Human Resource Management
Content Page
1. Introduction
1.1 Competitive Strategy
2. Discussion and Analysis
2.1 Training and Development
2.2 Performance Management
2.3 Pay Structure Decision
3. Conclusion
1. Introduction
BreadTalk Group Limited is founded as a food and beverage operator in Singapore on July 2000 and listed on the Singapore stock exchange in 2003. It has vastly expanded to become a distinctive household brand enterprise that has established its name on the international scale with its bakery, restaurant and food atrium footprints. Its portfolio comprises of several brands being BreadTalk®,Ramen Play, Din Tai Fung,Food Republic, The Icing Room, Toast Box and Carl’s Jr in China (Breadtalk, 2014).
Bakery from BreadTalk contributed 52.2% to the total Breadtalk Group revenue, recorded sales of $158.1 million which also included franchise income of $21.1 million, an increase of 22.1% from 2009 onwards (Breadtalk, 2014). This was mostly contributed by expansion of outlets and partly driven by higher same store sales in Hong Kong and Singapore. Growth in franchise revenue was mainly attributed to increasing growth in royalty fees income in addition with expanding franchise brands on broader consumer based.
The objective this report is to discuss and analyze BreadTalk current situation, its current strategies and to conclude on Breadtalk human resource strategy whether if it is affective.
BreadTalk Group Limited competitive strategy is mainly focus on differentiation strategy. BreakTalk has a manage to create a strong branding with differentiation with over 7 different brands to cater to a large number of food and beverage consumers . BreadTalk also has very creative product innovations led by a team of skilled culinary chefs to run the research and development department , which is a team comprised of chefs from Japan , Spain , Germany and France that has produce numerous recipes which has made some of BreadTalk most popular dishes
1. Introduction
1.1 Competitive Strategy
2. Discussion and Analysis
2.1 Training and Development
2.2 Performance Management
2.3 Pay Structure Decision
3. Conclusion
1. Introduction
BreadTalk Group Limited is founded as a food and beverage operator in Singapore on July 2000 and listed on the Singapore stock exchange in 2003. It has vastly expanded to become a distinctive household brand enterprise that has established its name on the international scale with its bakery, restaurant and food atrium footprints. Its portfolio comprises of several brands being BreadTalk®,Ramen Play, Din Tai Fung,Food Republic, The Icing Room, Toast Box and Carl’s Jr in China (Breadtalk, 2014).
Bakery from BreadTalk contributed 52.2% to the total Breadtalk Group revenue, recorded sales of $158.1 million which also included franchise income of $21.1 million, an increase of 22.1% from 2009 onwards (Breadtalk, 2014). This was mostly contributed by expansion of outlets and partly driven by higher same store sales in Hong Kong and Singapore. Growth in franchise revenue was mainly attributed to increasing growth in royalty fees income in addition with expanding franchise brands on broader consumer based.
The objective this report is to discuss and analyze BreadTalk current situation, its current strategies and to conclude on Breadtalk human resource strategy whether if it is affective.
BreadTalk Group Limited competitive strategy is mainly focus on differentiation strategy. BreakTalk has a manage to create a strong branding with differentiation with over 7 different brands to cater to a large number of food and beverage consumers . BreadTalk also has very creative product innovations led by a team of skilled culinary chefs to run the research and development department , which is a team comprised of chefs from Japan , Spain , Germany and France that has produce numerous recipes which has made some of BreadTalk most popular dishes