The ultimate success of a company depends on the people chosen to lead the company. That fact means that it is the organization’s goal to select the best quality managers and employees possible that will push the organization to its goal. The work environment is what will ultimately reflect the employee’s view of the organization. Dunkin Donuts’ team-oriented design has helped them climb the ranks as one of the leaders in the coffeehouse industry. Although the company is widely successful now, it has had several organizational redesigns that have made it into the power house it is today. The Functional structure of Dunkin’ Donuts is made up of their Organization, job design, their competitive advantage, risk they face, and the working relationship of the organization. Organizing To Become Dunkin Donuts
Once the difficult part of determining exactly what one wants to accomplish as an organization is complete, the next step is the structural setup of the organization. The organization hierarchy is crucial to the overall success of the organization. Kator states one of the key philosophies of the Dunkin Donuts organization is to keep people and products moving efficiently (Kator ). The company was founded in 1950 as an American global doughnut company and coffeehouse chain based in Canton, Massachusetts by William Rosenberg. The name changed from Kettle Donuts in 1949 to the corporate name Dunkin' Donuts’ adopted in 1950. Rosenberg conceived of the idea for the chain after his experiences selling food in factories and at construction sites, where doughnuts and coffee were the two most popular items (Wikipedia). Since 2009 the Dunkin Brands group has been under the leadership of Nigel Travis and his management team; Dunkin Brands, nearly a 100 percent franchised system, has delivered a compound annual growth rate of 6.2 percent in system wide sales (Quick Facts). Travis has really spearheaded the revitalization of the Dunkin Brand. Job Designing At Dunkin Donuts
The key cogs of this organization are their franchises. The reason is that the franchise owners act like middle managers overseeing the “foot soldiers”, their employees, which makes them vital to the success of the organization at large. This is the main reason that the process of becoming a franchise is so strict because it’s basically an interview to see if a person has what it takes to be a leader in the organization. The company believes its franchised business model provides several advantages. Dunkin’ Donuts thinks the main advantage is the lower the main advantage is the lower capital requirement, because franchisees fund the vast majority of the cost of the new restaurant development (Dunkin Brand). This photo is an example of the multidivisional management structure at Dunkin’ Donuts. This is multi-divisional form which simply means that there is one parent company, and that parent company owns smaller companies that use and work under its brand and name. Competitive Advantage
The Dunkin’ Donuts’ organization has a great competitive advantage in the quick service restaurant market. Not only is the organization doing well with their coffee sales but they have also branched out the selection of products they offer. These other products include providing consumers with coffee, baked goods, sandwiches, and ice cream, to name a few. A key to the competitiveness of the organization is their service and convenience. The way they treat their customers is a huge boost to them because they truly value their customers and want a visit to one of their establishments to be an experience. Another one of the things that helps is the value perception of Dunkin’ Donuts’ products. People view their products as a more premium product compared to some of their competitor’s stores like McDonalds, Panera Bread, and Quick Trip. And it is this value that people have set in their minds about the product, and when one looks at how competitively priced Dunkin’...
Cited: Dunkin Donuts. (2014, July 8). . Retrieved July 10, 2014, from http://en.wikipedia.org/wiki/Dunkin '_Donuts
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