years of steady growth.

【書誌情報】

ページ数：6ページ

サイズ：A4

商品番号：HBSP-R1610A

発行日：2016/10/1

登録日：2016/9/21