Business Project 2016

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RESEARCH METHODOLOGY
Research Proposal for BBA (Hons)

Table of Contents
After that The main founder of Hardees and his biography is given below................6
HARDEESAt a Glance................................................................................................ 7
HARDEESs Mission Statement................................................................................... 8
HARDEESs Vision Statement..................................................................................... 8
Values of Hardees...................................................................................................... 9
Exellence.................................................................................................................. 10
Safety....................................................................................................................... 10
Integrity.................................................................................................................... 12
Accountability........................................................................................................... 14
STARS FOR HEROES BENEFICIARIES.........................................................................14
About CKE Restaurants Holdings, Inc.......................................................................15
Competitive Advantage............................................................................................ 16
INSTRUCTORS' NOTES.............................................................................................. 16
Aim of study............................................................................................................. 17
Harmful effects of junk food..................................................................................... 19
Junk food some facts............................................................................................. 19
Research Objectives:................................................................................................ 20
Significance of the research:.................................................................................... 21
Scope of the Research:............................................................................................. 21
The Financial plan..................................................................................................... 22
BREAKING DOWN 'Financial Plan'.............................................................................22
Objectives of Financial Planning............................................................................... 22
Importance of Financial Planning..............................................................................23
Human Resource Plan............................................................................................... 24
Employee satisfaction:............................................................................................. 25
Employee loyalty:..................................................................................................... 25
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Wages and benefits systems:................................................................................... 26

Operational Plan....................................................................................................... 26
Example of Operational Plans...................................................................................28
Marketing Plan.......................................................................................................... 28
Elements of Marketing Mix:...................................................................................... 29
Method of Data collection:........................................................................................ 32
Data collection technique:........................................................................................ 33
What is HR plan???................................................................................................... 35
Origins................................................................................................................... 36
The term in practice.............................................................................................. 36
Human resources development............................................................................. 38
Human resources planning....................................................................................38
Diversion of Corporate Opportunity..........................................................................43
Antitrust Laws Open Competition..........................................................................45
Compliance with Laws.............................................................................................. 47
Political Activity......................................................................................................... 47
U.S. and Foreign Anti-Corruption Laws; Commercial Hospitality and Gifts................47
Financial Reporting and Disclosure...........................................................................48
Public Communications Generally............................................................................48
Administration of the Code....................................................................................... 49
Employment Benefits............................................................................................... 50
Recruitment process................................................................................................. 51
Step 1: Identify Vacancy and Evaluate Need................................................................51
Step 2: Develop Position Description.........................................................................52
Career Ladder Recruitments..................................................................................... 57
Step 3: Develop Recruitment Plan.............................................................................. 57
SURVEY SOURCES...................................................................................................... 62
The Marketing Strategies.......................................................................................... 64
1. Partner with allies.............................................................................................. 64
2. Embrace user generated content......................................................................64
3. Collaborate with influencers..............................................................................64
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4. Help customers solve a problem.......................................................................65

5. Let customers interact...................................................................................... 65
6. Experiment with new channels and platforms...................................................65
7. Take a bite out of Apple..................................................................................... 65
8. Have some fun.................................................................................................. 66
9. Get employees involved....................................................................................66
10. Be a little weird............................................................................................... 66
11. Don't forget about existing customers............................................................66
12. Use big data to target customers....................................................................66
13. Venture into the concrete jungle.....................................................................67
14. Tap into nostalgia............................................................................................ 67
15. Tell a cross-media story................................................................................... 67
Final thoughts........................................................................................................... 68
4 types of Market segmentation and how to segment with them?................................................69
Related Internal marketing............................................................................................... 70
The 4cs..................................................................................................................... 71
Convenience............................................................................................................. 72
SWOT Analysis.......................................................................................................... 73
Michael Porters 5 Force Model:................................................................................ 75
THE 5 Ms OF MARKETING........................................................................................ 77
The operational plan................................................................................................. 78
Financial statement.................................................................................................. 84
LIQUIDITY RATIOS..................................................................................................... 87
Asset Management Ratios........................................................................................ 87
Debt Management Ratios......................................................................................... 89
Profitability ratios..................................................................................................... 89
Market Value Ratios.................................................................................................. 90
Recommendations.................................................................................................... 91
Conclusion................................................................................................................ 91
Data analysis............................................................................................................ 92
Supplier Satisfaction................................................................................................. 92
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Customer Satisfaction.............................................................................................. 92
Satisfaction Guaranteed........................................................................................... 93
Analysis of the company.......................................................................................... 93
Survey feedback at hardees..................................................................................... 98
References................................................................................................................ 98
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INTRODUCTION AND
BACKGROUND
Hardees, an Americana Group introduced the Middle East and North Africa to the concept of
burger chains that served meals of consistent taste, quality and freshness no matter where the
consumer ordered them. Hardees first restaurant in the MENA area opened its doors in 1981,
and the chains popularity soon echoed throughout the region. In fact, so successful are Hardees
operations in the Middle East that they represent the brands most fruitful venture outside the
United States, with over 260 outlets in Kuwait, Egypt, Lebanon, the United Arab Emirates, Saudi
Arabia, Bahrain, Qatar, Oman, Jordan and Kazakhstan. An American-based fastfood restaurant chain operated by CKE Restaurants Holdings, Inc.("CKE") with locations
primarily in the Southern and Midwestern United States. The company has evolved through
several corporate ownerships since its establishment in 1960 in North Carolina.
In April 1997, CKE Restaurants Holdings, Inc., the parent company of Carl's Jr., paid $327
million to Montreal-based Imasco Limited for Hardee's. The merger created a chain of 3,828
restaurants - 3,152 Hardee's outlets in 40 states and 10 foreign countries and 676 Carl's Jr.
outlets, primarily in California.
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After that The main founder of Hardees and his biography

is given below
HARDEESAt a Glance
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2006present logo
Type
Wholly owned subsidiary
Industry
Restaurants
Founded
Rocky Mount, North

Carolina(1960; 56 years ago)
Founder
Wilber Hardee
Headquarters
St. Louis, Missouri, U.S.
Number of
locations
1,944 (January 2013)[1]
Key people
Andrew Puzder, CEO
Products
Fast
food (includinghamburgers, french
fries, andmilkshakes)
Parent
CKE Restaurants
Slogan
"Eat Like You Mean It"
Website
hardees.com
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HARDEESs Mission Statement
Hardee's is a top name in quick service restaurants in the Middle East.

Together with Hardees, Americana Group introduced the Middle East, Central Asia and North
Africa to the idea of burger chains that served meals of consistent taste, quality and freshness
wherever they were ordered.
When Hardees first restaurant in the MENA area opened its doors in 1980, the chains
popularity soared.
Now Hardee's are hugely successful in the MENA region the brands most fruitful venture
outside the United States with 280 outlets across Kuwait, Egypt, Lebanon, the United Arab
Emirates, Saudi Arabia, Bahrain, Qatar, Oman, Jordan, Kazakhstan and Iraq.
HARDEESs Vision Statement
BIGGER Burgers
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Hardees is one of Americas premier burger brands and is Home of the Thickburger .
Founded in 1961 by Wilbur Hardee, Hardees operates or franchises over 2,129 quick service
restaurants in the U.S. States and 12 countries. Hardees menus are designed to give fast food
customers what they want: bigger, better burgers. Our innovative menu strategy is focused on
developing premium, sit-down restaurant-quality menu items that offer the convenience and
value of fast food. Hardees features 100% Black Angus beef burgers the Thickburger line
which are deliciously complemented by our line of Hand-Scooped Ice Cream Shakes &
Malts. Along with our premium burgers and shakes, the menu also includes Hand-Breaded
Chicken Tenders, Made From Scratch Biscuits and craveable desserts.
BOLDER Brand
At Hardees our marketing strategy has always been as focused as our business strategy,
resulting in one of the strongest and most recognized banners in the industry. We have built an
edgy, irreverent brand that resonates with our aspirational target audience of young, hungry guys
who represent the most frequent quick-service restaurant users. Ads for Hardees are designed
to be seen and remembered, with cutting-edge commercials that are humorous and provocative.
BETTER Franchise
With more than 3,600 franchised and company-owned restaurants* in 44 states and 36 foreign
countries and territories, franchise growth is the future of CKE Restaurants Holdings, Inc. We are
dedicated to helping Franchisees build growing restaurant operations that are sustainable for the
long term. To this end, the strategy and core positioning of both our banners, Carls Jr. and
Hardees, are oriented to building top-line sales that support franchise profitability via premium
product strategy, strong restaurant fundamentals and cutting-edge advertising. With best-in-class
menus, innovative systems and outstanding brand recognition, we are poised for sustained
growth around the world.
*Total restaurant count for Carls Jr. and Hardees. As of Period 13, FY 2016.
To learn more about the Hardees franchise opportunities, call 866.253.7655 or go to
hardeesfranchising.com
Values of Hardees
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At Hardees, our four corporate values of Excellence, Safety, Integrity, and Accountability guide
our business conduct and underpin all of our operations.
The values help the company to succeed and maintain our position as one of the most respected
companies in the world.
Employees are expected to live by these values and promote them throughout the business. We
truly believe that "we are our values" and endeavor to conduct ourselves with that in mind each
and every day.
Exellence
ROCKY MOUNT, NC (June 18, 2015) Five Hardees restaurants owned and operated by
Boddie-Noell Enterprises earned the 2015 Operational Excellence Award from Hardees parent
company for outstanding franchisee performance over the past year.
In reaching the achievement, these five Hardees locations were among only eight Hardees
franchise locations across the U.S. to receive the annual award from CKE Restaurants. One of
Boddie-Noells winning restaurants is located in Madison, N.C. and the other four are in Virginia
in Chesapeake, Virginia Beach, Courtland and Waverly.
The Operational Excellence Award is based on three specific guidelines: an individual
restaurants rated performance on quality assurance audits, its score on an operational assessment
and no more than one guest complaint per month.
Were very proud of these five Hardees locations. Theyve demonstrated that each of these
restaurant teams has the focus and commitment to be the best in their business, said Terry
Lewis, president of Hardees Restaurant Operations for Boddie-Noell.
Boddie-Noell is the largest Hardees franchise operator in the U.S. with 335 locations across four
states. The awards were presented at a special awards banquet for Hardees franchise operators.
About Boddie-Noell Enterprises

Boddie-Noell is proud to have been a Hardees franchise operator for more than 50 years. Family
Safety
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owned, Boddie-Noell is the largest Hardees franchisee in the United States with 335 restaurant
locations in four states. The company is based in Rocky Mount, N.C
CKE Restaurants, Inc. is committed to serving safe, quality food to every guest, at every
meal, every day. We have a Quality Assurance/Product Safety Program that effectively
meets the challenges of food safety in todays world of foodborne illnesses and food
sanitation concerns. Here is how CKE proactively addresses product safety.
CKE uses quality products that meet or exceed safe food and product requirements
established by applicable government agencies and our Quality Assurance department.
All meat products are purchased from USDA-approved facilities and must conform to USDA
requirements for wholesomeness and safety. These suppliers must then pass the thorough
review of our Quality Assurance department, meeting or exceeding our standards.
All CKE products are sourced and designed with safety in mind, then prepared to comply
with, or exceed, all regulatory standards for safety.
CKE-approved childrens premiums must comply with the Consumer Product Safety
Commission (CPSC) and/or the toy industrys voluntary standards.
Suppliers and products are evaluated for compliance with company standards and regulatory
requirements through vendor audits and product inspections on an ongoing basis.
The Quality Assurance department provides up-to-date technical support to corporate
departments and restaurant operations by keeping abreast of new industry technology, product
issues and regulatory requirements.
We provide our employees with information required by local and federal law about
materials in the workplace that require extra caution, including information contained in
the Material Safety Data Sheets (MSDSs). All chemicals used in the workplace must have
applicable federal and state regulatory approvals for food facility use and are required to
be used according to label instructions, precautions and procedures provided by the
manufacturer.
Our Quality Assurance department ensures that our restaurant and distribution operations
are in compliance with environmental laws affecting air quality, water quality and waste
management.
The CKE Quality Assurance Program is a vital part of our corporate policy and restaurant
operations and is fully supported by senior management. Our organization is committed to
an effective product safety program that:
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Provides restaurant operations with technical support to help prevent the risk of foodborne
illnesses.
Ensures that our products meet established standards for safety and quality.
Involves active participation with industry and regulatory groups in developing food codes
and resolving product safety issues.
Our restaurant managers are trained in the critical components of safe food handling by
attending an in-depth Food Safety Training Program and passing a nationally-recognized
food safety certification exam. All new employees participate in a "Safe Food Handling"
orientation and are provided on-going food safety training.
Quality Assurance manages a food safety audit program utilizing a third party vendor to
conduct unannounced audits that evaluate a restaurants food safety practices, safe product
cook temperatures, equipment condition, cleanliness, food safety monitoring processes and
other key factors. Restaurant management and crews are evaluated on their food safety
knowledge, product-handling practices and compliance with standards as observed during
the audit.
It uses a combination of hand washing, gloves, food utensils and sanitary practices to
promote safe food handling and preparation, especially with ready-to-eat foods. We
determine which of the following methods of protection is best for each restaurant
application.
Wearing gloves for preparing and handling certain uncooked products to minimize the risk of
transferring bacteria, which may be associated with those products. We also require all
employees to wear gloves over bandages on their hands.
Using tongs to safely transfer all raw meat products for cooking.
Using hand washing as the appropriate safeguard for preparing most ready-to-eat foods. We
strictly enforce our hand-washing policy, since hand-washing is the most effective measure in
preventing the spread of communicable diseases.
Our Quality Assurance department reviews federal, state and local environmental laws to
establish our corporate policy for compliance. CKE professionals represent our company
and industry at meetings, committees and conferences addressing environmental health
and food safety compliance issues and participate in creating food code standards to
protect the public.
Integrity
CKE Restaurants Holdings, Inc. (CKE) is very sensitive to the privacy concerns of the visitors to
its site on the internet. As a general policy, no personal information is automatically collected
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from visitors to the site. However, certain non-personal information of visitors is recorded by the
standard operation of CKE's internet servers. This information is primarily used to provide an
enhanced online experience for the visitor. Information tracked includes the type of operating
system in use (e.g., Macintosh, Windows) and the type of browser being used by the visitor (e.g.,
Netscape, Internet Explorer). Other uses of this information include internal review of the
number of visitors to the site but only in an aggregate and non-personally identifiable form. Email addresses and other personally identifiable information, such as a first and last name, home
or other physical address, or telephone number, about visitors to this site are known only when
voluntarily submitted for example via subscription to newsletters, completion of prequalification forms, and contact form submissions in any available online interactive activities.
Unless otherwise disclosed during the collection, personally identifiable information that may be
collected in connection with visitors to this site is retained by CKE and is not sold, transferred or
otherwise disclosed outside the company, except where disclosure is required by law. This
information may be used for any of the following purposes: (1) to help CKE better understand
visitors' use of our site; (2) to respond to specific requests from our visitors; (3) to provide any
necessary notices to our visitors where necessary; (4) to protect the security or integrity of our
site when necessary. To the extent that any of the sites accessible through CKE's website have
different practices, those different practices will be applicable at those sites.
USE OF COOKIES
When you view our website, we may temporarily store some information on your computer. This
information will be in the form of a "cookie" and will help us in many ways, but with strict
restrictions on its use. First, the cookies expire with the browser session so that the site cannot
track the user's activities over time, and so that no permanent storage is used by these cookies.
Second, the cookie(s) are only used in order to provide convenience to the user (for example, to
reduce repetitive typing). They are not used by this site to profile user activities or to gather
unauthorized personal information about the user. For example, cookies allow us to tailor the site
to better match your interests and preferences. With most internet browsers, you can erase
cookies from your computer hard drive, block all cookies, or receive a warning before a cookie is
stored. Please refer to your browser instructions or help screen to learn more about these
functions.
A NOTE FOR PARENTS OR LEGAL GUARDIANS

CKE believes that parents and guardians should supervise their children's online activities and
consider using parental control tools available from online services and software manufacturers
that help provide a kid-friendly online environment. These tools can also prevent children from
disclosing online their name, address, and other personal information without your permission.
You should also know that it is the policy of CKE that visitors under 18 years of age should not
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submit or post any information on our website without parental consent.
ACCEPTANCE OF PRIVACY TERMS AND CONDITIONS

Your access to and use of this site is subject to the above privacy terms and conditions and all
applicable laws. By accessing and browsing this site, you accept, without limitation or
qualification, these terms and conditions. CKE may at any time revise these privacy terms and
conditions. You are bound by any such revisions and should therefore periodically visit this page
to review the current privacy terms and conditions to which you are bound.
Accountability
CARPINTERIA, Calif.--(BUSINESS WIRE)-- CKE Restaurants Holdings, Inc. (CKE), parent
company of Carls Jr. and Hardees, today reported that its annual Stars for Heroes in-store
fundraising campaign raised $1.4 million in 2015 - up from 2014s $1.1 million - to benefit U.S.
military veterans and their families. Funds raised will go directly to national beneficiaries USA
Cares and Dream Foundations Dreams for Veterans, as well as regional beneficiaries Gary
Sinise Foundation and Stand Up and Play Foundation.
This Smart News Release features multimedia. View the full release
here: www.businesswire.com/news/home/20151110006717/en/
Since the programs launch in 2011, Stars for Heroes has harnessed the national reach of CKEs
company-operated and franchise restaurants as well as the generosity of customers to raise nearly
$5 million cumulatively.
We are pleased to announce that this has been our most successful year to date. We raised more
funds than any other single Stars for Heroes campaign in the past and are closely approaching the
$5 million mark for total funds raised since the programs inception in 2011. This would not be
possible without the support and leadership of both John Nelson, President of the Star Franchise
Association and Buddy Brown, President of the Independent Hardees Franchise Association, as
well as our employees, franchisees and restaurant crews, said Andy Puzder, chief executive
officer of CKE Restaurants.
STARS FOR HEROES BENEFICIARIES

Over the last four years, CKE has proudly supported USA Cares, a non-profit organization that
helps post-9/11 military families bear the burdens of service with financial and advocacy
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support. Its mission is to help with basic needs during financial crisis, to assist combat injured
Veterans and their families and to prevent private military home foreclosures and evictions.
We are honored to receive these funds from CKE Restaurants to help us support active duty
soldiers, veterans, Guard and Reserve members and their families, said Peter Giusti, president
of USA Cares. Every dollar makes a difference and allows us to provide much needed services
to our nations heroes whove so selflessly served us.
Since 1994, Dream Foundation has been a regular charity partner of CKE and for the past four
years, the foundation has received Stars for Heroes funds. Their Dreams for Veterans program
serves the nations military communities by giving back to terminally ill veterans and their
families through the fulfillment of a final dream.
We are honored to continue our partnership with CKE for the annual Stars for Heroes
campaign, said Kisa Heyer, executive director of Dream Foundation and its Dreams for
Veterans program. This years campaign helped Dream Foundation fund the final dreams of so
many deserving veterans. We are grateful for the generosity, dedication and compassion of Carls
Jr. and Hardees customers across the country, which enables us to continue to support veterans
suffering from life-threatening illness.
In addition to the two national beneficiaries, CKE selected Gary Sinise Foundation and Stand Up
and Play Foundation to receive Stars for Heroes funds. Dozens of other regional charities also
were selected by the Carls Jr. and Hardees franchise associations.
Since its creation nearly four years ago, the Stars for Heroes program has supported more than
75 U.S. military charities. During the in-store campaign, restaurant guests donated $1 and
received a commemorative Stars for Heroes cutout to personalize and place on display in the
restaurant. As a thank you for their donation, customers received $10 worth of Carls Jr. or
Hardees coupons to use toward future purchases.
About CKE Restaurants Holdings, Inc.

CKE Restaurants Holdings, Inc. (CKE) is a privately held company headquartered in
Carpinteria, Calif. Through its subsidiaries, CKE owns and licenses Carls Jr. and
Hardees quick-service restaurants. CKE operates Carls Jr. and Hardees as one brand under
two names acknowledging the regional heritage of both banners. After opening its first
restaurants in New York and New Jersey this spring and recent international openings in Canada,
Colombia and Guatemala, CKE now has a total of 3,612 franchised or company-operated
restaurants in 44 states and 36 foreign countries and U.S. territories. Known for its one-of-a-kind
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premium menu items such as 100 percent Black Angus Thickburgers, Made from
Scratch Biscuits, Hand-Breaded Chicken Tenders and Fresh Baked Buns, as well as an awardwinning marketing approach, the Carls Jr./Hardees brand continues to deliver substantial and
consistent growth in the U.S. and overseas. The Carls Jr./Hardees system is now 90 percent
franchised, with international restaurants representing 18 percent of the system
Competitive Advantage
On January 21, 2003, Andrew Puzder, CEO and president of Hardee's Food Systems, Inc. stated,
"We are distinguishing ourselves from the competition as the premium burger specialist among
quick-service restaurants." But how much value can you really add to a hamburger? Clearly
companies like Outback Steakhouse, Cracker Barrel, and Shoney's offer menu selections similar
to Hardees' "Thickburger," but these restaurants set themselves apart by offering a casual dining
atmosphere, a wide selection of entrees beyond hamburgers, and table service rather than order
counters. On the other end of the spectrum are fast food restaurants such as McDonalds, Burger
King, and Wendy's, Hardee's traditional competitors offering low cost convenience meals.
Hardee's Thickburger initiative goes beyond efforts at differentiating itself from its competition.
Instead, the company is taking actions it hopes will move it into a new strategic group where
competition is less intense. This case examines the difficulties in strategic reorientation when
such reorientation requires a business-level strategy that moves a firm from one strategic group
to another. Students must decide if Hardee's new initiatives will be successful or whether the fast
food franchise will be "stuck in the middle" with neither a feasible low cost nor a feasible
differentiation strategy.
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INSTRUCTORS' NOTES
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This case presents Hardee's initiative to stem declining sales and profits through a reorientation
of its strategy. After four years of decline against well known market leaders such as
McDonald's, Burger King, and Wendy's, Hardee's introduced a new menu item in late 2001, the
"Six Dollar Burger", that was an instant hit with consumers. This success gave the company the
confidence to initiate a new strategy-remove 40 items from its menu, replaced with the
Thickburger line, and remodel the restaurants. The case focuses around whether these changes
are enough to differentiate Hardee's from other fast food competitors.
This case was developed using publicly available information from press releases, industry
publications and financial reports. It was course tested in a senior level business policy class and
modified based on student comments.
The case fits well just after teaching business level strategy in business policy and strategic
management cases. There are three primary teaching points. First, the case illustrates strategic
reorientation of business level strategy. Second, the case is an excellent example of being "stuck
in the middle" with neither a cost leadership nor an adequate differentiation strategy. Third, the
case clearly shows how competition within strategic groups is more intense than competition
among strategic groups within an industry.
To teach the case, a good starting point is to ask students to identify Hardee's competitors. They
will quickly note fast food chains such as Burger King, Crystal's, and others, but are unlikely to
mention other full service restaurants in the industry such as Cracker Barrel and Outback
Steakhouse. This allows the instructor the opportunity to point out that although all of these are
in the same restaurants industry, individual companies do not always compete directly with all
companies in that industry. The teaching point to be made here is that competition within
strategic groups is more intense than competition between strategic groups within an industry.
Aim of study
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In Saudi Arabia there is increasing trend of junk food use. Combined with sedentary life style,
high prevalence of obesity, diabetes mellitus, hypertension and coronary heart disease, it is
detrimental to health and will aggravate existing life style diseases in the country. People here eat
more consuming more quantity with less quality. The fast food market in Saudi Arabia is
expected to reach $4.5 billion in gross sales by 2015, driven by growing demand from its
population. (1)
Fast food is a major enterprise in Saudi Arabia. The major chains like Mc-Donalds, Pizza Hut,
Burger King, Hardees, Little Caesars, Subway, Dunkin Donuts to name a few. Most meal
packages with fries and coke run around 1520 SAR. Beside multinational food chains some
national brands are Al-Baik, Shawerma Joha and Kudu are available. (2)
Junk food, fast food and trash food are all definitions of a quick, unhealthy, hunger satisfying
food, which are easy to make and easy to consume. They are low in nutritional value with a high
caloric value. The term Junk food was coined by Michael Jacobson, director of Center for
Science in 1972. Junk food contains high level of refined sugar, white flour, polyunsaturated fats,
salts and numerous food additives but lacking in protein, vitamin and fibers. Junk food is popular
because of their simplicity of manufacture, consumption and good taste. (3)
Junk foods as burgers, pizza, fried chicken and chips usually has high amount of saturated fats.
Fats cause people to put on weight and being overweight is a risk to heart and causes other
disease as obesity and diabetes. Junk food often has too much salt which may make hypertension
worse. Similarly soft drinks, cordials, biscuits, cakes have huge amount of sugars which makes
people fat and has bad effect on the teeth.
Various types of junk food is available in market out of which the most popular junk food are
soft drink, pizza, hamburgers, potato chips, ice-creams, hot dog, French fries, cheese chili, etc.
Junk food addiction is high as its easy to prepare and are tasty. Peoples prefer to eat them while
watching TV, they save themselves from lot of hassles and time when they are in a hurry as they
are served at their door step hot and ready to eat.(4)
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If time constraint is one reason that pushes peoples to eating junk food, great taste also, to an
extent influences them to opt for junk food. But junk foods get their taste owing to lavish usage
of oils, salts and sugar.
Junk food advertising has a major role in its promotion. There is also concern about the targeting
to children and adolescents because they are easy and potential target for junk food. Similarly
transportation of junk food is easy due to its packaging and cost is less as compared to healthy
food.
The nutritional value of junk food is least, the nutritional value is lost in the process of making
the junk food so synthetic vitamins and minerals are added to it, but they are not good compared
to natural vitamins and minerals. Junk food has lots of chemical additives which are not useful to
body like artificial coloring and preservatives.
Harmful effects of junk food

Harmful effects of junk food may be long term or short terms; fat contents have high cholesterol
level. High calorie content with sugar can lead to obesity. Cholesterol and salt can increase blood
pressure, stroke and heart diseases. Excessive salt can worsen the hypertension.
Junk food places people at risk of strokes from high blood pressure, type II diabetes mellitus,
heart attacks from raised LDL cholesterol levels, cancer of the colon and immune system is
compromised and a greater chance of contracting other cancers as levels of antioxidants is so low
(colon, breast, prostate, gallbladder, ovarian) It also leads to weight gain and obesity, further
increasing the likelihood of strokes and heart attacks.(5)
Go to:
Junk food some facts
1. The junk food industry deliberately targets children and young to create brand preference
and lifelong loyalty.
2. Fast food chains use the lure of free toys to get kids to persuade their parents to spend. A
desirable toy can double or triple weekly sales of kids meals. Every child brings along at
least one adult too.
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3. Artificial flavors in foods aimed at kids can be twice as sweet as the artificial flavours
used in adult food. Many children now prefer man made flavors to taste of real food.
4. Soft drinks are aggressively marked by fast food chains; because they are so profitable, at
around 97% profit on the price per cup. The bigger the cup the greater profit.
Awareness on junk food facts is lacking dramatically in every corner of the society. Some useful
tips to avoid junk food are:
1. Junk food and children has strange affinity to each other. Do not let children to get
habituated to junk food.
2. Eliminating the temptation for junk food is one way to avoid it. Keeping good food
nearby and having meals right on time may help in this direction.
3. Controlling children from eating junk food in schools is another step that helps in a long
term. Schools administrator along with parents has a responsibility to educate children
about junk foods in schools.
4. Education strategies on nutrition should be developed and launched in order to help
children develop healthy eating behaviors.
5. Health education and intervention program that aim to promote a healthy diet at media
and PHC centers.
Research Objectives:
To identify the marketing strategies of the company.
Review and refine our understanding of the goals, objectives, and expectations.
Conduct an analysis on the commercial merits of the package of products
An objective assessment of the commercial potential for technology and possible new
products and markets.
Evaluation of capabilities and the current base of knowledge.
To achieve these objectives, we offer to conduct interactive program.
To see the customer satisfaction level.
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during the research and analysis.
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Discuss in more detail about the specific technical and commercial issues to be addressed
To identify segments and target markets

Analyse its potential competitors.
Perform a PEST analysis & SWOT analysis.
Ascertain its distribution channels.
To study the perception of customers regarding the products & services
To identify the competitors.
To identify the business strategies and marketing strategies.
To identify other marketing strategies- branding, marketing mix, PLC stages, etc.
To identify the HR strategies and recruitment procedure of employees.
To identify the employees performance and relationship.
To identify performance appraisal.
To evaluate the gap within the HR strategies of the organization.
To identify the competitors.
To identify the business strategies and marketing strategies.
To identify the ethical practices.
To identify the operational activities.
To identify the financial strategies.
To provide recommendations
Significance of the research:

All of the work to be presented henceforth will be conducted in the premises of the company to
be researched on. I will be the lead investigator for the research and I will be responsible for all
major areas of concept formation, data collection and analysis, as well as the majority of
22
manuscript composition. The whole project will be measured through the questionnaire, the data
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will be analyzed, interpreted and the results will be obtained.

Through my research, I will be able to collect all the needed information on Hardees. I will be
able to highlight the strength and weakness of the company and will give the suggestions to the
company. While working on this research project I will be able to best utilize my knowledge of
business.
Scope of the Research:

The scope of the project is to study the structure, competition and the consumer behaviour of
Hardees. In the project I will also learn about the level of satisfaction of the employees working
inHardees, but my main emphasis is regarding the consumer behaviour and the marketing
strategies is aimed at Hardees.
Literature review
The Financial plan
A'Financial Plan' is a comprehensive evaluation of an investor's current and future financial state
by using currently known variables to predict future cash flows, asset values and withdrawal
plans.
Most individuals work in conjunction with an investment or tax professional and use current net
worth, tax liabilities, asset allocation, and future retirement and estate plans in developing the
plan. These will be used along with estimates of asset growth to determine if a person's financial
goals can be met in the future, or what steps need to be taken to ensure that they are.
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23
BREAKING DOWN 'Financial Plan'

While there is no specific template for a financial plan, most licensed professionals will include
knowledge and considerations of the client's future life goals, future wealth transfer plans and
future expense levels. Extrapolated asset values will determine whether the client has sufficient
funds to meet future needs.
A good financial plan can alert an investor to changes that must be made to ensure a smooth
transition through life's financial phases, such as decreasing spending or changing asset
allocation. Financial plans should also be fluid, with occasional updates when financial changes
occur.
Financial Planning is the process of estimating the capital required and determining its
competition. It is the process of framing financial policies in relation to procurement, investment
and administration of funds of an enterprise.
Objectives of Financial Planning

Financial Planning has got many objectives to look forward to:
a. Determining capital requirements- This will depend upon factors like cost of current
and fixed assets, promotional expenses and long- range planning. Capital requirements
have to be looked with both aspects: short- term and long- term requirements.
b. Determining capital structure- The capital structure is the composition of capital, i.e.,
the relative kind and proportion of capital required in the business. This includes
decisions of debt- equity ratio- both short-term and long- term.
c. Framing financial policies with regards to cash control, lending, borrowings, etc.
d. A finance manager ensures that the scarce financial resources are maximally utilized
in the best possible manner at least cost in order to get maximum returns on investment.
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Importance of Financial Planning

Financial Planning is process of framing objectives, policies, procedures, programmes and
budgets regarding the financial activities of a concern. This ensures effective and adequate
financial and investment policies. The importance can be outlined as
Adequate funds have to be ensured.
Financial Planning helps in ensuring a reasonable balance between outflow and inflow of
funds so that stability is maintained.
Financial Planning ensures that the suppliers of funds are easily investing in companies
which exercise financial planning.
Financial Planning helps in making growth and expansion programmes which helps in
long-run survival of the company.
Financial Planning reduces uncertainties with regards to changing market trends which
can be faced easily through enough funds.
Financial Planning helps in reducing the uncertainties which can be a hindrance to

growth of the company. This helps in ensuring stability an d profitability in concern.
Human Resource Plan

In a rapid competitive business environment, the procedures of outlining the role, function and
process of Human Resource Management (HRM) within a dynamic and uncertain environment
are ongoing for many decades. Due to its diverse origins and many influences, HRM covers
essential aspects of central concern in organisations such as individual, practice, educational
theory,
social
and organisational psychology,
sociology,
and organisational theory (Sunderland and Breeding, 2005)
industrial
relations,
25
Kotler defined marketing as, A social and managerial process by which individuals and groups
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obtain what they need and want through creating and exchanging value with others and
marketing consist of actions taken to build and maintain desirable exchange relationships with
target audiences.
The sole aim of HRM is to guarantee that the firm human capitals are being used in the fullest
capability to produces the greatest organisation results that meets with the firm needs Nader
Maiden, (2003) and Gilley and Gilley, (2007). Therefore, the philosophy of empowering
employees capabilities is coined to the conception that HR is extremely crucial for sustainable
competitive
advantage
and organisational success
(Koch
&McGrath,
2003).
HR
in organisation is also crucial because its assist managers and employees through a change
process (Hendry, Jones, Arthur & Pettigrew, 1991).
Businesses can gain enormous competitive advantages when their employees are used effectively
to
drawing
on
their
expertise
and
ingenuity to
meet clearly
defined
objectives.
When organisation recruit the most effective, capable, committed and flexible people; and
managed and reward them accordingly their performances, competencies and efficiency would
help
the
firm
productivity
immensely
(Price A.,
2007).
Managers
that
tactfully
execute organisational goals depend on the HR practices to deliver excellences so that they can
achieve the utmost business performance (Becker, B. and Gerhard, B., 1996).
However, the HRM field has been isolated and misunderstood by many researchers and
practitioner,
failing
to realise that
without
employees
there
would
be
no
functioning organisation Argot, Civilly and Reagans (2003). As employees remain the most
expensive and reliable asset of the organisation, the practices of HR will remain a vital area of
discussion (Becker, B. and Gerhard, B., 1996).
Employee satisfaction:
Employee satisfaction is the individual satisfaction as a professional person, that is, the
individual has an effect on his attitude. Organization member to its operating characteristic is the
cognitive evaluation, employees get through the more realistic values and expectations of the gap
26
between the value obtained after the meeting whether or not all aspects of work attitudes and
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emotional responses. It involves the work of the degree of organizational commitment and work
motivation is closely related (Sari, L. M., & Judge, T. A., 2004).
Superior-subordinate communication is an important influence on job satisfaction in the

workplace, in which the way a subordinate perceives a supervisor's behaviour can positively or
negatively influence job satisfaction. Nonverbal messages play a central role in interpersonal
interactions with respect to impression formation, deception, attraction, social influence, and
emotional expression (Burgeon, Biller, & Woodall, 1996).
Employee loyalty:
Employee engagement is personified by the passion and energy employees have to give of their
best to the organization to serve the customer. Engagement is characterized by employees being
committed to the organization, believing in what it stands for and being prepared to go above and
beyond what is expected of them to deliver outstanding service to the customer. Engaged
employees feel inspired by their work, they are customer focused in their approach; they care
about the future of the company and are prepared to invest their own effort to see that the
organization succeeds (Cook, 2008).
Engagement can be summed up by how positively the employee:
Thinks about the organization;
feels about the organization;
Proactive in relation to achieving organizational goals for customers, colleagues and

other stakeholders.
Employee loyalty can be divided into active and passive loyalty. The former refers to the
subjective staff loyal to the company with the desire (Cook, 2008). This desire is often due to
27
a high degree of organization and employee goals and now there are consistent with
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organizational help for employees, self-development and self-realization factors. Passive

loyalty is when the employees themselves do not wish to remain in the organization, but due
to some constraints, such as high wages and welfare, transportation, etc., have to stay in the
organization. Once these conditions disappear, the staff can no longer feel organizational
loyalty (Cook, 2008).
Wages and benefits systems:

Salaries and benefits in the eyes of employees affect their loyalty is one of the important
factors. Money is not the most important, but no doubt a very important, whether corporate
or professional loyalty, loyalty is established on the basis of material, good pay system to
ensure the basic material needs of the employees, will have good professional loyalty, and
corporate loyalty (Cook, 2008).
Operational Plan
An operational plan can be defined as a plan prepared by a component of an organization that
clearly defines actions it will take to support the strategic objectives and plans of upper
management. However, to fully understand operational plans, we should first look at the overall
planning process within a business
This diagram shows three levels of planning
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28
Let's summarize the characteristics of an operational plan. First, it assumes that upper
management has prepared both a strategic plan and a tactical plan. This means that lower
management should have a clear sense of what they are trying to achieve. They just have to come
up with a detailed plan to make it happen!
Second, the operational plan is limited to only one part of the organization. For example, a large
corporation (strategic plan) has a manufacturing division (tactical plan) that produces products A,
B and C. Each product is manufactured in a separate plant run by a plant manager who prepares
a separate operational plan.
Operational plans can be subdivided into two categories:
Single-use plans address only the current period or a specific problem.
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o An example would be a plan to cut costs during the next year.
Ongoing plans carry forward to future periods and are changed as necessary.
o An example would be a long-term plan to retrain workers instead of layoffs.
Example of Operational Plans

Congratulations, you have just been appointed plant manager for product C! The division
manager (your new boss) has just informed you that part of the corporate strategic plan is to
increase the return to shareholders over the next five years. The division manager's tactical plan
to support the corporate goal has three parts. First, he wants to cut costs by ten percent over the
next year. Next, he also wants to avoid layoffs and to increase production by three percent. He
asks you to prepare an operational plan for your plant that will show him what you will do to
help him achieve these goals. He wants to know very specifically what actions you will take,
when these actions will occur and who will perform them. He also wants to know if you will
require any additional financial resources or manpower to implement your plan.
Let's get started by looking at the tactical plan items and trying to get some ideas about what you
can do:
To Cut Costs Ten Percent
Single-use or
Ongoing
Resources Required
Improve plant workflow
Single-use
Efficiency study, machine relocation

costs, training costs
Acquire faster or more efficient

machinery and equipment
Single-use
Purchase and installation cost
Reduce inventory levels
Single-use
Production study, supplier

interaction, training costs
Marketing Plan
The term marketing concept holds that achieving organizational goals depends on knowing the
needs and wants of target markets and delivering the desired satisfactions. It proposes that in
30
order to satisfy its organizational objectives, an organization should anticipate the needs and
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wants of consumers and satisfy these more effectively than competitors.

Marketing is a very important activity for the organisation. In marketing a lot of sub activities are
performed. Marketing includes the activities like identification of demand, research, market
segmentation, product development, launching of products, modification of products, deletion of
products, product design, pricing, different types of pricing, promotion of products and services,
sales promotion, personal selling, publicity, public relations, adverting, distribution of products
and services, consumer behaviour, internal and international market coverage, branding,
packaging, labelling and many other activities. For easy understanding and proper planning of
activities, the marketing activities are divided into four areas for products. These are product,
pricing, promotion and placement. For services the groups include product, price, promotion,
placement, people, process and physical evidence. In the research study the topic is related to
promotion of products. Without creating awareness the customers would not come to know about
the company existence in the markets, products and services they produced and features of their
products and services. The messages regarding the products, company, features of their products
and services are to be communicated by using different promotion methods. One of the methods
is sales promotion and it covers the scope of the study.
Elements of Marketing Mix:

Marketing mix is the combination of the elements of marketing and what roles each element
plays in promoting products and services and delivering those products and services to the
customers. The elements of the marketing mix are also referred to as the 5 P's of marketing. In
the beginning for years together marketers accepted the 4 P's of marketing.
(a) Product
The product is a combination of tangible and intangible aspects of the products offered by the
manufacturer to the customers. It can be defined as a bundle of satisfaction and dissatisfactions
31
offered by company to the customers at a point of time. Their physical attributes what they do,
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how they differ from your competitors and what benefits they provide. The products can be
classified as durable and non-durable, consumers and industrial goods, perishable and nonperishable, finished and semi-finished etc.
Price
Price means the monetary value of the product has been fixed for exchange purpose. The price is
the amount a customer pays for the product. It is fixed after considering various factors such as
market share, competition, material costs, product identity and the customer's perceived value of
the product. The business may increase or decrease the price of product if other stores have the
same product. It is through price the company gets its money back in business. It should be fixed
in such a way the company is in position to recover the costs and earn profits also. If it is fixed
very low then it may be difficult to come to the breakeven point and if fixed very high then it
may have deterrent effect on the sale.
Promotion
The promotion concept is applied for products or services and to the business. The promotion
include all communications a marketer used in the market for his products of services to create
awareness, persuade the customers to buy and retain in future also. For improvement in the
position of sales or progress of business this method is used. The message is given to target
group regarding the features and benefits of the products or services to the target customers.
Without communication the features, benefits and schemes would not be known to the customers
and objectives of in launching of products or services and increasing sates would not be
completed. When communication creates awareness then only the interest would be created and
customers would take the decision for buying.
Placement
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Place represents the point or location where the product is made available to purchase. It is
required that the products and customer should be available at a point then only the sales would
be possible. If not then the sale does not taken place. This term is used for distribution channel. It
can include any physical store as well as virtual stores on the Internet. Place is not exactly a
physical store where it is available Place is nothing but how the product takes place or create
image in the mind of customers. It depends upon the perception of customers. The products or
services should reach to the customer that channel is called distribution channel of placement.
The above definitions indicate the following characteristics:
a
It involves more than one person.
It deals with transmission of both facts and feelings.
There are various medium of communication.
A business organization has continuity. Hence the process of communication is also

a continuous one.
The effectiveness of communication to a very large extent depends upon the

required understanding of what is being received and then responded. The sharing of
understanding is possible only when the person, for whom the message is
meant understands it in the same sense in which the sender of the message wants him to
understand. Thus communication involves something more than mere transmission of
message and physical receipt thereof. The correct interpretation and understanding of the
message is important from the point of view of organizational efficiency. As such, the
greater than degree of understanding present in the communication, the more is the
possibility that human action will proceed in the direction of achieving organizational
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Research methodology
Research is the systematic design, collection, analysis and reporting of data and findings
relevant to a specific situation or problem. The objective of this section is to describe the
research procedure and methods that had been adopted for the achievement of the project
objectives.
Research Design: My research design was descriptive in nature.
Method of Data collection:

o HUMAN RESOURCE:
The study proposes to collect primary data through interviews of both employees of Saudi
Aramco as well as a sample & questionnaires so as to collect accurate, realistic and relevant
data. The secondary data, which has always been important for the completion of any report,
is used to obtain company history and other areas wherever it is required. The various sources
of secondary data collection included websites, articles and references. Achieving accuracy in
any research requires in-depth study regarding the subject. Hence, I interviewed the
Company officials for obtaining data which is used for completion of the research. The
company officials were also requested to fill up questionnaires. The questionnaires were
designed in such a way, starting from general questions & gradually narrowing down to focus
on one specific aspect. I also conducted interviews and got another set of questionnaires filled
up through convenient sampling. Finally the collected data and information is analyzed and
compiled to arrive at the conclusion. Recommendations are then given accordingly.
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o MARKETING:
The main instrument used for gathering of required data was a questionnaire, because of its
capability to cover a large number of respondents within a short time period. It also helped to
collect realistic and relevant data. The questionnaires were designed in a way that began from
general questions & gradually narrowed down to focus on one specific aspect. The
questionnaires were designed in a way that began from general questions & gradually
narrowed down to focus on one specific aspect. I also conducted interviews that aided us to
achieve our objectives by contributing ample information.
Data collection technique:

Primary data:
Qualitative Data
Telephonic Interviews, Personal Interviews, Close group discussions & Participant
Observation.
Quantitative Data
Interview with the CEO of the company, Marketing and HR Manager and other
company officials, Questionnaires & Visuals.
Surveys
I will conduct a survey to Saudi Aramco Arabia in order to observe the environment,
relationship between employees and relationship between management and employees.
Research instrument:
Structured Questionnaires with closed and open ended questionnaires and interviews.
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Human Resource Plan
What is HR plan???
Human resources planning is a process that identifies current and future human
resources needs for an organization to achieve its goals. Human resources planning should
serve as a link betweenhuman resources management and the overall strategic plan of an
organization.
Here is a model of HR plan
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Human resource management
Human resource development

Human resources are the people who make up the workforce of an organization, business
sector, or economy. "Human capital" is sometimes used synonymously with "human resources",
although human capital typically refers to a more narrow view (i.e., the knowledge the
individuals embody and economic growth). Likewise, other terms sometimes used include
"manpower", "talent", "labour", "personnel", or simply "people".
A human resources department (HR department) of a company performs human resource
management, overseeing various aspects of employment, such as compliance with labour
law and employment standards, administration of employee benefits, and some aspects
of recruitment and dismissal.
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37
A Human Resources Manager has several functions in a company:
Determine needs of the staff.
Determine to use temporary staff or hire employees to fill these needs.
Recruit and train the best employees.
Supervise the work.
Manage employee relations, unions and collective bargaining.
Prepare employee records and personal policies.
Ensure high performance.
Manage employee payroll, benefits and compensation.
Ensure equal opportunities.
Deal with discrimination.
Deal with performance issues.
Ensure that human resources practices conform to various regulations.
Push the employee's motivation.
Origins
Pioneering economist John R. Commons used the term "human resource" in his 1893 book The
Distribution of Wealth but did not further build upon it. The term "human resource" was
subsequently in use during the 1910s and 1920s as was the notion that workers could be seen as a
kind of capital asset. Among scholars the first use of "human resources" in its modern form was
in a 1958 report by economist E. Wight Bakke. The term began to become more developed in the
19th century due to misunderstandings between the employers and employees
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The term in practice
38
From the corporate objective, employees have been traditionally viewed as assets to the
enterprise, whose value is enhanced by further learning and development, referred to ashuman
resource development
In regard to how individuals respond to the changes in a labour market, the following must be
understood:
Skills and qualifications: as industries move from manual to more managerial professions
so does the need for more highly skilled staff. If the market is "tight" (i.e. not enough staff
for the jobs), employers must compete for employees by offering financial rewards,
community investment, etc.
Geographical spread: how far is the job from the individual? The distance to travel to
work should be in line with remuneration, and the transportation and infrastructure of the
area also influence who applies for a position.
Occupational structure: the norms and values of the different careers within an
organization. Mahoney 1989 developed 3 different types of occupational structure, namely,
craft (loyalty to the profession), organization career path (promotion through the firm) and
unstructured (lower/unskilled workers who work when needed).
Generational difference: different age categories of employees have certain

characteristics, for example, their behavior and their expectations of the organization
Concerns about the terminology
One major concern about considering people as assets or resources is that they will be
commoditized, objectified and abused. Some analysis suggests that human beings are not
"commodities" or "resources",[7] but are creative and social beings in a productive enterprise. The
2000 revision of ISO 9001, in contrast, requires identifying the processes, their sequence and
interaction, and to define and communicate responsibilities and authorities. In general, heavily
unionised nations such as France and Germany have adopted and encouraged such approaches.
Also, in 2001, the International Labour Organization decided to revisit and revise its 1975
Recommendation 150 on Human Resources Development, resulting in its "Labour is not a
commodity" principle. One view of these trends is that a strong social consensus on political
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39
economy and a good social welfare system facilitate labour mobility and tend to make the entire
economy more productive, as labour can develop skills and experience in various ways, and
move from one enterprise to another with little controversy or difficulty in adapting.
Another important controversy regards labour mobility and the broader philosophical issue with
usage of the phrase "human resources". Governments of developing nations often regard
developed nations that encourage immigration or "guest workers" as appropriating human capital
that is more rightfully part of the developing nation and required to further its economic growth.
Over time, the United Nations have come to more generally support the developing nations' point
of view, and have requested significant offsetting "foreign aid" contributions so that a developing
nation losing human capital does not lose the capacity to continue to train new people in trades,
professions, and the arts.
Human resources development
Human resources play an important part of developing and making a company or organization at
the beginning or making a success at the end, due to the labour provided by employees. Human
resources is intended to show how to have better employment relations in the workforce. Also, to
bring out the best work ethic of the employees and therefore making a move to a better working
environment.
Human resources planning

Administration and operations used to be the two role areas of HR. The strategic planning
component came into play as a result of companies recognizing the need to consider HR needs in
goals and strategies. HR directors commonly sit on company executive teams because of the HR
planning function. Numbers and types of employees and the evolution of compensation systems
are among elements in the planning role.[9] Various factors affecting Human Resource planning
Organizational Structure, Growth, Business Location, Demographic changes, environmental
uncertainties, expansion etc. Additionally, this area encompasses the realm of talent management.
HR policies
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The Board of Directors of CKE Inc. (CKE or the Company) has adopted this Code of
Business Conduct and Ethics (the Code) to ensure that all directors and employees at CKE
conduct the business of CKE fairly, free of conflicts of interest, and in an ethical and proper
manner. This Code represents the detailed standards and policies which must always be
observed by you at CKE. You may have additional requirements because you are responsible for
significant decisions affecting the conduct of CKEs business. It is important that you know and
understand these standards and policies, and acknowledge that you will comply with them.
It is the policy of CKE to conduct its business affairs fairly, free of conflicts of interest, and in an
ethical and proper manner. Conduct that may raise questions as to CKEs honesty, integrity or
reputation, or activities that could cause embarrassment to CKE or damage to its reputation, are
prohibited. Any activity, conduct or transaction that could create an appearance of unethical,
illegal, or improper business conduct must be avoided.
The highest possible standards of ethical and business conduct are required of CKE employees
and directors in the performance of their company responsibilities. It is the responsibility of
every employee and director, and the policy of CKE to encourage its employees and directors, to
ask questions, seek guidance, report suspected violations, or express their concerns regarding
compliance with this Code.
Reporting Violations of the Code.
Violations of this Code, including failures to report potential violations by others, will be viewed
as a severe disciplinary matter that may result in personnel action, including termination of
employment. A violation may also subject you to civil damages and criminal fines and
imprisonment. If you believe that a violation of this Code has occurred, please contact Charles
A. Seigel III (the Compliance Officer) at cseigel@ckr.com. You may also contact the Audit
Committee of the Board of Directors as follows:
email to auditcommittee@ckr.com, or
if you are concerned about maintaining anonymity, you may send correspondence to the
following private mailbox address at CKE Inc., Audit Committee, 6307 Carpinteria
Avenue, Suite A, Carpinteria, CA 93013.
You may choose to remain anonymous in reporting any possible violation of this Code.
If you have any questions concerning the interpretation of any of the policies or about a situation
that may not be addressed specifically by the Code, you should always feel free to consult with
your supervisor, a Human Resources representative or CKEs General Counsel.
Confidentiality and Company Policy Against Retaliation.
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41
All questions and reports will be treated with sensitivity and discretion and will be kept
confidential to the extent consistent with applicable laws and the duty to investigate the report. It
is against CKEs policy to retaliate against any employee for good faith reporting of violations of
this Code. Any reprisal or retaliation against an employee as a result of reporting a violation will
be subject to disciplinary action, including potential termination of employment.
Maintaining a Productive Work Environment.
(a)
Discrimination. CKE is committed to maintaining an environment that is free of
discrimination based on race, color, religion, gender, age, sexual orientation, national origin,
disability or other factors that are unrelated to our legitimate business interests. It is our policy to
apply fair and lawful human resource policies and practices in all aspects of employment,
including recruiting, hiring, evaluation, training, discipline, career development, compensation,
promotion and termination.
(b)
Sexual Harassment. Sexual harassment is never tolerated. Common examples of
sexual harassment are:
(i)
requests for dates, sexual favors or other verbal or physical conduct of a sexual nature,
especially when made as a condition of employment or used as the basis of employment
decisions; or
(ii)
unwelcome sexual advances, comments, actions, offensive jokes, slurs or other
offensive verbal or physical behavior, or any similar conduct that creates, encourages or permits
an intimidating, offensive or hostile work environment.
(c)
Drug and Alcohol Abuse. You are expected to help maintain a work environment that
is free from drug and alcohol abuse. You may not use, possess, manufacture or distribute illegal
drugs on CKE property, whether owned or leased, or in CKE vehicles. Misusing controlled
substances or being under the influence of alcohol or illegal drugs on the job is prohibited. Great
care should be taken in serving alcohol at any CKE-sponsored events.
We expect our employees, when participating in functions at which alcohol is served, whether
sponsored by CKE or by others, to use good judgment and to remember that, as employees of
CKE, you represent our high values and standards. It is unacceptable for you to consume
excessive amounts of alcoholic beverages at any event where you are representing CKE.
(d)
Environment. All Company employees should strive to conserve resources and reduce
waste and emissions through recycling and other energy conservation measures. You have a
responsibility to promptly report any known or suspected violations of environmental laws or
any events that may result in a discharge or emission of hazardous materials. These
environmental standards must be complied with, as a matter of Company policy, even if there is
no legal requirement in your location which compels such compliance.
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42
(e)
Health and Safety. Numerous laws and regulations cover employee health and safety.
The Company is committed not only to comply with all relevant health and safety laws, but also
to conduct business in a manner that protects the safety of its employees. All employees are
required to comply with all applicable health and safety laws, regulations and policies relevant to
their jobs. If you have a concern about unsafe conditions or tasks that present a risk of injury to
you, please report these concerns immediately to your supervisor or the Human Resources
Department.
(f)
Violence Prevention and Weapons. The safety and security of the Companys
employees is vitally important. The Company will not tolerate violence or threats of violence in,
or related to, the workplace. Weapons of any kind are strictly forbidden on Company property or
in Company vehicles, even if you have a legal permit for the weapon.
(g)
Detailed Employment Policies. The Company pursues fair employment practices in
every aspect of its business, and all employees are required to comply with all applicable labor
and employment laws. A copy of the Companys detailed policies can be obtained from the
Human Resources Department, and any questions can be addressed to this Department.
Conflicts of Interest.
You are obligated to act in the best interest of CKE when you are in a position to be influenced
by personal gain or benefit for yourself, a family member, or both. It is very important to avoid
any actual or apparent conflicts of interest in accordance with the policies below. Any time a
conflict occurs or you are concerned one will occur, you should immediately discuss the matter
with your supervisor and/or the Compliance Officer for guidance. The following paragraphs
describe CKEs policies on certain common conflicts.
(a)
Financial Interest. You must avoid financial conflicts of interest that are not approved
by a disinterested majority of the Audit Committee or by a majority of disinterested members of
the Board of Directors. The following two situations are common financial conflicts of interest:
Any ownership or similar interest (other than nominal amounts (1% or less) in publicly
traded companies) in a vendor, supplier, competitor or contractor by (i) you, (ii) an
immediate relative (that is, your child, stepchild, grandchild, parent, stepparent,
grandparent, spouse, sibling, mother-in-law, father-in-law, son-in-law, daughter-in-law,
brother-in-law, or sister-in-law (including adoptive relationships)), (iii) anyone (other
than domestic employees) who shares your home and (iv) those with whom you have a
close personal relationship.
Borrowing or being financially indebted to a competitor or supplier of goods and services

to CKE, other than conventional loans from lending institutions or typical consumer debt
generally available to non-CKE employees. CKE will not extend or maintain credit,
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43
arrange for the extension of credit, or renew an extension of credit, in the form of a
personal loan, to or for any director or executive officer.
You must not accept any gift of value which might indicate in any manner an intent to
influence normal business relationships with vendors, suppliers, contractors, customers or
competitors. As a guideline, a gift of value is defined as a non-cash gift exceeding
$100.00 in value. A gift of value in excess of $100.00 may only be accepted if it falls
under item (d)(i) above or is otherwise pre-approved by the Compliance Officer as being
appropriate given the overall circumstances. A gift of value may be in the form of
services, valuable privileges, vacations or pleasure trips, loans (other than conventional
loans from lending institutions or typical consumer debt generally available to non-CKE
employees), and excessive entertainment.
Under no circumstances are you to accept a gift of cash or other form of money.
(b)
Arms-Length Transactions with Vendors and Suppliers. Transactions with vendors
and suppliers must be carried out on an arms-length basis. This means conditions should exist
for competitive, willing buyer and willing seller transactions. Decisions should be made on the
basis of quality, price, availability and service. All vendors and suppliers should be dealt with
fairly, honestly and openly. This policy extends to all services provided to CKE as well as goods
used by CKE. In addition, if the representative for the vendor or supplier is a former CKE
employee, family member or close personal friend, you should disclose this information to your
supervisor.
(c)
Personal Use of Suppliers, Contractors and Professional Service Providers. You must
avoid the receipt of any personal benefit from a supplier, contractor, or professional service
provider to the Company arising from your employment by, or position with, CKE. Therefore,
you must be especially careful when personally using the services or purchasing the goods of a
person or entity that does or seeks to do business with CKE. To avoid the appearance of a
conflict of interest, fair value must be paid for those services or goods. Fair value refers to the
price that would generally be charged to the public for those goods or services. If the goods or
services have a fair value in excess of U.S. $5,000, you must obtain the written consent of the
Compliance Officer prior to your purchase of the goods or use of the services. You do not need
to obtain prior approval of (i) goods or services that are offered to the general public based on a
published rate schedule, such as airline flights, or (ii) goods or services that are made available to
CKE employees through a program organized by CKE for the benefit of its employees.
(d)
Gifts/Gratuities/Travel/Entertainment.
(i)
It is recognized that vendors and suppliers will, from time to time as part of their
marketing and business activities, provide (1) certain opportunities such as trips or outings with a
representative of the supplier or vendor, at the expense of the supplier or vendor, (2) tickets to
athletic, artistic or other similar events, (3) holiday gifts in celebration of the holiday, and (4)
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meals and other customary entertainment expenses where a representative of the vendor or
supplier is present. The foregoing may be accepted by an employee as long as doing so does not
result in any violation of item (b) above.
(ii)
It is generally prohibited to solicit or accept any loans, gifts, gratuities or trips, other
than as provided in item (d)(i) above, from a supplier or vendor. In furtherance of this
prohibition:
(iii)
Regarding the giving of gifts of value, see U.S. and Foreign Anti-Corruption Laws;
Commercial Hospitality and Gifts below.
(e)
Company Sponsored Events. There may be occasions where CKE, as a company,
solicits certain items from other persons or organizations in support of special companysponsored events. In these circumstances, solicitations may only be made in furtherance of the
event and for no other reason. All solicitations must be coordinated with the person or persons
designated by senior management to be responsible for coordinating the special events.
(f)
Outside Activities. A conflict of interest may exist if outside activities (for example,
moonlighting work, community service, or charitable activity) prevents you from giving the
necessary time and effort to your job. A conflict of interest may also exist if an immediate
relative is employed by a vendor, supplier, competitor, or contractor. Special care must be taken
to respect the loyalty and confidentiality you both owe to your respective employers. To avoid
appearance of conflict, any such activity or relationship must be disclosed to the Audit
Committee and approved by a disinterested majority of the Audit Committee or a majority of the
disinterested members of the Board of Directors.
Examples of moonlighting would be a cook at one of CKEs restaurants who owns a janitorial
service company providing cleaning services to the restaurant or a restaurant manager who
provides consultant services to the restaurant industry.
(g)
Competition with CKE. You may not compete with CKE in (i) any business or
activity in which CKE is engaged or in (ii) purchasing, selling or leasing property. You must
disclose to the Audit Committee a substantial financial interest that you or any member of your
family has in any person or organization that competes with CKE.
Diversion of Corporate Opportunity.

As an employee of the Company, you have an obligation to put the interests of the Company
ahead of your personal interests. You may not take personal advantage of opportunities that are
presented to you or discovered by you as a result of your position with CKE or through use of
CKE property or information, unless authorized by a disinterested majority of the Audit
Committee or by a majority of disinterested directors. You cannot use your position with CKE or
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CKE property or information for improper personal gain. You should not take for yourself, or
divert to another person or company, a business or financial opportunity which you know, or
could reasonably anticipate, CKE would have an interest in pursuing unless doing so is approved
by a disinterested majority of the Audit Committee or by a majority of disinterested directors.
Company Confidentiality.
(a)
Confidential and Proprietary Information. As an employee of the Company, you may,
from time to time, have access to information that is not publicly disclosed. You have a duty to
safeguard this information as follows:
CKE Information. You must not disclose any CKE confidential or proprietary
information or trade secrets to persons outside of CKE, except as specifically authorized
by management pursuant to established policies and procedures. This confidential or
proprietary information includes non-public business, financial, personnel or
technological information, plans, data, pricing and sales information, food and beverage
processes, recipes and the like, and other processes or systems related to any portion of
CKEs business operations that you have learned, generated or acquired during your
employment with CKE. This prohibition extends indefinitely beyond your employment
with CKE. The use of any CKE confidential or proprietary information or trade secrets
for personal benefit is prohibited.
Other Companies Information. You must not solicit, receive or use any confidential or
proprietary information or trade secrets belonging or relating to any supplier, vendor,
competitor, contractor, consultant, former employer or other person or entity, except as
may be lawfully received from the owner or an authorized third party. Any such
information or trade secrets lawfully received must be treated the same as CKE
Information.
(b)
Procedures for Confidential and Proprietary Information. Any receipt or disclosure of
confidential or proprietary information should only occur with, and under the supervision of, a
person authorized to approve such receipt or disclosure. If you have any questions, they should
be addressed to the legal department.
Insider Trading.
Directors, officers, and employees who have access to confidential information relating to the
Company are not permitted to use or share that information for purposes of trading in securities,
including trading in the stock of another publicly listed company, or for any other purpose except
the conduct of the Companys business. All non-public information about the Company should
be considered confidential information. To use non-public information for personal financial
benefit or to tip others who might make an investment decision on the basis of this information
is not only unethical and against Company policy but it is also illegal. Directors, officers, and
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employees also should comply with insider trading policies and procedures adopted by the
Company. If a question arises, the director, officer, or employee should consult with the
Companys Compliance Officer. For more information, please refer to the Company policy
entitled CKE Inc. Insider Trading and Tipping Policy.
Fair Dealing.
(a)
Franchisee Relationships. CKE was built by helping franchisees achieve prosperity in
a positive business relationship with CKE. CKE did this by treating them with fairness and
honesty, through good times and difficult times. Treating its franchisees right continues to be a
key to CKEs success, and is the responsibility of all employees.
(b)
Supplier Relationships. As the owner of the first Carls Jr. restaurant, Carl Karcher
knew the importance of building strong relationships with suppliers. CKE still does. CKE treats
its suppliers honestly and fairly.
(c)
Sharing Information. CKEs suppliers and franchisees entrust CKE with confidential
information, which CKE may not disclose without their written permission. CKE will not, and
CKE expects that you will not, use any illegal methods to gather information about other
companies. CKE respects the proprietary rights of others, including patents, copyrights and
trademarks. Stealing trade secret information, or persuading past or present employees of other
companies to disclose trade secrets, is prohibited. CKE will protect employee information and
restrict it solely to those with a need to know for legitimate business purposes.
(d)
Competitor Relationships. CKE respects the rights of competitors, and CKE will act
fairly toward them in the marketplace. You are expected to also respect the rights of competitors,
and to act fairly toward them in the marketplace. You should strive for competitive advantages
through superior research, marketing, execution, quality and service; never through unethical or
questionable business practices. CKE does not, and expects that you will not, engage in unfair or
illegal trade practices.
Antitrust Laws Open Competition.

U.S. antitrust laws exist to promote fair and open competition. In general, certain conduct,
including discussions, agreements or informal understandings between CKE and any actual or
potential competitor or supplier, may constitute an antitrust violation if it is likely to reduce or
restrict competition. There are similar laws in other countries in which CKE operates, and these
guidelines apply worldwide.
You may NOT agree with any actual or potential competitors or suppliers to:
fix prices on merchandise or services to be bought or sold by CKE,
fix other terms or conditions of sale, such as discounts or promotions,
divide or allocate customers, markets, or territories of competing products, services or

suppliers,
boycott goods or services, or
not compete.
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You should not discuss these topics with competitors or suppliers. If they raise these topics with
you, you should end the discussion and contact the General Counsel. Trade associations are a
valuable forum for discussing trends in the industry. Since participation in these associations
often involves meetings and discussions with competitors, you must be careful to avoid any
conduct at trade association meetings that may be, or appears to be, a violation of antitrust laws.
Under no circumstance does the prohibited conduct described above become legal because it
occurs through your participation in a trade association meeting.
Company Property.
(a)
Books and Records. Federal and state laws require, and it is CKEs policy, that CKEs
business records (including time sheets, expense reports, invoices, supporting documentation,
email, accounting and financial data, electronic data files, and benefit plan information) be
prepared accurately, reliably, and in a timely manner. It is very important that no employee
create or participate in the creation of (or falsification or alteration of) any CKE records which
are intended to mislead anyone or conceal anything improper.
Company books and records should be maintained in confidence, safeguarded from loss and
destruction, and subjected to internal control and audit procedures. You should always be honest
and straightforward when dealing with internal or outside auditors with respect to CKEs
transactions, records, accounts, and financial statements.
(b)
Improper Use of Company Assets. Company property may not be used for personal
benefit or other improper uses. No Company property (tangible or intangible) may be sold,
loaned, used, given away or disposed of without written authorization from the department head
with budgetary responsibility for the property. Unauthorized copying of software, tapes, books
and other documents, which are legally protected, is prohibited. In cases where the department
head initiates the transaction, authorization should come from his or her immediate supervisor.
Company property must be safeguarded from loss, damage or theft. Abusing, destroying,
damaging or defacing company property, tools, equipment or property of others is prohibited.
(c)
Information Technology Assets. As a CKE director or employee you must:
protect computer hardware from loss, theft or damage;
protect computer software and company data against unauthorized access;
reduce risk of computer viruses;
comply with federal and state copyright laws, which provide copyright owners with
exclusive rights against misuse of their proprietary programs, files, and databases,
including making copies of software for non-back up purposes, violations can result in
civil and criminal penalties for CKE and the employee;
limit personal use of company computer hardware and software; and
Responsibly use the company-wide electronic mail system.
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Abuse of these guidelines is prohibited and an employee may be subjected to disciplinary action.
PLEASE NOTE, all data and communications transmitted to, received by, or contained in the
Companys electronic or telephonic systems or by written media are Company property, and you
should have no expectation of privacy with respect thereto. To the extent permitted by law, the
Company has the ability, and reserves the right, to monitor all electronic and telephonic
communications.
(d)
Company Funds. You are responsible for company funds under your control. Funds
should be spent for valid business purposes only at prices representing the best value to CKE.
Approval of payment should occur only if these two criteria are met. Specific authority limits
are established within each department. Please discuss these limits with your department head to
ensure compliance.
Compliance with Laws.

You must obey all federal, state and local laws and regulations while conducting business on
behalf of CKE. Many examples of laws are referenced in this Code, but there are many other
laws which apply to CKE and each of us, including, for example, environmental laws, franchise
laws, liquor laws, employment laws, product safety laws, advertising laws, etc.
You should not knowingly enter into transactions that would violate any laws or regulations. If
you have a question as to the legal validity of an action, you should discuss the matter with the
Compliance Officer.
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Political Activity.
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CKE encourages all directors and employees to vote and be active in the political process. CKE
does not in any way restrict your right to participate personally in political activities or to use
personal funds for political purposes. Any personal political contributions will not be
reimbursed. If you choose to hold public office, either by election or appointment, you must take
into account the demands on your time and whether that or any other aspect of the office has any
potential for actual or apparent conflict of interest, and you must disclose your intent to pursue
such office in advance to your supervisor. Additionally, federal and many state laws restrict the
use of corporate funds, assets and time in connection with federal and state elections. Any use of
corporate facilities or other assets for the benefit of political candidates or parties must both be in
compliance with all applicable laws and approved in advance by the Compliance Officer.
U.S. and Foreign Anti-Corruption Laws; Commercial

Hospitality and Gifts.
(a)
Anti-Corruption Laws. CKE and the laws of most countries prohibit giving and/or
offering money or anything of value, directly or indirectly, to a local, state, federal or foreign
governmental official, agency, political party, party official or candidate under any circumstances
which appears that such items were offered or given to induce the recipient to give CKE
business, purchase CKEs products or otherwise benefit CKEs business. Included within these
laws is the Foreign Corrupt Practices Act, which is a U.S. law that prohibits this conduct as it
relates to doing business in a foreign country, even if such conduct is not illegal in such country.
(b)
Commercial Hospitality and Gifts. CKEs policy also prohibits the giving or offering
money or anything of value to an employee of a commercial enterprise, such as a customer or
competitor, to seek a benefit or an advantage for CKE. However, giving hospitality and gifts of
value of the nature described in item (d)(i) under Conflicts of Interest above is a common
business practice designed to build relationships among business associates. Accordingly, you
may give hospitality or a gift of this nature to customers, suppliers or vendors but only if the
hospitality or gift could not be viewed as an inducement to, or reward for, any particular business
decision. Any such hospitality or gift must be reasonable in value, appropriate to the
circumstances and related to a legitimate business purpose. However, under no circumstances
can you give a cash gift.
Financial Reporting and Disclosure.

It is essential to the accuracy of CKEs financial reporting that CKEs books and records
accurately and honestly reflect all transactions. The results of operations of CKE must be
recorded in accordance with legal requirements and generally accepted accounting principles.
All entries must be supported by proper documentation. Examples of CKE records include
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financial statements, travel and expense reports, purchase and sale documentation and internal
management reports.
You may not misrepresent or omit any transaction that would lead to an improperly recorded
asset, liability, revenue or expense. Further, you may not cause funds either to be disbursed from
or received in a location other than the proper tax jurisdiction.
You are expected to comply with CKEs internal reporting procedures so that CKEs public
disclosures may be made timely and in a full, fair and accurate manner. If you have any
questions regarding these procedures, please contact the Chief Financial Officer or the Chief
Accounting Officer.
You may not directly or indirectly mislead or fraudulently influence CKEs independent
accountants in the performance of their audit or review of CKEs financial statements.
The Chief Financial Officer and other employees working in the accounting and financial
department have a special responsibility to ensure that all of our financial disclosures are full,
fair, accurate, timely and understandable. These employees must understand and strictly comply
with generally accepted accounting principles and all standards, laws and reputations for
accounting and financial reporting of transactions, estimates and forecasts.
Public Communications Generally

The Company places a high value on its credibility and reputation in the community. What is
written or said about the Company in the news media and investment community directly
impacts the Companys reputation. It is the Companys policy to provide timely, accurate and
complete information in response to public requests, consistent with the Companys obligations
to maintain the confidentiality of competitive and proprietary information and to prevent
selective disclosure of market-sensitive financial data. To ensure compliance with this policy, all
news media or other public requests for information regarding the Company should be directed
to the Companys Chief Financial Officer.
Administration of the Code

This Code is administered by the Compliance Officer. All requests for interpretation of any
provision of this Code, and questions concerning this Code should be submitted in writing to the
Compliance Officer, unless stated otherwise in this Code. Responses, if necessary, will also be
made in writing. All disclosures required by this Code shall be made promptly and should be
made on the form of Disclosure Statement attached to this Code. This Disclosure Statement
should be submitted to the Compliance Officer and all members of the Audit Committee. All
references in this Code to disclosure to the Audit Committee shall mean written disclosure to all
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members of the Audit Committee or discussion at a meeting in which a majority of the members
of the Audit Committee are present.
From time to time, you will be required to review this Code and acknowledge in writing your
understanding and compliance with this Code.
At any time, the Board of Directors may supplement or amend this Code for a particular
department by issuing in writing more specific and/or stringent guidelines on any of the
standards or policies in this Code, and if you are a member of that department, you shall be
obligated to comply with those more specific and/or stringent guidelines.
Our Responsibilities
Each of us at CKE is responsible for conducting ourselves in a manner that upholds CKEs
standards and values. We are all accountable for our business conduct, must obey the laws which
apply to our business, and must live up to the standards and values expressed in this Code. Your
actions will be reviewed under this Code and applicable laws. If you do not act according to this
Code and applicable laws, you may be subject to disciplinary action including suspension,
reduction in salary, demotion, or termination. We at CKE cannot and will not compromise
compliance with this Code or applicable laws to meet financial plans or maximize profits.
In addition to company disciplinary actions, violations of many provisions of this Code are
against the law and may subject a violator and/or CKE to severe penalties, fines or other
consequences.
Employment Benefits
They offer competitive wages, including bonus eligibility, competitive health plans, vacation and
paid holidays; plus advancement opportunities and a unique work/life balance. We are an equal
opportunity employer.
CREW PERSON AND SHIFT LEADER BENEFITS*
After meeting minimum requirements you may be eligible for the following benefits:
o Holiday Pay
o Vacation Pay
o Paid Sick Time
o Comprehensive Medical/Dental/Vision Care Plans**
o Part-Time Medical Insurance Plans
o Education Reimbursement
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o Employee Meal Discount
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o On-The-Job Training for Promotion Opportunities

o Paycheck Direct Deposit/Pay Card
**Available for Shift Leader Position
GENERAL MANAGER BENEFITS*
After meeting minimum requirements you are eligible for the following benefits:
o Holiday Pay
o Paid Vacation
o Paid Sick Time
o Comprehensive Medical/Dental/Vision Care Plans
o Employee Meal Discount
o Educational Reimbursement
o Management Training Programs
o Paycheck Direct Deposit/Pay Card
o Life and AD&D Insurance
o Short and Long Term Disability Insurance
o Flexible Spending Accounts
o 401(k) Savings/Investment Plan
Recruitment process
In order to increase efficiency in hiring and retention and to ensure consistency and compliance
in the recruitment and selection process, it is recommended the following steps be followed (also
refer to Staff Recruitment and Selection Hiring Checklist). Details for each step include the
minimum recommended best practice to attract a talented and diverse applicant pool:
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Step 1: Identify Vacancy and Evaluate Need

Step 2: Develop Position Description
Step 3: Develop Recruitment Plan
Step 4: Select Search Committee
Step 5: Post Position and Implement Recruitment Plan
Step 6: Review Applicants and Develop Short List
Step 7: Conduct Interviews
Step 8: Select Hire
Step 9: Finalize Recruitment
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Affirmative Action, Equal Employment Opportunity and Diversity are not separate actions in the
recruitment and selection process. They are key variables which are woven into each step of the
process to support UCRs achievement of excellence.
Step 1: Identify Vacancy and Evaluate Need
Recruitments provide opportunities to departments to align staff skill sets to initiatives and goals,
and for departmental and individual growth. Proper planning and evaluation of the need will lead
to hiring the right person for the role and team.
Newly Created Position
When it is determined a new position is needed, it is important to:
Understand and take into consideration strategic goals for the University and/or
department. Are there any upcoming changes that may impact this role?
Conduct a quick analysis of UC Core Competencies. Are there any gaps? What core skills
are missing from the department? Evaluate the core skills required now and those which
may be needed in the future.
Conduct a Job Analysis if this position will be new to your department. This will also
help to identify gaps.
Replacement
When attrition occurs, replacing the role is typically the logical step to take. Before obtaining
approval to advertise the position, consider the following:
As with a newly created position, it may be helpful to conduct a Job Analysis in order to
tailor the position to what is currently required and to ensure proper classification. Your
HR Classification Analyst can assist in reviewing and completing.
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Review the role and decide if there are any changes required as certain tasks and
responsibilities performed by the previous person may not or should not be performed by
the new person
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Carefully evaluate any changes needed for the following:
Level required performing these tasks; considering the appropriate classification level. Be
aware that changes in the classification of positions from represented to nonrepresented
will require union notice and agreement
Tasks carried out by the previous employee
Tasks to be removed or added if any of the work will be transferred within department
Supervisory or lead responsibility
Budget responsibility (if any)
Work hours
Is there still a requirement for this role at all?
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Step 2: Develop Position Description
A position description is the core of a successful recruitment process. It is used to develop
interview questions, interview evaluations and reference check questions. A well-written position
description:
Provides a first impression of the campus to the candidate
Clearly articulates responsibilities and qualifications to attract the best suited candidates
Provides an opportunity to clearly articulate the value proposition for the role
Serves as documentation to help prevent, or defend against, discrimination complaints by

providing written evidence that employment decisions were based on rational business
needs
Improves retention as turnover is highest with newly hired employees. Employees tend to
be dissatisfied when they are performing duties they were not originally hired to perform.
Optimizes search engine results by ensuring job postings rank high in candidate search
results when searching on-line
Determines FLSA classification and is used to map to the appropriate Payroll Title
Identifies tasks, work flow and accountability, enabling the department to plan how it will
operate and grow
Assists in establishing performance objectives
Is used for career planning and training by providing clear distinctions between levels of
responsibilities and competencies required
Is used as a benchmark to assist in ensuring internal and external equity
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Identify Duties and Responsibilities

Prior to developing the job description the hiring manager should identify the following:
1. General Information
2. Position Purpose
3. Essential Functions
4. Minimum Requirements
5. Preferred Qualifications
1. General Information
Basic position and pay information will need to be determined to assist with the development of
the job description and job classification and for entering into the ATS. This information will be
different for each position being recruited:
Payroll Title The Payroll title and associated title code determines the, FLSA status,
Personnel Program Code and Description, and the Bargaining Unit Code and Description
fields in the ATS.
Pay Grade/Step
Working Title Market titles should be recognizable and common to various industries
as most job seekers search for commonly referred to market titles when conducting online job searches
Department Name
Department Head
Supervisor Name
Title Codes and Full-Time Equivalent numbers of employees supervised
Special Requirements and Conditions:
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o Specific requirements job seekers must possess or complete in order to be hired

(e.g. background check, valid drivers license, etc.)
o Bona Fide Occupational Qualifications (BFOQs)which are in compliance with
UCRs applicable policies (e.g. physical or mental requirements)
o Contact Staff Employment for assistance with special requirements and conditions
2. Position Purpose
Describes the departments functions, the units functions, and/or the organizational units
functions. The statement should summarize the positions essential functions and its role in
relation to supporting, administering, or managing the activities of the department, unit, or
organizational unit.
Posted Position Purpose The posted Position Purpose will be searchable and viewable by job
seekers on UCRs job board and other posting sites. Therefore it is important to ensure it:
Includes a description of the role and its relation to the department, organization and
University
Includes the estimated duration (i.e. Limited 6-9 months or Contract 2.5 years) for nonCareer positions
Lists the number of openings when there is more than one position being recruited
Describes any pre-employment assessments if applicable.
Is optimized for search engines. Candidates conduct job searches by entering key words
or phrases into search engines.
Most candidates utilize job aggregators such as Google and Indeed versus searching
individual company job posts.
To ensure your position reaches the top of candidate search results, include key words
such as career, job, skills and title of the position in the beginning of the posted
position description (first 150 words).
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Attracting a Talented Diverse Applicant Pool:
Once you have identified the position purpose, essential functions and qualifications, you
will want to go back and review the description. Is it written to attract an individual who
is a top performer? Does it describe the inclusive culture of your organization?
Marketing the job to a diverse audience is just as important as accurately describing the
role. For more information and tips visit the Best Practices for Attracting a Diverse
Workforce webpage.
3. Essential Job Functions

Essential job functions describe the duties and responsibilities of a position. A job function is
considered essential when the performance of the function is the purpose for the position.
Typically, an essential function occupies a significant amount of time of the employees time and
requires specialized skills to perform. By accurately describing the essential functions of the job,
job seekers will have a clear understanding of the role and your expectations for performing
them.
When developing essential functions for the position the following should be noted:
Functions of the job which are critical for the position are arranged by importance and
percentage of time spent
Complexity level and authority for the role should be described to help attract the
appropriate level of qualified candidates
Essential tasks listed should be inter-related to the accomplishment of the essential
function.
e.g., The essential function of event planning is composed of several independent tasks
including scheduling and securing the venue; interviewing vendors and executing
contracts for service; arranging for food delivery; supervising event workers and ensuring
4. Minimum Requirements
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clean up. Therefore, the various tasks required to successfully accomplish the essential
function should be identified and described.
The minimum requirements or basic qualifications are those qualifications or criteria which
was established in advance and advertised to potential applicants:
Must be relevant and relate to the duties and responsibilities of the job (e.g., should not
list driving requirement if not part of responsibilities or duties of the job).
Soft skills can be required qualifications (e.g., communication/collaboration) and will:

o Vary among applicants
o Not be absolutely ascertained in resume
o Be evaluated in interview
Can be position/department specific (e.g. valid drivers license)
Can be assessed by reviewing the resume
Must be objective, non-comparative and business related:

o Objective
Correct: Bachelors degree in Business Administration
Incorrect: A business degree from a good school
o Noncomparative
Correct: 5 to 7 years of experience designing computer software programs
Incorrect: Must be one of the top five among the applicants in years of
experience
o Business Related
Correct: 5+ years of experience in accounting
Humanity
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Incorrect: Must have experience with volunteering for Habitat for

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The minimum requirements should support the accomplishment of the essential function.
For example, the essential function of event planning could require:
o Organizational skills (to ensure all details are cared for)
o Communication skills (to interact with vendors and guests)
o Prior event planning experience
Listing too many skills as requirements significantly limits your applicant pool and selection. It
is recommended no more than 3-5 hard job skills (e.g., Bachelors degree, 5 years accounting
experience, experience in accessing and retrieving data from financial systems using PC based
tools and other technical job skills) in addition to the soft skills be listed depending upon the
level of the position.
5. Preferred Qualifications
Preferred qualifications are skills and experience preferred in addition to basic qualifications and
can be used to narrow down the pool of applicants. These preferred skills, knowledge, abilities
and competencies can describe a more proficient level at which the essential functions can be
performed such as:
Prior experience with corporate/institutional event planning (prior experience in a related

area can be preferred) and knowledge of applicable UC policies and procedures (prior
experience within the UC system can be preferred).
UCR experience, certifications and/or advanced degree are additional
Applicants who meet some or all preferred qualifications (e.g., UC experience) tend to have
shorter assimilation time, reach full job competence faster and are able to take on advanced
responsibilities sooner.
Career Ladder Recruitments

When the scope of the position and the department needs allow for varying levels of skills and
experience, a position may be advertised with multiple job titles at different levels within a single
class series. Refer to UCR Local Procedure 20: Recruitment for more information.
Step 3: Develop Recruitment Plan
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Each position requires a documented Recruitment Plan which is approved by the organizational
unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the
best qualified candidate and helps to ensure an applicant pool which includes women and
underrepresented groups including veterans and individuals with disabilities.
In addition to the positions placement goals the plan contains advertising channels to be used to
achieve those goals. The recruitment plan is typically developed by the hiring manager in
conjunction with the Departmental HR Coordinator. Placement goals identified are displayed on
the position requisition in the ATS.
Recruitment plan elements:
A. Posting Period
B. Placement Goals
C. Additional Advertising Resources
D. Diversity Agencies
E. Resume Banks
Contact your department HR Coordinator for a Sample Recruitment Plan
A. Posting Period
Minimum posting requirements are as follows:

o Professional Support Staff (PSS) 10 business days from date posted beginning
the next business day
o Management/Senior Professional (MSP) 15 business days from date posted
beginning the next business day
Open until filled is an option for both PSS and MSP positions which allows the posting
to remain open and viewable on the career site until filled. This option is recommended
for all recruitments.
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Continuous Recruitment To be used only for on-going recruitment such as lab

assistants, custodial support, etc.
B. Placement Goals
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Placement goals are required for each recruitment
Review your Placement Goals and develop a recruitment plan which will assist in
reaching those goals
o To ensure the most current placement goals are identified for the department and
unit, you may contact the office of Faculty and Staff Affirmative Action.
Placement Goals should include outreach efforts to veterans and individuals with
disabilities
C. Additional Advertising Resources

A variety of recruiting sources (both internally and externally) should be utilized to attract
candidates who reflect the diversity UCR values in its workforce. Every effort should be made to
conduct a thorough search by advertising widely before filling a position.
Any advertising related to employment at UCR and/or recruitment (job) advertising should
include this statement in the body of the advertisement:
UCR is an Equal Opportunity and Affirmative Action Employer with a strong institutional
commitment to the achievement of excellence and diversity among its faculty and staff.
This contractor and subcontractor shall abide by the requirements of 41 CFR 60-300.5(a). This
regulation prohibits discrimination against qualified protected veterans, and requires affirmative
action by covered prime contractors and subcontractors to employ and advance in employment
qualified protected veterans.
job evaluation process

How are jobs evaluated?
The job evaluation process established the relative value of jobs throughout the university.
There are two steps involved in this process:
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1. Job Analysis and Job Description - Using a "job profile," the content of each job is
analyzed to identify key duties, responsibilities, and qualification necessary to perform
the job. Written job descriptions are then prepared to contain this information.
2. Job Evaluation - A computer assisted job evaluation plan, measuring 17 dimensions
of nonexempt work and 28 dimensions ofexempt work, is used to evaluate the relative
worth of staff positions. This evaluation process focuses on valuing the content of each
position in terms of a series of well defined compensable factors.
The factors for clerical, service, technical, and administrative support positions include:
a. Knowledge: Minimum required level of specialized training, education, and
previous related work experience.
b. Skill: The manual and physical skills required to perform the duties of the
position.
c. Work Complexity: The degree and amount of judgment, initiative and ingenuity
involved in accomplishing work.
d. Contact with Others: The extent to which the work entails dealing with others
in the course of one's regular duties, including the frequency and nature of
contacts and the likely results of such contacts.
e. Property Protection and Use: The extent to which the position has
responsibility for university property, including funds, vehicles and confidential
information.
f. Work Leadership: The responsibility for directing, instructing and training
personnel; and for planning controlling and assigning work.
g. Working Environment: The physical conditions encountered during a typical
work day. Conditions such as heat, cold, dirt, fumes, hazards, etc. are considered.
h. Student Relations: The responsibility for dealing with students, including the
nature and frequency of contacts.
The factors for professional, administrative, and managerial positions include responsibility
for:
i. Programs, Projects or Operations: The level in the organization, scope of
activities performed, parameters of authority, complexity or nature of
responsibilities, and the minimum credentials required to perform the job upon
hire.
j. Supervision: The number and variety of employees supervised.
k. Employee Relations: Promoting and maintaining satisfactory human relations,
morale and effectiveness or subordinates.
l. External Contacts: Personally dealing with individuals or organizations outside
the university.
m. Internal Contacts: Personally dealing with individuals within the university, but
outside the direct line of authority of the position, to coordinate activities and
task accomplishment.
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63
n. Investigation or Fact Finding: Activities undertaken to identify facts, and

develop ideas, designs or processes.
o. Scheduling, Planning and Forecasting: The complexity, variety and nature of
the activities involved in determining and carrying out plans and reports.
p. Establishing Objectives, Policies, Standards, Procedures, and Practices: The
degree of authority to establish standards, and the scope, nature and complexity
or these standards.
q. Effects of Decisions: Making decisions and commitments which impact the
university's resources.
r. Student Relations: Personally dealing with students from routine exchanges of
information to more complex activities such as counseling.
At the conclusion of the job evaluation process, the compensable factors are weighted. A
numerical total is then derived and each position is assigned a salary grade which has a salary
range A salary range consists of a:
MINIMUM:
The lowest wage paid to a new employee with limited or no experience in

this specific position.
MIDPOINT:
The "market" (or average) wage paid to one who is fully qualified.
MAXIMUM:
The highest wage paid for jobs in the salary grade.
Each salary range has different jobs, e.g. Clerk and Grounds Worker, because they have the
same relative value as determined by job evaluation.
Salary ranges (link to lastest Salary Structures for Staff) intentionally overlap from one grade
to another. Fully qualified incumbents in a lower salary grade may be at the high end of their
salary range, while the salary of a less experienced employee in a higher salary grade may be
near the minimum of the range. It is thus possible that the salary of an experienced incumbent in
a lower rated position will be the same as or more than the salary of an inexperienced incumbent
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64
in a higher rates position.
B. How do we establish competitive salaries?

Salary surveys are conducted annually and analyzed to establish and maintain competitive pay
levels with all the markets in which the university competes and recruits, as summarized in the
following exhibit.
SURVEY SOURCES
Employee Group
Market
Salary Surveys
A. Exempt
1. Department Head
and Above
National
Customized surveys with data form selected private

research universities
2. Below
Department Head
Regiona
l
Customized surveys with data from selected private

research universities
Local
Local surveys for service employees and salary data

from the College Placement Association
Local
Local surveys of selected manufacturing and service

employers (banks, insurance, health care, etc.)
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3. Entry Level
B. Nonexempt
All Jobs
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Specialized surveys as needed for specific jobs, e.g.

plumbers, radiation technicians, etc.
This market data is correlated with the job evaluation results and salary ranges are established.
These ranges are then periodically reviewed and adjusted to reflect changes in the marketplace.
C. How are salaries determined?
Starting salaries of new hires are normally placed within the first quartile of the salary range but
occasionally may go up to the range midpoint to accommodate special recruiting needs. Salary
progression in the range occurs over time, based on the salary budget and employee
performance.
Subsequent to employment, salaries normally change as a result of a promotion, an annual merit
increase or an adjustment to maintain equity.
The Marketing Plan
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The Marketing Strategies
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It takes a lot of time and effort to develop and maintain a marketing campaign that resonates with
your intended audience. As a strategic thinker, however, the development of a marketing
campaign takes even more consideration. After all, we're always searching for ways to gain the
oh-so important competitive edge.
There are times, though, when we all hit the proverbial wall. If you find yourself in that situation,
then you may want to check out these fifteen marketing strategies that will definitely spark your
creative energy.
1. Partner with allies.
Marketing partnerships have a number of benefits to push a marketing campaign. For starters,
when you collaborate with someone else, you tend to deliver better content. On top of that,
marketing partnerships are cheaper to create, see success more quickly, and expose your brand to
a new audience.
For example, prior to being acquired by eBay, Half.com worked the town of Halfway, Oregon, to
change its name to Half.com in exchange for stock, Internet access, and other giveaways. The
tactic gained a lot of attention for the textbook rental company.
2. Embrace user generated content.
According to a survey of 839 millennials, they spend "5.4 hours a day with content created by
their peers. This represents 30 percent of their total media time and is rivaled only by all
traditional media types combined (print, radio, and television, at 33 percent)." In the same
survey, "Millennials reported that UGC is 20 percent more influential on their purchase decisions
than other media."
You can achieve this by having customers share personal stories (Estee Lauder's
international breast cancer action campaign), exchange ideas (Salesforce's Idea Exchange), and
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by giving them the tools to make an ad for you (Nissan's VersaVid campaign that was shared on
3. Collaborate with influencers.
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Instagram and Vine) or through humor (Doritos Roulette bags).
Another way to gain a new audience and extend brand awareness is by collaborating with the top
influencers in your industry. Home improvement store Lowe's allowed "top designers and mom
bloggers to take over its Instagram account for a few days at a time." By allowing these
influencers to share inspirational content, Lowe's was able to tap into a new audience.
4. Help customers solve a problem.
As perfectly stated on HubSpot, "You're in business because you provide solutions." Some of the
ways you can help customers solve a problem is by: creating how-to-content; offering exclusives
that make their lives easier; listening/responding to them; or creating apps/tools.
You could also create a campaign like Orca Chevrolet did in Brazil. The company partnered with
a local tow company and rescued stranded drivers by arriving in the new Orca. Not only did
Chevy save the day, it also gave drivers a chance to test drive the car.
5. Let customers interact.
No matter the product or service you're offering, your customers want to interact with your
company, or at least other customers. AMC, for example, created an online tool that allowed you
to Mad Man Yourself. American Express connects small-business owners to each other and
helpful resources through its OPEN Forum.
6. Experiment with new channels and platforms.
Don't hesitate to try out new channels and platforms to promote your brand. As Clare
McDermott, editor of Chief Content Officer magazine and owner of SoloPortfolio, points out on
the Content Marketing Institute, the Four Seasons introduced the Pin.Pack.Go program on
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itinerary through a Pinterest board.

7. Take a bite out of Apple.
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Pinterest. This was an industry-first campaign that allowed guests to co-curate a customer travel
Apple deserves special mention mainly because it's a brand that has created an entire generation
of lifelong advocates. How did they accomplish this? Remember when the iPod was introduced?
Apple's now-iconic strategy involved empathy, focus, and impute when they used silhouettes of
people enjoying the iPod. It may not have been the best MP3 player, but it created brand
recognition that helped dominate the market.
8. Have some fun.
You probably never heard of Dollar Shave Club until the company released that humorous
YouTube video. The company continues to have its way with the shaving industry. Taco
Bell and Old Spice are other examples of companies who are having fun with their marketing
campaigns. Even campaigns you wouldn't expect are getting in on the action.
Caterpillar launched its "Built for It"campaign by having five Cat construction machines playing
a giant game of Jenga.
9. Get employees involved.
Let employees be your biggest champions and brand advocates. That's what happened with
Caterpillar'sBuilt for Itcampaign. The videos tapped into the allegiance of the brand, which
motivated them to share the videos with friends and family.
10. Be a little weird.
You don't always have to play it safe. Sometimes you want to think out of the box and get a little
weird. For example, to help launch the new radio station FM 96.3 in Glasgow, Scotland, the
station placed empty guitar racks throughout the city. The hook? Each rack had a sign that read:
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a little air guitar when listening to the radio?
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"Free Air Guitar. Take One." It was unique and matched the brand perfectly -- who hasn't played
11. Don't forget about existing customers.

I know it is important to obtain new customers if you want your business to grow. But don't
forget about the customers you already have. As Belle Beth Cooper notes on the Buffer Blog,
you could use the "upside-down funnel" approach. This could include making customers feel like
they're part of an exclusive club, giving them something extra, and making them feel like VIPs.
12. Use big data to target customers.
Big data is now helping retailerstarget specific customers. Red Roof Inn uses cancelled flight
information to send messages to stranded travelers. A pizza chain uses data to send out coupons
to customers who are experiencing bad weather or power outages. In short, big data can be used
to predict purchasing trends. With this information, you can get in touch with consumers before
they search for your products or services.
13. Venture into the concrete jungle.
You can still do a little offline marketing to create a buzz surrounding your product or service.
For example, you could hire an artist to paint a mural (with permission, of course). You could
also go the route ofCiti Bike. Having bicyclists riding around with your logo or name is a clever
way to grab attention. Another great example was when the Copenhagen Zoo shrink-wrapped
city buses so that it appeared that they were squeezed by a giant boa constrictor.
14. Tap into nostalgia.
Entrepreneur shared an interesting discovery from the Journal of Consumer Research. The study
found "that people who were asked to think about the past were willing to pay more for products
than those who were asked to think about new or future memories; another experiment showed
an increased willingness to give more money to others after recalling a nostalgic event. " Maybe
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that take Millennials back to the 90s.

15. Tell a cross-media story.
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that's why brands like Coca-Cola, Calvin Klein, and Internet Explorer have launched campaigns
Storytelling is one of the most effective methods in marketing. But how do you modernize it?
Axe's "Susan Glenn "is a perfect example of a modern story that was shared across various
media platforms. If you don't recall, Axe tapped into the memories of the girl who got away.
Instead of just repacking the content, the story was told differently on different channels. There
was also a 60-second film, interactive billboard at Times Square, and unbranded memes.
Final thoughts.
Hitting the wall with your marketing efforts can stall your business and raise frustration levels.
You need to be thinking strategically in everything you do and building a strategic culture with
your business
Market Segmentation
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Home Marketing management articles 4 types of Market segmentation and how to

segment with them?
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4 types of Market segmentation and how to segment with them?
Market segmentation is one of the oldest marketing trick in the books. With the customer
population and preferences becoming more wider, and the competitive options becoming more
available, market segmentation has become critical in any business or marketing plan. In fact,
people launch products keeping the market segmentation in mind.
There are three ways to classify what the customer wants. It is known as needs, wants and
demands. However, to decide the needs, wants and demands, you need to carry out segmentation
first. And in segmentation, the first step is to define your target audience. Who would want your
product and whether it falls in the needs segment, the wants segment or the demands segment.
Once you decide the product you are going to make, then you decide on the market
segmentation.
There are 4 different types of market segmentation and all of them vary in their implementation
in the real world. Let us discuss each of them in detail.
Demographic segmentation Demographic segmentation is one of the simplest and most
widest type of market segmentation used. Most companies use it to get the right population in
using their products. Segmentation generally divides a population based on variables. Thus
demographic segmentation too has its own variables such as Age, gender, family size, income,
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segmentation.
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occupation, religion, race and nationality. To read more, click on this link for demographic
Demographic segmentation can be seen applied in the automobile market. The automobile
market has different price brackets in which automobiles are manufactured. For example
Maruti has the low price bracket and therefore manufactures people driven cars. Audi and BMW
have the high price bracket so it targets high end buyers. Thus in this case, the segmentation is
being done on the basis of earnings which is a part of demography. Similarly, Age, life cycle
stages, gender, income etc can be used for demographic type of market segmentation.
Behavioral segmentation This type of market segmentation divides the population on the
basis of their behavior, usage and decision making pattern. For example young people will
always prefer Dove as a soap, whereas sports enthusiast will use Lifebuoy. This is an example of
behavior based segmentation. Based on the behavior of an individual, the product is marketed.
This type of market segmentation is in boom especially in the smart phone market. For example
Blackberry was launched for users who were business people, Samsung was launched for
users who like android and like various applications for a free price, and Apple was launched for
the premium customers who want to be a part of a unique and popular niche.
Another example of behavioral segmentation is marketing during festivals. Say on christmas, the
buying patterns will be completely different as compared to buying patterns on normal days.
Thus, the usage segmentation is also a type of behavioral segmentation. To read more in depth
about behavioral segmentation, do read this article.
Related Internal marketing
Psychographic segmentation Psychographic segmentation is one which uses peoples

lifestyle, their activities, interests as well as opinions to define a market segment. Psychographic
segmentation is quite similar to behavioral segmentation. But psychographic segmentation also
takes the psychological aspects of consumer buying behavior into accounts. These psychological
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toActivities, interests and opinions.
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aspects may be consumers lifestyle, his social standing as well as his AIO. Do refer more
Application of psychographic segmentation can be seen all across nowadays. For example
Zara markets itself on the basis of lifestyle, where customers who want the latest and differential
clothing can visit the Zara stores. Similarly Arrow markets itself to the premium office lifestyle
where probably your bosses and super bosses shop for the sharp clothing. Thus, this type of
segmentation is mainly based on lifestyle or AIO.
Geographic segmentation This type of market segmentation divides people on the basis of
geography. Your potential customers will have different needs based on the geography they are
located in. In the article on geographic segmentation, i have explained how people who are
located in non municipal areas might require a RO water purifier whereas those located in
municipal areas might need UV based purifiers. Thus, the need can vary on the basis of
geography.
Similarly in cold countries, the same company might be marketing for heaters wheresa in hot
countries, the same company might be targeting air conditioners. Thus, many companies use
geographic segmentation as a basis for market segmentation. This type of segmentation is the
easiest but it was actually used in the last decade where the industries were new and the reach
was less. Today, the reach is high but still geographic segmentation principles are used when you
are expanding the business in more local areas as well as international territories.
Costs
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76
The 4cs
hardess to help
out customers
Convenience
Clients
Global Research
Center & Continious
innovative
technology for
delivering upgrade
service
Target
Market
Export to many
countries but has
limitations
because core
product is related
to fast food
Communicatio
ns
Value client by
doing more then
just producing
yummy food
Clients
all ages are the clients of this yummy burger
Costs
In cost has considered their clients by establishing hardees Services company where they
solve different problems of their customers regarding their business.
Communication
People aspire. People create. People achieve.at hardees, value and cultivate these basic
human attributes. They underscore our fundamental belief that energy is opportunity and they
drive to continuously do more with its resources for the benefit of people around the world.
Convenience
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10 cities has it
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Hardees the largest single producer of burgers in the world: Roughly one out of every
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SWOT Analysis
78
a study undertaken by an organization to identify its internal strengths and weaknesses, as

well as its external opportunities and threats.
PESTEL Analysis
A PESTEL analysis is a framework or tool used by marketers to analyse and monitor the macroenvironmental (external marketing environment) factors that have an impact on an organisation.
The result of which is used to identify threats and weaknesses which is used in a
SWOT analysis.
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Political Factors:
The first thing to recognize is that political factors constitute an external constraint on a
business, which just means that the political factors that affect a business are often completely
out of the company's control
Economic Factors:
. Economic factors relate to changes such as costs and prices of goods, interest rates, wage rates,
exchange rates and the rate of inflation. These all affect the ability of businesses to generate
profits and need close monitoring.
Social Factors:
Social factors are things that affect lifestyle, such as religion, family or wealth. These can
change over time. Food developers need to be aware of these changes to make foods that meet
the needs of consumers.
Technological Factors:
In recent years has shown significant technological advancement which can be seen in successful
implementation of large scale projects before schedule. At the same time the global shift towards
cleaner and greener technology as well as alternatives fuels can be one of the reasons to ponder
upon for companies.
Environmental Factors:
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Environmental issues are the most curtail one for foodmanufacturing companies . Because of the
nature of business emission and pollution are inevitable and hence they are bound to get into
controversies. But has done well by taking steps in emission reduction and pollution control. It
has taken initiatives to reduce harmful lead content in its foods.
Legal Factors:
There has been lot of legal implication for the food companies regarding environmental
allegation around the globe. This trend is getting high as well. The first comprehensive
environmental legislation. Nevertheless it has taken a strong stance against pollution and
industrial wastes and all the companies must abide by it. Also most major international food
markets have different regulation of their own.
Michael Porters 5 Force Model:

Porters 5 force model is a standard analysis process to identify the external environment of a
company. We have analyzed the external environment of the oil and gas industry which focuses
hardees and the analysis revealed the following result
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Porters Five Forces Analysis of Hardees

Supplier Power:high
>hardees have supplier
concentration
>hardees have differentiation
of inputs
>Absence of substitute of
inputs
Threat of New Entrants: Low

>hardees have no cost advantage
of their customer
Rivalry
> hardees have no switching cost
Threat of Substitutes:
Very Low
> hardees have no
switching cost
> Price performance trade
of substitutes
> hardees have no expect relation

>Huge investments
Buyer Power: Low
> have brand identity
> have no price sensitivity
>Unavailability of substitute
Degree of rivalry: Medium

Threat of New Entrants: high
Threat of Substitutes: Very Low
Bargain Power of Supplier: high
Degree of Rivalry:
Medium
>Low exit barrier
>High industry growth
>Low product differences
>Brand identity
>Diversity of rivals
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THE 5 Ms OF MARKETING
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The operational plan
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83
Andrew F. Puzder is the CEO of CKE Restaurants, Inc. He earned a Juris Doctorate in
1978 from Washington University School of Law in St. Louis, Mo., where he served as
Senior Editor on the Law Review. From 1978 through 1991, Puzder was a commercial
trial lawyer in St. Louis at the law offices of famed St. Louis attorney Morris A. Shenker,
who he represented in various matters, from 1978 to 1984. In 1984 he moved to the Stolar
Partnership where he worked with another renowned St. Louis trial lawyer Charles A.
Seigel from 1984 to 1991. During this period of time, Puzder was involved in a number of
high-profile cases.
While practicing law in St. Louis, Puzder met Carl Karcher, the founder of the Carls Jr.
quick-service restaurant chain. Karcher was embroiled in serious financial difficulties and
asked Puzder to move to California as his personal attorney. In 1991, Puzder relocated to
Orange County, Calif. He is credited with resolving Karchers financial dilemma, allowing
Karcher to avoid bankruptcy and retain a significant ownership interest in the company he
founded, CKE Restaurants, Inc. (CKE).
Puzder principally resolved Karchers financial problems by putting together a transaction
with William P. Foley, the Chairman and CEO of Fidelity National Financial, Inc. In 1994,
Foley became Chairman and CEO of CKE and Karcher became Chairman Emeritus. In
1995, Puzder went on to become Executive Vice President and General Counsel for
Fidelity, managing one of the largest corporate legal departments in the country. He also
worked with Foley to create the Santa Barbara Restaurant Group, a conglomerate of
restaurant chains. Puzder served as the companys CEO.
In 1997, Puzder was also named Executive Vice President and General Counsel for CKE.
In 1997, CKE purchased Hardees Food Systems, Inc., which owned the Hardees quickservice restaurant brand. Hardees was a distressed brand and CKE was burdened by over
$700 million in debt following the acquisition. The company underperformed and its
market capitalization dropped to about $200,000. Faced with serious financial and
operational issues, CKRs Board of Directors named Puzder as president and CEO of
Hardees Food Systems in June 2000 and named him president and CEO of CKE
Restaurants, Inc. in September of that year. Puzder is credited with turning around both the
Hardees brand and CKE, allowing the company to survive become financially secure and
return to growth.
In July of 2010, the private equity firm Apollo Management took CKE private in a
transaction valued at $1 billion. Apollo retained CKEs management team including
Puzder, who remains as CEO. The Company currently owns or franchises over 3,250
restaurants in the United States and 26 foreign countries, generates $1.3 billion in annual
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revenue and, with its franchisees, employs more than 70,000 people in the U.S.
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In 2010, the International Foodservice Manufacturers Association awarded Puzder with

the Food Service Operator of the Year Silver Plate Award in recognition of outstanding
service and dedication to the foodservice industry. In 2009, Cleveland State University
named PuzderDistinguished Alumni of the Year. Also in 2009, Puzder was honored
as Coach Arts Man of the Year. Puzder earned the prestigious Golden Chain Award in
2008 from Nations Restaurant News, in honor of his outstanding accomplishments and
career achievements as a multi-unit foodservice executive. PR News and CommCore
Consulting named Puzder 2005 Spokesperson of the Year for his work in representing the
Carls Jr. and Hardees brands on television and radio. In 2011, he was appointed to serve
on the National Advisory Board of Washington University School of Law.
Puzder, who has been called a poster CEO for the regulatory reform effort, has been a
frequent lecturer at colleges and universities and a guest on business news programs
including Your World w/ Neil Cavuto, The OReilly Factor with Bill OReilly, Mad
Money with Jim Cramer, Fast Money, Power Lunch Lou Dobbs Tonight and
Squawk on the Street. He recently co-wrote the bookJob Creation: How It Really
Works and Why Government Doesnt Understand It. Puzder is a frequent author on
economic and legal issues in periodicals such as Human Events, Politico, and theOrange
County Register.
In 2011, Puzder received the honor of contributing to Believe in America, Mitt Romneys
Plan for Jobs and Economic Growth. He was an Economic Adviser is a spokesman for
the Romney Campaign for President. Puzder also served as a Delegate to the 2012
Republican National Convention and as the Chairman of the Platform Committees SubCommittee on the Economy, Job Creation and the Debt.
T HEOD OR E ABA JI A N , EXEC U TI VE VI C E

PR ESI D ENT AN D
C HI EF FI N AN C IA L OFFI C ER
Theodore Abajian was appointed executive vice president and chief financial
officer of CKE Restaurants, Inc. in April 2003. Mr. Abajian joined the Company
as chief administrative officer in March 2002, following the completion of the
acquisition of Santa Barbara Restaurant Group, Inc.
Prior to the merger, Abajian served as president and chief executive officer of
Santa Barbara Restaurant Group, Inc. beginning in November 2000 and as
executive vice president and chief financial officer from May 1998. From
January 2000 to October 2000, Abajian held the position of senior vice president
and chief financial officer for Checkers Drive-In Restaurants, Inc. Prior to
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joining Santa Barbara Restaurant Group, Inc., Abajian served as chief financial
officer of Star Buffet, Inc. since the companys formation in July 1997.
Abajian holds a bachelors degree in finance from the University of Oregon in
Eugene.
RI C HAR D BU XTON , EXEC U TI VE VI C E

PR ESI D EN T,
REA L ES TATE D EVELOP MEN T
Richard Buxton was appointed executive vice president of real estate
development of CKE Restaurants, Inc. in August of 2006. Buxton oversees real
estate development for franchise- and company-operated Carl's Jr., Hardee's and
La Salsa Fresh Mexican Grill restaurant locations.
Before joining CKE, Buxton represented World Savings Bank as senior vice
president of corporate development, where he oversaw the management and
expansion of the corporation's real estate assets. Prior to his service at World
Savings Bank, Buxton built his experience over 20 years as a member of the
McDonald's corporation in real estate and development. Before leaving
McDonald's, he had led restaurant development as director of the Pacific Sierra
region of the United States.
Buxton holds a bachelor's degree in real estate from Ohio State University.
JEFFR EY P. C HA S N EY, E XECU TI VE VI C E

PR ESI D EN T,
S TR ATE GI C PLAN N IN G AN D C HI EF
IN FOR MATI ON OF FIC ER
Having joined CKE Restaurants, Inc. as senior vice president and chief
information officer (CIO) in April 2000, Jeff Chasney was named executive vice
president, strategic planning and chief information officer in October 2003. He is
responsible for providing the Company with performance forecasting and
strategic direction for using technology and information to enhance corporate
profitability.
Before joining CKE Restaurants, Inc., Chasney was with Clark Refining and
Marketing for four years as vice president and chief information officer.
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Additionally, Chasney has more than 13 years experience in the foodservice

industry, having served as vice president and chief information officer at
VICORP Restaurants, Inc. and Long John Silvers, Inc.
Chasney received his bachelors degree in computer science and mathematics at
Wayne State University in Detroit.
JOHN J. D UN I ON , EXEC U TI VE VI C E
PR ESI D EN T,
SU PP LY C HAI N MA NA GEMEN T
John J. Dunion was named executive vice president, supply chain management
for CKE Restaurants, Inc. in July 2001.
Dunion joined the Company in 1996 as vice president, purchasing, and was
promoted to senior vice president, purchasing in 1998. Prior to assuming his
current position, Dunion served as executive vice president, chief administrative
officer.
Before joining CKE Restaurants, Inc., Dunion was with Unigate Restaurants,
Inc. where he served as director and then vice president of purchasing. He has
also held purchasing and technical management positions with Jack in the Box
restaurants and Taco Bell Corporation. A graduate of Pennsylvania State
University, Dunion holds a bachelors degree in biology.
ER I C WI LLI A MS , C HI EF OPER ATIN G

OFFI C ER
Eric Williams was named Chief Operating Officer in June 2015. He previously
served as executive vice president, operations for Carls Jr. from August 2011 to
June 2015. He started his career at Hardees as a crew member in 1983,
advancing through the ranks with management positions in both Company and
franchise operations and training. Williams helped develop and implement
Operation QSC and Six Dollar Service initiatives that were a key driver in
Hardees operations turnaround.
BR A D R. HA LEY, C HI EF MAR KETI N G

OFFI C ER
87
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Brad Haley was promoted to Chief Marketing Officer for CKE Restaurants, Inc.
in 2011. He joined CKE as executive vice president of marketing for Hardees in
2000 and added the responsibility for Carls Jr. marketing in January 2004.
Haley leads all facets of marketing for CKE including Carls Jr. and Hardees
brand positioning, advertising, product development, merchandising, sales
analysis, marketing research, publicity, pricing, digital marketing and
promotions. During his tenure at CKE, the brands have received numerous
awards for both product innovation and advertising.
Before joining CKE, Haleys experience included marketing stints in consumer
packaged goods and at other quick-service restaurant concepts. While at Jack in
the Box restaurants in the 1990s, Haley received the Brand Builder Award from
Brandweek magazine for his work to help orchestrate the chains turnaround,
following a devastating E. coli contaminated hamburger incident, with the
launch of the Jacks Back advertising campaign.
Haley received his bachelors degree in biology and masters degree in business
administration from Santa Clara University in Santa Clara, Calif.
E . MIC HA E L MUR PH Y, PR ES I D EN T AN D
C HI EF LEGA L OFFI C ER
E. Michael Murphy was appointed President and Chief Legal Officer of CKE
Restaurants, Inc. in January 2009. He previously served as Chief Administrative
Officer from 2006; and was named executive vice president, general counsel and
Secretary of the Company in July 2000. He still serves as Secretary of the
Company.
In his current position, Murphy leads the legal, human resources, payroll and
information technology departments, as well as oversees all franchising and
international endeavors for both the Carls Jr. and Hardees brands.
Mr. Murphy started with the Company in July 1998 when he was named senior
vice president and general counsel of Hardees. Prior to his association with the
Company, Mr. Murphy was a partner in the litigation department at The Stolar
Partnership, a law firm in St. Louis, Missouri. Murphy is currently a member of
the American Bar Association and the Missouri Bar Association.
He received his undergraduate degree from the University of Missouri and his
law degree from St. Louis University.
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88
N ED LYER LY, PR ES I D EN T, I N TER N ATI ON A L

Ned Lyerly was named President, International in June, 2014. As the companys
senior international executive, Lyerly leads the companys international division
and has been instrumental in its growth to 600+ restaurants in more than 30
countries.
Prior to his current role, Lyerly was the companys Executive Vice President of
International from June, 2012 to June, 2014. Previously he held the position of
Executive Vice President of Global Franchise Development where he oversaw
franchise development for the Carls Jr. and Hardees brands in the United States
and around the world. Over his 30 year career with CKE, Lyerly has held
positions in many functional disciplines including: Senior Vice President
International, Vice President International, Director - International Finance and
Marketing, Director - Domestic Finance (Hardees Food Systems, Inc.),
Manager of Financial Planning and Analysis (Imasco USA, Inc. / Hardees Food
Systems, Inc.).
Lyerly is a Certified Franchise Executive and currently serves as a member of
the International Franchise Associations International Leadership Council.
Lyerly received a Bachelor of Science Degree in Business Administration from
the University of North Carolina - Chapel Hill.
the financial plan The following steps make up the financial planning:
1. Establishing and defining the client-planner relationship - The financial planner
explains or documents the services to be provided and defines his or her responsibilities
along with the responsibilities of the client. The planner explains how he or she will be
paid and by whom. The planner and client should agree on how long the relationship will
last and on how decisions will be made.
89
2. Gathering client data and determining goals and expectations - The financial planner
Page
asks about the client's financial situation, personal and financial goals and attitude about
risk. The planner gathers all necessary documents at this stage before giving advice.
3. Analyzing and evaluating the client's financial status - The financial planner analyzes
client information to assess his or her current situation and determine what must be done
to achieve the client's goals. Depending on the services requested, this assessment could
include analyzing the client's assets, liabilities and cash flow, current insurance coverage,
investments or tax strategies.
4. Developing and presenting the financial planning recommendations and/or
alternatives - The financial planner offers financial planning recommendations that
address the client's goals, based on the information the client provided. The planner
reviews the recommendations with the client to allow the client to make informed
decisions. The planner listens to client concerns and revises recommendations as
appropriate.
5. Implementing the financial planning recommendations - The financial planner and
client agree on how recommendations will be carried out. The planner may carry out the
recommendations for the client or serve as a "coach, " coordinating the process with the
client and other professionals such as attorneys or stockbrokers.
6. Monitoring the financial planning recommendations - The client and financial planner
agree upon who will monitor the client's progress toward goals. If the planner is involved,
he or she should report to the client periodically to review the situation and adjust
recommendations as needed.
Financial statement
Income statement
Page
90
Financial overview
Page
Balance sheet
91
Current Ratio
Current Ratio = Current Assets
Current Liabilities
For 2013
973,839
2.01
483,491
Page
92
LIQUIDITY RATIOS
Quick Ratio
Quick Ratio = Current Assets less Inventory
Current Liabilities
973,839 145,195
483,491
For 2013
1.71
Asset Management Ratios

1. Inventory Turnover Ratio
Inventory Turnover = Sales
Inventories
2,785,602
19.19
145,195
2. Day Sales Outstanding (DSO)
DSO= Recievables
Annual Sales/365
=
265,994
2,785,602/365
= 34.85
3. Fixed assets turnover ratio
Fixed assets turnover = Sales
4.Total assets turnover Ratio

Total assets turnover = Sales
Total assests
= 2,785,602
3,225,024
= 0.86
Page
= 2,785,602
1,251,185
= 1.24
93
Net fixed Assets
Debt Management Ratios
Page
94
1. Total Debt to Total Asset ratio

Total Debt to Total Asset = Total Debt
Total Assets
= 970,974
3,225,024
= 0.3011 = 30.11
2. Times- Interest- Earned Ratio
Times- Interest- Earned = Earnings before interest and tax (EBIT)
Interest charges
= Not valid, Because Saudi Aramco follows Islamic Banking
Profitability ratios
1. Profit margin on sales ratio
profit margin on sales = net income
sales
= 556,861
2,785,602
= 0.1999 = 19.99%
2. Return on total Assets (ROA) Ratio
ROA = Net income
Total Assets
= 556,861
3,225,024
= 0.1727 = 17.27%
3. Basic Earning power (BEP) Ratio
95
Page
BEP = EBIT
Total assets
= 565,505
3,225,024
0.1753 = 17.53
4. Return on Comman Equity Ratio

Return on Comman Equity = Net income
Comman Equity
= 556,861
2,256,050
= 0.2471
Market Value Ratios

1. Pice Earnings (P/E) ratio
P/E = Price Per Share
Earnings per share
2.Cash flow per share (CFPS) ratio
CFPS = Price per share
Cash flow per share
3. Market book (M/B) ratio
M/B = Market price per share
Book value per share
Recommendations
it should emphasize on customer demand

should pay heed to dealers
Page
96
Conclusion
Hardees the best burger sellers should try to make new items to
attact customer.so that they spread more globally.
Data analysis
Qualitative analysis of the employee
Supplier Satisfaction
No matter how vertically integrated your company is, you will always have suppliers of one
kind, or another, and those relationships can positively or negatively impact the quality of your
final product, or service. One of Whole Foods' (Nasdaq:WFMI) seven core values is its
commitment to its suppliers. By creating a true partnership with the companies it buys from, it is
able to provide its customers with a fabulous shopping experience. It's not enough, however, to
have great customer service - the food has to match. Whole Foods tends to score high on this
front as well, and by doing so is able to maintain price points that are higher than in most regular
grocery stores, delivering greater profits.
Customer Satisfaction
The marketing profession has tried for years to quantify customer satisfaction in a way that lends
itself to clarifying a brand's equity, or worth. Annual studies like the American Customer
Satisfaction Index, Prophet's Reputation Management Index and Forrester Research's Customer
Experience Index are just three examples. For instance, the American Customer Satisfaction
Index has shown that the stock prices of companies ranking higher in the index tend to do better
97
than those lower down. In fact, between 1994 and 2007, companies ranking in the top 25% of the
Page
index created $420 billion in wealth for shareholders, versus $111 billion for those in the bottom
25% -in other words, companies that please their customers are shown to create four times the
wealth.
Most analysts would agree that market capitalization is greatly influenced by brand power. In a
study by marketing gurus David Aaker and Robert Jacobson, 34 companies examined between
1989 and 1992 and found that those with the largest increase in brand equity averaged stock
returns of 30% while the ones losing the most brand equity dropped 10% on average. If you're
not quite sold on the idea of customer satisfaction affecting stock prices, Forrester Research's
annual Customer Experience Index ranks the best and worst in customer service. Companies in
the top 10 routinely outperform the S&P 500. If the findings are altered slightly to
consider operating profits, the results are even more pronounced.
Satisfaction Guaranteed
Investors tend to spend most of their time worrying about quantitative analysis. Ratios like priceto-earnings and price-to-book get all the attention while numberless intangibles, like customer
satisfaction, are left to annual surveys that are quickly swept under the carpet, never to be seen
again
Analysis of the company

Quantitative analysis techniques:
* Open ended questions
* Closed ended questions
Page
98
Q.1 What is your Gender?
Females; 25%
Males
Females
Males ; 75%
Our
survey included 20 employees from which 15 were male
Q.2 What is your age?
11%
18-29yrs
30-39yrs
11%
40-55yrs
50%
29%
55+yrs
Page
99
Q.3 Which department do you work in?

Marketing
Sales
Human resource
Finance
12%
44%
24%
20%
100
Page
Q.4 What is your job classification?
32%; 32%
Managerial
36%; 36%
Accounting
Other
32%; 32%
101
Page
Q.5 How do you evaluate the teamwork within the company?
10%
Somewhat effective
Highly effective
90%
Survey feedback at hardees
102
Page
Well the feedback was great, we learned about business and the global distribution of hardees.
References
1.
"CKE Restaurants, Inc. Announces Preliminary, Unaudited Fourth Quarter and

Full Year Fiscal 2013 Results". Retrieved 4 September 2015.
2.
Jump up^ Canedy, Dana (1997-04-29). "CKE Restaurants, Parent of Carl's Jr.,
Buying Hardee's".The New York Times. ISSN 0362-4331. Retrieved 2016-04-11.
3.
Jump up^ Robert Kammerer and Candace Pearce, Images of America:

Greenville (Arcadia Publishing, 2001), p114
4.
Jump up^ "The Story of Hardees |". Our State Magazine. Retrieved 2016-04-11.
5.
Jump up^ "Rocky Mount, NC - First Hardee's Franchise".
6.
Jump up^ "Hardees founder Wilbur Hardee dead at 89 - Food Inc. MSNBC.com".
7.
Jump up^ "The Story of Hardees |". Our State Magazine. Retrieved 2016-04-11.
8.
Jump up^ Kieler, Ashlee. "How Carls Jr. & Hardees Became One Giant Burger
Chain With Two Names". Consumerist. Retrieved 2016-04-11.
9.
Jump up^ http://investor.ckr.com/press-release/carls-jr/carls-jr-and-hardees-goall-national-all-natural-burgers
10.
Jump up^ http://investor.ckr.com/press-release/hardees/cke-restaurants-holdingsinc-announces-opening-300th-restaurant-middle-east
11.
Jump up^ http://ttabvue.uspto.gov/ttabvue/ttabvue-92046880-CAN-32.pdf
12.
Jump up^ "Carl's Jr. set to launch in Ontario". Canadian Restaurant News.
13.
Jump up^ Racy Super Bowl ad draws controversy WTNH (01/22/2015)
Jump up^ NEWS/ Carl's Jr.'s New Super Bowl Commercial Featuring a Naked
Model May Be Too Hot for TV! Watch Now E! (01/22/2015)
15.
Jump up^ Charlotte McKinney's Dad 'Friggin' Loved' Her Carl's Jr. Super Bowl
Commercial People(01/29/2015)
16.
Jump up^ Parents Television Council "Weekly Wrap",http://www.parentstv.org Retrieved 2009-07-02
Page
103
14.
17.
Jump up^ "ClickOrlando.com".
18.
Jump up^ "Americana Group - Homepage". Retrieved 4 September 2015.
19.
20.
Historical, promotional franchise materials, on display in lobby of Hardee's, Chipley,

Florida, as of 27 December 2006. Sign options drawing by Allen Displays, dated 29
December 1964.

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Research Proposal for BBA (Hons)

Wages and benefits systems:................................................................................... 26

4. Help customers solve a problem.......................................................................65

After that The main founder of Hardees and his biography

Wholly owned subsidiary

Rocky Mount, North

St. Louis, Missouri, U.S.

1,944 (January 2013)[1]

Andrew Puzder, CEO

"Eat Like You Mean It"

HARDEESs Mission Statement

Hardee's is a top name in quick service restaurants in the Middle East.

HARDEESs Vision Statement

About Boddie-Noell Enterprises

A NOTE FOR PARENTS OR LEGAL GUARDIANS

submit or post any information on our website without parental consent.

ACCEPTANCE OF PRIVACY TERMS AND CONDITIONS

STARS FOR HEROES BENEFICIARIES

About CKE Restaurants Holdings, Inc.

Harmful effects of junk food

To see the customer satisfaction level.

during the research and analysis.

To identify segments and target markets

Significance of the research:

will be analyzed, interpreted and the results will be obtained.

Scope of the Research:

BREAKING DOWN 'Financial Plan'

Objectives of Financial Planning

Importance of Financial Planning

Adequate funds have to be ensured.

Financial Planning helps in reducing the uncertainties which can be a hindrance to

Human Resource Plan

and organisational psychology,

and organisational theory (Sunderland and Breeding, 2005)

and organisational success

Superior-subordinate communication is an important influence on job satisfaction in the

Engagement can be summed up by how positively the employee:

Thinks about the organization;

feels about the organization;

Proactive in relation to achieving organizational goals for customers, colleagues and

organizational help for employees, self-development and self-realization factors. Passive

Wages and benefits systems:

Single-use plans address only the current period or a specific problem.

o An example would be a plan to cut costs during the next year.

Example of Operational Plans

Improve plant workflow

Efficiency study, machine relocation

Acquire faster or more efficient

Purchase and installation cost

Reduce inventory levels

Production study, supplier

wants of consumers and satisfy these more effectively than competitors.

Elements of Marketing Mix:

It involves more than one person.

It deals with transmission of both facts and feelings.

There are various medium of communication.

A business organization has continuity. Hence the process of communication is also

The effectiveness of communication to a very large extent depends upon the

Method of Data collection:

Data collection technique:

Human Resource Plan

Human resource management

Human resource development