Yum Brands Overview

Yum Brands Incorporated (YUM), incorporated in 1997, is a quick service restaurant (QSR) with over 34,000 units in more than 100 countries and territories. Yum consists of six operating segments: KF C, Pizza Hut, Taco Bell, Long John Silvers (LJS), A&W all American Food Restaurants (A&W)and YUM Restaurants International ( YRI). (Rueter, 2007)

YUM also previously known as Tricon understands that successful marketing strategies are required to remain on top of the competitive market. According author M. K. Rich, "With the increasing competitive environment confronting businesses on a global basis and the shrinking availability of investment capitol , many organizations are looking to strategic alliances to be an instant solution for present marketing shortfalls. Research has shown that several critical factors must be considered if an alliance is to be proven in the market place. At the top of the list is compatibility between the two organizations involved. The corporate cultures should be somewhat compatible if the interface between the partners is to be effective." (M.K.Rich , 2003) "The basis of the alliance should center on knowledge transfer as the main reason for its continued operation. The linkages within the alliance can be unusual and creative provided one of the two objectives is pursued, increased revenue, or reduced costs." (M.K.Rich 2003 )

Interclean's merger with Enviro -tech. need to be one of compatibility, to be effective. Researching both companies to see where the gaps are, and the knowledge transfer from each company that would fill in the gaps to make Interclean a top competitive company in its like market.

Interclean needs to understand how to manage the restructuring process of the new company once the merger is accepted. Restructuring has steps that need to be taken for success. Step one is ensuring the new company is thoroughly communicated to all employees. Step two is ensuring the organizational structure and work processes are specified for the new merged organization. Step three is staffing the new organization with qualified employees. This is where knowledge transfer comes into the big picture of merging. "During this restructuring of Interclean