The Krystal Company is a fast food restaurant company located primarily in the Southeastern United States. The Krystal Company started in 1932 in Chattanooga, Tennessee by Rody Davenport Jr. and J. Glenn Sherrill, is currently a subsidiary of the Argonne Capital Group (Our Story | Krystal Hamburgers, n.d.). Built around the Famous Krystal Hamburger which customers consume by the sackful, the company has expanded its menu to include made-to-order breakfast, breakfast sandwiches, Krystal Chiks, mini hot dogs, and a multitude of other distinctive products exclusive to Krystal (Our Story | Krystal Hamburgers, n.d.). The Krystal Company currently employs over 7,000 employees in approximately 360 locations (Our Story | Krystal Hamburgers, n.d.). The Krystal Company Chief Executive Officer is Omar Janjua, and the company headquarters is currently in Dunwoody, Georgia (The Krystal, 0001, August). The Krystal Company offers an excellent example of a business outline reflecting the topics and concepts introduced in the BA500 Management Course. The objective of the Krystal Company is to be the premier fast food in the Southeastern United States. By utilizing a combination of corporate and franchise locations, continual innovation in both menu offerings and operations, and establishing a loyal following of passionate consumers, the Krystal Company strives to maximize profits, while upholding its historical philosophy and mission (Our Story | Krystal Hamburgers, n.d.). The mission of the Krystal Company is the same today as it was in 1932 when the founders established the Krystal Kreed. The Krystal Kreed which was established in 1932 established four goals for the company to be successful. These goals are to operate a spotlessly clean establishment, to serve the best foods obtainable, properly cooked, to render quick, efficient, and courteous service, and to offer all these at the lowest prices possible (Our Story | Krystal Hamburgers, n.d.). Even today, the Krystal Company lives by these goals as they represent the vision of Rody Davenport Jr. and J. Glenn Sherrill in 1932. Keys to success for the Krystal Company are to maintain a profitable balance between corporate-owned and franchise-owned restaurants, continue to provide distinctive, flavorful, and innovative products, and investment in new restaurant designs (Our Story | Krystal Hamburgers, n.d.). An additional key to success for Krystal is the eventual expansion into new markets in the South as competition in the fast food restaurant concept for new consumers is a continual effort (PR, 2016). These keys are a part of the long-term strategy for the Krystal Company. Many levels of management are exhibited by the Krystal Company. Krystal Company management begins at the top manager level with such positions as the Chief Executive Officer, Chief People Officer, Chief Marketing Officer, Vice President of Marketing, Director of Research and Development, and Director of Calendar Programs and Promotions. These top manager positions provide the daily high-level management of the company (The Krystal Company. 2016). Middle management positions are executed by district managers that are regionally aligned with restaurant geographic groupings. These district managers provide the day to day oversight of the restaurant general managers, monitor financial and operational budgeting and execution, analyze performance metrics, and provide coaching and feedback. At the lowest level, restaurant general managers provide the day to day operational supervision of a single restaurant. This organizational management structure is efficient, streamlined, and allows rapid information flow and communication for organizational leaders. Additionally, span of control is maintained at a manageable level for efficient operations. Planning is extremely important to the Krystal Company. Never being satisfied with the status quo, the Krystal Company is continually planning ways to be competitive in the fast food market to include innovative restaurant designs
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Krystal follows a traditional wire diagram formal organizational structure regarding top level and middle management. This structure tends to be inflexible with strict adherence to staying within confined boundaries often limiting bottom-up suggestions and feedback. Additionally, a great many informal structures exist among peer groups of district managers and general managers. These informal groups often seek to support one another and foster the sharing of ideas and best practices outside the established formal structure. These informal groups benefit organizational leaders as many innovative ideas and practices are developed and implemented at the lower levels of the
Krystal follows a traditional wire diagram formal organizational structure regarding top level and middle management. This structure tends to be inflexible with strict adherence to staying within confined boundaries often limiting bottom-up suggestions and feedback. Additionally, a great many informal structures exist among peer groups of district managers and general managers. These informal groups often seek to support one another and foster the sharing of ideas and best practices outside the established formal structure. These informal groups benefit organizational leaders as many innovative ideas and practices are developed and implemented at the lower levels of the