Many managers are making a lot of money in fast food. Sooner or later you may find yourself promoted into management, if you aren't already. Regardless, I need to tell you that there are things about managing a fast food restaurant (quick service restaurant) you don't know; however, should know! That's where this book comes in handy. Immediately pick up a copy of this book and read it cover to cover. What you'll discover will astonish you. Imagine learning how to manage people better, immediately gain deep rapport and favor with the people who count, and make more money, at once. I don't know if you want in instruction manual that will hold your hand and give you the vital secrets necessary to prompt you to be one of the 'best' managers, or not. I don't know if you want to discover how to make the type of money only a few managers really know how to make. Does it matter? What really matters is you can make your life a lot easier, your income a lot more plentiful, and your job immensely more fun than it could be doing anything else. Being a fast food manager in the quick service industry may be something you fall in love with after you read this book. You see this is a special book that under promises and over delivers. You'll love how now you finally have the instruction manual to from the bottom of the food chain to the top and almost over night. If you're in fast food (or any management position) grab a copy of this book today and take these secrets to the bank.

This book is about the business of being in the restaurant businesses. Most restaurants fail within the first three year. During tough times, many will not reach the first year. Nearly all the reasons they fail are down to a few areas that the owner neglects to find out about. If you want to get into the restaurant business and learn the key skills to keep you there, read on . . .

Once upon a time, a Ph.D. went to work at Mickey D's... And what he found was illuminating. Jerry Newman, a college professor who has taught business courses for nearly 30 years, went undercover as a bottom-rung worker for the biggest names in fast food, including McDonald's and Burger King. Newman found that fast-food chains were the perfect petri dishes for covert research: High-pressure, high-volume businesses with high-employee turnover. The pecking order was also crystal clear, from fry cook all the way up to store manager. Of the seven restaurants where Newman worked, some were high-morale, high-productivity machines. Others were miserable, misplaced circles of hell. Yet one common trait stuck out from them all: Each restaurant's respective manager determined the climate of the work environment. Go behind the fast food counter with Newman and see what happens on an average day on the “McJob”... how the restaurants are run (for better or worse) how managers reward good employees when raises are impossible (believe it or not, bosses give 'em more hours-and it works!) how morale and motivation spring directly from the manager's office and how a few simple adjustments to your own management style-the “Supersized Management Principles” in this book-can transform and invigorate your workplace

The military exchange services operate a wide range of retail activities such as department stores, florist shops, barber and beauty shops, gasoline stations, and restaurants. Profits from these activities provide funds for the Department of Defense s (DOD) morale, welfare, and recreation programs. In recent years, the exchange services annual sales exceeded $9 billion in fiscal year 1999 about $734 million involved food operations. About 50 percent of the food sales came from about 615 name-brand, fast-food restaurants (e.g., McDonald s, Burger King, Subway, and Pizza Hut) operating on military installations around the world. Name-brand, fast-food restaurant operations, particularly hamburger restaurants, are the topic of this report. It focuses on hamburger restaurants because they represent a major segment of the exchange services name-brand, fast-food sales and because exchange services contracts with two large companies, Burger King and McDonald s, will expire in 2004.

Discusses successful restaurant management through interviews with successful restaurant owners.

Quick Service Restaurants, Franchising, and Multi-Unit Chain Management provides a multifaceted view on the one-hundred-billion-dollar industry with worldwide appeal. Quick-service restaurants (QSRs) have been the dominant segment of the food service industry since their inception in the 1920s. This book focuses on the QSR industry, its historical roots in America, consumer acceptance, management practices, international expansion, and co-branding opportunities. A nationwide survey of mature customers highlights the characteristics, unpleasant service experiences, and service requirements that diminish their satisfaction in QSRs. There is a chapter on airline food and what companies are doing to improve food quality and customer satisfaction. There are also chapters focusing on food safety, sanitation, and consumption trends. A case study of Billy Ingram and White Castle restaurants shows how hamburgers became a staple menu item in American restaurants.