3. Introduction
Customer manager relationship is vital
The concept of the topic is based on the relationship between day to day activity of
management control system (MCS) and activities of Head Office to develop
relationship
Two related factors are
1. Balance Scorecard (Non-Financial Information)
2. Subsequent development of strategy development, implementation and
refinement
Provides new insights of strategy & management control
4. Research Design
Aim to run a fieldwork in the restaurant division of United Kingdom
Relationship between management control systems and strategy
Correlated process of identifying, understanding & scheduling systems
Analysis of customer relationship in different individual restaurants
Head Office activity & operations of staff on management control system
5. Overview of the Restaurant
Developed new units
200 units became profit centers
Wholly-owned restaurant is run by salaried managers
Substantial reform of sales and growth were made
Restaurant is listed in London stock exchange
Restaurant has limited liability and own Board of Directors
6. Nature of The Research Conducted
Length of the research was 2 years
Interviewers, examination of records, direct observation of management and
workshops
Data collection & processing of a series of semi-structured information
7. Organogram
Group board of
directors
Restaurant Division
managing director
Operations director
Area managers Restaurant managers
Marketing director
Finance and
commercial director
Commercial Finance MIS
Human resources
director
Central financial
services
Based away from Head Office
8. Information on Fieldwork Activity
Functional breakdown of interviews carried out
Central financial services 1
Head office—Commercial 6
Head office—Finance 11
Head office—HR 4
Head office—Managing Director 1
Head office—Marketing 5
Head office—MIS 2
Head office—Operations 4
Area managers 2
Restaurant managers 9
45
9. Information on Data Collection
Average interview time was 70 minutes
Interviews were tape recorded and notes were taken in detail
Internal planning controls & financial documents
Head Office managers & all staff specialists across all the functions were studied to
gather information
15 other restaurants were visited and studied
Short meeting with assistant managers, chefs and support stuffs helped to gather
information
10. Statements from the managers
“I see the role of the marketing department in driving the sales, driving the top line—
inevitably making sure whatever we do, it doesn’t drive the top line to the detriment of
profit.”
-----Marketing Director
“The brand’s important at the moment because it gives the customer a certain
minimum standard and a reassurance of what they’re gonna get when they go
through the door.”
-----Regional General Manager
11. Process of creating new customers &
maintaining relationship
Head office strategy must be formulated through management control system
Ensuring customer satisfaction (Budget constraints in some cases)
Organized balance of control is to be established
12. Discussion
Management control system reflects the strategy to be followed
Developed brand concept
Emphasizes on specific Head Office activities
Customer group segmentation is suggested
Process oriented strategy is to be formulated
13. Findings
Performance in Head office & management control system both are important to
find the proper strategy to implement
Detailed relation between high level management and strategic planning
department is necessary
For management control system, ABC approach was the most important previously
Economic Value Added is now the most used management control system
Management control system usage depends largely on the experience of the
managers
Relationship with customers cannot be represented all-time from ‘Mechanical
Cause and Effect’ relationship