DOCSLIB.ORG

Section 1: 10-K (10-K)

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Section 1: 10-K (10-K) Section 1: 10-K (10-K) UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D. C. 20549 FORM 10-K [] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 for the fiscal year ended December 31, 2018 OR [ ] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from ____________ to _________________ Commission file number 1-13163 YUM! BRANDS, INC. (Exact name of registrant as specified in its charter) North Carolina 13-3951308 (State or other jurisdiction of (I.R.S. Employer incorporation or organization) Identification No.) 1441 Gardiner Lane, Louisville, Kentucky 40213 (Address of principal executive offices) (Zip Code) Registrant’s telephone number, including area code: (502) 874-8300 Securities registered pursuant to Section 12(b) of the Act Title of Each Class Name of Each Exchange on Which Registered Common Stock, no par value New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ü No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No ü Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ü No Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes ü No Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10- K. [ü] Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer”, “accelerated filer”, “smaller reporting company”, and "emerging growth company" in Rule 12b- 2 of the Exchange Act (Check one): Large accelerated filer: [ü] Accelerated filer: [ ] Non-accelerated filer: [ ] Smaller reporting company: [ ] Emerging growth company: [ ] If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. [ ] Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes No ü The aggregate market value of the voting stock (which consists solely of shares of Common Stock) held by non-affiliates of the registrant as of June 30, 2018 computed by reference to the closing price of the registrant’s Common Stock on the New York Stock Exchange Composite Tape on such date was approximately $24.7 billion. All executive officers and directors of the registrant have been deemed, solely for the purpose of the foregoing calculation, to be “affiliates” of the registrant. The number of shares outstanding of the registrant’s Common Stock as of February 13, 2019 was 306,414,175 shares. Documents Incorporated by Reference Portions of the definitive proxy statement furnished to shareholders of the registrant in connection with the annual meeting of shareholders to be held on May 16, 2019 are incorporated by reference into Part III. Forward-Looking Statements In this Form 10-K, as well as in other written reports and oral statements, we present “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. We intend all forward-looking statements to be covered by the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, and we are including this statement for purposes of complying with those safe harbor provisions. Forward-looking statements can be identified by the fact that they do not relate strictly to historical or current facts and by the use of forward-looking words such as “expect,” “expectation,” “believe,” “anticipate,” “may,” “could,” “intend,” “belief,” “plan,” “estimate,” “target,” “predict,” “likely,” “seek,” “project,” “model,” “ongoing,” “will,” “should,” “forecast,” “outlook” or similar terminology. Forward-looking statements are based on our current expectations, estimates, assumptions and/or projections, our perception of historical trends and current conditions, as well as other factors that we believe are appropriate and reasonable under the circumstances. Forward-looking statements are neither predictions nor guarantees of future events, circumstances or performance and are inherently subject to known and unknown risks, uncertainties and assumptions that could cause our actual results to differ materially from those indicated by those statements. There can be no assurance that our expectations, estimates, assumptions and/or projections will be achieved. Factors that could cause actual results and events to differ materially from our expectations and forward-looking statements include (i) the risks and uncertainties described in the Risk Factors included in Part I, Item 1A of this Form 10-K and (ii) the factors described in Management’s Discussion and Analysis of Financial Condition and Results of Operations included in Part II, Item 7 of this Form 10-K. You should not place undue reliance on forward-looking statements, which speak only as of the date they are made. The forward-looking statements included in this Form 10-K are only made as of the date of this Form 10-K and we disclaim any obligation to publicly update any forward-looking statement to reflect subsequent events or circumstances. 2 PART I Item 1. Business. YUM! Brands, Inc. (referred to herein as “YUM”, the “Registrant” or the “Company”), was incorporated under the laws of the state of North Carolina in 1997. The principal executive offices of YUM are located at 1441 Gardiner Lane, Louisville, Kentucky 40213, and the telephone number at that location is (502) 874-8300. Our website address is http://www.yum.com. YUM, together with its subsidiaries, is referred to in this Form 10-K annual report (“Form 10-K”) as the Company. The terms “we,” “us” and “our” are also used in the Form 10-K to refer to the Company. Throughout this Form 10-K, the terms “restaurants,” “stores” and “units” are used interchangeably. While YUM does not directly own or operate any restaurants, throughout this document we may refer to restaurants that are owned or operated by our subsidiaries as being Company-owned. Overview of Business YUM has over 48,000 restaurants in more than 140 countries and territories primarily operating under the three concepts of KFC, Pizza Hut and Taco Bell (the “Concepts”). These three concepts are global leaders of the chicken, pizza and Mexican-style food categories, respectively. At December 31, 2018, 98% of our units are operated by independent franchisees or licensees under the terms of franchise or license agreements. The terms "franchise" or "franchisee" within this Form 10-K are meant to describe third parties that operate units under either franchise or license agreements. Following is a summary of our Concepts' operations and a brief description of each Concept as of and for the year ended December 31, 2018: Number of Number of % of Units Countries and System Sales (in Units International Territories % Franchised Millions) KFC Division 22,621 82 % 136 99% $ 26,239 Pizza Hut Division* 18,431 59 % 111 99% 12,212 Taco Bell Division 7,072 7 % 27 93% 10,786 YUM* 48,124 62 % 145 98% $ 49,237 *Unit information includes 1,282 units operating under the Telepizza brand as of December 31, 2018. See Part II, Item 7 for a description of the Telepizza strategic alliance. KFC KFC was founded in Corbin, Kentucky by Colonel Harland D. Sanders, an early developer of the quick service food business and a pioneer of the restaurant franchise concept. The Colonel perfected his secret blend of 11 herbs and spices for Kentucky Fried Chicken in 1939 and signed up his first franchisee in 1952. KFC restaurants across the world offer fried and non-fried chicken products such as sandwiches, chicken strips, chicken-on-the-bone and other chicken products marketed under a variety of names. Pizza Hut The first Pizza Hut restaurant was opened in 1958 in Wichita, Kansas, and within a year, the first franchise unit was opened. Today, Pizza Hut is the largest restaurant chain in the world specializing in the sale of ready-to-eat pizza products. Pizza Hut operates in the delivery, carryout and casual dining segments around the world. 3 Taco Bell The first Taco Bell restaurant was opened in 1962 by Glen Bell in Downey, California, and in 1964, the first Taco Bell franchise was sold. Taco Bell specializes in Mexican-style food products, including various types of tacos, burritos, quesadillas, salads, nachos and other related items. Business Strategy Four growth drivers form the basis of YUM’s strategic plans and repeatable business model to accelerate same-store sales growth and net new restaurant development at KFC, Pizza Hut and Taco Bell around the world over the long term.
Load more

Recommended publications
  • Culinary Arts and Restaurant Management
    COT R191G – General Cooperative Paid 1-3 Units CULINARY ARTS Work Experience Corequisites: Concurrent enrollment in at least one other course Associate in Science Degree Hours: 4 - 13 weekly Certificate of Achievement General Cooperative Paid Work Experience is for work training that is not This program prepares students for entry-level positions as a culinarian, necessarily directly related to the major. Each unit of credit requires 75 hours baker, or food service manager trainee. In these positions, employees are of paid employment during the semester. General Cooperative Paid Work required to prepare menus, requisition supplies, supervise equipment, Experience is available to all students, regardless of major or educational maintain varied records, and coordinate data with accountants and others plans. Course may be taken four times. A maximum of 6 college units may be in the organization. earned in General Cooperative Paid Work Experience. Concurrent enrollment in at least one other course is required. Course is offered Pass/No Pass (P/ REQUIRED COURSES: UNITS NP) at student’s option. CRM R100 Introduction to the Hospitality Industry 3 Transfer credit: CSU CRM R102A Quantity Food Preparation 7 COT R191V – Occupational Cooperative Paid 1-4 Units CRM R102B Food Preparation Management 4 Work Experience CRM R102C Catering Techniques 4 CRM R103A Baking Techniques 6 Prerequisites: Completion of or concurrent enrollment in one course in the CRM R104 Sanitation & Environmental Control 3 discipline and instructor approval CRM R105 Gourmet Cooking & Garde Manger 4 Hours: 4 - 17 weekly Cooperative Paid Work Experience-Occupational is for work training that CRM R106 Nutrition in Food Service 3 is directly related to the major.
    [Show full text]
  • Design and Implementation of University Central Kitchen Logistics Management System
    E3S Web of Conferences 257, 02035 (2021) https://doi.org/10.1051/e3sconf/202125702035 AESEE 2021 Design and Implementation of University Central Kitchen Logistics Management System Quanzhou Huang1,* 1School of Computer Science, Xi’an Shiyou University, Xi’an, Shaanxi, 710065, China Abstract. In order to improve the level and efficiency of university catering management, the central kitchen model is introduced into university catering logistics management, and on this basis, the logistics management information system based on central kitchen mode is proposed. This paper first analyzes the shortcomings of traditional college food management mode and introduces the concept, factors and characteristics of the central kitchen management mode. Then the requirements of the central kitchen management system are analyzed comprehensively and the requirements are modeled by UML. Combining the central kitchen management mode with information technology, the realization scheme and technical route of the system are discussed. The software structure, data model and workflow of the system are designed. Based on the above design and B/S mode, we developed the corresponding software system. The results show that the system improves the work efficiency and reduces the cost. The university logistics management system based on central kitchen has high practical value and application prospect. products and distributes the foods [5, 6]. There are many subsystems in the central kitchen 1 Introduction management system. Logistics management subsystem is Colleges and universities provide catering services to the most basic function. Based on information technology thousands of students and teachers every day. In the and workflow technology, this paper mainly researches traditional management mode, there are many restaurants the implementation plan of central kitchen logistics in a university, each of which is an independent food management system.
    [Show full text]
  • Lean Management Approach to Reduce Waste in Horeca Food Services
    resources Article Lean Management Approach to Reduce Waste in HoReCa Food Services Bartłomiej Gładysz 1,* , Aleksander Buczacki 1 and Cecilia Haskins 2 1 Faculty of Production Engineering, Warsaw University of Technology, 02-524 Warszawa, Poland; [email protected] 2 Department of Mechanical and Industrial Engineering, Faculty of Engineering, Norwegian University of Science and Technology, 7491 Trondheim, Norway; [email protected] * Correspondence: [email protected]; Tel.: +48-22-234-81-26 Received: 5 October 2020; Accepted: 1 December 2020; Published: 8 December 2020 Abstract: A significant share of food waste originates in the food services domain and HoReCa (hotels, restaurants, catering) sector. Organizational improvements leading to the decrease of food waste and costs in restaurants are needed. The literature reports on applications of lean management in service businesses, and while food services belong in this category, the literature contains few works on specific applications in this domain. Those studies are limited mainly to economic aspects. Nor was there evidence of the applicability of lean management to achieve food waste elimination. This article analyzes the applicability of lean management methods for food services in order to achieve efficient operations and eliminate food waste, based on a literature review and three case studies from Poland. Lean management was found to be useful in these cases to decrease food waste and reduce operational costs. The case studies suggest a set of activities for organizations delivering food services to streamline their processes by applying lean management practices. This study contributes to the theory and practice of sustainable restaurant management. Keywords: food waste; lean management; food services; HoReCa; sustainable restaurant management 1.
    [Show full text]
  • Introduction to Restaurant Management
    COURSE SYLLABUS 2016 Introduction to Restaurant Management COURSE DESCRIPTION Introduction to Restaurant Management Have you always dreamed of running your own restaurant? Maybe you want to manage a restaurant for a famous chef. What goes on beyond the dining room in a restaurant can determine whether a restaurant is a wild success or a dismal failure. In Restaurant Management, you’ll learn the responsibilities of running a restaurant—from ordering supplies to hiring and firing employees. This course covers the different types of restaurants; managing kitchen and wait staff; food safety and hygiene; customer relations; marketing; using a point-of-sale system; scheduling employees; and dealing with difficult guests. Restaurant Management will prepare you for a steady career, whether you plan to buy a fast food franchise, operate a casual sit-down restaurant, or oversee a fine-dining establishment. COURSE METHODOLOGY This is an inquiry-based course. Students will generate knowledge through online readings, asynchronous discussions with students and their instructor, interactions with online tutorials, and online and hands-on simulations. The instructor will act as a guide, a facilitator, an events planner, and a resource advisor. He/she will always be available through course message. The student must actively construct and acquire knowledge by being intrinsically motivated to succeed. To succeed, students must participate and complete all readings and activities. This course requires the student’s active participation. Both formal and informal assessment methods will be used in the course. Informal assessment will include an evaluation of the quality and timeliness of participation in class activities. Formal assessment may include multiple-choice quizzes, tests, discussion board participation, and written assignments.
    [Show full text]
  • Hotel & Restaurant Management
    Hotel & Restaurant The staff members in the Academic Student Services Office at the UC assist all students in Management determining which program of study to pursue. This includes providing information about the The Conrad N. Hilton College ranks among the variety of programs available, reviewing transcripts Hotel & world’s premier hotel and restaurant management to aid in identifying any courses to be completed programs. As the economy continues to be more before entering the program of choice, and serving service-oriented, the challenges and opportunities as liaison between the student and university of the hospitality industry demands the best from a program representatives. Students who have Restaurant new generation. The legendary Conrad N. Hilton’s already earned an associate’s degree or have a confidence in and vision for the University of substantial number of college academic credit Houston makes the future even brighter. hours should contact the Academic Student Services Office for advising and to begin the Management Houston’s restaurants, hotels and clubs feature a transfer admission process for the university variety of facilities and cuisines. Thus, work in, offering the degree program they desire to pursue. and interaction opportunities with, the hospitality industry are impressive. This sophisticated This brochure was created by the Academic environment, in addition to enriching the students’ Student Services Office based on information from learning process, provides direct and substantial the partner university. Bachelor of support to the Conrad N. Hilton College hospitality management program. LSCS and the partner universities provide equal employment, admission, and educational opportunities without regard to race, color, religion, national origin, sex, age or disability.
    [Show full text]
  • Course Requirements for the Bachelor of Science in Hotel and Restaurant Management
    COURSE REQUIREMENTS FOR THE BACHELOR OF SCIENCE IN HOTEL AND RESTAURANT MANAGEMENT Completion of the bachelor degree requires a minimum of 120 credit hours of course work and a minimum of 1000 clock hours of work experience in the hospitality industry. Students must satisfy at least 36 advanced credit hours and at least 24 of the last 30 semester credit hours in residence. Students wishing to declare a major in Hotel & Restaurant Management must earn a minimum cumulative UH GPA of 2.85, submit a completed UH General Petition form declaring this major to the HRM Office of Academic Services, and sign an official major degree plan. GENERAL EDUCATION HOTEL AND RESTAURANT MANAGEMENT 45 CREDIT HOURS 75 CREDIT HOURS COMMUNICATION (6 hours) HRM REQUIRED COURSES (55 Credit Hours) (3) ENGL 1301 First Year Writing I (3) ENGL 1302 First Year Writing II (3) HRMA 1301 Hospitality Technology (3) HRMA 1320 Foodservice Management MATHEMATICS (3 hours) (3) HRMA 1337 Introduction to the Hospitality Industry (3) MATH 1314 or 1332 (3) HRMA 1345 Safety & Sanitation in the Hospitality Industry (3) HRMA 1367 Lodging Management MATH/REASONING (3 hours) (1) HRMA 2160 Professional Development (3) MATH 1324 or 1351 (3) HRMA 2340 Systems of Accounts in the Hospitality Industry (3) HRMA 2343 Hospitality Cost Controls AMERICAN HISTORY (6 hours) (3) HRMA 2350 Management Principles in Hospitality (3) HIST 1376/1377 The United States to 1877 (3) HRMA 3341 Hospitality Managerial Accounting (3) HIST 1378/1379 The United States Since 1877 (3) HRMA 3348 Principles of Hospitality
    [Show full text]
  • CPA's Guide to Restaurant Management Strategies : Accounting, Cost Controls, and Analysis; Marsha Huber
    University of Mississippi eGrove American Institute of Certified Public Accountants Guides, Handbooks and Manuals (AICPA) Historical Collection 2000 CPA's guide to restaurant management strategies : accounting, cost controls, and analysis; Marsha Huber Follow this and additional works at: https://egrove.olemiss.edu/aicpa_guides Part of the Accounting Commons, and the Taxation Commons Recommended Citation Huber, Marsha, "CPA's guide to restaurant management strategies : accounting, cost controls, and analysis;" (2000). Guides, Handbooks and Manuals. 130. https://egrove.olemiss.edu/aicpa_guides/130 This Book is brought to you for free and open access by the American Institute of Certified Public Accountants (AICPA) Historical Collection at eGrove. It has been accepted for inclusion in Guides, Handbooks and Manuals by an authorized administrator of eGrove. For more information, please contact [email protected]. s G u i d e t o R e s t a u r a n t M a n a g e m e n t S A CPA's Guide to t r a t e g i e s : Restaurant A c c o u n t Management i n g , C o s t Strategies: C o n t r o l s , Accounting, Cost Controls, a n d A n a and Analysis l y s i s A I C P A Marsha Huber, CPA A m e r i c a n I n s t i t u t e A CPA's Guide to o f C e Restaurant r t i f i e d Management P u b l i c Strategies: A c c o u n Accounting, Cost Controls, t a n t s and Analysis Marsha Huber, CPA Notice to Readers A CPA’s Guide to Restaurant Management Strategies does not represent an official position of the American Institute of Certified Public Accountants, and it is distributed with the understanding that the author and publisher are not rendering legal, accounting, or other professional services in this publication.
    [Show full text]
  • Does It Reflect on Students' Financial Literacy?
    A Systematic Analysis of the Financial Competencies in the Hospitality Industry: Does it Reflect on Students’ Financial Literacy? A Project Presented to the Faculty of California State Polytechnic University, Pomona In Partial Fulfillment Of the Requirements for the Degree Master of Science in Hospitality Management By Chongwen Xie 2018 SIGNATURE PAGE PROJECT: A SYSTEMATIC ANALYSIS OF THE FINANCIAL COMPETENCIES IN THE HOSPITALITY INDUSTRY：DOES IT REFLECT ON STUDENTS’ FINANCIAL LITERACY? AUTHOR: Chongwen Xie DATE SUBMITTED: Fall 2018 The Collins College of Hospitality Management Donald St. Hilaire Project Committee Chair The Collins College of ______________________________________ Hospitality Management Zhenxing Mao Project Committee Member ______________________________________ The Collins College of Hospitality Management Linchi Kwok Project Committee Member ______________________________________ The Collins College of Hospitality Management ii Abstract This paper presents a systematic analysis of the technical skills required by the hospitality industry. The financial competencies identified in the literature include: handling payments; cost management; profit control; forecasting and budgeting; labor scheduling; transactions supervision; revenue management; and, data and reports management. This study emphasizes the links between financial competencies and financial literacy by exploring approximately 36 published articles and unpublished dissertations from the past two decades. A holistic reflection of the links and gaps between financial competencies and financial literacy will be used to identify which competencies are missing in students’ literacy skills. In addition, this study indicates the need and requirement for financial competency skills in the hospitality industry, specifically, within the food service component. Based on the above content, the study will identify what type of hospitality job positions might be suitable for students with different backgrounds.
    [Show full text]
  • The Development of Central Kitchen Logistics Management System In
    Advances in Computer Science Research (ACSR), volume 76 7th International Conference on Education, Management, Information and Mechanical Engineering (EMIM 2017) The Development of Central Kitchen Logistics Management System in the University Quanzhou Huang School of Computer Science, Xi’an Shiyou University, Xi’an, Shaanxi, 710065, China [email protected] Keywords: Center kitchen; Logistics management; Food orders; Distribution management Abstract. This paper introduces the concept of central kitchen, analyses the shortcomings of the traditional management model, and points out the advantages of the center kitchen. This is a new management model, central kitchen is responsible for the procurement, production and distribution of food, restaurants order foods from the central kitchen, product foods no longer, but merely sell foods. It briefly discusses the main problems involved in the central kitchen management system, and uses object-oriented method and UML to analyse, design and implement the system. It gives the results of requirements analysis, software structure design and the main database design, also gives the system development plan and task workflow. Introduction In the unversity, there are a number of restaurants, the restaurants provide food services for students and teachers. There are many large devices, many foods and many employees. Foods from purchasing , processing, to sales must pass many links and equipment, the work is complex, labor intensity is big. Each restaurant almost has the same equipment, workflow and food production, duplication and serious resource waste and low efficiency. In order to meet the needs of modern management, enterprises need to improve the workflow, integrate resources, improve the production efficiency, reduce waste[1].
    [Show full text]
  • Restaurant Managerial Style: How Effective? How Versatile? David L
    Hospitality Review Volume 4 Article 3 Issue 1 Hospitality Review Volume 4/Issue 1 1-1-1986 Restaurant Managerial Style: How Effective? How Versatile? David L. Whitney Washington State University, [email protected] Follow this and additional works at: https://digitalcommons.fiu.edu/hospitalityreview Part of the Food and Beverage Management Commons Recommended Citation Whitney, David L. (1986) "Restaurant Managerial Style: How Effective? How Versatile?," Hospitality Review: Vol. 4 : Iss. 1 , Article 3. Available at: https://digitalcommons.fiu.edu/hospitalityreview/vol4/iss1/3 This work is brought to you for free and open access by FIU Digital Commons. It has been accepted for inclusion in Hospitality Review by an authorized administrator of FIU Digital Commons. For more information, please contact [email protected]. Restaurant Managerial Style: How Effective? How Versatile? Abstract Restaurant management and the leadership styles of men and women who serve as hosts to the dining public are the subject of this study. The uthora asks: What kind of managers are they? What are the operational results of their efforts? Is there a relationship between managerial style and operational outcomes? How are managerial styles themselves related to each other? Keywords David L. Whitney, Restaurant Managerial Style: How Effective? How Versatile?, Trait theory, Psychological tests, Deserter and Missionary, Country Club management, Mr. Wonderful, Authoritative, Coercive, Pacesetting, Democratic, Coaching, Affiliative, MSQ This article is available in Hospitality Review: https://digitalcommons.fiu.edu/hospitalityreview/vol4/iss1/3 Restaurant Managerial Style: How Effective? How Versatile? by David L. Whitney Assistant Professor Hotel and Restaurant Administration Washington State University Restaurant management and the leadership styles of men and women who serve as hosts to the dining public are the subject of this study.
    [Show full text]
  • Management Success Factors in Managing Restaurant Businesses
    Suryawan: Management Success Factors in Managing … Management Success Factors in Managing Restaurant Businesses Ian Nurpatria Suryawan Trisakti School of Management, Management Program Email: [email protected] Abstract: Restaurant business owners seek to improve their management by analyzing in restaurant business management in Jakarta, Surabaya, Semarang, Bandung, Tangerang and Bekasi. The problem of this research is to find out what factors influence organizational performance. The population of this study were all restaurant business owners (both local and international cuisine) in Jakarta, Surabaya, Semarang, Bandung, Tangerang and Bekasi. The research method used is using non-probability sampling techniques with purposive sampling method. The number of samples was 421 respondents. The results or findings of this study show that there are 4 research hypotheses, namely the positive influence of dynamic capabilities on organization innovation with an alpha of 10%, the positive influence of organization slack on organization performance with an alpha of 5%, the positive influence of organization performance on organizaton performance with an alpha of 5%, Positive influence of dynamic capabilities on organizational performance mediated by organization innovation with alpha 10%. For the other 9 hypothesis testing resulted in unproven conclusions. Keywords: managing restaurant businesses. Abstrak: Pemilik usaha restoran berupaya membenahi manajemennya dengan melakukan analisis pada pengelolaan usaha restoran di Jakarta, Surabaya, Semarang, Bandung, Tangerang dan Bekasi. Masalah dari penelitian ini adalah mencari tahu faktor-faktor apa saja yang mempengaruhi kinerja organisasi. Populasi dari penelitian ini adalah seluruh pemilik usaha restoran (baik masakan asli daerah maupun masakan internasional) di Jakarta, Surabaya, Semarang, Bandung, Tangerang dan Bekasi. Metode penelitian yang digunakan yaitu menggunakan teknik non-probability sampling dengan metode purposive sampling.
    [Show full text]
  • Foundations of Restaurant Management and Culinary Arts Level Two ©2011
    A Correlation of Foundations of Restaurant Management and Culinary Arts Level Two ©2011 To the Common Career Technical Core Career ClusterTM: Hospitality & Tourism Career Pathway: Restaurants and Food/Beverage Services Foundations of Restaurant Management and Culinary Arts, Level 2, ©2011 to the Common Career Technical Core Career ClusterTM: Hospitality & Tourism and Career Pathway: Restaurants and Food/Beverage Services CCTC Career ClusterTM: Hospitality & Foundations of Restaurant Tourism Management and Culinary Arts Career Pathway: Restaurants and Level 2 ©2011 Food/Beverage Services Common Career technical Core Career ClusterTM Hospitality & Tourism HT 1 Describe the key components of SE: 445, 446, 466, 494, 497 marketing and promoting hospitality and tourism products and services. HT 2 Evaluate the nature and scope of the This objective is addressed in Foundations Hospitality & Tourism Career Cluster ? and of Restaurant Management and Culinary the role of hospitality and tourism in society Arts, Level 1. and the economy. HT 3 Demonstrate hospitality and tourism This objective is addressed in Foundations customer service skills that meet of Restaurant Management and Culinary customers' needs. Arts, Level 1. HT 4 Describe employee rights and This objective is addressed in Foundations responsibilities and employers' obligations of Restaurant Management and Culinary concerning occupational health and safety Arts, Level 1. in the hospitality and tourism workplace. HT 5 Identify potential, real and perceived For related content, please see: hazards and emergency situations and SE: 765-767 determine the appropriate safety and security measures in the hospitality and See also Foundations of Restaurant tourism workplace. Management and Culinary Arts, Level 1. HT 6 Describe career opportunities and For related content, please see: means to attain those opportunities in each SE: 773-780 of the Hospitality & Tourism Career Pathways.
    [Show full text]