This case study was developed using a combination of primary and secondary sources to ensure depth and reliability.
Primary data were collected through interviews with key stakeholders, including franchisee owner Konstantin Tarasov, HR Director Alexey Sozinov, Pizzeria Manager Galym Kusayin and former Pizza Maker Damir Salikurzinov. In total, three interviews were conducted with Alexey and three with managers of quick-service restaurant (QSR) competitors (Burger King, I’M and KFC). The authors also visited one of the chain’s pizzerias and observed kitchen operations via online webcams, that provide direct insights into workplace practices.
Secondary data included internal HR reports and presentations, industry reports from the QSR sector, academic articles and books, blogs, magazines and government statistics.
To strengthen validity, all data were verified through triangulation of internal HR records, interviews with franchise managers and external industry statistics. This process ensured consistency, reliability and alignment with both company documentation and broader QSR benchmarks.
The methodological approach was guided by established case study research frameworks. Yin (2018) and Eisenhardt (1989) emphasise the importance of field interviews, document analysis and data triangulation in building robust case studies. Following these principles, the authors combined interviews with HR managers, franchise partners, pizzeria managers and frontline employees with internal reports, presentations and corporate blogs. This approach enhanced reliability while acknowledging limitations in data availability.
Additional sources such as academic publications, government statistics, restaurant association reports and trade magazines were also taken into consideration to provide contextual depth and industry perspective.
The authors acknowledge the use of DeepL Translator Pro in preparing this case study. All interviews were conducted in Russian and translations were carefully reviewed and verified to ensure accuracy, fidelity to the original sources and compliance with Emerald’s principles on AI usage.
This case explores managerial challenges faced by Alexey Sozinov, a young HR manager working for Konstantin Tarasov’s Dodo Pizza franchise chain in Almaty, Kazakhstan. As the franchise expands rapidly within the competitive QSR sector, Alexey is confronted with a pressing issue: a high employee turnover in the company, especially among the chain’s young employees, many of whom belong to Generation Z (Gen Z). Despite the brand’s dynamic image and tech-savvy operations, the franchise struggles to retain its youthful workforce, whose expectations revolve around work-life balance, career growth and workplace culture.
Alexey faces a decision point: with a budget of KZT 25m, he must prepare a retention strategy that is cost-effective, scalable and aligned with the chain’s culture. He evaluates three options whether to choose strengthening hygiene factors, cafeteria-style benefits or work-life balance initiatives. Alexey must elaborate on the plan considering the franchise agreement limitations, cultural context of young employees, workplace preferences of Gen Z frontline employees and economic situation in the country. The case supports students to evaluate motivational approaches, weigh pros and cons and recommend retention strategy under time pressure, offering insights into HR autonomy in a franchise system.
The case can be used for courses on human resource management, compensation management and organisational behaviour.
