Still… Hooray for Today!

When members of the management team were interviewed, they cited the same observations the study and surveys captured. Some of them, however, shared information and data that might prove to be critical to the organization’s future. Below are the compiled comments from the members of the management team –

Human Resource

“We have a good pool of talent in the company. In spite of the rampant turnover of employees, currently at a high 40%, we’ve managed to keep those who are performers. We credit them for the stability we are experiencing in light of the many challenges we face as a company. Industry-wise, however, our turnover rate shouldn’t be more than 3%, so it is quite alarming.

“Admittedly, our performers lack the right training. They’re able to deliver, but we’re not sure if the delivery is based on the right kind or set of competencies. Recently, for example, we discovered that one of our key talents has poor analytical skills. His ability to delegate is what helped him achieve his targets. If it were another target that required analytical skills, and delegation was out of the question, we wonder if he would still be effective.”

Information Technology

“Management hasn’t been keen on investing in technology. Sometimes, it takes time for Operations or HR to make an informed and sound decision because not all of the data is available. Countless times we’ve asked for the same data, and we get erroneous information – data that needed to be verified, duplicate data that wouldn’t reconcile, and (sigh) the list goes on. It’s frustrating but we’ve managed to live with it. I guess you could say we’re at the point where if new technology was introduced, we’d say, ‘we’ve survived without those before, why do we need it now?’ That’s a day I dread.”

Purchasing

“We haven’t had new products in the last three years, so there’s very little excitement happening in our shop. The recent crunch on market share and revenue, however, has pushed us to explore alternative sources of ingredients and other supplies. There’s a bit of friction on the side of our usual suppliers as we’ve had a very strong relationship with them for the past years, but we’ve since looked at alternative sources.

“I’d like to think we’ve succeeded in that regard as our cost savings targets have always been met - and on two occasions, we’ve even exceeded those targets. We’ve also managed to retain the consistency of our products. Our customers continue to come back. The market change is simply because of maturity and it’s only a matter of time before the wheel turns again and we regain that market share.”

Quality

“If you ask IT how we mine and organize data, they’ll share the same frustration we have about it. No data is ever right the first time and the work takes a toll on us. Our audit reports and QA targets are never done on time and the data stales quickly that new issues have come up even before the previous ones are discovered and treated.

“Operations hasn’t been cooperative as well. Until now, there is very little clarity on the standards of products... at least coming from them. We’re the ones who’ve had to define and set up the standards just so we have a reference when we do our work.”

Operations

“We have a strong brand. Ask any person out there about Hooray for Today and they’ll be able to mention our entire menu. Kids love us; they know all our mascots! Teenagers love us; they know all our games and even tell us the new ones we should get. And what about our burgers? Hands down in every taste test contest I bet you we’ll win.

“We do wish we can make things better for staff. Our competitors’ satisfaction rating are at 85%, while ours is at a low 45%, which is critical in any organization you look at. We want to make things better for our people, but have no way of telling what makes them happy.”

Research and Development

“What’s there to research and develop? Everyday, we go to work, look at the reports of Marketing. Compare it with industry data. Create a few products. Test it in the market. Get the reaction. Measure it. Make a compelling story around it. Present to management and do our usual song and dance. And... we’re shown the door... ‘we don’t have the budget,’ ‘that’s too high an investment,’ ‘we’re not so confident of your estimates,’ ‘are you sure you know the market?’... I mean, how will we be able to become more intimate with the market unless we try out new things?”

Chief Executive Officer

“I think we should identify strategies in all areas that impact our company’s profitability. Based on past performance and all challenges set aside, we should hit a revenue of about PHP 7 Billion. Currently, however, we are saddled by all these situations and circumstance which pull revenue down to just PHP 3.5 Billion, with profitability trending to just 50% of that instead of 60% of the target revenue.”