Hit-n-Run Inc. owns and operates 10 food trucks (mobile kitchens) throughout metropolitan LosAngeles. Each food truck has a different food theme, such as Irish-Mexican fusion, traditionalMexican street food, Ethiopian cuisine, and Lebanese-Italian fusion. The company was foundedthree years ago by Juanita O’Brien when she opened a single food truck with a unique menu.As her business has grown, she has become concerned about her ability to manage and control the business. O’Brien describes how the company was built, its key success factors, andits recent growth.“I built the company from the ground up. In the beginning it was just me. I drove the truck, set the menu, bought the ingredients, prepared the meals, served the meals, cleaned the kitchen, and maintained the equipment. I made unique mealsfrom quality ingredients, and didn’t serve anything that wasn’t perfect. I changed my location daily and notified customersof my location via Twitter.As my customer base grew, I hired employees to help me in the truck. Then one day I realized that I had a formula thatcould be expanded to multiple trucks. Before I knew it, I had 10 trucks and was hiring people to do everything that I usedto do by myself. Now, I work with my team to build the menu, set daily locations for the trucks, and manage the operationsof the business.My business model is based on providing the highest quality street food and charging more for it than other trucks. Youwon’t get the cheapest meal at one of my trucks, but you will get the best. The superior quality allows me to price my mealsa little bit higher than the other trucks. My employees are critical to my success. I pay them a better wage than they couldmake on other food trucks, and I expect more from them. I rely on them to maintain the quality that I established when Iopened my first truck.Things are going great, but I’m feeling overwhelmed. So far, the growth in sales has led to a growth in profitability—but I’mgetting nervous. If quality starts to fall off, my brand value erodes, and that could affect the prices that I charge for mymeals and the success of my business.”Create balanced scorecard measures for Hit-n-Run Inc. Identify whether these measures bestfit the innovation, customer, internal process, or financial dimension of the balanced scorecard.
Hit-n-Run Inc. owns and operates 10 food trucks (mobile kitchens) throughout metropolitan Los
Angeles. Each food truck has a different food theme, such as Irish-Mexican fusion, traditional
Mexican street food, Ethiopian cuisine, and Lebanese-Italian fusion. The company was founded
three years ago by Juanita O’Brien when she opened a single food truck with a unique menu.
As her business has grown, she has become concerned about her ability to manage and control the business. O’Brien describes how the company was built, its key success factors, and
its recent growth.
“I built the company from the ground up. In the beginning it was just me. I drove the truck, set the menu, bought the ingredients, prepared the meals, served the meals, cleaned the kitchen, and maintained the equipment. I made unique meals
from quality ingredients, and didn’t serve anything that wasn’t perfect. I changed my location daily and notified customers
of my location via Twitter.
As my customer base grew, I hired employees to help me in the truck. Then one day I realized that I had a formula that
could be expanded to multiple trucks. Before I knew it, I had 10 trucks and was hiring people to do everything that I used
to do by myself. Now, I work with my team to build the menu, set daily locations for the trucks, and manage the operations
of the business.
My business model is based on providing the highest quality street food and charging more for it than other trucks. You
won’t get the cheapest meal at one of my trucks, but you will get the best. The superior quality allows me to price my meals
a little bit higher than the other trucks. My employees are critical to my success. I pay them a better wage than they could
make on other food trucks, and I expect more from them. I rely on them to maintain the quality that I established when I
opened my first truck.
Things are going great, but I’m feeling overwhelmed. So far, the growth in sales has led to a growth in profitability—but I’m
getting nervous. If quality starts to fall off, my brand value erodes, and that could affect the prices that I charge for my
meals and the success of my business.”
Create balanced scorecard measures for Hit-n-Run Inc. Identify whether these measures best
fit the innovation, customer, internal process, or financial dimension of the balanced scorecard.
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