Assignment No.

4
Submitted To: Ma’am Shamila
Submitted By: Yousaf Saeed
Roll no. 21P00044
Subject: Management-policy and practice
 Introduction
Student Biryani was founded by Haji Muhammad Ali. Student Biryani was first
known as Student Café, and it was positioned near colleges and schools, with
students as its primary target market. They began their firm in Karachi and spread
throughout Pakistan, with his son, Mohammad Arif, taking it global. Because
Student Cafe was recognized for its wonderful Biryani, the company's name was
changed to Student Biryani. Haji Sahab started the business with a booth in 1969,
and in 1989, the brand opened its first large restaurant, which had roughly 300
seats and served 30 modern and traditional cuisine, as well as sweets. Within a few
years, Student Biryani had opened ten locations in Karachi alone, as well as in
neighboring cities such as Lahore. They opened shops in overseas markets such as
the United Arab Emirates, Saudi Arabia, Oman, Canada, and Australia in 2009.
They did not follow in the footsteps of its competitors Bundu Khan and BBQ
Tonight by owning all of their locations abroad, instead opting for the simplest
route of franchising.
Mohamad Arif put a major emphasis on taste consistency and brand image after
becoming worldwide. This was done in order to increase client loyalty and
satisfaction. He didn't tie his franchisees to certain companies like McDonald's or
KFC. Instead, he let them to run their own marketing efforts and add new goods
based on the culture in which they operated. Arif took the daring step of
standardizing his secret recipe and letting other franchises know how to process the
biryani with the secret recipe for the right taste in order to maintain his quality and
consistency. Business was booming, and the Middle East region delivered great
results.
The Company saw outstanding growth from its franchises, so it decided to stick
with it and launch a franchise in Canada to get into that market. The corporation
acquired adequate funds and constructed a store in Mississauga, which had a
combined population of 236,620 Indian and Pakistani people. The store's
performance in comparison to all other franchises was unexpected. The franchise
did not receive a positive response from the Canadian public, but the firm held out
hope that sales would improve. However, sales did not improve, and Arif was
forced to convene an emergency meeting with his managers.
 Problems
These are the problem faced by Student biryani in Canada:
1) Low Target Market
2) Store Level Problems and Complaints
3) Lack of Care from the Management.
4) Strong Competitors already present in the market
Low Target Market
One of the issues was that the franchise was established in a place with a small
consumer base. There simply weren't enough Pakistanis and Indians. And the
number of Pakistanis residing in Mississauga was only around 55 thousand.
Store Level Problems and Complaints
Customers did not form a favorable relationship with the brand as a result of
variable taste, unpleasant employees, hygiene difficulties, and a lack of adequate
awareness campaigns. Many Pakistanis were unaware that a Student Biryani
restaurant had opened in their city. The franchise received a two-star rating on
TripAdvisor. The company's image was in danger.
Lack of Care from the Management.
Despite the fact that Maqsood, the outlet manager of the Canadian branch,
informed Arif and his team of the problems he was having running the franchise
and the low customer flow, Arif did not take this into consideration because he
believed business would grow over time due to the success of his other franchises.
I believe Arif's managers did not even care to assist the Canadian management, as
the Canadian management continued to lose faith in the outlet, and Students
Biryani's image degraded for two years. Their employees became impolite and
unprofessional as a result of this. If higher management had responded quickly to
these issues, their brand image might not have suffered as badly.
Strong Competitors already present in the market
Bundu Khan, BBQ Tonight, and 18 more renowned south Asian eateries were
already on the market and selling biryani for less than Student Biryani. It even had
indirect competitors who sold food at extremely low prices.
 Major problem:
The major problem in Canada was Lack of management. After reading the case I
have realized that there were other problems also but I didn’t think those were
reasons like, Franchising as mode of entry and Secret receipt concern. The
management want to hide the fact that they were lacking in management. They
didn’t faced this issue for the first time. Franchising as mode of entry in this they
had explained that they were franchise and replica and other issue coordinate
distance. They had also been successful in other countries that have distant
coordinate (like America). On the other hand, they had also explained that Secret
recipe concern. They also had faced this issue and had resolved it in other
countries.
The main issue, in my opinion, was the management' carelessness and pride when
it came to looking after the Canadian Franchise. Maqsood and the rest of the
staffers were not provided proper training or instruction. Because the brand failed
to keep an eye out and there is no record of how many times the Canadian
Franchise owner called the company for assistance, the brand managers will
always be held responsible for not acting sooner.

Solution:
This problem has an easy solution. A manager who has worked in operations and is
familiar with the kitchen will be deployed to Canada. However, the organization
must send a well-educated and intelligent manager who is capable of multitasking
and leading a team. When the manager arrives in Canada, he should be in charge of
keeping the franchise clean and keeping an eye on the employees' behavior. He is
required to train the chef in the preparation of the biryani, as well as to inspect all
inventory to ensure that only high-quality items are utilized. This problem has an
easy solution. A manager who has worked in operations and is familiar with the
kitchen will be deployed to Canada. However, the organization must send a well-
educated and intelligent manager who is capable of multitasking and leading a
team. When the manager arrives in Canada, he should be in charge of keeping the
franchise clean and keeping an eye on the employees' behavior. He is required to
train the chef in the preparation of the biryani, as well as to inspect all inventory to
ensure that only high-quality items are utilized.
 Feasibility:
The corporation has never put much money into a franchise before, but it will have
to do so for this one. If the corporation succeeds in revitalizing this franchise, it
will be able to expand to other locations in Canada and eventually to the United
States. A $3000 bonus will be paid to the manager who will be sent to another
country to oversee all operations and train the workforce. For the entire year, the
total salary would be $36000. Rent and lodging should be maintained to a bare
minimum, with only $5000 allocated for the entire year. For the entire year, the
web campaigns would cost no more than $1000. The internet page would likewise
be administered from Pakistan for the time being. All client questions would be
addressed as well. Keeping a low budget would allow the franchise to expand its
business while also allowing the personnel to become more professional in a
reasonable amount of time. The overall budget would be $42,000, which is nearly
the same as the cost of opening a company-owned restaurant. However, if the
corporation takes this endeavor seriously, it will be able to resurrect any franchise
that is experiencing difficulties in the future.
Cost benefit Analysis
The company's image is at stake, $42,000 is little compared to the untapped North
American market it can tap into in the future. Even if the company fails to recover
the business, which is unlikely, a knowledgeable manager on the ground in Canada
will assist in restoring the company's image.
A wise manager will look into alternative avenues for increasing revenue, such as
B2B sales or providing catering services. Instead of terminating the franchise, it
can be relocated inside the city to a more busy location if the location is not
suitable according to the management dispatched from abroad.
Given the increased expense the firm would incur, it would always be in the
corporation's best interests to help it grow and learn from its mistakes. It will not
be able to overcome this problem until a competent manager is sent to head the
Canadian team.
Recommendations:
The following are the recommendations as followed:
 If the corporation does not invest in educating franchise employees, they
should be required to watch training videos.
 The corporation needs to send managers to various franchises in other
countries to conduct kitchen audits and ensure that everything is being
processed properly.
 Motivational online trainings for restaurant employees should be arranged.
 Franchisees should be subjected to strict standards, as their licenses may be
revoked if quality is not maintained.
 It would be preferable if the corporation opened some company-operated
restaurants outside of the United States, allowing them to better oversee
franchises in that country.
 In the future, the corporation should never postpone a problem as it did with
the Canadian Franchise.
 Everyone should participate in yearly trainings.