QuikTrip, a large convenience store chain with more than 500 stores, has been known for its outstanding work practice and a fast, reliable and friendly customer service. In November 2010, the Director General Chet Cadieux, had to decide how many new places to discover QuikTrip, when entered into a new market in North Carolina in 2011. Historically, QuikTrip slowly entered new markets, opening 10 to 12 stores a year. This slow growth has worked well with his "people-first" strategy. For North Carolina, Cadieux was weighing the possibility of opening new stores in half the normal rate. Nearly half of those employed in these new stores will come from saturated markets, where there was little opportunity promotion. Thus, its growth will fulfill the objectives of QuikTrip's website: "provide an opportunity for employees to grow and succeed." But Cadieux was concerned that the rapid growth could jeopardize operations QuikTrip, which depended on staff performance. "Hide
by Zeynep Ton Source: Harvard Business School 26 pages. Publication Date: March 23, 2011. Prod. #: 611045-PDF-ENG
Related Case Solutions & Analyses:
Vancouver YMCA: The Turnaround of a Public Icon
Telegraph Media Group: The Newspaper Is Dead Long Live the (D) Making It All Worthwhile: Closing the Loop with Advertisers
China: To Float or Not to Float (F): Alcatel and Strong Chinese Competition
lululemon athletica: Europe or Asia
BYD Company Ltd.
Customer-Introduced Variability in Service Operations
Interview with Rick Wagoner Chairman and CEO General Motors Corp. Video
UCB: Managing Information for Globalization and Innovation (A) (Abridged)
KPMG Forensic: Money Laundering at Agnes Insurance
Southwest Airlines in Baltimore
