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Mihir Koltharkar

Is KFC chasing numbers while leaving customers hungry?- Mihir Koltharkar Shares Strategies To Improve KFC's Profits



Why is Mihir Koltharkar Talking About KFC?


Recently, I had an experience at a KFC outlet that highlighted an important lesson for all sales and service professionals, especially in the B2B world. The store had a sign promising customers free chicken if their orders weren’t delivered within 7 minutes. Seems like a great customer-first initiative, right?


However, when I placed my order, it took over 16 minutes to be fulfilled. What caught my attention was the digital screen showing that my order was "completed" in just 5 minutes—this wasn’t the reality. It wasn’t just my order; every customer’s order was marked as fulfilled in under 5 minutes, while they were still waiting, visibly frustrated. The staff was under immense pressure, many hiding in the back to avoid confronting unhappy customers.


This situation got me thinking about how often we see similar patterns in the B2B world. When sales teams, managers, and companies chase numbers without considering the reality behind those numbers, the results can be damaging, not only to customer relationships but also to business operations.



Let’s break this down and explore how this applies to B2B sales:



1. The Impact on Brand and Customer Trust


At KFC, the staff was likely marking orders as complete to avoid scrutiny from management, who probably reward quick service. However, this created a disconnect between the reported performance and the actual customer experience.


In the B2B sales world, something similar happens when sales professionals chase quotas without focusing on the quality of service or relationship-building with clients. You might hit your numbers, but what happens to the long-term customer relationship if you don’t deliver on promises? Overpromising and underdelivering are surefire ways to erode trust, which is critical in B2B sales, where long sales cycles and repeat business are often the norms.


Numbers are important, but B2B sales success is rooted in building trust and delivering consistent value over time. A single sale might hit a quota, but building a long-term partnership creates sustainable growth.



2. The Problem with Data Misrepresentation


Management at KFC probably reviews service times regularly, using this data to inform their decisions and strategies. However, when the data is inaccurate—like showing 5-minute order completions that never happened—the strategies based on that data are flawed. They might even reduce the service-level commitment from 7 minutes to 5, putting even more pressure on an already overwhelmed team.


In B2B sales, data plays a similarly critical role. Sales teams track KPIs like lead conversion rates, time-to-close, and deal size, and these metrics help management make decisions on team performance, compensation, and strategic initiatives.


However, when the focus is solely on the numbers, without investigating the context behind them, you risk making decisions that don’t address the root issues.

For instance, if a sales rep reports high deal closure rates but consistently experiences customer churn afterward, the data might indicate success on the surface, but the reality is far from it. Understanding the context—whether it’s a lack of proper onboarding, misaligned expectations, or overselling—gives you a clearer picture of what’s actually happening. Only then can you create strategies that solve real issues, rather than just putting band-aids on symptoms.



3. The Disconnect Between Service Levels and Customer Satisfaction


Imagine KFC management seeing their reports and proudly noting how quickly they’re serving customers. But if they look at customer satisfaction scores, they’d see a different story—complaints, dissatisfaction, and possibly declining repeat business. The disconnect is between perceived performance and actual customer experience.


This is common in B2B sales. Companies can easily get fixated on service-level agreements (SLAs) or response times, but these metrics don’t always capture the true client experience. You may respond to inquiries quickly or resolve issues within the promised timeframe, but is the client actually satisfied with the resolution? Is the solution genuinely addressing their needs?


In B2B sales, where the stakes are high and contracts often involve large sums, it’s critical to ensure that service levels align with actual customer satisfaction. After all, a client that stays with you for the long term is far more valuable than one that is quickly onboarded and lost soon after.



4. Chasing the Wrong Metrics Leads to Unnecessary Pressure


If KFC management decided to reduce their order fulfillment time from 7 minutes to 5 based on inaccurate reporting, they’d only increase the pressure on their staff. The problem isn’t the service time; it’s the misrepresentation of how orders are actually being processed.


Similarly, in B2B sales, if sales teams are only measured by revenue numbers without considering the quality of relationships or client retention, they’ll be under constant pressure to close deals at any cost. This can lead to burnout, unethical behavior, and high employee turnover—all of which negatively affect business in the long run.


A better approach is to chase the real results. Understand why deals are delayed, why some clients churn, or why certain reps consistently hit their targets while others don’t. It might be that some team members need better tools or training, or that certain market conditions require a different sales strategy. By focusing on understanding the real reasons behind the numbers, management can reduce unnecessary pressure and foster a healthier, more effective sales environment.



How Correct Reporting Can Transform a Sales Team


Accurate reporting and understanding the reality behind the numbers can transform not only a sales team but also the entire business. In the case of KFC, if the management had visibility into the true delays, they could address the real issues—whether it’s a lack of equipment, poor process flow, understaffing, or something else.


In B2B sales, the same principle applies. If management understands why there’s a delay in closing deals, or why certain leads convert better than others, they can make strategic adjustments—like reallocating resources, enhancing staff skills, or improving the sales process—that truly drive results.


By focusing on real data and taking the time to dig into the ‘why’ behind the numbers, businesses can create an environment where sales teams thrive, customer satisfaction improves, and long-term success is achieved.



Conclusion: The Real Lesson for Sales and Service Professionals


This experience at KFC is a reminder that chasing numbers without understanding the reality behind them is a short-sighted approach. In B2B sales, it’s easy to focus on closing deals, hitting quotas, and meeting targets, but the real success comes from building relationships, delivering value, and ensuring that customers are satisfied long after the contract is signed.


Accurate reporting, understanding the context behind metrics, and focusing on real results—these are the keys to sustainable success in both sales and customer service. Don’t just chase the numbers—chase the real results.


Takeaway for B2B Sales Teams:


Marketing can bring in leads, but your sales team needs to deliver real results to retain clients and build long-term relationships. Focus on the bigger picture, understand the reasons behind the numbers, and deliver value at every stage of the sales cycle.


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