Chief Executive Officer of Burger King Discussion

Write a speech to be delivered by Subway CEO John Chidsey to a meeting of Field Consultants (Subway Inspectors) in which he recommends ongoing food service/safety training as a opposed to one-time training amongst employees.

Required Components

The speech should include the following elements:

• an introduction that establishes credibility for the speaker and contains an icebreaker as well as background information on the issue
• a persuasive body—Emphasize at least three points that you want your audience to take with them when they leave. Remember, you are writing for the ear, and the ear will remember more if you stick to your points and discuss them in a variety of ways (allow about six minutes). You must decide how best to make a positive case for your position and how to address the main counterarguments or objections that you would anticipate.
• a conclusion that summarizes your case and recommends future action (allow about two minutes)

The speech must be written for delivery hypothetically by a real person (not yourself) whom you have identified and researched to learn his or her views on your speech’s topic. It must be on an issue of importance and intended for delivery and an identified event and location to an audience you have researched for your project proposal.

Its written script must

• be double-spaced in any 16-point serif font
• contain page numbers
• contain a reference list formatted according to in-text APA-style citations from eight different authoritative and credible sources, of which no more than three should be peer-reviewed scholarly or professional journal articles relevant to the topic of the speech.

This is an executive speech, please add images(surveys).

References provided:

Apostolopoulos, A. (2020, January 15). 2019 Benchmark Survey for Employee Training in the F&B Industry. https://www.talentlms.com/employee-training-food-beverage-industry/. https://www.talentlms.com/blog/employee-training-f…

Bran, C., Udrea, C. I., & Ionescu, S. (2015). The Training Of Employees, A Key Driver For Increasing Organizational Flexibility And Profitability. Niculescu Publishing House. http://dx.doi.org/10.15405/epsbs.2016.09.17

Glaveski, S. (2021, January 20). Where Companies Go Wrong with Learning and Development. Harvard Business Review. https://hbr.org/2019/10/where-companies-go-wrong-with-learning-and-development. done

Marcel F. van Assen (2021) Training, employee involvement and continuous improvement – the moderating effect of a common improvement method, Production Planning & Control, 32:2, 132-144,

https://doi.org/

Young, I., Greig, J., Wilhelm, B. J., & Waddell, L. A. (2019). Effectiveness of Food Handler Training and Education Interventions: A Systematic Review and Meta-Analysis. Journal of Food Protection, 82(10), 1714–1728.

https://doi-org.ezproxy.umgc.edu/10.4315/0362-028X…

An Executive Speech
A Speech to be Delivered by Subway CEO John Chidsey To A Meeting of Field Consultants
(Subway Inspectors) on the Need for Ongoing Food Service/Safety Training as Opposed to
One-Time Training Amongst Employees.
Ladies and gentlemen, Subway Field Consultants, I am glad to be with you today in this
meeting whose main aim is to establish the best training approaches that would employee
performance. I am aware that I am meeting several you for the first time and that means I need
to introduce myself. My name is John Chidney, the Chief Executive Officer of Subway, a position
that I have held since 2019. Previously, I served as Chairman and Chief Executive officer of
Burger King, another influential fast-food company in the world. Needless to say, I am a
seasoned player in the fast foods player, and I have a clear understanding of where the industry
is coming from and what the looks holds. Ladies and gentlemen, we at Subway are in a unique
position. Over the years, the company has realized tremendous growth in its operations. Today,
the company controls 2.8% of the fast foods market, although it has the largest number of
outlets across the world. Today, the company operates more than 42,000 restaurants in more
than 100 countries across the world. That is how unique we are. With this global presence, it is
expected that we should be the largest in terms or revenue and profitability. However, we are
not. Be that as it may, I think with this background, and with the implementation of the right
strategy, we can scale and achieve the highest levels of greatness. One of these strategies that
will take Subway to the top of the industry is the adoption of the appropriate employee-training
approaches. We must change our employee training to make sure that there is continuous
training on food safety and services as opposed to one-time training.
Ladies and gentlemen, training is one of the most effective ways of enhancing the
performance of an organization. Training and development not only improve the skills of
employees, but it also aligns employees to the unique culture of the organization in which they
operate. While many organizations employ individuals who have already attained the highest
levels of training in various institutions of learning, there is a need to always enhance the
training of
employees to enhance their skills to achieve the unique tasks in the organization
(Apostolopoulos, 2020). On the other hand, performance analysis plays a role in evaluating the
performance levels of an organization to determine whether or not the performance meets the
expectations.
The organization has a properly established training process that guides the approach to
training within the organization. It is impressive that the organization carries out an analysis of
skills gap and uses it as the foundation of its approach to training. Now, the organization has a
one-time training culture for its new employees. While appreciating that this approach has
played some role in creating competent employees, it has some shortcomings that need to be
addressed. Fundamentally, the food industry is very dynamic, and it keeps changing quite
rapidly. Industry rules and regulations as well as practices change frequently and this calls upon
an organization to make sure that there is a continuous training of employees on food service
and safety (Young et al., 2019) (Glaveski, 2021). The main aim of this change in training is to
make sure that employees have an understanding of the changing practices, rules and
regulations in the industry.
There are several considerations that must be made when settling on the most suitable
continuous training approach. One of the most prominent considerations is cost. The business
must strive to adopt employee training that will be cost effective. Firstly, we should encourage
peer learning among the employees. Research has indicated that peer learning is one of the
most productive ways of improving the impact of employees in an organization (Marcel, 2021).
When new employees are employed in a department, the existing employees have the
responsibility of doing the induction to the employees into the systems, operations and the
organizational culture of the institution. Apart from productivity, this approach is also likely to
help in the creation of right
working conditions among the employees (McFarland et al., 2019). Besides, the
approach is cheap as there would be no costs associated with the approach. However, the most
beautiful aspect of this approach is that it helps in the diffusion of organizational culture from
one generation to another. When Subway uses this approach, the new employees will be
acquainted with the unfamiliar environment and appreciate the values. Peer-learning presents
an opportunity to develop a sustainable and continuous training of employees in the food
sector.
Today, Subway does not have employees who act as training or learning experts. As a
result, the company outsources training and learning experts. While many organizations have
made sure that they have employees acting as training experts, there are some such as Subway
that still do not appreciate the need. The absence of internal training experts compels the
business to seek trainers from outside. The practice presents the risk of bringing in foreign
culture to the institution. Subway has an organizational culture that it wants to maintain, and
the absence of internal trainers may threaten this objective ((Glaveski, 2021). Additionally,
hiring from outside the organization is awfully expensive. At a time when the costs of doing
business are increasing tremendously, the decision by Subway to hire external trainers
unnecessarily increases the costs of operations. Most importantly, hiring external trainers does
not allow for continuous training. It is a one-time training that may not serve the organization
in the current environment where there are frequent changes. We must strive to train internal
trainers who would make sure that there is continuous training of employees.
I am also aware that using internal trainers is often characterized by some challenges
but there is a way in which we may go around it to make it work for us. Firstly, with this
approach,
there is a contention that there is no proper protocol to determine the proficiency of
the trainers and that is capable of having adverse effects on the quality of the training within
the organization. To address this challenge, the human resource manager officer in each outlet
needs to evaluate the training needs of the employees and to identify where any gaps may exist
(Noe & Kodwani, 2018). Besides, the best way to ensure the effectiveness of the training would
be to closely monitor and keep track of the performance of each employee and make
appropriate conclusions. Each line manager should keep data of the performance of each
employee with a keen interest in the areas of weakness that may still exist in the performance
of the employees.
There are several best practices that need to be adopted to make sure that the
continuous training is effective to the organization. One of the best practices is to make goals
known to all the employees. Secondly there must be a system of feedback in place since it will
make it possible to engage with the employees in the organization (Sharma & Sharma, 2017).
For an effective human resource planning and training, there is a need to have all the relevant
information in place so as to make sure all decisions are made based on accurate data and
facts.
Recommended Changes to The FDA’s Current Food and Nutrition Pyramid.
I have never appreciated FDA’s Current Food and Nutrition Pyramid and I would love to
see it abolished altogether. I think the pyramid is outdated because it is too broad in its
presentation of what ought to be considered healthy eating. When it comes to it, there is no
one-size-fit all for all persons. What works for one person may not necessarily work for another
person. Factors such as genetics and occupation all play a role in diet choices as well as the
ration and this means different things will work for different people. I want to thank you for
being patient and listening to me. I
hope we have all gained and that we are going to improve our training practices at
Subway.
References
Apostolopoulos, A. (2020, January 15). 2019 Benchmark Survey for Employee Training in the
F&B Industry. https://www.talentlms.com/employee-training-food-beverage-industry/.
Glaveski, S. (2021, January 20). Where Companies Go Wrong with Learning and Development.
Harvard Business Review. https://hbr.org/2019/10/where-companies-go-wrong-withlearning-and-development.
Marcel F. van Assen (2021) Training, employee involvement and continuous improvement – the
moderating effect of a common improvement method, Production Planning & Control,
32:2, 132-144, https://doi.org/
McFarland, P., Checinska Sielaff, A., Rasco, B. and Smith, S. (2019), Efficacy of Food Safety
Training in Commercial Food Service. Journal of Food Science, 84: 1239-1246.
https://doi.org/10.1111/1750-3841.14628
Noe, R. A., & Kodwani, A. D. (2018). Employee training and development, 7e. McGraw-Hill
Education.
Sharma, A., & Sharma, T. (2017). HR analytics and performance appraisal system. Management
Research Review.
Young, I., Greig, J., Wilhelm, B. J., & Waddell, L. A. (2019). Effectiveness of Food Handler
Training and Education Interventions: A Systematic Review and Meta-Analysis. Journal
of Food Protection, 82(10), 1714–1728. https://doiorg.ezproxy.umgc.edu/10.4315/0362028X
Executive Summary
Seventeen thousand four hundred and forty-five. This was the number of foodborne illness
occurrences reported in the United States from 1993 to 2013. Due to improper food handling
techniques and inadequate employee hygiene, the United States experienced 140,000 illnesses,
4,427 hospitalizations and 32 deaths. In 2018, the Centers for Disease Control and Prevention
(CDC) estimated 48 million sick, 128,000 hospitalizations and 3,000 deaths from foodborne
illnesses each year. Young, Waddell, Greig, and Wilhem (2019) argue that improper food
handling is the frequent contributor of foodborne illnesses.
The CDC recognized five major risk factors that are associated with foodborne illnesses: food
from unsafe sources, contaminated food equipment, and improper holding times and
temperatures, and insufficient cooking, and poor employee hygiene (FDA, 2009; Murphy, Kock,
& Lee, 2011). The five major risk factors stem from human behavior and error which can easily
be prevented with proper food handling and safety training. Restaurant industry market is
continuously on the rise, making food safety more important than ever before (Jones, Angulo,
2006). The National Restaurant Association reported industry sales of nearly $800 billion in
2017. This proves that the restaurant industry is a dynamic and fast-growing industry, and food
safety should be a BIG priority for these organizations (Jones & Angulo, 2006; Jones & Yackley,
2018).
Figure 1
A depiction of food safety
From 360 Training. Why Is Food Safety Important? Retrieved from
https://www.360training.com/blog/why-food-safety-training-important
Proper food safety training and education is essential to promoting and enhancing food safety
practices among food service employees and aims to reduce waste, prevent foodborne illnesses,
and avoid legal repercussions. Wesely and Smith (1999) argue that training is an important
element of the heart service quality. As stated previously, the food service industry is ever
changing. Therefore, is it important for businesses to implement ongoing training compared to
one week of orientation/training for food service employees. Training is critical because prepares
the employee with essential skills, allowing he/she to produce good quality goods and retain
quality service (Vinesh, 2014). According to the Food Safety Hotline (2020), continuing training
and routinely practicing food safety leads to food safety behavior developing into second nature.
Introduction
The title employee has many names: partner, staff member, laborer, worker etc. A business’
greatest asset is the employees. The employee is the face of the operation; if trained properly the
employee will be motivated and productive. The employees are the customer’s first impression
of the organization and are responsible for the consumer’s overall experience. Regardless of the
industry (food, retail, technology), continuously investing in team members is necessary to
achieve and maintain the organization’s success.
In this paper, you will learn about the training method that is currently being used in most
restaurants. This method of one-time training is not effective in the least (compared to ongoing
training), but it is cost effective for businesses. You will the benefits and outcomes of ongoing
training in the food service industry. As stated previously, the restaurant industry is an evergrowing industry, making it impossible for an employee to possess all knowledge associated
with the industry. Therefore, we will focus on the advantages that restaurants (dine-in, fast food)
experience by utilizing ongoing training versus one-time training.
Ongoing training is the best investment and essential for continuous skill development. The
benefits of ongoing training are staying up to date with trends and strategies, competitive
advantage in industry, enhance and maintain employee knowledge, and retain strong and
motivated employees. The purpose of ongoing training in the food service industry is to: reduce
food waste, prevent/reduce foodborne illness, and avoid legal action and prosecution.
Previous Approach
One-Time Training
The food and beverage industry are exclusive and considered an important business component
to society as a whole; employees join forces to promote economic growth by converting raw
ingredients into consumable masterpieces resulting with satisfaction (Ramli, Anuar, Rosli, &
Jamalidan, 2018). In order to solidify the performance of employees, businesses must provide a
platform that encourages the learning process (Ramli, Anuar, Rosli, & Jamalidan, 2018).
Previous studies imply that even though food training may increase employee knowledge, it may
not convert to improved performance in employees. McFarland, Sielaff, Rasco & Smith (2019)
argue that one-time training concentrates on the presentation of scientific facts with an
evaluation and/or accreditation to prove the food handler’s knowledge is sufficient. According to
Chang, Kwak & Lee (2003) when employers only concentrate on providing employees with
scientific facts and knowledge (in a short time), it may be challenging to influence the
employee’s performance. Hermann Ebbinghaus, a German psychologist, established a memory
investigational study titled “The Forgetting Curve” in the 19th century. Ebbinghaus discovered
that if new information is not applied within 6 days of learning, 75% of the information will be
forgotten.
Figure 2
The Forgetting Curve
From The Harvard Business Review. Where Companies Go Wrong With learning And
Development. Retrieved from https://hbr.org/2019/10/where-companies-go-wrong-withlearning-and-development
There is a 70-20-10 rule that we will briefly discuss.70% of learning is application and
experience, 20% is communal, peer education, and 10% is formal learning. This study conducted
indicated that pre-event education accounts for 26% of learning efficiency, the event education
accounts for 24% learning efficiency and post-event education accounts for 50% of learning
efficiency (Armstrong, n.d.). In addition, the same study confirmed that training spending was
10% for pre-event learning, 85% for the event, and only 5% for post-event learning; this is why
money that businesses spent on training was wasted (Armstrong, n.d.).
By integrating what an employee has learned into their daily work routine, he/she will be able to
properly retain information. But, when training is seen as a one-time occasion by many
restaurants and businesses in general regardless of the industry, it is impossible for employees to
retain information. This method of training is performed over a short period of time; training is
usually a week for majority restaurant employees. By utilizing this form of training, employees
are not given an ample amount of time to grasp and retain the information given and cannot
properly implement safe procedures. Tokuc, Berberoglu & Dedeler (2009) confirm that results
yielded from previous studies indicate that authentic knowledge of proper food handling
techniques differ from performances demonstrated by the food handler. This issue may stem
from inadequate training resources and presentation.
Figure 3
Food service employees shown working diligently and safely
From Food Safety News. Food Service Workers Should Be Vaccinated Against Hepatitis A
Retrieved from https://www.foodsafetynews.com/tag/food-service-worker/
The Harvard Business Review (2019) argues that majority of training in businesses today are
unproductive; the timing, purpose and content are faulty to say the least. In 2016, businesses
spent $359 billion dollars worldwide on training. When the following aspects are considered, it
was not money well spent. Previous studies suggests that 80% of training expenditure is wasted
by businesses, due to the following reasons:
● 1,500 managers from 50 organizations were examined, 75% stated that disappointed with
their current organization’s training programs,
● 70% of the surveyed reported that they do not possess the necessary skills to perform
their jobs, proficiently,
● Only 12% of employees utilize new abilities learned from their organization’s training
programs to their jobs, and
● Only 25% of surveyed according to a recent McKinsey study think that training
significantly enhanced their job performance.
One-time training is used in restaurant and fast-food settings alike to promote short term training
and development among employees. Food organizations have been plagued with poor
performance by employees as a result of poor training; training and development has been worn
because majority of restaurants do not take properly training employees into consideration
(Ukandu and Ukpere, 2013). It is important to think of one-time training as a band-aid, a
temporary solution for an perpetual issue (Dillion, n.d.). This method is inexpensive, but not
effective or recommended. In this case, the disadvantages outweigh the advantages immensely.
Now, we will take a look at an appropriate approach that is recommended to train food service
employees-ongoing.
New Finding
Ongoing Training
Cecil Mace (1932), a psychologist, recommended that new learning materials and resources
should be learned over a span of time by gradually increasing the amount of time spent
reviewing materials and resources. This approach utilizes the spacing effect, demonstrating a
strong connection between intermittent exposure and preservation of information learned
(Glaveski, 2019). Training is an endless process that identifies, measures, and develops the team
member and the team as a whole, and supports the performance with strategic objectives set by
the company (Ramli, Anuar, Rosli, &, Jamalidan, 20018). It is important for businesses to view
training as a journey, not an occasion.
Figure 4
Food service training
From Whyy. Germantown Food Service Training Program Helps People Get Jobs. Retrieved
from https://whyy.org/articles/germantown-food-service-training-program-helps-people-get-jobs/
According to Chaing, Nack, and Canter (2005) training and development should be constantly
modernized and updated. In order for restaurants to succeed and stay up to date with industry
standards and trends, employees must continuously learn. Technology is changing the food
industry causing restaurants to change rapidly with the times (Paulsen, 2018). In any business
industry, it is imperative to either fall in line or risk being left behind. Continuous training allows
a business to remain exceptional in an extremely aggressive industry. Well-trained employees
are the key ingredient to ensure the business runs smoothly and efficiently, ultimately
guaranteeing success. A well-trained staff will keep the organization in the highest form and help
the business function professionally and cost effectively. Ongoing training can be costly, but the
return of investment makes it worth it. Here are key reasons as to why a business should invest
the time and energy to continuously train employees:
● Invest in the future of the business- Nurture the talent and skills of employees to
certify the success of the business,
● Improve employee retention overall- When employees are trained properly they are
satisfied; when a business has given employees a solid learning foundation they are
likely to stay with the business,
● Employees can upsell to consumers with ease- Consumers are confident in employees
that are knowledgeable about goods and services provided, consequently improving
business sales.
● Health inspection will be passed- It is no secret that passing health inspections are
necessary to avoid the closing of a restaurant; it is a legal requirement. Knowledgeable
employees are aware of rules and codes of conduct regarding food handling practices.
● Business will make and SAVE more money- Employees will provide better service,
employees will be employed longer, and sell better.
Figure 5
Graph Of Regular Training vs. Onboarding Training Only
According to a survey conducted by Talent LMS (2019), 53% of employees that receive regular
training state that it made them more loyal to their company of employment compared to the
37.5% that receive only onboard training. Apostolopoulos of Talent LMS (2019) stated that
regular training create better employees allowing them to be: motivated, confident, promote
teamwork and on-the-job performance and overall work morale. The satisfaction scores from
employees who receive regular training were greater than those who received onboard training
only (Apostolopoulos, 2019). According to the Talent LMS survey’s respondent demographics,
the vast majority of regularly trained employees (70%) has been employed with their company
for over a year; compared to the onboard trained employees (45%) who leave the company
before their year anniversary(Apostolopoulos, 2019).
Ongoing training has the ability to:
● Reduce food waste- According to the U.S. Food and Drug Foundation (FDA, 2019), a
major source of food waste is from consumers and the food industry, each year 165
billion worth of food is wasted each year by Americans. When employees are trained
properly trained, they are knowledgeable of proper food temperatures, perishable dates
and storage techniques. This saves the operation money,
● Prevent/reduce foodborne illnesses- Stringent measures are taken by the FDA and local
health departments to avoid illnesses like E. Coli, Salmonella, Hepatitis A, Listeria and
other illnesses. Averett, Nazir and Neuberger (2010) state that protecting the public from
illness is critically important and continues to be a public health responsibility. If food
handling is not properly taught, it can result in unplanned hospital visits, employment and
school absenteeism and even DEATH. According to QSR Magazine (2018), the cost of a
foodborne illness outbreak incident could potentially cost a business between $6,330 to
$2.1 million.
● Avoid legal action and prosecution- It is a legal requirement for employees to be
trained in proper food safety practices and that businesses pass local health inspections.
Compliance with legal requirements is a must for food safety practices. If a business is
out of compliance, the business could face costly penalties, lawsuits, and permanently
shut down as a result.
Ongoing training is beneficial in ensuring the return of business and avoiding situations that will
negatively impact the company’s brand and image.
Conclusion
There are many reasons as to why restaurants should incorporate ongoing training in the
workplace. Ongoing training will give employees a sense of personal fulfillment and job
satisfaction. Regular training keeps employees in the loop, upholds interest in workplace and
ultimately reduces employee turnover. Why not invest in your employees’ and company’s future
by making regular/ongoing training apart of your daily work regiment.
References
Ukandu, N. E., & Ukpere, W. I. (2013). Effects of Poor Training and Development on the Work
Performance of the Fast Food Employees in Cape Town. Mediterranean Journal of Social
Sciences. https://doi.org/10.5901/mjss.2013.v4n14p571
YOUNG, I., GREIG, J., WILHELM, B. J., & WADDELL, L. A. (2019). Effectiveness of Food
Handler Training and Education Interventions: A Systematic Review and Meta-Analysis. Journal
of Food Protection, 82(10), 1714–1728. https://doi-org.ezproxy.umgc.edu/10.4315/0362028X.JFP-19-108
Averett Ellen, Nazir Niaman, & Neuberger John S. (2011). Evaluation of a Local Health
Department’s Food Handler Training Program. Journal of Environmental Health, 73(6), 65–69.
McFarland, P., Checinska Sielaff, A., Rasco, B. and Smith, S. (2019), Efficacy of Food Safety
Training in Commercial Food Service. Journal of Food Science, 84: 1239-1246.
https://doi.org/10.1111/1750-3841.14628
Why is Food Safety Training Important? 360training. (n.d.).
https://www.360training.com/blog/why-food-safety-trainingimportant#:~:text=foods%20they%20eat.-,Food%20safety%20training%20helps%20consumers
%20feel%20confident%20about%20the%20foods,%2Dof%2Dthe%2Dart.
Marler, B. (2021, April 8). Foodservice workers should be vaccinated against Hepatitis A. Food
Safety News. https://www.foodsafetynews.com/2018/01/food-service-workers-should-bevaccinated-against-hepatitis-a/.
Glaveski, S. (2021, January 20). Where Companies Go Wrong with Learning and Development.
Harvard Business Review. https://hbr.org/2019/10/where-companies-go-wrong-with-learningand-development.
Paulsen, B. (2018, April 24). Why You Should Use Continuous Learning With Restaurant
Employees. PlayerLync. https://blog.playerlync.com/why-you-should-use-continuous-learningwith-restaurant-employees.
Stop Treating Training as a One-Time Event. Actionable.co. (2017, January 11).
https://actionable.co/blog/2017/01/11/stop-treating-training-one-time-event/.
Dillon, S. (2017, November 21). The Advantages of Ongoing Training Instead of Single-Event
Training. Work. https://work.chron.com/advantages-ongoing-training-instead-singleeventtraining-6199.html.
Chefworks. (2016, May 26). 10 Reasons Why You Need to Properly Train Restaurant
Employees. Chef Works Blog | News & Notes from Behind the Line.
https://blog.chefworks.com/uniforms/10-reasons-why-you-need-to-properly-train-restaurantemployees/.
Shaw, F. (2018, June). The Tremendous Cost of Foodborne Illnesses, and What to Do About it.
QSR magazine. https://www.qsrmagazine.com/outside-insights/tremendous-cost-foodborneillnesses-and-what-do-about-it.
Center for Food Safety and Applied Nutrition. (n.d.). How to Cut Food Waste and Maintain
Food Safety. U.S. Food and Drug Administration. https://www.fda.gov/food/consumers/howcut-food-waste-and-maintain-food-safety.
WHYY. (2011, September 21). Germantown food service training program helps people get
jobs. WHYY. https://whyy.org/articles/germantown-food-service-training-program-helpspeople-get-jobs/.
Apostolopoulos, A. (2020, January 15). 2019 Benchmark Survey for Employee Training in the
F&B Industry. TalentLMS Blog. https://www.talentlms.com/blog/employee-training-foodbeverage-industry/.
Ramli, Anuar, Rosli, & Jamalidan. (2018). The Relationship of Design, Implementation,
Monitoring and Evaluation in Training and Development towards Employee Performance in
Food and Beverage Industry. Global Business and Management Research: An International
Journal, 10(3), 714–723.