Capgemini helps the Restaurant Group achieve superior business outcomes with best-in-class Finance & Accounting processes
The 2 “W’s” of Jardine Restaurant Group’s strategy help Pizza Hut and KFC become powerful brands in Asia.
“Emerging markets can be volatile with ever-changing political, cultural, social and economic factors to consider,” says Henry Yip, Chief Executive, Hong Kong & New Markets at Jardine Restaurant Group (JRG). Today, JRG — wholly-owned by Jardine Pacific — is Asia’s leading restaurant group that operates over 650 outlets and employs over 21,200 employees. JRG has been driving the growth of international brands Pizza Hut and KFC in the Asian markets of Hong Kong, Taiwan, Vietnam and Macau.
Hong Kong and Taiwan are mature markets, and therefore, fiercely competitive. Vietnam and Myanmar, on the other hand, are more traditional, where consumers lack the exposure to international brands and tastes. Despite the wide disparity in consumer needs and market forces, JRG has been successful in changing consumer tastes, increasing their desire for casual dining restaurants, quick-service menus, and takeaway/deliver services. Above all, JRG has been extremely successful in building two powerful brands — Pizza Hut and KFC — with relentless focus on the two W’s: “Winning food” and “World-class operations”. Yip says, “We are confident that with our strong brands and business models, we will achieve our objectives.”
Striking a balance between a low-cost location mix and best-in-class operations
Operational strategy transformation requires the right blend of operational expertise, platforms, and methodologies
Capgemini had built client intimacy over the years with Dairy Farm — a fellow subsidiary company of JRG. At Dairy Farm, Capgemini had earned the reputation of seamless delivery and performance. Furthermore, Capgemini’s near-shore approach, cultural similarity with JRG, and business relations with Dairy Farm made us the best-suited partner for JRG.
The Global Process Model (GPM) is a “Target Delivery Model” adopted at Capgemini, backed by a database of defined world-class processes that represent global best practices. As part of the ongoing process enhancements being made at JRG, the Capgemini team performed a review of GPM for selected Procure-to-Pay (P2P) and Record-to-Report (R2R) processes at JRG. These processes included payment, vendor master data, fixed assets, and sales. The GPM review highlighted the multiple process improvements that could be implemented at the Restaurant Group. Relevant process change recommendations were made to the JRG team from the perspective of efficiency and effectiveness that would drive superior value for JRG.
Results Count – JRG sees improvement in bottom-line with cost efficiencies of 50%
- Cost efficiencies at 50%: The establishment of the Delivery Network across Hong Kong and Nanhai helped establish the most cost-effective location mix for JRG’s operations. This enabled significant cost reduction of approximately 50% at JRG. More savings means higher business growth: The project implementation at JRG helped save operation costs and established scalable finance back office support services. The efficient and high-quality accounting services being provided at the Restaurant Group helped them focus better on business growth and other development initiatives. The project rollout also provided a means to realize an average cost efficiency improvement of 5% annually. There was a rise in the number of JRG stores by 12% over the four year period from 2011 to 2014, and this growth in business was well-supported by the Capgemini team through reliable FAO services.
- Productivity and operational efficiency parameters unaffected during the transition: With Capgemini’s Global Process Model, productivity and operational efficiencies remained unaffected. Improvements were also noted in certain parameters including cost per invoice, Day Sales Outstanding and Average Days Delinquent.
- Enhanced internal controls and segregation of processes: Capgemini helped JRG implement internal controls — through the Diamond KPIs approach and the Command Center platform — to segregate F&A processes. This is helping JRG minimize risks.
- Improved reporting: With new and improved reports being generated, top-level finance executives now have improved data visibility, which makes compliance (with SOX and IFRS) more efficient.
The Future Ahead
Capgemini has ably supported JRG’s objective to balance low-cost location mix and best-in-class F&A operations. Satisfied with the results, JRG intends to outsource more complex tasks to Capgemini. Discussions are in progress to extend the Capgemini service to cover a new logo, which was newly acquired by the Restaurant Group. Capgemini is poised and in discussions with JRG to support their expansion across Asia.