'Business Development in Licensed Retailing: a unit manager's guide' details the indispensable skills and techniques needed to manage units within licensed retail organisations in a flexible and entrepreneurial manner.

This book:

· Forms the basis of a complete course for a unit manager's development.
· Provides an overview of the range of skills needed for effective unit management.
· Supports the development of techniques with examples from existing best practice and case examples from companies such as JD Wetherspoon's, TGI Fridays and McDonald's amongst others.

Business Development in Licensed Retailing considers the functional management techniques required at unit management level, covering recruitment, human resource management, operations, service quality and customer relations, financial measurement and analysis, promotions and strategic planning. The analysis systematically provides all the practical know-how you need to produce of a comprehensive business plan for your unit.

Ending with a comprehensive case study that demonstrates all the aspects of business development working in a real-life scenario, the text is ideally suited for lecturers and management development personnel to use as a learning resource through which readers can apply the principles and techniques outlined.

Auteur

Conrad Lashley, Guy Lincpson

Contenu

Chapter 1 What business are you in?; Chapter 2 Looking for more than breath on the mirror in recruitment; Chapter 3 It takes happy workers to make happy customers; Chapter 4 It's people, people, people; Chapter 5 Now you see them, now you don't; Chapter 6 Training improves business performance; Chapter 7 Serve hot food hot, and cold drinks cold, and everybody smiles; Chapter 8 Get it hot to the table on time; Chapter 9 On turning a profit; Chapter 10 On turning more profit; Chapter 11 There's more to it than cutting wages; Chapter 12 Meeting and exceeding customer expectations; Chapter 13 Let's keep in touch; Chapter 14 Improving the chance of reaching your destination; Chapter 15 Seeing the wood for the trees - case study;