The different projects that are enhanced by different corporations make a difference in the results and growth of the company. However, there is not only the ability to increase or decrease revenue according to specific projects. There is also an alteration with the company by the history, development and incorporation of a specific organizational structure and culture within the business. Different businesses are able to create and enhance projects according to their foundational set-up, leading to the overall growth that the company has.
Company Profile and Project
Krispy Kreme first began in 1933 in Nashville Tenessee, with founder Vernon Rudolph. This began with delivering donughts and pastries door to door through various customers. The company then grew into a smaller story and began to expand into several branches. By the 1960s, there were several stores that were located throughout the southeastern United States. In 1976, the structure moved to Chicago, Illinois and became a branch of Beatrice Foods. In the 1990s, this expanded into a national organization. By 2001, this moved further into Canada, then into international operations (Krispy Kreme, 2009).
The project of Krispy Kreme includes a network of 320 stores that are designed to manage the donut inventory and take orders. This is leveraging on technology to enhance the orders taken and the inventory available. For instance, the new system that is integrated into the structure alerts store managers if they have too much inventory or if there are damaged goods at the store. This has led to the loss of orders to move from 26,000 to 3,000 orders. This is also providing store managers with the ability to handle twice as many stores because of the technical alerts. This is designed to provide more efficiency to the various stores that are selling the donuts and is providing many with more opportunities to provide the right amount of inventory.
Organizational Culture and Structure
Krispy Kreme is developed as a set of franchises from the main branch of the shop. This includes a chain of over 300 donut shops and 200 satellite locations. These are in the United States and in other countries. Out of these shops, 100 are owned by the company throughout various regions of the United States. The rest are franchise owned, with several branches that some of these store owners have opened. The organizational structure also includes making and selling donuts to grocery stores and various markets throughout the United States (Hoovers, 2009). This specific set of operations creates the organizational structure of the company, while dividing the company into three segments. The segments include the main headquarters, franchises and the manufacturing and development component for grocery stores.
This specific organizational structure then creates a culture that is used for those that are a part of this specific company. The manufacturing and development sector is responsible for overlooking and deciding what will work best with the franchise and company operations. For instance, the manufacturing component determined in past years to integrate a system for making donuts hot and fresh at an on demand rate. This is then known to affect the operations of the 300 stores that are in operation. These decisions then divide into levels of management that are associated with joint venture stores available. The franchise operations include different levels of management with small business ownership caring for the products through the associate program. Within this program, all owners are required to care for their own purchases, supplies and operations (Novel Guide, 2009).
Project Development Life Cycle
The project development life cycle of Krispy Kreme is now entering into a new phase to re-organize and structure the franchise operations and...