SHEHRYAR HUMAYUN

1)- In order to provide exceptional customer services QuikTrip (QT) ensures speedy services. From the
moment a customer enters QT premises till pay for their product, everything has been planned to cut time
and provide fast service: Large spaces have been dedicated to parking lots so that no time is wasted in
finding a parking spot; In order to help customers pick up their merchandise with ease and speed QT has
maintained the same store layout at each store i.e. a certain product will be found at the same place in
each store; Employees are encouraged to use speed keys instead of wasting time on scanning trivial
products. The easy search of items and quick service satisfied customers and increased the customer
base thus driving high sales. QT provided a very friendly and family-like environment to its customers.
Employees were encouraged to take care of customers and help the out. QT preferred that if a customer
has spilled his drink the employee should be more concerned in helping the customer and calming him
down rather than worrying about the spillage or re-stocking the shelves. This in turn increased customer
loyalty and customers preferred QT instead of other retailers. The QT store network was vast but they all
managed to maintain thoroughly clean facilities. QT stores were very clean and kept so. QT believed that
the customers were more inclined to stop and shop if they knew that the bathroom facility was clean, so
they spent a huge amount renovating their bathrooms and keeping them spotless. The cleanliness and
hygiene drew customers to QT and increased sales. Therefore, the fact that QT provided fast service in a
friendly manner and maintained clean facilities and did so consistently over time and across their network
differentiated them from other convenience stores and increased sales.
2)- Employees at QT thought about it as their long-term career rather than a temporary job and thus led to
low turnover. One of the motivational factors for this was QTs devotion to its employees wellbeing. QT
offered plenty of chances to earn bonuses and rewards (e.g. referral bonus) and paid almost double the
industrys average. The second factor for low turnover was appreciation and respect. The employees
were deeply appreciated when a milestone was achieved and were treated with a dinner with the senior
level manager at completion or the CEO at completion of 5 or 10 years of service respectively. This
personal recognition and respect boosted the employees morale and they were satisfied with working at
QT long-term. The third motivational factor for employees to stick with QT was job stability. QT did not layoff employees; those who could not fit in usually left in the start. The surety of promotion also contributed
to job stability because the newly hired staff always started at low-level positions so the old employees did
not feel threatened by them. However, the fact that employees at QT were in for the long-term did not
lower the productivity as QT has placed sufficient control mechanisms to ensure that the performance is
up-to the mark. The employee performance was reviewed 360 degree by seniors, peers and juniors
through anonymous electronic sheets. The reviews moved up through all levels and were evaluated. The
managers can even log in to check their overall employee performances against other QT stores thus
encouraging healthy competition to boost performance. Another control mechanism was the mystery
shoppers who visited different QT stores under the guise of normal shoppers and evaluated each and
every aspect of the employee performance and customer services. Good reviews were tied with extra
bonuses for the store.
3)- I would suggest that expanding into North Carolina is a good option in light of the following points.
First, finding prime locations for convenience store is very important but prime locations do not come
cheap. The low interest rates and favorable real state in North Carolina should be considered an
opportunity to establish a strong market foundation. Besides the city is a new emerging economic hub
and therefore worth exploring. Second the location of QT kitchen in Atlanta only three hours away should
be considered a huge plus point as it will make distribution easy and save transportation cost as well
without the need of building a new kitchen in North Carolina. Third QT should trust its old formula and
believe that if they maintain its principles like same store layouts, efficient customer service, Gen-3 stores

and high-volume low-profit formula they will establish a loyal customer base in this new market as they
did in the old ones. However, although expanding into North Carolina is an advantageous option, to open
new stores with double speed has its own pros and cons. There are two major risks associated with
doubling the speed of opening: First, considering the expense of Gen-3 stores and the fact that the early
years might not be so profitable, it can lead to a longer break-even point and thus QT will have to absorb
severe losses in the early years. Second, in order to maintain the quality of stores, QT will have to
relocate a lot of old experienced employees to the new city. This might lead to employee discomfort and
resignations. On the other hand the employee relocation can also be viewed as an advantage.
Employees will get a chance at faster promotion and might view fast store openings as an opportunity to
advance their careers.
ALI DANISH
1)- QuikTrip was founded in 1958 and due to their best customer service to its customer, it has become a
true convenience to them. Some of the policies that are responsible for the exceptionally high sales
productivity are:- 1. The quick and fast response 2. Consistency 3. Humble and Friendly Attitude The
training was provided to the employees for providing a quick service to its customers. Though the
employees were so trained to provide a fast response to the customers, but also the stores were
designed to facilitate the customers. The simple architecture of the stores was kept to provide the
customers with easy access to their required merchandise. Three to One Standard was of the policies
which highlighted the significance QT has put up on the quicker customer service. QuikTrip being a
professional in their business provided a consistent experience to its customers. This was primarily the
result of well trained, experienced and professional staff providing excellent service to the customers over
the years. Customers used to enjoy the same level of comfortable services irrespective of the location of
the store. The customers opted to go their nearest QT store wherever they were to enjoy the same level
of service and prices. Thus, increasing the sales and revenue. In any service industry attitude and
behavior of the employees towards their customer plays a key role. QT put special emphasis towards
their employee attitude, making it secondary to the employee skill level and experience. As a result QT
was able to create a friendly atmosphere appealing their customers. Due to the friendly atmosphere the
employees were in such relationship the customers that they were able to calculate their orders just by
looking at them. For any retail store this is a major achievement to retain their customers over the years
which has lead TQs sales and revenue to increase over the years.
2)- Three policies responsible for extremely low employee turnover at Quick trip are:- 1. Hiring Process 2.
Compensation and Benefits 3. Management Support The Quick trip used to hire the employees on entry
level posts of part time clerk, Full time clerk, Night assistant and Relief assistant. The rest of the positions
are filled by promoting the staff. The regional, divisional and even the leadership hierarchy comes from
the grass root level of the organization. Also whenever the company used to expand its business by
opening new stores, the senior staff from other stores was moved and promoted with benefits. The Quick
trip had a very high salary package structure which was much higher than the industry average. The
compensation provided by the TQ along with the benefits like dinner with the management and long
vacations from company after some years of service was the reason behind the long service of the
employees. The CEO used to take special interest with his low level employees, talking to them during his
visit and questioning and replying them via emails. This supportive behavior of the management was very
much appreciated by the employees as it made them feel they were cared and valued by Quick trips top
management. Two techniques were employed to monitor and control the employee performance. One of
them was known as the DAW Daily Activity Worksheet and other was the Mystery Shopper concept.
DAW was a sort of checklist in which tasks and responsibilities and responsible person were defined.
Mystery Shopper visits was a spot checking technique targeted at monitoring performance of employees.

In these visits specially hired shoppers used to evaluate customer service, employee appearance and
store performance on the basis of set parameters. Since the bonus and performance was measured
through this technique, hence it was a definite control measure for employee performance.
3)- Three convincing points for entering North Carolina are as under: 1. Fast Growing Economy 2. Low
Overhead Cost 3. Established Nearby facilities North Carolina is among the fastest growing industries in
United States resulting into more population inflow in the region. QT could grab this opportunity to
establish its presence. Secondly, the cost of setting the infrastructure is very less as compared to the
other regions. Since, QTs Gen3 stores require a larger area and heavy construction, QT would certainly
be able to reap the benefits of lower capital expenditures in North Carolina. Quicktrip has an already
established distribution and kitchen facilities in nearby Atlanta division which could easily serve the North
Carolina area. Risks associated in opening stores at double the rate: 1. Historical Results 2. Payback
Period Historical market research shows that it takes 5 years or about 50 stores to establish a brand
presence in the market. Therefore, the company would require spending a very huge capital to establish
such presence at double the previous rate. Gen3 stores require high initial investment on average of $ 4.2
million for each store. The payback period for such a store in a new market can took up to 7 long years.
Therefore, QT needs to show some patience to earn profits. Advantage with fast store openings in North
Carolina: Since, North Carolina is a fast growing and an emerging market and other markets have
become saturated and despite of all associated risks, it also has great advantages which somehow overweigh the risks and disadvantages. North Carolina market will offer higher growth opportunities for
employees in adjacent divisions where promotions are somewhat saturated. Furthermore, it will also
decrease the time which QT took to reach break-even in other markets, as they will be able to reach
market saturation quicker.
SAMIR MAHMOOD
1)- QuickTrip policies that brought the exceptional high sales productivity are mentioned below: 1 - Kind
behavior towards customers 2 - Very prompt response 3 - Consistency Behavior of employees with other
employees creates an internal working environment in an organization. The more pleasant working
environment of an organization causes more customer satisfaction. While on the other hand, an attitude
in service industry play a vital part in company's revenue and sales which leads to customer's retain ship.
QuickTrip focuses specially on employees behavioral training and coaching. Employees expertise and
other skills comes after the skill of interacting with customers with positive and friendly attitude. QT
employees are well trained to entertain customers and resolve their issues promptly. Stores are facilitation
tools for the customers and employees also helps customers to use the stores or else provide quick and
to the point service satisfying the customers. "Three to one Standard" policies were designed to enable
quicker customer service in QuickTrip. QuikTrip's vision is to have the consistent experience to
customers. This was primarily the result of well trained, experienced and professional staff providing
excellent service to the customers over the years. Customers used to enjoy the same level of comfortable
services irrespective of the location of the store. All retail store provides consistent price and best
optimum response time over the years. Employees working for QT for years, have been developed in
providing these excellent services to customers.
2)- Three policies responsible for extremely low employee turnover at Quick trip are:- 1. Hiring Process 2.
Overall Benefits 3. Top management appreciation The Quick trip used to hire the employees on entry
level posts of part time clerk, Full time clerk, Night assistant and Relief assistant. The rest of the positions
are filled by promoting the staff. All topline positions in company are filled with the employees rise up to
the level required for available positions i.e. The regional, divisional and even the leadership hierarchy
comes from the down the line level of the organization. Also whenever the company used to expand its
business by opening new stores, the senior staff from other stores was moved and promoted with

benefits. The QT provides the handsome salaries in comparison the market available salaries. Also, QT
tends to provide the benefits to employees down the line like dinner on day end ( extended hours
working) and holiday vacations to employees boosting up their morale which eventually enhances the
revenue and sales. The CEO used to take special interest with his low level employees, talking to them
during his visit and questioning and replying them via emails. This supportive behavior of the
management was very much appreciated by the employees as it made them feel they were cared and
valued by Quick trips top management. Two techniques were employed to monitor and control the
employee performance. One of them was known as the DAW Daily Activity Worksheet and other was
the Mystery Shopper concept. DAW was a sort of checklist in which tasks and responsibilities and
responsible person were defined. Mystery Shopper visits was a spot checking technique targeted at
monitoring performance of employees. In these visits specially hired shoppers used to evaluate customer
service, employee appearance and store performance on the basis of set parameters. Since the bonus
and performance was measured through this technique, hence it was a definite control measure for
employee performance.
3)- Three convincing points for entering into North Carolina are explained below: North Carolina is a best
place to proceed with heavy structures since CAPEX is lower than the other regions. Since QTs Gen3
store requires a larger area & heavy construction. North Carolina is among the fastest growing industries
in United States resulting into more population inflow in the region. QT could grab this opportunity to
establish its presence. Quicktrip has an already established distribution and kitchen facilities in nearby
Atlanta division which could easily serve the North Carolina area. Historical market research shows that it
takes 5 years or about 50 stores to establish a brand presence in the market. Therefore, the company
would require spending a very huge capital to establish such presence at double the previous rate. Gen3
stores require high initial investment on average of $ 4.2 million for each store. The payback period for
such a store in a new market can took up to 7 long years. Therefore, QT needs to show some patience to
earn profits. Advantage with fast store openings in North Carolina: Since, North Carolina is a fast growing
and an emerging market and other markets have become saturated and despite of all associated risks, it
also has great advantages which somehow over-weigh the risks and disadvantages. North Carolina
market will offer higher growth opportunities for employees in adjacent divisions where promotions are
somewhat saturated. Furthermore, it will also decrease the time which QT took to reach break-even in
other markets, as they will be able to reach market saturation quicker. United States Economy is stable
leaving behind the open space for new opportunities QuickTrip.
BILAL AHMED WYNE
1)- There were several ways in which Quick Trip used its exceptional customer services to bolster its
sales and productivity. One of the main reasons for Quick Trips phenomenal success was due to the fast
service that it offered. Any customer wants to spend the minimum time possible hassling in a convenience
store and Quick Trips ensured just that. Store layout was designed to help customers find products as
quickly as possible. All stores had the same layout and the same merchandise, so no matter where Quick
Trips store customers visited, they could find the same products in the same places. Another unique
feature of Quick Trips was its extremely strict customer services policy. An example was the three to one
standard which implied that there should never be more than three customers per employee waiting at a
cash register for more than 1 minute and all available employees were expected to immediately stop
whatever they were doing and tend to the register if the situation of more than three customers per line
arose. Lastly Quick Trip were extremely consistent in terms of consistency, friendliness, product offerings
and speed. Any customer would get the same service from all Quick trip stores regardless of the location.
Quick Trips has developed a number of protocols and safeguards to ensure consistency; two of the most

effective were its daily activity worksheet and its mystery shopper programmer which proved extremely
popular among customers.
2)- One of the reasons for a low turnover rate at Quick Trips was because of the professional manner in
which it treated its employees. There are a lot of opportunities available within the spectrum of the
company. Employees felt that they were well looked after by the company and that there was a lot of
room for potential growth. Secondly the work environment at Quick Trips is such that employees who
cant fit in and adjust to the fast paced work routine are naturally filtered out. There is too much peer
pressure involved and at many a times the higher management doesnt even need to fiddle in at the grass
route level and peers tend to push lenders out. This is why Quick Trips has an extremely low turnover
especially after 1 year of service. Lastly Quick Trips has a highly systematic organizational set-up in
place. The store manager is assisted by four other managers who in turn were constantly aided by sub
assistants. This not only helped ensure efficiency but also meant that no single person in the entire chain
felt over burdened with work which meant greater satisfaction and higher turnover. Quick Trips used two
methods to ensure optimum performance by employees: rigorous training and stringent performance
reviews. Once hired, employees could be expected to have training sessions up to 40 hours in total.
Recruits were specifically graded for their knowledge, experience and enthusiasm. Store managers
worked with their area supervisors to develop a promotional list of qualified workers. These workers were
then promoted into more challenging arenas such as from second to first assistant. Thus this sort of
environment created incentives and a driving force for employees to work hard and get promoted.
3)- There are several reasons why I would suggest to Chet to expand over to the North Carolina market.
Firstly North Carolina has a fast growing economy which means consumers have greater purchasing
power which would result in more sales. Secondly it has an ever expanding population which means there
is a ready market for Quick Trips products and services. The construction rates in North Carolina have
fallen over the years which would not only mean low construction costs but low over-head and rent costs
as well. Considering Quick Trips capability of making a large investment, this means that they can easily
take over competitors. There are two cons of opening stores at such a rapid pace. Quick Trips prides itself
on being market leaders when it comes to speed of service. That is possible only due to the systematic
organizational structure and high standards of staff training. If they were to open stores rapidly this would
not only result in an organizational failure due to lack of workers capable or experienced enough to
manage stores but it would also mean a sudden hike in the training costs of workers. All of this would
contemplate to a temporary downfall in customer experience and a surge in costs. Quick Trips could
benefit from the strategic location of the North Carolina market. The Atlanta division housed a QT
distribution center and QT kitchen facilities and it was only a mere 3 hours drive away to the south. This
meant that the North Carolina market already had an established distribution center near by which would
result in improved command and control and lower the overall costs of setting up a new market.
WAJAHAT ALI
1)- The three policies deeply rooted in the exceptional customer service culture at QuikTrip include the
following: 1. Fast and friendly customer service with meticulously clean stores and facilities has been the
cornerstone of the QuikTrip experience. This is how QT differentiates itself from other convenience stores.
2. Easy to understand and uniform store layout is the next key ingredient in ensuring exceptional
customer service at QT. Customers could go into any QT store and they would find familiar surroundings,
enabling them to locate and pick their merchandise as quickly as possible and be about their business. All
stores had the same layout and the same merchandise. The layout was designed to help customers find
products as quickly as possible. 3. And lastly, Consistency in speed, friendliness, product offerings and
cleanliness made the customers keep coming back. A clear source of differentiation for QT which in the

words of Corey Alverson (Atlanta-area Store Manager) They (competitors) can copy our layouts and
products, but they cant copy our consistency.
2)- The 3 policies responsible for the extremely low employee turn-over at QuikTrip include: 1. Hiring the
right people. People can only join QT at entry-level positions, (full-time clerk, night assistant, or relief
assistant) and then move-up through the ranks. The hiring of these entry-level positions is taken care of
centrally by the division headquarters. The hiring procedure is so rigorous that despite receiving
overwhelmingly large number of applications for these positions (500-600 a week), 90% of applicants are
eliminated before reaching an interview. 2. Once the right people were brought on-board, QT ensured that
its frontline (Store employees) are paid almost double the industry average. Among other things, Effective
Compensation & Benefits structure greatly enables QT to retain its quality human resources. Other
tangible benefits include job stability, and a deep commitment to employee appreciation, development
and well-being. 3. Internal Promotion can be cited as the third policy, equally responsible for ensuring low
employee turn-over at QuikTrip. Besides, Hiring the right people and paying them well, QT keeps the
element of continuous struggle alive with in its employees, which enables them to grow beyond their
potential since they know that their supervisor will be replaced by none other than one of them, and that
the company wont snatch away their promotion only to be given to someone theyve brought from the
outside who doesnt know much about the business. Appropriate control mechanisms for keeping
employee performance up to standard at QuikTrip include: i) Performance Reviews which enabled
employees to receive frequent feedback. Store Managers met monthly with each employee separately
and with the entire team to go over individual and store performance, team morale, and how to help each
other succeed. ii) Trainings also helped in keeping employee performance up-to-standard. These usually
took place at the time of hiring or promotion.
3)- For entering North Carolina, following will be my 3 convincing points: 1. In its existing markets, Dallas
and Phoenix area, QT had reached maturity. QuikTrip had to explore new markets in order to fuel growth.
2. North Carolina was an attractive region for QuikTrip because of its fast-growing economy and an
expanding population. Since Construction and real estate costs had fallen, this was the optimal time to
establish a foothold in the region. Additionally, the nearest distribution center and Kitchen of Atlanta region
was just 3 hours away. 3. More than 1000 employees in the Atlanta region (who could not relocate to
Dallas/Phoenix area because both of these two regions were very far from Atlanta) were now more
experienced and eager for new growth opportunities. An expansion into North Carolina would be the
perfect opportunity to give these veterans a chance to shine in a new market and bring in additional
revenue for the store. Opening stores at double the speed will be risky because of the following reasons:
1. Firstly, expansion at more than double the speed might adversely impact the companys financials.
Statistically, it takes 7-8 years for stores to break even in a new market. Opening stores at the increased
rate carries substantial risk of underpinning profitability for the chain for the upcoming 7-8 years. 2.
Secondly, QT might not be able to find and groom the talent it needed, quickly enough, to make its
operations in North Carolina sustainable Human resources wise, to keep up with store construction. The
company currently successfully hires and retains new workforce based on 10-12 new stores every year.
30 stores in almost thrice the normal speed. One of the advantages of fast stores opening will be more
economically available competition free Real Estate for the chain to establish itself.
JAMSHAID ALI KHAN
1)- The three main features of exceptional customer service culture at QT are: Fast operations Friendly
environment Cleanliness Customers dont want to spend a lot of time shopping and they want to done
with it as quickly as possible. Realizing this thing, QT did a great job. Fast operations started right from
the choice of store location as they used to choose the location with ample parking and fueling space
knowing that customers would not come if they find the parking lot to be full. Then store layouts are

designed such that it takes less time for the customers to find the products they are searching for.
Consistency is their another outstanding feature as each QT store has same layout so customers find the
same product at same place at each QT store and this saves them a lot of time. Employees trained for
faster operations helped to take the advantage of all these features as it is the employee who has to deal
with the customer finally and here the QTs three-to-one and customers standing in queue time policies
becomes handy in ensuring faster operations. Friendliness is a proven aspect of good customer service
as customers feel respected and leave happily if the person dealing them do it with a greeting and smile
on his face than if the person doing it with expression less face. This tends to bring the customer back for
the next time. Cleanliness is a much important feature as people like to shop at clean rather than messy
places. Taking care of their natural wants is best understood by QTs management and they spent a hefty
amount on maintaining their restrooms as well as making it the job description of its employees to keep it
clean.
2)- QT was able to achieve extremely low employee turnover by ensuring three main features to be part
of their work culture: Finding the best people Paying them well Offering chances for promotion QT
offered its people not just a job but a career. Their intensive hiring system ensures that right people with
required enthusiasm and energy boards the plane. Their culture of taking entry level employees to higher
management positions following a structured plan is well received within the employees and employees
remain sure that the company would take care of their well-being and personal development. To ensure
that its employees perform as per the standards, QT has the following control mechanisms: Daily Activity
Worksheet Mystery Shopper Visits Daily activity worksheet was there to ensure that all the things had
been done in a timely manner. It provides employees with the information what needed to be done and
when. This includes activities such as register time, tasks and upkeeps. The three things that are a vital
part of exceptional customer service culture at QT. Another control mechanism introduced by QT was
Mystery Shopper visit. Mystery shoppers are the people hired by QTs corporate secretly. They are hired to
evaluate each stores customer service against a set of standards developed on the basis of customer
feedback. On the basis of these evaluations, each store and its team used to get bonuses. This is an
important tool to ensure that everything is being done according to the standards and customer needs.
3)- I would like to convince Chet for stepping into North Carolina market citing the three main reasons that
exists there: Fast growing economy Expanding population Low construction and Real estate costs
This might be the right time to enter in North Carolina market as the economy and population is growing
resulting in the increasing need for convenience stores. QTs entry in the market might fill the gap and on
the same time, it can take advantage of low setup costs. But the two reasons that could cause the
decision of opening stores there at double the usual speed backfire are: Construction cost of Gen3
stores May not be able to find the required talent quickly Since all QTs stores in North Carolina would be
Gen 3 which costs more than the Gen 2, this will be a huge investment decision for Chet. At the same
time, it may not be easy to find the people with required skill set to set to take care of new venture. But
here are some advantages associated with opening stores at double the usual speed. Chet realizes that
his people are looking for chances to grow and he wanted it to provide it to them. This decision is
expected fulfill that resulting in better employee satisfaction. The economy and population of North
Carolina is in growing stage. Opening the stores at double speed might make it easier to penetrate into
the market than the competitors and fulfilling the needs of customers there as well as creating brand
recognition.
QAISER ASIF
1)- One of the policy that QT has adopted for its customer service is to serve its customers rapidly. The
stores layout throughout their chain is designed in such a way that customers dont have to look for the
product in the entire store. The company follows Three to One Standard which means there shouldnt be

more than three customers per employee waiting at the register for more than one minute. Employees at
work should leave everything and help the register in this scenario. The other scheme which QT has
adopted is consistency in their services. Every QT store has the same layout and merchandize so that
customers can have the same great shopping experience in every QT store they visit and find their
products at the same place every time. To ensure consistency QT has adopted numerous protocols but
two of them which are more effective are Daily Activity Worksheet DAW and Mystery Shopper Program.
Daily Activity Worksheet: This methodology allows them to track the progress of every work that is to be
done. This helps them in determining staffing requirement and scheduling mechanism for their staff which
ultimately helps in providing better customer service. Mystery Shopper Visits: This methodology helps
QT to evaluate each stores customer service. A mystery shopper is hired by QTs corporate office which
has to identify the goods and bads in every aspect of customer service like cleanliness, employee
appearance and merchandizing without disclosing him/herself. The third policy they adopted for their
exceptional customer service is their friendliness with the customers. As mentioned in the case inventory
comes after the customer service. They teach their staff to make a better impression in the eyes of the
customers by taking care of them first, not inventory or spoilage.
2)- One of the reason for low employee turnover at QT is that the company invests in its employees so
that they can do better for the company. These training programs not only develop their skills and
expertise in particular areas but also provides them a chance to move ahead and promote in the
organization. Second good reason for low turnover in QT are the benefits which they give to their
employees. The employees working in QT are being paid double the salary as compared to industry
standard. Not only that there is a huge list of tangible and non-tangible benefits like job stability,
recognition, health benefits and many other. Third reason for working at QT for a longer period of time is
that the store managers do the same kind of work as the staff does. Store managers and their assistants
do 70% of time their specific task while the rest of the time they do upkeeps and other tasks like cleaning
the bathroom, empty the trash bin and many other. The people working over there says they have never
seen anywhere situation like this where manager level personnel are doing the upkeeps which helps in
keeping up the morale of the people. To keep the employee performance up to the industry standard QT
uses 360-degree performance evaluation system where employee is evaluated by senior and junior coworkers to ensure fair and square evaluation. Store managers met with their staff individually and with the
entire team on a monthly basis to discuss the individual and store performance and how to make it better.
Another control mechanism for employee and store performance is the visit of mystery shopper who
comes in the store and evaluate every bit of thing in the store and report them to the higher ups.
3)- One reason to expand QT stores in North Carolina is its growing economy and population. There
would have been more demand of such stores because of growing population and QT has recognized
itself as a bigger brand in convenience store warfare which can earn QT profits from this growing area.
Another important factor to enter in the North Carolina market is that the cost of construction has gone
down in this region and this is a great window of opportunity for QT to start building its stores in North
Carolina region. The most important factor to enter in this market is to preserve its man power. The
Atlanta market has been saturated and there is very less chance getting promoted in that region. By
opening stores in North Carolina which is not far from Atlanta will provide people a great chance for
promotions and exceed in their career. There are some risk factors involved in opening stores in North
Carolina at double speed. One of them is the large break even time. As mentioned in the case that it
takes about 7 to 8 years to break even in new markets and building stores at double speed would cause
break even to get doubled. Also the stores which QT will open there will be Gen3 level, so they cost them
even more. Another risk that might occur because of speed roll out is that they might not be able to hire
man power early enough to keep up with the store construction. The bright side of opening stores at

double speed is that QT can earn double revenue and also provides QT employees better chance for
promotion.
SUMAIYYA SABIR
1)- QT is differed from other convenience stores by offering the fast and friendly customer service along
with meticulously clean store s facilities. Fast service was essential to QTs success and differentiation in
the convenience stores markets. In order to ensure the fastest customer service the store layout was
designed to help customer find the products as quickly as possible. All stores had the same layout and
the same merchandise, so no matter what QT store customers visited, they could find the same products
in the same places. Employees shared the cash register s; any employee could use any cash register at
any time and thats because the company had strict customer service policies, such as the three to one
standard. According to which there should never be more than three customers per employee waiting at
cash register and customers should never have to stand in line for more than one minute .available
employee were expected to drop everything and help at the registers if more than three customers were
in line. Consistency in speed, friendless, product offerings and cleanliness was sources of differentiation.
And for ensuring this consistency in their process system they have developed different protocols and
safety guards. The two most effective protocols are their daily activities worksheet (DAW) and their
mystery shopper program.
2)- QT was unusual among retailers in the it invested in developing its employees because it expected
them to lead QT. Therefore the employees who stayed with qt saw it as a career for long run. The reasons
behind this extremely low employee turnover are their time and investment they made on each phase
from hiring to developing their employees, so that they would count to be as asset for the organization. 1Their strict and structural hiring process is the part of their policies .QT invested in a rigorous hiring and
training process to ensure that the firm brought on only those who would deliver the high quality
customer service it expected. 2- The passing candidates have now going through the training time period.
For part time employees this period will consist of 40hours. Their training period has two full weeks. This
period also sort out the potential candidates, since many of them quit while on their training period and
restore their previous position. 3- Job stability and deep commitment to employee appreciation,
development and well being are another intangible benefits and reason for the low employee turn over.
Since the Qt never layoff an employee, which make them feel secure and they see their career
development for the long run. For keeping the employee performance up to the standard the QT set the
some control mechanism among which internal promotion and performance review is the major driver.
Which help them in their career development and keeping their interest and loyalty to achieve the
organizational goal. QT did 360-degree evaluations in which employees were evaluated by those directly
above and below them to ensure fairness of system And internal positions provide the growth opportunity
to them for making them feel like a valuable asset for QT.
3)- As a consultant I will recommend the chet to expand its market in North Carolina , since it optimal time
to establish a foothold in the region because of it had a fast growing economy and a expanding population
and construction and real estate costs had fallen in the several years prior to 2011 .And also Dallas/
Phoenix markets reaching its maturity with the 1000 of employees eager for development opportunities ,
this new entering filled at least 50% of the new positions with employees from other region , allowing them
to import its culture and values while providing talented employees to advance . However opening stores
at north Carolina at double the usual expansion rate would be risky since opening in new markets broke
even after 7-8 years and it peak and performance will achieve after that time period ,therefore this would
be a high rate of investment with payback period little longer .which is not feasible from business point of
view. Most of existing competitor convinces stores here in North Carolina are Gen3. And average QT
store setup costs are of $4.2 million, this will expect them to cost more in order to compete with their

competitors and also if they move their employee to new location it will cost some of other estimated
figure .Which will be a huge investment to bring forward for the longest payback/profitability period. In
contrast it would relieve the pressure and bottle up the advancement opportunities for the all employees
in mature markets. This will help in their performance development process and also provide a huge
place to market the QT brand.
MUSABBIR HUSSAIN
1)- One of the major differentiations QT has in convenience store market is its fast and timely operations.
Average customer would spend about 3 - 4 minutes in store to get what they need. To keep up the pace
of employees, they are encouraged not to use cash register by scanning the product. But rather rely on
memorized speed codes to use on register. Also the employees were trained to calculate the change
mentally as its much faster than scanning the product on register and then manually entering the amount
received from customer to see the change amount. The speed of operations were also achieved by QTs
unique three to one standard, which allowed customers not wait in queue for more than a minute to
check out. If there were more than three customer is in a queue, the other employees quickly assume the
position at register to reduce the queue. However, accomplishing such speed would not have been
possible without the consistent layout of the stores. Customers visiting different stores of QT would
experience the same layout, i.e. they will find their item of need at the same side of shelf in every single
store. This reduced the confusion and created ease for customers to navigate around the stores, hence
reducing the time they have to spend during shopping. The layout is also designed such that frequently
used items are easily accessible thereby helping customers find products quickly. Another competitive
advantages QT has, over the competitors, is its extraordinary customer service. QT maintained an
environment of cleanliness and customer friendliness throughout the stores. The QT CEO Chet
emphasized on cleanliness so much that they invested around 12 million over 3 years just to renovate
bathrooms. He believed that it will maintain a particular family environment for its customers.
2)- Employees are held with high regard and considered force which will drive the company. Therefore,
QT focused on ensuring low turnover by offering its employees long term careers rather than short term
temporary solutions. QT encouraged the internal promotion system which stimulated employee motivation
to work with QT for longer than market average. Job stability & security is another major reason for low
turnover of QT. They never laid of employees for their lack of skills, but rather due to behavioural issues.
QTs philosophy is that skills can be improved in employees to achieve better performance but bad
customer service is just unacceptable. To strengthen this, QT has just in time training programs to equip
the employees for necessary tools to carry out their immediate job. Above all the salary benefits and
perks QT enjoyed, their employees are treated the same way throughout the stores. QT created
standardized policy notes for all the stores, stating exactly what is expected of its employees. In time of
busy hours, the store managers would do any task to support his team. There is no better motivation than
knowing this that your manager does the same job as you do. When it comes to performance measuring
and controlling, QT uses 360 degree employee evaluation which allowed people working directly above
and below a particular employee to give feedback, which is accessible to that particular employee through
internal network. Employees could see where they stand in terms of performance, which motivated them
to perform better in order to rise above other employees. Another control to improve performance was
mystery shopper program. This also translated into monetary benefits for the employees if their rating was
100%. However, a performance rating below 85% would automatically trigger termination. Therefore, the
program is perfect to keep the employees interested in higher performance to yield higher rewards.
3)- Entering in North Carolina market seems extremely favorable for QT at the moment due to many
reasons. The most important of them are high growth economy of the region with high growth population.
This means that there is high growth opportunity of QT also. The lower construction cost in the region

would enable QT to establish its foothold in North Carolina at lower cost than their usual expansion
projects Moreover, using the existing distribution centers and QT Kitchen in Atlanta will save the huge
amount of cost and enable them to start their operation quickly in North Carolina region. This will also
improve the overall utilization of QT Kitchens which are currently being used under capacity because the
QTs food initiative is in growth stage. The Atlanta region is now saturated for QT and there are low
advancement opportunities for employees who have been working for longer terms. This could lead to
employee frustration. However, as per expansion policy of QT, 50% of employees in new region are
transfers from an existing market to bring in the culture of QT into new market. Hence, the employees of
Atlanta region can move to NC market for better opportunites. While above all hold true, there are some
risks associated with Chets idea of entering the North Carolina market at double the pace as usual. The
QT stores cost much more than industry average and their break even period in emerging market is about
7 years. Therefore, QT would have to bear double the losses for the time it takes to reach breakeven. The
question is Can QTs cash flow allows such huge investments? Also, acquiring the talent required to
high demanding job at QT with double the pace would also be a challenging task. If QT failed in that, then
their image of being customer oriented will be threatened.
MUHAMMAD ZAIN
1)- QuikTrip focused on three policies in exceptional customer service culture; 1. Fast Service 2. Clean
Environment 3. Consistency QuikTrip as its name suggest served customer as fast as possible. They
consider it as success and differentiation measure from its competitors. Stores layout was set as to help
customers shop and find products as quick as possible. Employees also share cash registers with each
other. They used speed keys for fast and mentally calculate small transitions rather using cash register.
QT had a strike policy as Three to One Standard,there should never be more than three customer per
cash register. And customer waiting time should not exceed one minute. Some experienced employee
even managed to learn what their customer shop and began making receipt before they finish.
Cleanliness was another aspect where QT invested more. As hygiene is basic necessity of a healthy life
QT practices high standards of cleanliness. They recognized that clean bathrooms would bring more
traffic into the stores; QT invested $12 million over three years to renovate its bathrooms. They also
added bathrooms cleaning as parts of one of the sections in DAW (Daily Activity Worksheet). QT
consistent behavior kept them ahead of their competitors. All had the same layout and same
merchandise, so no matter what QT store customers were visiting, they could find the same products in
same place with same service. One of their managers committed that competitors can try coping us, our
layouts and products but they could not copy our consistency. QT practices consistency in serving
customer faster and in a friendly behavior with clean environment. With above mentioned policies, QT
managed to make $142.30 sales per labor, with $85.50 as industry average. QTs sales per square feet
was $15.48 per week, whereas industry average was $ 10.04.
2)- With regards to turnover, full time employee turnover at QT was 13%, compared to 109% of overall
industry. But how QT manages to lower its turnover rate, below mentioned are three key reasons
responsible to lower turnover; 1. Companys Treatment of Employee 2. Career opportunity 3. Job Security
At QT as they focuses too much on customer service, they also take into account respect for their
employee. After some employees complained to Cadiuex (CEO) that they felt disrespected and
mistreated by their managers, he sent a memo to all managers expressing his anger at how some
employees were treated. Managers will also same jobs which they do. QT provided career opportunities
to its employees. As expressed by few employees, they joint QT as temporary stayed with QT since 9
years or more with acquiring position like store manager. Internal promotion was also a major source of
motivation to keep employee intact with QT. QT filled all senior executive positions with former entry-level
employee. Job Security was another frequent benefit; QT had never laid-off an employee. And they

consider as people wanted to join those companies where people felt secure. The two control which
should be considered are DAW (Daily Activity Sheet) and Mystery Shopper Visits. DAW was a tool to
manage daily tasks. It had three sections register time, tasks (stocking merchandise) and upkeeps
(cleaning bathrooms and emptying trash cans). Mystery shopper visits was a mystery program to
evaluate stores customer service. Mystery shoppers were hired with secret identities. They visited each
QT store once a week. Periodically, a second mystery shopper would visit a store to make sure the first
mystery shopper had evaluated it accurately.
3)- Since QT reaching its maturity in Dallas/Fort Worth and Phoenix area, QT should expand its service
on other area to continue its growth. As advisor to Chet I would advise him to move forward in North
Carolina market. North Carolina has a growing economy and an expanding population. Initially QTs
strategy was to open stores piecemeal in small towns around its major Midwestern markets. Cadieux
scrapped this strategy when he realized that small towns would not generate enough profit for future
large-scale growth. Closing 37 small markets and called 3M-Millions Metropolitan Markets, those
markets that have populations exceeding millions. North Carolina market matches companys strategy for
growth. Since real estate costs had fallen in several years and QT saw this as an optimal time to establish
its footprint in North Carolina region. QT stores costs a typical of an average $4.2 million and all new
stores would be Gen3 so they will cost even more. QTs distribution center and Kitchen facilities were only
three hours to the South. Moving to North Carolina will open new opportunities for experienced
employees who are eager for development and growth. QT will fill at least 50% of new positions from
other regions. Doubling speed may cost some cash flow issues as it will require double capital as well.
Chet also estimated cost about $40,000 to move employee. It may also cause human resource problems
as doubling pace will require trained employee in a double pace. And QT training was one thing, that was
keeping in live their culture and values. Speeding may also have some benefits, stores may achieve
break-even much earlier than regular pattern of 7 years. Which may result in generating profit much
earlier than anticipated. It may also reduce time to establish brand presence in a market.
SAYIED MOHAMMAD WAJDAN
1)- QT differed from other convenience stores by : i) Offering fast and friendly customer service All
stores were designed in such a fashion that helped customers to find products as fast as possible by
arranging the same layout and the same merchandise uniformly across all stores. Employees used
speed keys to speed up the checkout rather than scan high-volume items. Instead of register calculating
the total, employees used speed keys and mentally calculated the change. Three to One Standard
allowed the customer to wait less than one minute, which stated that there should be no more than three
customers per employee waiting at a cash register. All the employees had to be available on the cash
register if this was the case. ii) Meticulously clean stores and facilities Clean bathrooms brought in more
customers. Also floors, trash containers, front doors, check stand, pastry case, parking lot, Gasoline
Island, sidewalk, fountain drink/coffee/hot food modules and coolers. iii) The best prices for the products
offered QT kept prices competitive by only offering the core products its customers wanted and selling
them in high volumes.
2)- Three policies responsible for the extremely low employee turnover at QuikTrip: i) Compensations and
Benefits: QT never laid off an employee was frequently cited benefit from which employee feels secured.
Turnover for positions was low because store managers and first assistants received high pay, weekends
off, and longevity-based bonuses and perks. Store employees were paid almost double the industry
average. About 10% Bonus of wages on average and rest 10% of total employee salary from operating
profit operating profit ii) Job Design and Support The number-one reason people stay with QuikTrip is
not the money. Its because everyone will be doing the same job; even the managers will be cleaning the
bathrooms. Employees were motivated when a job was well done and the continuous feedback from the

employer [they received as evidence that the company cared about their personal development]
Employees felt empowered and accountable by managing themselves. iii) Internal Promotion and Growth
QT provided an opportunity for employees to grow and succeed internally by company wide expansion:
Expand into new markets, promote from within, encourage upward mobility of division personnel, fund
education opportunities. QT Invested in the training and development of the Employees. Employees
were relocated for career advancement in the new markets. TOOLS USED: 1) DAW (Daily activity
worksheet) tracked how long each type of register transaction (cash, credit card, or check), upkeep
(cleaning), and task took and combined these data with forecasted traffic and sales data to determine
staffing requirements in hourly increments. 2) Mystery shoppers evaluated every element of customer
serviceemployee appearance, store cleanliness, and merchandisebased on standards developed
from customer feedback 3) QT used 360-degree evaluations in which employees were evaluated by
those directly above and below them to ensure fair and accurate evaluations
3)- Point to be considered: i) North Carolina had a fast-growing economy and an expanding population
leading to more economic activity leading to higher sales. ii) Construction and real estate costs had fallen
in the several years prior to 2011 and QT can see this as an optimal time to establish a foothold in the
region. Since all new stores in North Carolina would be Gen3, they were expected to cost even more but
the low construction and real estate cost could minimize the total cost. iii) Higher chances of offering
employees for promotion and growth in the new market. Risks associated with opening stores at double
speed: Traditionally, QT opened approximately one store a month when entering a new market.
Experience and market research had shown that it took up to five years or about 50 stores to establish a
brand presence in a new market and stand out in consumers minds i) The more number of stores to be
opened the more human resources will be required and training time will be needed. If the roll-out went
too quickly, QT might not be able to find the talent it needed quickly enough to keep up with store
construction. ii) As stores in new markets often took seven years to break even, the capital to be invested
for twice the number of stores would be too high resulting in longer period to break even. Advantage
associated with fast store openings in North Carolina: Opening 20 stores in the new market would relieve
the employee growth pressure while retaining them. QT can fill at least 50% of the new positions with
employees from other regions, allowing it to import its culture and values while providing a venue for
talented employees to advance.
IRFAN HUSSAIN
1)- Quick trip had a number of policies in their customer culture that differentiated it from other
convenience stores. Among the most important was: Vision: First, it was their long term vision. They
focused on long term, even when it came at the expense of short term financial losses. For example
realizing that clean bathrooms would bring more traffic to stores, QT invested $12 million over three years
to renovate its bathrooms. Moreover, determined to maintain family environment, QT did not sell
paraphernalia drugs, rolling papers or pornographic magazines, although some of these were popular and
profitable items. Consistency at QT Stores: Second, it was the consistent layout and setup of all the QT
stores. Customers were able to easily find the required items at any of the QT stores as they were same
and each product was placed similarly at each store for customers to easily find the required product even
when they were visiting a different QT store for the first time. Furthermore, the THREE TO ONE
STANDARD highly increased the comfort level of the customers and reduced the waiting time. This also
led to a new customer coming again due to quick stop and easily searchable items. Employee
involvement: Last but not the least, since 1995; QTs management started focusing on improvement in
operational excellence on the basis of employee involvement. For this purpose, a team of QT director and
13 store managers was formed to analyze QTs policies, re-engineer them and understand the clientele

value. As a result; new procedures regarding customer service, store appearance and layout, training and
employee dress, DAW and mystery shopper were introduced.
2)- The three primary policies accountable for the enormously low employee turnover at QuikTrip are as
follows: Compensation and benefits: QTs employees were paid almost double the industry average. To
top the lavishing salaries, QT offered bonuses, mystery shopper reviews and percentage of operating
profits. Apart from these, QT also offered intangible benefits like job security and employee appreciation
which helped motivating employees and tying them to QT. Selection: Selection of the finest, that is only
those candidates who could deliver the high quality customer care expectations were hired. Old
employees were assured of getting promoted, as it was known as a fact that the new employees were
required to join from the scratch which meant that employees saw a growth plan and were not threatened
by external candidates to be hired in senior positions. Support system: QT believed that every store
employee may perform any task in the store. Employees received massive inspiration from this culture
and they were motivated to stay with the company. In addition, QT divided the employee workload
through precise research to ensure that they are not overburdened which may lead to their satisfaction.
The two control measure used at QuikTrip to maintain employee performance were the performance
reviews and mystery shopper program. PERFORMANCE REVIEWS: Frequent anonymous feed-backs
like 360-degree evaluations were conducted to analyze performance of every employee. Managers met
them monthly to discuss their performance, team morale and how to help them succeed. MYSTERY
SHOPPER PROGRAM in which QuikTrips corporate office hired mystery shoppers who evaluated
employee appearance, store cleanliness & merchandise by visiting each QT store once a week.
Employees bonuses were linked to stores performance in the survey which was based on customer
feedback.
3)- The three main attractive points in North Carolina are: Economy and Population: The fast growing
economy and rapidly expanding population meaning that there is potential for increasing sales in near
future since not only buying power but also consumer base is increasing there. Constructions costs:
Secondly current low constructions costs would be an added benefit and would facilitate in terms of
financing the Gen 3 stores there. Facilities: Lastly it is known that QT kitchen facilities operate under
capacity so Kitchen facility and distribution center in saturated Atlanta market will be able to cater to North
Carolina demand since they have a cushion there and are only 3 hours away. In addition Atlanta was a
saturated market with a slow pace of roll outs and many of its more than 1000 employees were
experienced and eager for development opportunities. So moving to North Carolina could provide growth
opportunities to the employees and at the same time help QT retain its most worthy asset i.e. employees.
Reasons for riskiness: QT will lose millions of dollars per month for the first several years and it costs QT
$4.2 million dollar more than the average store and since all the new stores would eventually follow a
GEN 3 model, naturally they would cost a lot more than the normal ones. - At a faster growing
convenience store QTs quality standard might fall. They need time to train the local employees meanwhile
experienced employees will be overburdened causing health issues and dissatisfaction with the job.
Advantages of fast opening stores: Until the customers come into our store several times and we are
everywhere in the market, they don't view us as more than average convenience store. Employees who
have been waiting for a long time to be promoted will get a chance of promotion. - Time required to break
even will be less, also fast opening stores would make loyal customers more quickly.
MUHAMMAD ARSLAN AMIN
1)- Quiktrip (QT) implemented various policies that were customer centric and which helped in boosting
its sales. These began with ensuring that the needs of the customers were met through constantly
engaging with customers and ensuring that the directions for operating the stores did not come from
above but from the customers themselves. The customers required quick services, clean environment

and competitive prices which were duly provided by QT. Moreover, QTs management had properly
defined its core values which gave precedence to its customer. For example, QT refrained from selling
drug paraphernalia, rolling papers and pornographic items despite realizing its high monetary value but
also knowing that it severely compromised the family culture expected by its customer. Another
advantage enjoyed by QT was the fact that QT also took care of its employees and their growth. Chester
Cadieux laid great emphasis on the fact that employees were given importance and treated well. This is
evident in the memo written to his staff. This was highly essential because if the employee was not
motivated he would not be able to serve the customer in the best way possible. Steps included feedback
from employees, ensuring their participation in the improvement process, offering job security, better pay
etc. Finally, stores were not independent units; they were constantly being monitored by the upper
management against defined targets to ensure that there was a proper accountability in place. This was
important in ensuring that the performance of the store was consistently up to the mark.
2)- Quiktrip (QT) had developed several policies that were employee friendly and which gave the
necessary impetus to the employee to choose QT as the place to further his/her career ambitions. It all
started with the recruitment process. Strong efforts were made by the management to choose the right
man for the right job. Inclusive of its rigorous hiring process was a clear demonstration to the employee of
the tasks that he/she was supposed to perform. These steps ensured that unsuitable candidates were
either not selected or in the other case backed off when they were shown what was expected from them.
Another important reason was the fact that QT paid its employees well above the industry average and
thirdly, it offered job security in an industry that had such high layoffs. Most importantly, QTs management
was highly interested in the welfare and growth of its employees. This resulted in the development of
manpower experience which ultimately benefitted QT. These reasons were compelling reasons to
discourage employees from leaving QT. Employee performance at QT was continually gauged through
performance reviews which were done both by an employees immediate supervisors and their
subordinates. These served to reflect the employees standing in the organization on a fair basis and
compelled them to improve their performance. Another control mechanism inherent in the QT culture was
that that a substantial portion of ones salary was dependent upon feedbacks by mystery visitors. This
required teamwork by the team and proper performance of each persons duties as outlined in the case.
This monetary benefit served as an important influencer for employees to do their required duties.
3)- Quiktrip (QT) implemented various policies that were customer centric and which helped in boosting
its sales. These began with ensuring that the needs of the customers were met through constantly
engaging with customers and ensuring that the directions for operating the stores did not come from
above but from the customers themselves. The customers required quick services, clean environment
and competitive prices which were duly provided by QT. Moreover, QTs management had properly
defined its core values which gave precedence to its customer. For example, QT refrained from selling
drug paraphernalia, rolling papers and pornographic items despite realizing its high monetary value but
also knowing that it severely compromised the family culture expected by its customer. Another
advantage enjoyed by QT was the fact that QT also took care of its employees and their growth. Chester
Cadieux laid great emphasis on the fact that employees were given importance and treated well. This is
evident in the memo written to his staff. This was highly essential because if the employee was not
motivated he would not be able to serve the customer in the best way possible. Steps included feedback
from employees, ensuring their participation in the improvement process, offering job security, better pay
etc. Finally, stores were not independent units; they were constantly being monitored by the upper
management against defined targets to ensure that there was a proper accountability in place. This was
important in ensuring that the performance of the store was consistently up to the mark.
HARIS ALI

1)- It can be clearly observed from the case study that QuikTrip was well known for its phenomenal
customer service and high sales productivity, for which the following policies can be held responsible:
Focus on Employee-Customer relationship, Consistency, & Making sure that work gets done well
specified time frames. Employee behavior plays a key role in most business, especially when it comes to
customer retention. QuikTrip knew the importance of this and trained its employees to ensure that high
quality customer service was provided at all cost, and that a culture of employee-customer relationship
developed. The case study also talks about how courteous and well associated the employees of
QuikTrip were with the need of its customers, which resulted in repeat customers and thus high sales
productivity. Another key success factor for QuikTrip was its ability to provide consistent, high quality
customer service across all its branches rather than focusing on just a single store. Such consistency
came about as a result of formal training of the entire workforce of the company, which instilled a culture
of keeping customers above all. Recruitment was another key area where it was ensured that only well
trained and experienced personal were hired, the result of which was reflected in consistent customer
service and high sales productivity across all stores. All employees at the company were trained to ensure
customers queries and concerns are responded to without any delay. To ensure timely service, the
Company also setup its stores in a manner that it was easy for customers to access what they were
looking for without having to go through un-wanted stuff.
2)- The employee turnover at QuikTrip was phenomenally low. Succeess in this area can be attributed to
the following three factors: Efficient hiring process, Having a proper compensation and benefits
structure in place, & Provision of support from the company whenever and wherever needed. The hiring
process in QuikTrip was one of the major reasons that contributed towards its low turnover. The company
ensured that hiring were only done for entry level positions, while for all other positions people were
promoted from within the company. This made the employees work harder because they knew that the
harder the work, the upper they will go in the company. The company had a proper compensation and
benefits structure in place, which ensured that employees salary was generally at par from what was
being paid in the market for similar roles. This ensured that employees dont look elsewhere for jobs and
focus hard in their current roles. Along with the healthy pay structures, the company also provided
attractive benefits like lax vacations and other associated benefits. QuikTrips management led from the
front. The case study mentions how the person sitting at the helm of power, the Companys CEO, often
engaged in dialogues with employees of all levels, helping and assisting employees and problems and
providing support when needed. This ensured that all employees within the hierarchy felt comfortable
around those in power, and therefore worked in collaboration with them. There were a few control
mechanisms employed by QuikTrip to ensure employee performance remained at par. One such policy
was Daily Activity Worksheet where employees tasks or job descriptions were matched against that they
were actually doing. This was done with the intention to ensure that at the least all employees are doing
what has been asked of them to do. Another control mechanism was Mystery Shopper. What happened
here was that shoppers, hired by the company, were asked to evaluate how employees dealt with them/
attended to them. All future promotions were then done on the basis of the Mystery Shopper appraisal
mechanism. This ensured that employees always remained at their toes and catered to customers
efficiently at all times.
3)- I would enter North Carolina primarily because it was a fast growing economy due to high
demographical changes aided by population inflow (which meant high demand), coupled with provision of
low costs of setting up infrastructure (which would mean added profitability), and finally because the
region already had facilities nearby which could cater to the demand from North Carolina as well. These
three factors combined would mean setting up business in an area which would currently result in
supernormal profits being made as compared to any other location. The key risk factors with opening up
stored in North Carolina would primarily be requirement of huge capital outflow as each Gen3 store for

the company cost around four million dollars, and not one but many such stores would have to be
opened. However, the key advantage of north Carolina being a growing economy would mean such
investment would be paid back earlier, and north Carolina could as well be a start performing market for
the company going forward.
KHUSHBAKHT VAKA
1)- 3 policies deeply rooted into exceptional customer service and responsible for exceptionally high
productivity are described below: 1) QT differed from other convenience stores by offering fast and
friendly customer service and meticulously clean store and facilities. All stores had the same layout and
the same merchandise, so no matter what QT store customers visited, they could find the same products
in the same places. Employees shared cash registers. Any employee could use any cash register at any
time. Rather than high-volume items, employees used speed keys to speed up the check out. The
company had strict customer service policies such as Three to One Standard. There should never be
more than three customers per employee waiting at the cash register and customers should never have
to stand in line for more than one minute. Available employees are expected to drop everything and help
at the registers if more than 3 customers are waiting in line. 2) Half of the typical bonus about 10% of
the wages on average came from mystery shopper reviews of customer service. The other half came
from operating profit; most store employees, except part timers, received a percentage of the stores and
divisions operating profit excluding profit on gas and a percentage of the countrywide operating profit
from gas sales. The operating profit bonus averaged approximately 10% of total employee salary. 3) QT
invested in rigorous hiring and training process to ensure that the firm brought on only those who would
deliver the highly quality customer service it expected. Hiring was done centrally by the division office;
store managers had no role in interviewing and selecting entry-level candidates. QT studied predictors of
high performance among its employees, such as levels of education, retail experience, and military
service.
2)- QT took care of its people. QT was unusual among retailers in that it invested in developing its
employees because it expected them to lead QT. 1) Assistant and store managers were salaried, while
clerks were paid hourly. Store Managers were paid almost double the industry average. 2) QT offered
other tangible benefits as well as such intangible benefits such as job stability and deep commitment to
employee appreciation, development and well-being. Employees who reached important milestones were
rewarded with bonuses and personal recognition. Store managers and first assistants received high pay,
weekends off and longetivity based bonuses and perks. 3) Each store manager had his or her own
responsibilities, but all employees were trained to perform all upkeeps and some tasks. Store Managers
and assistants spent 70% of the time at the register, but also helped with upkeeps and other tasks.
Employee surveys found that employees were primarily motivated by pride in a job well done and saw
continued feedback they received as evidence that the company cared about their personal development.
When regular employees were on leave, relief employees filled in. Employees were expected to help
manage themselves and work without micromanagement. QT had developed 2 protocols and safeguards
for keeping employee performance up to the required standard. 1) Daily Activity Worksheet: DAW was
divided into 3 sections : register time, tasks and upkeeps. For each shift, the manager would print and
post the DAW, which told employees what needed to be done and when. Employees were evaluated on
its basis 2) Mystery Shopper Visits: Mystery Shoppers were hired by QTs corporate office. They visited
each QT store once a week. QT mystery shoppers were paid twice of industry average and would be
terminated if discovered. Mystery shoppers evaluated each aspect of customer service.
3)- 3 convincing reasons for expanding into North Carolina are given below: 1) QTs Atlanta Division was
only 3 hours to the South. Its employees were willing to relocate for career advancement. 2) North
Carolina had a fast growing economy and expanding population. 3) Construction and real estate costs

had fallen in the several years prior to 2011 and QT saw it as an optimal time to establish a foothold in the
region. Risks associated with opening stores in North Carolina at double the usual speed are given below:
1) As a market matured and pace of new stores declined, so did the employees brought in from other
regions, particularly as local employees hired in the first years of operation gained experience and looked
for promotions. 2) Experience and market research showed that it took up to 5 years or 50 stores to
establish a brand presence in a new market and stand out in consumers minds. Turning a profit took
even longer. New stores in existing markets broke even 1.5 years after opening and reached 8 to 12
years to deliver peak performance. There were some advantages of opening the stores in North Carolina
at double usual the speed. Opening 10 stores per year in a new market was a proven success formula
that helped QT develop a loyal customer base while maintaining sustainable growth. Further, upon
entering a new market QT filled at least 50% of the new positions with employees from other regions,
allowing it to import cultures and values while providing a venue for talented employees to advance. This
could be useful to QTs Atlanta employees.
MUHAMMAD JUNAID MUZAMMIL (One hour late)
1)- The three policies deeply rooted into each employee at QuikTrip (QT) which enhanced productivity
include (1) they should provide fast service (2) they should provide at the best prices (3) they should
provide in a clean and friendly environment. To provide customers with fast service, the first important
factor was that the stores were made in such a way that there was never any parking issue, so the
customers can come and quickly get served. As specified in the case the average area of a QT store was
4343 square feet, compared to an industry average area of just 2000 square feet. To further increase the
speed of service, all the QT stores were made with a standard layout. So it didnt matter which store the
customer went to, the products were all located in the same place in each store, thus saving time
searching for them. There were operational policies such as speed keys (which reduced time taken to
calculate the customers change) and a 3-1 policy (no cash register should have more than three
customers at a time, otherwise all available employees must help the person at the cash register) which
further helped the customer get done quickly with the purchasing. Also QT spent $12 million to renovate
its bathrooms and had a policy against selling drug related material and pornographic magazines; all just
to create a clean and family friendly environment. Finally, QT provided the best prices, almost at par with
Walmart prices and this attracted many customers. The gasoline was one of the cheapest in the market,
but also of very high quality. The food was fresh from the QT Kitchens and only the core products were
sold which the customers wanted.
2)- Employees were given heavy bonuses based on various rules which amounted to approximately 20%
of the employee wages. First of all was the mystery shopper bonuses, which were given after employee
evaluation by mystery shoppers. Then there were bonuses given as a percentage of the operating profit
of that certain. Then there were other benefits such as financial benefits, vacations, medical insurance,
and other minor benefits as well for example free coffee throughout the duty time. Then there were
intangible assets including job security and employee appreciation. Employees were given rewards for
achieving milestones. Next there were many growth and promotion opportunities within the company. All
employees, whether part time or full time, were well trained before they started their duties. There was a
strong internal promotion policy and managers used to develop a list of their subordinates who were
ready for promotions. Promotions could be made within the store, from 2nd assistant to 1st assistant for
example, or to other stores with higher operating profits at the same level. Finally the number one reason
of employees sticking with the company was that even the managers used to do lowly jobs such as clean
the gasoline islands or bathrooms sometimes. There was no major distinction between the managers and
workers and this improved the morale of the workers. The first control measure was the Daily Activity
Worksheet, which listed the tasks that the employees needed to get done in a shift. The employees would

sign off each task as it was completed so it was possible to check who had done what and what still
needed to be done. The second control measure was the mystery shopper program in which shoppers
would secretly enter the store and evaluate the performance of the employees based on a certain criteria.
3)- The three reasons for introducing QT stores in North Carolina include (1) the rapidly growing economy
and population, (2) cheap construction costs (meaning a cheaper investment as compared to any other
time in the future) (3) that the Atlanta market just south of North Carolina was saturated and employees
needed to be relocated to allow further development. The risks of opening several stores was that stores
usually took 1.5 years to break even and reach the peak in more than 8 years. During this time the stores
would run at a loss and thus the greater number of stores means a lesser overall profits for the company.
The construction cost of QT stores is already higher than the competitors and the Gen3 stores that would
be developed would cost even more and result in a very huge dent in the company profits. The advantage
would be that by opening more stores there can be quick saturation of the markets. As Chet explains, the
more easily accessible and available QT stores are the greater are the number of users and hence profits
for that region. By opening more stores there will be a greater number of internal promotional
opportunities for the experienced employees and also it will reduce the 8 year time required for the stores
to reach their peaks. So now is the best time to enter the North Carolina market, as it has lower risks
associated with capital costs as might be expected in the near future.