YUM – CHINESE & THAI RESTAURANT

Submitted to: Mr. Faizan Khalid

Business Policy

Submitted by:
M Talha Malik 16E00014
Nasir Butt 16E00069
Zoya Farooq 16E00073

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Acknowledgement
First and foremost, we would like to thank Allah for granting us the strength to complete this

project successfully. Furthermore, we would like to give utmost credit to Mr. Faizan Khalid

for providing a valuable source of knowledge throughout this course. During the whole final

project, he has spent much time to help us and has provided us with inspiring advice. Without

his patient instructions and expert guidance, the completion of this project would not have

been possible.

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Executive Summary
The research reported in this study was done on internal and external analysis of “Yum –

Chinese & Thai”. The aim of the study was primarily to scrutinize the internal and external

factors impacting the operations of Yum – Chinese & Thai leading to the profitability and the

sales of Yum. The aspects that were examined during the study were IFAS, EFAS, and PEST

analysis. Primary and secondary data was used for vindicating the issues and the analysis.

Secondary data involved reviewing of the data like already published interviews and

published articles for shaping the proven associations. Primary data was poised through

interviewing the manager of Yum Mr Asif Rafique. The data collected was established in

excel and subjective analysis techniques were applied.

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Table of Contents
Chapter 1: Introduction.............................................................................................................6
History: .................................................................................................................................6
Overview: .............................................................................................................................. 6
Mission: .................................................................................................................................7
Vision: ...................................................................................................................................7
Cuisine: .................................................................................................................................7
Ambiance: ............................................................................................................................. 7
Chapter 2: Overview of External Environment ........................................................................8
Industry’s dominant economic characteristics ....................................................................8
Current driving forces in the Industry ..................................................................................8
The Supply side:.................................................................................................................8
The Demand Side: .............................................................................................................9
Market: ............................................................................................................................ 10
Porter’s five forces: .............................................................................................................10
Threats of New Entrants: ................................................................................................ 10
Threats of Substitutes: ....................................................................................................10
Rivalry among competitors:............................................................................................ 11
Bargaining power of suppliers: .......................................................................................11
Bargaining power of the buyer: ......................................................................................11
Key Success Factors/Opportunities for Yum: .....................................................................12
PEST Analysis: ......................................................................................................................12
Political: ........................................................................................................................... 13
Economic Analysis: ..........................................................................................................13
Social Analysis: ................................................................................................................14
Technological Analysis: ...................................................................................................14
EFAS .....................................................................................................................................14
Chapter 3: Overview of the Internal Environment ................................................................ 16
Mission.................................................................................................................................16
Vision ...................................................................................................................................16
Leadership ........................................................................................................................... 16
Structure and culture of Yum ............................................................................................. 17
Relevant skills of staff at Yum............................................................................................. 18
IFAS ......................................................................................................................................18
Chapter 4: SWOT .....................................................................................................................20
Strengths:............................................................................................................................. 20
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 Weakness:............................................................................................................................ 21
Opportunities: .....................................................................................................................21
Threats: ................................................................................................................................ 22
Chapter 5: Strategic Issues faced by Yum...............................................................................24
Recommendations and strategies ..........................................................................................26
Policies to implement recommendations ..............................................................................26

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Chapter 1: Introduction
History:

Established in 2010, YUM has since become Lahore’s most celebrated/distinguished

restaurant chain serving gourmet Chinese & Thai cuisine. The Yum group is owned by Mr.

Imran Afaq, Mr. Imran Maqsood and Mr. Nisar Chaudhry. The owners’ motto was to invest

at the time when investors were not willing to invest in Pakistan and by doing so, would

facilitate the Pakistan’s economy. They also felt that there was not any authentic Chinese

restaurant in Lahore back then. Yum opened up its first branch in Lahore’s Gulberg area

around the MM Alam locality. Then onwards they opened up in DHA Lahore in 2012 and

have recently opened up in 2017 in Islamabad. Ideally located in the famous/buzzing eating

districts of Gulberg & DHA, YUM restaurants boast an atmosphere that is vibrant, intriguing

and inviting. Combining the warmth and charm of a family restaurant with décor that is

modern ethnic, YUM offers the perfect setting for families and friends to meet, talk and eat in

a comfortable and relaxed atmosphere.

Overview:

The Yum group comprises of Yum Chinese & Thai Restaurant which has three branches; two

in Lahore as mentioned earlier and another in Islamabad. As the group gained success, it also

had diversified from its traditional Chinese and Thai cuisine into the very desi cuisine by

opening up another restaurant in Gulberg by the name of Spice Bazaar. They also added an

English sort of setup to their chain of restaurants by the inclusion of English Tea House

which serves traditional English breakfasts along with famous lunch and dinner course. Their

restaurants’ entire menu is À la carte other than Spice Bazaar which additionally serves Hi –

Tea. Yum group also took over the famous confectionary chain, Nirala Sweets, and re –

branded it with Chashni - The Sweet House. If the Chinese cuisine is to solely be considered

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then it could be said without a doubt that they are the market leaders and at the moment have

the highest footfall.

Mission:

“To avail the opportunity at hand, and be the pioneer in providing authentic Thai Cuisine

along with a rich fine dining experience.”

Vision:

YUM restaurants are committed to providing you with an exceptional dining experience

every time you walk through our doors.

Cuisine:

Focusing on Chinese and Thai cuisines, YUM offers a variety of conventional and

contemporary dishes to satisfy both traditional and modern/refined food connoisseurs. Each

dish on their menu is prepared to order using the freshest and highest quality ingredients.

Ambiance:

YUM is a Chinese and Thai restaurant that started a new trend by capitalizing on a very

traditional setting which reflects the international Chinese and Thai restaurants by providing

a dark décor, where there is a candle light setup. This candle light setup is made more

beautiful by decorated walls with beautiful paintings and antique pictures along with other

décor equipment such as brooms and wood work. Their setup also incorporates various

festivals and occasions. They prefer going with dark colours such as Red, Black and Brown.

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Chapter 2: Overview of External Environment

Industry’s dominant economic characteristics

Economic growth in Pakistan has historically remained volatile, lacking a stable growth path

and adding to the economic uncertainty about the country’s economic conditions. Historical

data suggests that the economy of Pakistan has reached a high of above 10% growth level in

the early 2000s but following a dip of 5% the economy gained as pace by 3.2% on average in

early 2016. In the food and the beverage industry in Pakistan, there has been seen a growth of

about 9.65% in the year 2016 and 2017 however regardless of the growth food and non-food

inflation have been estimated at 3.9% and 4.3% in 2016-2017 as compared to 2.1 % and

3.3% respectively, in the same period last year. Also given the increase in agriculture

production and sufficient food supplies, effective monetary policy, inflation is expected to

change in the respective years that would ultimately have an effect on the operations of Yum.

Current driving forces in the Industry

The principal meaning of a market is that it is where purchasers and merchants meet. With

the end goal for us to check the feasibility of a business there are these two components

which will assume a key role: the purchaser; the demand side of the business and the vendor;

the supply side of the business.

The Supply side:

Given our case of Yum, let’s place it in the framework of a markets as we have set in the past

paragraph. There are certain factors and agents which govern both of the sides. If we begin

with the supplier’s end, we see that numerous process take place to give us the final product

and experience at the Chinese restaurant. These include making inventories for the required

quantity of raw materials, buying the staple materials from farmers, transporting them to the

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restaurant, the actual creation of the food items on the menu and then finally the food being

served to the customers. Now for a business such as this to be successful, there needs to be

proper channelizing of all these processes, not once or twice but on a role every functioning

day of the business. Only thus will the business be able to excel in the beginning and then

sustain its growth in the long run. But if such connectivity fails, the business is at the risk of

failing. For instance, if the farmer is unable to deliver the desired amount of raw material the

product is at stake. Similarly, if the prices of the products keep fluctuating aggressively over

time, the supplier wont be able to predict, calculate and manage their costs and thus again

putting the business at risk.

The Demand Side:

As we move to the other end of the spectrum, the buyer or the demand side is prevalent. Just

as the word signifies it deals with the customers and their desire to avail a particular service

or use a particular product. It seems very straight forward to maintain a steady demand for a

particular product but there are several factors that determine the demand. Going back to our

case, let’s consider a person who wants to go out and and, how would they choose a

particular spot to go to? (considering that they already do not have a strong preference for

one particular place) In the day and age where we inhabit, advertisement is the main source

of that information, indirectly through word of mouth, if not directly through print or

electronic media. This would become into the reputation of the brand and the brand value

associated with the place. Therefore, experience of the current customers matters a lot in case

of food industry, and only positive experiences of customers would lead to improved good

will of the brand.

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Market:

Once we have looked into the two facets of a market place, let’s look at the role that the

market plays while connecting the buyers and sellers. The market does not look at each

player in individuality, rather the market sets a pace which the firm has to follow, and once

multiple firms operate in the same market the problem of externality only rises. Now if Yum

was the only place that offered Chinese then it would have been the first and only choice of

the customer. However, because of the assertion in liberal markets to increase the market

entry of multiple firms and to discourage monopolies, that is not the case. What becomes then

is that multiple competitors begin to enter the markets and become competition of a firm.

Porter’s five forces:

Threats of New Entrants:

Threats of new competitors are moderate for YUM. This is primarily because of the ease of

entry into the market (moderate barrier to entry). This is due to moderate investment

requirements that are required for setting up and the business and for running the business,

(in terms of capital i.e. access to land or assets like furniture and utensils), the product does

require somewhat expertise, the business idea is replicable and there may be access to raw

materials as well which makes this business attractive to other players.

Threats of Substitutes:

It is high for YUM because there are a lot of substitutes of the business setups of the likes of

YUM like coffee shops, juices bars, cafes, pizza joints, burger joints, other fast food chains

and other fine dining restaurants. Moreover, the product has direct substitutes such as Korean

and Japanese cuisines.

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Rivalry among competitors:

The Rivalry among competitors for YUM is high primarily because there are a lot of

competitors now offering Chinese and Thai cuisine for example X2, PF Chang’s, Dynasty,

China Town etc. Other than the Chinese and Thai cuisine, there are several other cuisines

such as Korean and Japanese up for grab which makes the competition even stiffer. Market is

very competitive because price offered by all the competitors is very similar from cuisine to

cuisine. Likewise, homogenous product is available to the same customer base which makes

the switching costs for the existing consumers low. The food industry is always growing year

on year as the citizens of Pakistan always have a craving for food and it is considered as one

of their hobbies and interest.

Bargaining power of suppliers:

Bargaining power of suppliers is high in this industry. This is primarily because of only a few

suppliers are available that offer quality products. The meat requirement is very stringent and

only a few suppliers follow the regulations provided by the government and the restaurants

itself.

Bargaining power of the buyer:

The bargaining power of buyers is moderate. Customers can switch at will if they want to,

but switching of one customer doesn’t affect the overall business of the company. Therefore,

bargaining power of customers is not high. Usually customers maintain their loyalty when it

comes down to their favorite restaurants. But the buyer has multiple options and places to go

to depending on the mood and the availability of the options available. Since fine dining

restaurants are not open around the clock then customers do favor other readily available

food items for their mid – night cravings.

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Key Success Factors/Opportunities for Yum:

• YUM is pioneer in Chinese and Thai cuisine in Pakistan hence providing it a lead in the

business with the attractive brand name and a great ambiance that gives a customer a

thorough fine dining experience.

• Imported ingredients are used as they have unique sauces which are imported directly

from China and Thailand for the Chinese and Thai cuisines respectively.

• Strategic locations selection of YUM restaurants is strength to the company as it is ideally

located in the posh areas of Lahore and Islamabad.

• Intense training programs are given to the employees that facilitate customer satisfaction.

• Existing menu can be and should be enhanced.

• YUM can offer catering services for outdoor events.

• Franchising opportunity as there is no franchise at the moment of YUM. There is a

demand of Chinese and Thai cuisine in regions like Faisalabad and Multan as deduced

from the interview conducted with YUM’s manager.

PEST Analysis:

In PEST analysis we consider external forces of the region which can directly or indirectly

impact operations of the business. These include political, economic, social and technological

changes in the environment that can affect different players in the industry. The reason why

this analysis is necessary is that to access the scale and scope of the business we need to

encompass not just the industry but also the external environment of the area in which the

business is operating.

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Political:

Political environment of the country is very unstable and frequent changes in the

governments have been seen in the past few decades. Due to this, varying policies have been

imposed on the country affecting different industries operating in the country. After the

formation of current government, businesses are being enforced to pay their sales taxes.

Restaurants which earlier used to save taxes by hiding their sales are now paying their sales

tax.

Strikes and protests in the country also impact the businesses operating in the country. Sales

of restaurants get greatly affected due to low footfall resulting from the political unrest in the

country.

For the last few years, Punjab Food Authority has been very actively checking the quality and

hygiene of different restaurants which resulted in shutting down of different businesses and

also impacted their goodwill.

Economic Analysis:

Political instability in the country has caused economic instability, therefore less investors are

willing to invest in small/medium businesses. Due to this, threat of new entrants is not very

high, and only those having enough resources are willing to take the risk.

The cost for running the existing businesses is also increasing owing to the inflated prices in

the raw material, resources and the basic utilities. Buying power of consumers is also getting

low due to inflation, hence fine dining which is a luxury is getting unaffordable for common

people.

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Social Analysis:

In Pakistan, trend of eating out has become very popular in last ten years. Especially in big

cities like Lahore, and Islamabad people do not have enough time and they tend to go to

restaurants for their social gatherings. For small official and personal parties, people like to

go to restaurants so that they can spend quality time with their peers. Approximately 60%

population of Pakistan is youth and prefer to dine out and have small get togethers at causal

places.

People in Pakistan are also getting health conscious due to which they prefer cuisines which

are low in calories. Chinese/Thai cuisine is cooked in a way that there are more

vegetables/meat which are considered healthy by middle aged people and they prefer them to

fast food.

Technological Analysis:

Pakistan is far behind in terms of the technological advancement especially in the food and

beverages industry. Due to this reason, service at the restaurants is slow as compared to

western countries which are more advanced in terms of technology. With the emergence of

new international players in food industry, more innovation is expected to be seen in Pakistan

which will cause existing players to adopt similar if not advanced technologies.

EFAS
EFAS of a company lists the external factors (opportunities/threats) and weightage is given to

each factor. Rating is then given to the company considering how well has it been dealing

with the specific opportunity or threat. EFAS of Yum Chinese and Thai is as follows:

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 Weighted
External factors Weight Rating
Score

Opportunities
Business expansion into other cities or countries. 0.16 4 0.64
Increasing trend of dining out and home deliveries. 0.12 3.5 0.42
Diversification of business by introducing catering services. 0.09 2 0.18
Bringing variety in the menu by offering new cuisines. 0.13 4.5 0.585

Threats
Increased competition in the industry. 0.13 4.5 0.585
Regulatory restrictions imposed by the government. 0.15 4 0.6
Devaluation of money resulting in high costs of imported raw material. 0.1 3.5 0.35
Economic and political instability. 0.12 3.5 0.42
1 3.78

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Chapter 3: Overview of the Internal Environment

Mission

“To avail the opportunity at hand, and be the pioneer in providing authentic Thai cuisine

along with a rich fine dining experience.”

Vision

“YUM restaurants are committed to providing you with an exceptional dining experience

every time you walk through our doors.”

Leadership

Yum – Chinese & Thai was founded by three partners, Imran Afaq, Imran Maqsood and

Nisar Chaudhary. Executive chefs of all branches report to Mr Nisar Chaudhary, hence he is

responsible for taste and quality of the food. Imran Afaq and Imran Maqsood, on the other

hand, take charge of operations. The head count is approximately 200+ employees taking

care of different sub-departments of the three branches such as service, security, and kitchen

departments.

The leadership style is decentralized and suggestions of restaurant managers are given due

importance. There is open communication between the staff members and owners, and all the

employees are treated really well. The owners take ownership and mitigate any issue right

away in case it arises. The overall leadership is therefore very cooperative and there has been

consistency in the leadership style since the directors/owners have not changed since the

inception of the restaurant.

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Structure and culture of Yum

The structure of Yum is decentralized, the structure is informal with major chunk of

responsibilities lying with the restaurant and floor managers.

Yum has a Clan culture in its organization. The reason for it is that there are less employees

in the company. Due to a small number of employees, they work as a family and take part in

everything related to the company. The culture is very friendly and there is open

communication throughout the company. There is a nurturing environment for the employees

with maximum inclusivity and participation. Within the company, there is no concept of

hidden information, or immoral/honest values therefore employees feel satisfied working in

Yum and are able to give their best performance as a team member.

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Relevant skills of staff at Yum

There is an HR Manger working under the owners of Yum, who along with his team is

responsible for hiring the staff. Restaurant GMs also suggest potential employees who can be

considered for various roles at the company.

Main skill that is required for successful operation of a restaurant is cooking of the cuisine in

which the restaurant specializes. Yum has executive chefs who are highly trained and have

assistant chefs to help them with the work. The team of chefs is supervised by the director

who ensures that all the staff working in cooking department has the skills required to

maintain quality and consistency of the food.

Service staff works under the general manager of restaurant, and proper training is given to

the employees at Yum to make sure that their service is up to the mark. There is no specific

education required for service employees, however, experience and proper learning is

required to deal with customers in the best possible way.

IFAS
IFAS includes strengths and weaknesses of the company and weightage is given to each

strength/weakness as per its importance. Rating is then given to the company based on how

it’s dealing with a particular strength or weakness. IFAS of Yum Chinese & Thai is as follows

listing all the strengths/weaknesses of Yum and the importance given by the company in

order to improve the specific strength or for eliminating a particular weakness.

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 Weighted
Internal factors Weight Rating
Score

Strengths
Prime locations 0.11 4.5 0.495
Premium quality of food and service 0.09 4 0.36
Substantial Portions 0.05 3.5 0.175
Authentic taste by the means of imported Ingredients 0.08 4 0.32
Highly trained chefs 0.07 4 0.28
Brand image 0.1 4.5 0.45

Weaknesses
Relatively high prices of products 0.11 3 0.33
Slow expansion 0.13 4 0.52
Limited menu 0.09 3.5 0.315
Unavailability of enough space in the outlets 0.1 3 0.3
No discounts or collaborations 0.07 2.5 0.175
1 3.72

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Chapter 4: SWOT

Strengths:

• YUM is pioneer in Chinese and Thai cuisine in Pakistan hence providing it a lead in

the business with the attractive brand name and a great ambiance that gives a

customer a thorough fine dining experience.

• Loyal labor force as they are compensated well and to increase the retention of the

labor, YUM provides them with handsome Perks and benefits like quarters, food,

living that allows them to save sufficient money which they can send back home for

the use of the employee’s family.

• The overall culture between the management is very friendly as the owners - cum –

directors have a friendly environment with their staff. This further facilitates

employees’ performance.

• Imported ingredients are used as they have unique sauces which are imported directly

from China and Thailand for the Chinese and Thai cuisines respectively.

• Intense training programs are given to the employees that facilitate customer

satisfaction.

• Chef’s trainings are provided to have their culinary skill levels upgraded.

• Vendors are selected after a scrutinized process which ensures quality raw materials

which in this case is meat and veggies.

• YUM does have a top-notch service as it does not compromise on the quality of their

food & service.

• Their focus is on customer satisfaction and not earning loads of profits as customer

satisfaction itself, translates into profits.

• YUM offers premium quality food and does have substantial portions.

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 • Expertise of the management in terms of fine and synergized operations.

• Strategic locations selection of YUM restaurants is strength to the company as it is

ideally located in the posh areas of Lahore and Islamabad.

• Strong word of mouth has proved to be a good sales driver for YUM ever since it has

come into existence which has ultimately turned into the strength for their branding.

Weakness:

• YUM group did not expand rapidly despite having themselves established as a

popular brand and is still expanding slowly even after giving in 8 years to the food

industry.

• YUM’s menu needs to be updated as they are running pretty much the same menu

which they had when they started of their operations.

• They do run low on staff at times which translates into longer waiting time as

customers keep queuing up.

• They do not advertise and do not collaborate with anyone or run any discounts from

their end.

• There is an increased dependence of YUM on the word of mouth medium that could

turn down the sales for YUM in the future.

Opportunities:

• No fine dining restaurant offering proper 9 course or 7 course meals.

• Existing menu can be and should be enhanced.

• Increasing trend of dining out and having home deliveries.

• New cuisines such as Japanese and Korean.

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• Franchising opportunity as there is no franchise at the moment of YUM. There is a

demand of Chinese and Thai cuisine in regions like Faisalabad and Multan as deduced

from the interview conducted with YUM’s manager.

• YUM can offer catering services for outdoor events or shaadis.

• There is an increased youth population of Pakistan who loves dining out which is an

opportunity for YUM to tap into for capitalizing on the sales.

• Economic condition of Pakistan is favorable for foreign investors as the Pak Rupee has

depreciated a lot against the US Dollar, making it vital for investors to make investments.

Threats:

• There is increased competition and rivalry (direct and indirect) especially in Lahore

and Islamabad. Initially YUM was the only one starting this business but now other

restaurants have opened up offering the same cuisines.

• Increased inflation in terms of the land rents, utility, increased prices of raw material

and other assets for all businesses which is also troublesome for YUM.

• Pak Rupee depreciation translates into higher costs as several ingredients are

imported.

• Increased hygienic standards set by food authority need to be maintained by YUM at

all time or else their reputation will be at stake if they are not fulfilling the criteria of

regulatory bodies such as Punjab Food Authority.

• Medical tests of food handlers have been made mandatory by Punjab Food Authority

which has increased the cost for the food businesses like YUM.

• There are multiple law enforcement bodies with different laws that food businesses

need to comply with e.g. bodies like PSQCA, Punjab Food Authority. There will be

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emerging new food laws by more food bodies which will add to the financial burden

of YUM.

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Chapter 5: Strategic Issues faced by Yum
• Lack of strategic direction

YUM didn’t expand at the right time. This is when YUM came into existence and garnished a

brand name that people would associate to whenever they would think of Chinese or Thai

food. Yum could have opened up several branches earlier or could have resort to handing out

franchises, however, the owners decided not to give any franchising rights to anyone which

proved to be a bad decision as it has halted YUM’s potential income stream.

• Long Queues

Long queues are another challenge for them. It is usually observed throughout the week that

YUM is overcrowded and this is due to insufficient tables to cater the potential customers.

This is further fuelled up when their staff does not show up and they run short of staff. The

usual long queues result in customers preferring to go elsewhere rather than wait an hour to

get their turn to be seated.

• Limited Choice

YUM’s menu has not been updated since YUM’s incorporation. Several customers demand

the menu to be upgraded. New dishes could be added to the existing menu or even another

menu altogether for the winters. As the menu has been kept to its original one, customers

who prefer experiencing new food or dishes, opt to go to other restaurants where they may

have another option that they have not tried or an option that is well suited for the season.

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 • Untapped Cities

There is a potential to expand in various major cities of Pakistan. Faisalabad and Multan has

a great potential as people belonging to these cities have a great craving for food which at the

moment is not being fulfilled by YUM.

• Limited Quality Suppliers

YUM is dependent on their suppliers as there are only a few that are offering the required

quality. It is due to this fact that they need to get into a contract with their suppliers for a

complete year so that they don’t get exploited by their suppliers.

• Dependency on Imports

At the moment they are importing their sauces, although it maintains authenticity of the true

Chinese and Thai taste that YUM is offering but at the same time it relies heavily on their

foreign suppliers. This dependence means that if their supplies get stuck in customs they may

falter. Furthermore, as the Pak Rupee depreciates, they would be incurring higher costs.

• No Collaboration and Discounts

Yum does not offer any promotional discounts to their customers and neither does it have any

collaboration with anyone. Due to this reason customer can choose other competitors who are

offering discounts.

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Recommendations and strategies
• Expand into new cities or regions.

• Open up for franchising. Franchises can be offered to people who might be willing to run

the business in other regions.

• Provide discounts to loyal customers, run promotions during lunch hours.

• Collaborate with Banks, Universities and etc.

• Expand by making another floor and include more tables. Furthermore, ensure the

required number of staffs during peak hours.

• Educate and develop existing and potential suppliers as per YUM’s quality requirement.

• Develop local suppliers in order to reduce the dependency on international suppliers and

to cut down on costs during this phase of the economy when Pak Rupee in constantly

depreciating.

• Enhance the current menu and bring in seasonal menu too.

Policies to implement recommendations

• Evaluate potential demand in other cities by conducting a market research followed by a

thorough competitor’s analysis in those cities.

• Structure out a franchising plan and carefully look into the financials and prerequisites

ensuring their repute does not get affected by handing out franchises to unreliable

investors.

• Monitor loyal customers by having their details added to YUM’s database and

accordingly offer discounts as per sales volume generated by them.

• Collaborate with banks like other restaurants do, and offer discounts as per bank’s card’s

prestige level.

• Analyze the peak hours and days and accordingly mange staff by ensuring that sufficient

staff is present that day.

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• Provide trainings to suppliers to have them meet YUM’s requirements and do have pilot

testing.

• Develop suppliers who could possibly crack down and bring in almost similar taste as

that of the imported sauces. Have the sauce tested by the head chefs and also conduct a

product tasting with few customers to have their valuable feedback.

• Team up all the head chefs of YUM restaurants and evaluate competitors to bring in up-

gradation in menu and add seasonal menu after thorough market research an year in

advance.

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