Burger King divides its menu into different categories i.e.
flame-grilled burgers, crispy and tender
chicken, fish and veggie, breakfast, sides, king savers, king deals, sweet treats, drinks & coffee, and kids
meals. Any new items in the menu are displayed under a separate category called ‘New’. Burger King
takes the issue of food quality very seriously as evidenced from its practices e.g. patties with 100% beef,
and tomatoes and onions being freshly cut in restaurants every day.
Burger King's use differention strategy on their product to provide them a competitive advantage among
their competitors.Their flame-grilled burgers that they offer are relatively unique different among the
products in prevailing market.Moreover, as BurgerKing has reached out many countries and territories,
its menu often reflects regional tastes and religious adherences.This localisation strategy has helped the
company cater for a wide range of customers.
Quality
To ensure quality and meet the expectations of customers, the company continuously improve their
customer service through training their staff. The quality of their products is maintain through
conducting product test. Then, the pricing of their product is not too high and not too low compared to
their competitors products. Also, they give importance also to the cleanliness and comfortness of their
place. Lastly, they offer various sales promotion and various which customers enjoy.
Moreover, Burger King rolled-out a nationwide customer feedback program to measure and manage
the customer experience in real-time. Through this system they will know more what they are need to
improve.
Process
BK uses a make-to-order approach which encourages patrons to customize burgers and other menu
items. BK can customize products because it builds sandwiches one at a time rather than batch-process
them. Meat patties, for example, go from the grill to a steamer for holding until an order comes in. Then
the patty is pulled from the steamer and requested condiments are added. Finally, the completed
sandwich chutes to a counter worker, who gives it to the customer.
Location
In picking a location, BK planners perform a detailed analysis of demographics and traffic patterns, yet
the most important factor is usually traffic count—the number of cars or people that pass by a specific
location in the course of a day. BK looks for busy intersections with easy off and on ramps, or such
“primary destinations” as shopping malls, tourist attractions, downtown business areas, or movie
theaters. Once planners find a site with an acceptable traffic count, they apply other criteria. It must, for
example, be easy for vehicles to enter and exit the site, which must also provide enough parking to
handle projected dine-in business. Local zoning must permit standard signage, especially along
interstate highways. Finally, expected business must be high enough to justify the cost of the land and
building.
BK store manager schedules employees to cover not only the peak periods of breakfast, lunch, and
dinner, but also the slower periods in between. If he or she staffs too many people, labor cost per sales
dollar will be too high. If there aren’t enough employees, customers have to wait in lines. Some get
discouraged, and even leave, and many may never come back.
Layout
Burger King revealed its plans for a touchless world in a new restaurant design prototype of the future.
Restaurant Brands International’s burger chain said its Restaurant of Tomorrow layout was engineered
with the current COVID-19 health crisis in mind. Providing quick ordering and pickup options for guests,
the deployment of technology and architecture will offer customers a myriad of on-the-go options.
The Burger King Restaurant of Tomorrow has been reduced to 40-percent of its original size. What’s
more, customers will be able to park their cars under solar-powered canopies where they can place their
food orders on the BK App. By scanning a QR code, customers will get their food and drinks delivered to
them in carhop-type fashion.
Also, this futuristic store will provide curbside delivery for orders placed through the mobile app,
providing specific parking spots for customers that choose this option.
Human Resources
Supply Chain Inventory
Technology, such as the point-of-sale registers used at BK, makes the job easier. BK’s system tracks
everything sold during a given time and lets each store manager know how much of everything should
be kept in inventory. It also makes it possible to count the number of burgers and buns, bags and racks
of fries, and boxes of beverage mixes at the beginning or end of each shift. Because there are fixed
numbers of supplies—say, beef patties or bags of fries—in each box, employees simply count boxes and
multiply. In just a few minutes, the manager knows whether the inventory is correct (and should be able
to see if any theft has occurred on the shift).
Scheduling
Scheduling is made easier by information provided by a point-of-sale device built into every BK cash
register. The register keeps track of every sandwich, beverage, and side order sold by the hour, every
hour of the day, every day of the week. Thus, to determine how many people will be needed for next
Thursday’s lunch hour, the manager reviews last Thursday’s data, using sales revenue and a specific BK
formula to determine the appropriate staffing level. Each manager can adjust this forecast to account
for other factors, such as current marketing promotions or a local sporting event that will increase
customer traffic.
Maintenance
