MBA Internship

Report

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University Montesquieu Bordeaux IV - Institute of Business

Administration
Internship report for the Master 2 MBA
Guide Professor: Pedro Arbulu
Student: UMRAIN Shah Rashid
Deadline date: October 30, 2015

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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 my Professors 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
readers for my conceptual and printing mistake, if there is any.

Executive Summary

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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 MerriamWebster in 1951.
Chilly Fried Chicken & Pastry shop is an International Standard high quality and real taste fast
food and Pastry shop. The chain shop Chilly Fried Chicken is named because of the typical
Indian and Pakistani hot and spicy food. The name was dreamed in India to open this kind of
chain shop in Bordeaux France in 2008.
The main objective of the study is to give an overview of CFC and the overall performance
analysis of fast food 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.

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Table of contents
Particulars

Page
No

Acknowledgement
Executive Summary
Chapter One: Introduction
1.1
Origin of the Report
1.2
Rationale of the Study
1.3
Methodology of the Study
1.3.1 Data Collection
1.3.2 Data Processing
1.4
Scope of the Study
1.5
Limitations
Chapter Two: Profile of Chilly Fried Chicken and Pastry Shop
Historical Background of Chilly Fried Chicken &
2.1
Pastry Shop (CFC)
2.2
Fast Food trends in France
2.3
Mission & Value
2.3.1 Mission
2.3.2 Value
2.4
Products of CFC
2.5
Management
2.6
Organization Structure of CFC
2.7
Sections and Their Functions
2.7.1 Accounting Department
2.7.2 Food & Beverage Department

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2.7.3
2.7.4
2.7.5
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
4.1
4.2
4.3
4.4
5.1

Production Department
Branch Manager
Human Resource Department
Chapter Three: Conceptual Framework
Fast Food
Fast Food restaurant
Nutrition facts Label
Fried Chicken
Burger
Cake
Pastry
Bakery
Cookies
Chapter Four: Job Part
Sales Functions
Marketing and PR Functions
Customer Service Related Functions
General Responsibilities
Chapter Five: Analysis & Findings
Findings of the study

Chapter Six: Recommendations, suggestions & Conclusion

6.1
Recommendations and suggestions
6.2
Conclusion
BIBLIOGRAPHY

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1.1 Origin of the Report

Practical Orientation and evaluation of product and marketing is a part of the Master in
Management course program provided by IAE Bordeaux University School of Management.
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 MBA 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 Chilly Fried Chicken and Pastry Shop to focus its attention towards the
improvement of the customer service and fast food. Thats 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.

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Chilly 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 Methodology of the Study
1.3.1 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.

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1.3.2 Data Processing
Collected information is processed by the use of computer system. Detailed analysis, working
variables and working definitions are embodied in the report.

1.4 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.

1.5 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

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Chapter-2
Profile of Chilly Fried Chicken

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2.1 Historical Background of Chilly 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 Chilly Fried Chicken was established partnership business. Finally first shop was
opened at 44 place de Capucins Bordeaux in 2008. Now this business is expended and continues
to open two more branches in the center of Bordeaux.

2.2 Fast Food trends in France

In 2014 McDonalds (including franchisees) continued to lead fast food in France, with a 44%
share of value sales in GBO terms. With 1,331 points of sale across the country, this player also
has the most important outlet network. The company also enjoys strong brand recognition due to
constant advertising carried out on television and in the press. In 2014, in part thanks to its
expansion strategy, which was characterised by the opening of 33 new outlets, 24 of them
through franchising, this player saw its value sales increase; however, it was not able to gain
share. Notably, Burger King, which opened nine new outlets in the country, performed better, as
well as other key fast food rivals, such as KFC. This player saw also the competition increase
from other types of consumer foodservice channels, notably street stalls/kiosks.
Over the review period there was a slowdown in visits by consumers to foodservice
establishments. Until 2014 fast food was not really affected; in particular chained operators,
because of their dynamic expansion strategies. The opening of outlets in towns, retail and travel
locations where there are high numbers of people on the move, was one of the reasons for
success. Urban citizens who have less time to lunch were particularly receptive to the fast food
offering. However, this situation started to change in 2014. According to trade sources, for the
first time some chained operators faced difficulties maintaining stable sales. The economic
context led consumers to avoid visits even to these cheaper consumer foodservice
establishments.

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2.3 Mission & Value

2.3.1 Mission:
CFC's brand mission is to be our customers' favorite place and way to eat and drink. Our
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.
2.3.2 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 McDonalds System. CFCs business model, depicted by our threelegged 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 CFCs, 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

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Charities, and leverage our size, scope and resources to help make the world a better
place.
We grow our business profitably. CFCs 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.

2.4 Products of CFC

Nos Menus
Tous nos menus comportent une frite et une boisson
33cl!

Chicken Burger

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Tikka Burger

Samoussa

Grill Wrap
Grill 125

Tikka Wrap

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Menu Grill

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Menu Chicken

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Menu Wrap

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Menu Burger

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Menu Familly
Deal A

Deal C

Deal B

Deal D

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Big Family

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Happy Kid's Meal

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Nos Salades

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Notre Carte

Filet Burger

3,50

Combo Burger

Tikka Burger

4,50

Samoussa

Grill 125

5,00

Tikka Wrap

Sheek Wrap

4,50

Grill 124

Tikka Strips 6 pcs

5,50

Flaky Strips 6pcs

Flaky Strips 12pcs

5,00
4,50

5,00

10,00
4,50

Chicken Wrap

3,90

Pinnie Wrap

4,50

Mexican Wrap

4,50

II Burgers

3,50

Vegan Burger

3,00

Fish Burger

3,00

III Burgers

4,50

Grill Mix

5,50

Hot'N' Wings 6pcs

3,00

Hot'N' Wings 11pcs

Hot'N' Wings 22pcs

10,00

1 pice Meal

American Wrap

2 pices Meal
10 pices Meal

Wings Grill 6 pcs

4,50

4.00

5,00

Sheek Grill

3 pices Meal

3,00
12,50

Chicken Mixte

4,00
5,00
1,50

4,30

5,00

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CAKE & PASTRY ITEMS

PREMIUM CHOCOLATE CAKE
Price: 10,00

MOCHA CAKE
Price: 12,00

ITALIAN CAKE
Price: 14,00

STRAWBERRY CAKE
Price: 14,50

PREMIUM VANILLA CAKE

Price: 10,00

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PREMIUM VANILLA CAKE
Price: 10,00

CHOCOLATE BROWNIE CAKE

Price: 14,00

MELTED CHOCOLATE CAKE

Price: 15,00

CHOCOLATE FUDGE DELIGHT

CAKE
Price: 15,00

SWISS CHOCOLATE CAKE

Price: 14,00

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CHOCOLATE FUDGE CAKE
Price: 20,00

WHITE FOREST CAKE

Price: 15,00

BLACK FOREST CAKE

Price: 20,00

VANILLA HEART SHAPE CAKE

Price: 25,00

MICKEY MOUSE FACE CAKE

(VANILLA)
Price: 15,00

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TEDDY BEAR CAKE (VANILLA)
Price: 15,00

MODEL CAR CAKE (VANILLA)

Price: 15,00

MICKEY MOUSE BODY

(VANILLA)
Price: 15,00

CHOCOLATE LOG CAKE

Price: 12,00

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CHOCOLATE STRAWBERRY
CAKE
Price: 15,00

RICH CHOCOLATE PASTRY

Price: 5,00

PREMIUM CHOCOLATE PASTRY

Price: 10,00

100 & 1000 PASTRY

Price: 5,00

FRENCH CHOCOLATE PASTRY

Price: 6,00

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CHOCOLATE FUDGE DELIGHT
PASTRY
Price: 7,00

CHOCOLATE PYRAMID PASTRY

Price: 5,00

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NUTRITION FACTS

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2.5 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 companys policies and reviewing the operational
performance of the company including approval of large investment transactions and major fund
procurement.

2.6. Organization Structure of CFC

Managing
Director

Excecutiv
e Director

Accounts
& Finance
Manager
Assistant
Accounta
nt

Food &
Beverage
Manager

Storekee
per

Quality
Control
Council

Productio
n
Manager

Chef

Branch
Manager

Assistant
Branch
Manager

Human
resorce
Manager

Branch
Superviso
r

2.7 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 Departments
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.

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

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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.
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.

2.7.2 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 branch. 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

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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
is 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.

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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 liaises 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 jeopardizing 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.

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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.

2.7.3 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. 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

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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.
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

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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.

2.7.4 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;

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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.

2.7.5 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 foodhandling 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.

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Chapter- Three

Conceptual
Framework

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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 MerriamWebster in 1951.
Outlets may be stands or kiosks, which may provide no shelter or seating 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 a dictionary 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.

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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

sliced

hamburger

bun.

Hamburgers

are

often

served

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

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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

pures, 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.
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."

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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 toughens the pastry. In other types of pastry such as Danish pastry and croissants, the
characteristic flaky texture is achieved by repeatedly rolling out 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 food

Chapter- Four

baked in an oven such as bread, cakes, pastries, and pies. Some retail bakeries are also cafs,
serving coffee and tea to customers who wish to consume the baked goods on the premises.

Job Part
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.

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I was working in CFC as a sales and marketing assistant. I was dealing with clients directly,
taking their orders, receiving payments, forward orders and delivered to the clients.
Unfortunately CFC does not have a separate Sales & Marketing Department. As an internee I
tried my best to introduce the concept of Sales and 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.

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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 restaurants 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

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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

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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 Bordeaux, thus holds a strong position in
Bordeaux.
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.
CFCs strategy considers a combination of KFC, McDonalds and Pizza Hut.
CFC is one of the locally owned market leaders in Bordeaux among fast food
restaurants featuring chicken as their primary product offering.
CFC charges a low price in comparison to other local brands in Bordeaux.
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.

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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 is still few and there is no branch outside Bordeaux.
More branches at different points of Bordeaux 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.

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Its 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.

6.1 Recommendations and Suggestions

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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 Bordeaux, 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. Bordeaux is the only city which has three
CFCs fast food branches. In contrast, Paris is considered as one of the biggest market in the
country because of the citys population. Nevertheless, it can also expand in cities like Marseille
and Toulouse.
The second is about the name recognition. In Bordeaux, 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.

6.2 Conclusion:
CFC has undergone several changes since its inception in Bordeaux. The fast food chain of CFC
in Bordeaux is performing well as compared to competitors. It is now focusing to open new
branches in Bordeaux and expend their business to the other parts of the country. CFC, along

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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 India,
Pakistan and 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 can
lead the local market and continue to expend their business to the other cities of the country.

BIBLIOGRAPHY

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WEB: http://cfctasty.com
WEB: http://www.kfc.com
WEB: http://www.mcdonalds.com
WEB: https://www.wikipedia.org
Price menu of CFC
Kotler P., Armstrong G. Principles of Marketing, 15th edition, Publication Date: March

14, 2010, Prentice Hall.

Jerry J. Weygandt, Paul D. Kimmel, Donald E. Kieso. Accounting principles, 9th edition,
Publication Date: January 4, 2011, Wileyplus.
Lawrence J. Gitman, Chad J. Zutter, Principles of Managerial Finance, 11 th edition,
Publication Date: January 22, 2006, Prentice Hall.
S. S. Khanka, Int. Development, First edition (Reprint)- 2006, S. Chad Company Ltd.,
Ram Nagar, New Delhi- 110055.
CASE STUDY: Customer Hospitality: The Case of Fast Food Industry in France.
(World Journal of Social Sciences Vol. 3. No. 6. November 2013 Issue. Pp. 88 104)