KFC Products and Services PDF

Introduction
Services like ATM, credit/debit cards, and eating at restaurants has become a common part of
people's everyday lives. A notable growth has been observed in the world’s economy that has
been driven from a service-based sector for a few years. Therefore, competition among service
business organizations is also expected to increase rapidly. Thus, the significance of proper
utilization of an effective service marketing management, like service design, has increased for
companies so they are able to separate themselves from their competitors along with delivering
the best services and end-products to their consumers. This paper aims to critically assess the
services of KFC concerning the purpose, application, and limitation of the service marketing
management ideas, theories, and techniques such as Process Improvement, Human Aspects, and
Managing Resource Capacity. Furthermore, it also evaluates the ways in which the effective
management of these regions could provide to the progress of the chosen service organization.
1. Process Improvement
1.1 Purpose
A process can be defined in several ways. According to Gabriel Pall (1987), a process is a
service operation element that has been created to unite the progression activities, which have
been performed by people, procedures, and technology, to convert inputs into the desired output
that would satisfy the needs of the consumers. Girish K C (2015) states that a process can be
defined as a group of activities dependant on each other that utilize the resources to produce the
coveted results. Davenport (1993) describes a process as a conversion of input into the desired
output with the help of a complete procedure consisting of work activities ordered specifically
over a specific place and period (see figure 1).

(Figure 1: Process- cost and value)
Service processes are one of the most significant parts of the service organizations and their
operations are produced from the design of the processes because of the performance and outputs
of an organization (Johnston et al., 2012). Most of the service operations are complicated, being
a blend of consumers, employees, and resources activities (Johnston et al., 2012). Processes help
organizations in simplifying this complicacy by determining the particular pattern of service
delivery procedures and explaining the ways in which the activities are correlated (Anigbogu,
2016). Thus, the organizations must guarantee that all processes are efficiently designed and
deliver the experience and results expected by the consumers so they are satisfied and the
organizational objectives are met too.
Slack et al. (2006) states that the features of the operation process directly affect the management
of a process. These belong to four major divisions (4 V’s) that are mentioned below:
1. The Volume Dimension: The number of products or services produced or manufactured
by the organization
2. The Variety Dimension: Determining the various kinds of products or services
manufactured by the organization as well as its service flexibility
3. The Variation Dimension: The constantly changing demand levels

4. The Visibility Dimension: The capability of consumers of experiencing and interacting
with a service process offered by the operation
1.2 Application
Volume Dimension (High): KFC is considered to be among the leading fast-food restaurants
which serve their consumers with high-quality products and services. The company administers a
repeatability process by which it specifies every part of the task procedure-wise to be complied
with by the employees. The repeating of activities enables the employees to practice them
continuously and hence gain expertise in that specific area. An example of this could be a person
frying chicken at KFC every day, so with time, he'll figure out how to make fry chicken
perfectly. Furthermore, operating by a high level of systematization system might provide more
funds to capital resources like mass machines that then maximize productivity and decrease the
production cost (Schniederjans and Cao, 2009). KFC is likely to invest in specialized equipment,
so the overall cost per fried chicken can be minimized.
The Variety Dimension (Low): The adoption of a standardized system of products and services
and specializing particularly in the area of the fast-food are some of the factors that make KFC a
low-variety option. Also, the total cost per product for a large quantity for a low-variety
company like KFC is low as the production cost is distributed between numerous products and
services.
The Variation Dimension (Low): The continuous changes in demand for KFC are less because
customer demand is often predictable, leading to the effective utilization of the resources. For
example, KFC uses a precise sales pattern to predict the daily number of customers as well as the

resources needed to satisfy their demands. This leads to the massive use of inputs and
minimization of cost per unit (Pycraft, 2000).
The Visibility Dimension (Low): KFC has a low visibility dimension as the procedures,
materials, and ingredients required for its food preparation are inaccessible and unviewable by
the consumers. Moreover, its employees are not required to hold any specific expertise or skills.
1.3 Limitation
Despite the several benefits of the operation’s process, the incompetence of these processes, like
order errors, concentration loss, and lack of training, can result in creating waste among the
supply chain of the firm that could ultimately result in increasing the production costs (Bersbach,
2009). Taiichi Ohno groups these process wastes into 7 classes: transportation, motion,
inventory, waiting, overproduction, and over-processing. All of these activities are considered to
be unvalued and additional processes that tend to waste the resources, time, or money of the
firm.
2. Human Aspect
2.1 Purpose
People management is an important feature of a service organization because the success of an
organization is possible through increasing the confidence and encouragement of its service
providers. Customers always prefer to refer to a service organization where front-line service
employees are the spokesperson of the organization determining if the service concept, customer
experience, and brand value are properly addressed or not. One more reason behind the
importance of people organization, according to Heskett, Sasser, and Schlesinger (1997), is that