QuickTrip Corporation: Business Operations, Strategy, and Analysis

This report provides a comprehensive analysis of QuickTrip Corporation's operations management, business strategies, and competitive advantages. It examines QuickTrip's operational strategy, which emphasizes employee investment and training, leading to high customer satisfaction and loyalty. The report delves into the impact of operations management activities on customer experience, highlighting the importance of service quality, employee engagement, and technology adoption. It further explores QuickTrip's value chain, performance measurement systems, and the technologies they employ to enhance customer service and streamline operations. The report also addresses the challenges of globalization and technological advancements and how QuickTrip adapts to these changes to maintain its market position and achieve sustainable growth. Overall, the report offers valuable insights into QuickTrip's successful operational model.

Running Head: MANAGEMENT 0
Business in Operation Management

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Introduction
QuickTrip Corporation is one of the nation premier convenience and gasoline
marketers together with having QT Kitchens offering a made-to-order menu of food,
premium drinks and frozen treats. The company was founded in 1958 and now grown to a
more than $11 billion Company with 800 plus stores in 11 states (quiktrip.com, 2019). In
terms of human resource, the company has employed more than 20,000 and the company also
given rank by Forbes in the list of Best Companies to Work for fourteen years. The company
also is known for its charitable activities whereas donating 5 percent of net profits to
charitable communities.
Operation strategy of QuickTrip and its competitive
advantage in relation to sustainability
The operation strategy of QuickTrip is directly based on its employees where the
company highly invest in its people and trained them to perform all upkeeps. The company
also has been named one of Fortune “100 Best Organisation to Work For” every year ever
since 2003 (Ton, 2011). With investing in its human resources, the company expects them
deliver effectively and lead it in return and since the company has been incorporated, their
main aim is to offer an opportunity for employees to grow and succeed within the corporate
culture. Furthermore, the company also pursue the path to find the best individuals as
employees, providing well pays offs and encourage upward mobility of division personnel
plus fund education opportunities. This culture relies on uniform policies regarding sales,
assessment of performance and ordered procedures leading to great consumer experience.
Furthermore, the company pay due attention from the starting i.e. recruitment procedure with
discovering significant indicators such as learning level and retail experience. Once the

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people are recruited successfully and becomes the part of corporate culture, they go through a
vital training course with 40 hours of training to part-timers and employees work at full time
receive nearly two full weeks. The company also offers its workforces various tangible and
intangible aids besides usual wages and incomes like job role development, recognition via
appreciation and ultimately, stability in the job.
In terms of sustainability, QuickTrip seeks to attain competitive edge with founding
and introducing 10 stores every year and build their loyal consumer base through its
employees (Ton, 2011). This strategy of QuickTrip leads them to sustain their growth in the
newer market. Furthermore, QuickTrip also recruits fifty percent of new position with the
employees who are locally based with an approach to transfer the culture into the new
marketplaces and it helps them to gain skilled and capable workforce. Region such as North
California is also the preferred target market for QuickTrip as company believes that these
regions have high population and economic growth. Ultimately, the company take well care
of its employees as they believe, employees are one of the key reason for higher customer
satisfaction.
Impact of operation management activities on
consumer experience
Operations Management (OM) focuses on the goods, service and processes in creating
customer experiences and repletion (Gunasekaran & Ngai, 2012). For any organisation,
Operations plays an important role in customer experience and with serving the customer best
it can, operations can become the heart of any customer experienced-focused organisation.
The operations management activities within QuickTrip determine the level of service quality
as perceived by the customers. With managing the operations process, the important part to

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establishing customer expectation of service quality and engagement opportunities is
managing the service delivery procedure. Fundamentally, the operation management
activities are controlled by service delivery and production process as this help in the product
performance and quality evaluation. Hence, administering the service delivery procedure is
the key aspect in equalising the consumer engagement opportunities and outlooks of great
quality services. In addition, planning of operations like workforce scheduling and capacity
of resource inspire the employees to offer exceptional services.
Customer also receives distinct experience via service recovery and quality standards
and these two practices are important for setting up and governing information that
standardises ability of consumer to receive amenities or information in the company (Guo et
al, 2016). The experience and buying power of a customer can be determined with accessing
the valuable information the organisation provided to him/her. Similarly, operation planning
procedures like scheduling of employees, resource capacity planning and task are part of the
OM processes that stir the company workforce who straight up involve with the production
and service delivery activities. Certainly, the satisfaction of customer is very much relying on
the personnel engagement level with the company clients in relation to design of service and
product design. Hence, it is significant for a company to consider employee accredit activities
like encouraging organisation environment, employees transportation and carer growth of
personnel. For instance, consumer will determine and assess their purchasing power and
fulfillment via employee competency and its capability to fulfil the expectations of customers
while offering a tailored communication with the clienteles. Preferably, experience level and
consumer buying pattern defined with effective operations planning and employee consent. In
order to improve the level of consumer experience and purchasing behaviour, Quick Trip has
practiced these OM activities.

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QuickTrip has successfully attained loyalty of customers via exceptional operation
management activities, however, there are certain significant market dynamics occurring
from challenges in the OM systems internationally. The two key challenges include
advancement in technology develop and globalisation (Stone & Deadrick, 2015). These
challenges force most of the organisation to re-focus on their strategies and approaches while
seeking for competitive edge through using advancement in technology and operations
systems. Taking globalisation into consideration, it brings strong competitive forces to the
firm from the other enterprises situated internationally and it also offers organisation to target
different segments of the markets with distinct products and offers. Hence, an organisation
who intends to enlarge it’s sustainably and develop greater presence in the market must
increase its operations into the global marketplaces while achieving economy of scale.
Accordingly, advancement in technology improves obtainability and ease of access of
information to the company in order to reach proper decisions at time of planning of
operations and productions (Yadav & Kumar, 2015). Although, it also results in various
challenges for the organisations with making the contemporary systems obsolete. Hence, the
managers in operations department must require to discover various ways of encouraging the
culture of inclusion and innovation in order to match the constant changes in the
technological world.
Value chain of QuickTrip and effectiveness
A value chain of the organisation is a set of activities than an organisation carries out
to create value for its customers (Kahkonen & Lintukangas, 2012). It can also be used by the
companies to examine all of their activities so as to understand the cost pattern and variation
of resources. The value chain activities of QuickTrip comprises of many processes such as

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development of QuickTrip Kitchens, making and supply of fresh foods, categorizing drinks
and foods, discussion with gasoline experts and range to a broad range of alternatives offered
at all stores. The key focus of all these activities is on transforming the existing raw materials
and information into supplies that provide resolutions to the customer wants. The value
creates to the investors and stakeholders benefit the company to receive a substantial revenue
as they charge higher amount of their finished products and services comparing to the cost of
production.
QuickTrip intended to check that all stakeholders mark positive input to create the
ultimate value offered to the clients. Hence, the company incorporates all the associates into
its value chain procedures and deeds while also investing more into employees as they
believe that nurturing the employees’ skills will automatically bring expert service to the
ultimate customers. It enables the company to enhance the product and service quality.
Types of performance measurement to assess
QuickTrip service delivery system design
A company service delivery system can be assessed by various sorts of performance
measurements where one of the effective strategic tools is balanced scorecard that looks at
four different perspectives i.e. customer, business process, financial and organisation capacity
(Furst et al, 2014). To evaluate the wider sight of the performance, the company service
delivery system can be assessed using any of the scorecard contexts while focusing on quality
of service and product, process safety, timely delivery, work environment and service
efficacy.

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Furthermore, financial evaluation of service delivery may involve application of
assets, cost structure of system, total value of shareholders and income prospects.
Benchmark of customer perspective comprises of product and service availability, consumer
satisfaction, production and quality association. The internal perspective assessment ways
comprise of productivity, demand flexibility and flow time. Other performance extents
assessing service delivery like logistics measurement and suppliers’ efficiency can also be
used.
QuickTrip should employ scorecard extent metrics of customer perspective and
internal procedure. Here, the perspective of internal process is necessary as the organisation
believes that the most significant aspect of operations management relates to the internal
view that confronts with the fundamental decisions turning near the manufacturing of its
goods and services. Similarly, the company gives due importance to consumer perspective
considering them as key movers of the business. Hence, the focus is on satisfaction of the
clients like loyalty, service levels and retention.
Types of technologies applied to Quick Trip service
operations
QuickTrip has developed Digital App for the users of both iPhone and Android
named as QT Mobile App (quiktrip.com, 2019a). This application can easily be download by
the clients on both play and app store so as to access company feature with ease and also
enables customers to gain relevant information relating to the stores, features like changed
price of the fuel, unique offers by the organisation, store locator by QT and company kitchen
menu. QT Corporation also uses internet and social media platforms like Twitter, FB and
Instagram to update more information about its products and offers ready to be provided to its

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customers. Ultimately, QuickTrip has a functional webpage allow clients to check all past
and recent information relating to its products and services.
These technologies benefit the company to enhance the consumer experience through
providing quick and timely response to their requirements and it is important for developing
and management of enduring relationship with them. These technologies not only make value
chain activities more flexible but also boost the process and improve quality. Accordingly,
the organisation can develop an effective bundle for customer value with using the existing
technologies in increasing the value and reducing the cost of production.

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References
Furst, C., Opdam, P., Inostroza, L., & Luque, S. (2014). Evaluating the role of ecosystem
services in participatory land use planning: proposing a balanced score
card. Landscape ecology, 29(8), 1435-1446.
Gunasekaran, A., & Ngai, E. W. (2012). The future of operations management: an outlook
and analysis. International Journal of Production Economics, 135(2), 687-701.
Guo, L., Lotz, S. L., Tang, C., & Gruen, T. W. (2016). The role of perceived control in
customer value cocreation and service recovery evaluation. Journal of Service
Research, 19(1), 39-56.
Kähkönen, A. K., & Lintukangas, K. (2012). The underlying potential of supply management
in value creation. Journal of Purchasing and Supply Management, 18(2), 68-75.
quiktrip.com. (2019). News. Retrieved from https://www.quiktrip.com/About/News/quiktrip-
opens-800th-store-celebrates-huge-growth-milestone-in-its-60-year-history
quiktrip.com. (2019a). QT MOBILE APP!. Retrieved from
https://www.quiktrip.com/About/QT-Mobile-App
Stone, D. L., & Deadrick, D. L. (2015). Challenges and opportunities affecting the future of
human resource management. Human Resource Management Review, 25(2), 139-145.
Ton, Z. (2011). QuickTrip. Retrieved from
http://supplychainresearch.com/images/quik_trip.pdf
Yadav, T., & Kumar, S. (2015). Mangement Information Systems: Significant Tool for
Strategic & Discreet Planning. International Journal of Applied Research, 1(11), 685-
688.