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MBAD 271-Strategic ManagementMBAD 271-Strategic Management
OpportunitiesOpportunities
Global ExpansionGlobal Expansion
Mass customizationMass customization
Upscale “boutique” storesUpscale “boutique” stores
Inter/intra-group mergersInter/intra-group mergers
ThreatsThreats
CommoditizationCommoditization
Consumer concerns about nutritional dataConsumer concerns about nutritional data
Government action (Los Angeles)Government action (Los Angeles)
Regional/Boutique StoresRegional/Boutique Stores
External Factors FrameworkExternal Factors FrameworkCritical Success FactorsCritical Success Factors Importance WeightImportance Weight
(Percentage)(Percentage)
Performance RatingPerformance Rating
(1-4)(1-4)
Weighted ScoreWeighted Score
(% X Rating)(% X Rating)OpportunitiesOpportunities
1. Globalization1. Globalization 2020 33 .6.6
2. Mergers/Acqusitions2. Mergers/Acqusitions 1515 22 .3.3
3. Mass Customization3. Mass Customization 1010 11 .1.1
4. Boutique Stores4. Boutique Stores 55 11 .05.05
ThreatsThreats
1. Health Concerns1. Health Concerns 2020 11 .2.2
2. Government Action2. Government Action 1515 22 .3.3
3. Commoditization3. Commoditization 1010 44 .4.4
4. Regional/Boutique Stores4. Regional/Boutique Stores 55 22 .1.1
TotalTotal 100%100% 2.052.05
Competitive Factors FrameworkCompetitive Factors FrameworkCritical Success Critical Success
FactorsFactorsImportance Importance
WeightWeightMcDonald’sMcDonald’s Wendy’sWendy’s Burger KingBurger King Yum BrandsYum Brands
Rtg.Rtg. ScoreScore Rtg.Rtg. ScoreScore Rtg. Rtg. ScoreScore Rtg.Rtg. ScoreScore
OpportunitiesOpportunities
1. Globalization1. Globalization 20%20% 44 .08.08 22 .04.04 22 .04.04 33 .06.06
2. 2. Mergers/AcquisitionsMergers/Acquisitions
15%15% 22 .03.03 22 .03.03 22 .03.03 33 .45.45
3. Mass 3. Mass CustomizationCustomization
10%10% 11 .1.1 11 .1.1 11 .1.1 11 .1.1
4. Boutique Stores4. Boutique Stores 5%5% 22 .1.1 11 .05.05 11 .05.05 11 .05.05
ThreatsThreats
1. Health Concerns1. Health Concerns 20%20% 33 .6.6 22 .4.4 22 .4.4 22 .4.4
2. Government Action2. Government Action 15%15% 11 .15.15 11 .15.15 11 .15.15 11 .15.15
3. Commoditazation3. Commoditazation 10%10% 44 .4.4 44 .4.4 44 .4.4 44 .4.4
4. Regional/ Boutique 4. Regional/ Boutique StoresStores
5%5% 11 .05.05 11 .05.05 22 .1.1 11 .05.05
TotalTotal 100%100% 2.52.5 1.851.85 1.91.9 2.22.2
Value ChainValue Chain AnalysisAnalysisThe Value ChainThe Value Chain
Firm Firm InfrastructureInfrastructure
Financing, legal support, general management, accounting, quality controlFinancing, legal support, general management, accounting, quality control
Human Human RecoursesRecourses
Recruiting, training, developmentRecruiting, training, development
Technology Technology DevelopmentDevelopment
Design of Design of ordering/scheduling ordering/scheduling software, potential JIT software, potential JIT delivery system for delivery system for goodsgoods
Design of terminals, Design of terminals, design of procedures, design of procedures, quality control quality control procedures, wireless procedures, wireless thermostat monitoring & thermostat monitoring & control, card payment control, card payment terminalsterminals
Back kitchen monitors, Back kitchen monitors, order timing, better order timing, better equipment for drive equipment for drive through, remote call through, remote call center for drive-thru center for drive-thru orderingordering
Market research, new Market research, new product introduction, product introduction, sales & forecasting sales & forecasting systemssystems
Service manuals, Service manuals, training videos, training videos, customer feedback customer feedback systemssystems
ProcurementProcurement Transportation, local Transportation, local sourcing for fresh sourcing for fresh vegetables and salads, vegetables and salads, site maintenance site maintenance contractors, restaurant contractors, restaurant suppliessupplies
Food, paper goods, real Food, paper goods, real estate, cooking estate, cooking equipment, energy, equipment, energy, eRestaraunt services & eRestaraunt services & inventory applicationsinventory applications
Restaurant supplies, Restaurant supplies, computer services, computer services, waste disposal and waste disposal and POS operationsPOS operations
Advertising- Radio, TV, Advertising- Radio, TV, newspaper & internetnewspaper & internet
Replacement parts for Replacement parts for equipment, service equipment, service contractorscontractors
Storage of raw Storage of raw materials, inspectionmaterials, inspection
Food creation, cooking, Food creation, cooking, maintenance, maintenance, cleanliness and hygiene cleanliness and hygiene controls, controls, communications communications infrastructure and infrastructure and trainingtraining
Order processing, drive Order processing, drive through window, through window, shippingshipping
Advertising, brand Advertising, brand marketing, cupons, marketing, cupons, store decoration, new store decoration, new item creation, media item creation, media promotionspromotions
Customer call center for Customer call center for complaints, service complaints, service cards, communicationscards, communications
Inbound Inbound LogisticsLogistics
OperationsOperations Outbound Outbound LogisticsLogistics
Marketing Marketing and Salesand Sales
ServiceService
What is the Key Component?What is the Key Component?
Operations?Operations?
OutboundOutbound Logistics?Logistics?
The Value NetThe Value Net
WENDYS
Suppliers
Meat Suppliers
Veggie Suppliers
Restaurant Supplies Distributors
Equipment Manufacturers
Customers
Customers eating at fast food restaraunts
Families
Companies
Complementors
Coca Cola
Nestle
Hinez
Hasbro
Movie Studios
Government Regulators
Competitors
McDonald’s
Burger King
YUM Brands
(-)(-)
(+) (+)
Value AnalysisValue Analysis
Company
Key Activities:
Outbound Logistics
Business Design Elements:
Brands/ Customer Selection
Suppliers
Meat Suppliers
Veggie Suppliers
Restaurant Supplies Distributors
Equipment Manufacturers
Complementors
Coca Cola
Nestle
Hinez
Hasbro
Movie Studios
Government Regulators
Competitors
McDonald’s
Burger King
YUM Brands
Customers
Customers eating at fast food restaurants
Families
Companies
ForcesForces
SUBSTITUTES
RIVALRYSUPPLIER POWER
COMPLEMENTOR POWER
CUSTOMER POWER
NEW ENTRANTS
THREAT OF NEW COMPETITORS
Forces: Threat of New CompetitorsForces: Threat of New Competitors SUBSTITUTESSUBSTITUTES NEW ENTRANTSNEW ENTRANTS
DRIVERDRIVERNumber, Quality, Number, Quality,
Availability-Availability- Wendy’s clearly Wendy’s clearly has many substitutes in it’s has many substitutes in it’s industryindustry
Price-Performance- Price-Performance- Wendy’s must be aware of Wendy’s must be aware of competitor prices in order to competitor prices in order to stay competitivestay competitive
Switching Costs-Switching Costs- This refers This refers to costs associated with to costs associated with switching suppliers. As the switching suppliers. As the only difference is the amount only difference is the amount of gas necessary to drive to of gas necessary to drive to the restaurant, and all the restaurant, and all competitors have many competitors have many locations, this is effectively locations, this is effectively zero.zero.
RATINGRATING DRIVERDRIVERScale Capital required-Scale Capital required- This is clearly This is clearly
an important factor, as Wendy’s needs to an important factor, as Wendy’s needs to maintain strong economies of scale. maintain strong economies of scale. Efficiency production and cost reduction Efficiency production and cost reduction are crucial for Wendy’s competitive are crucial for Wendy’s competitive strategy.strategy.
Technology, Patents-Technology, Patents- This is another This is another vital factor for Wendy’s as Wendy’s food vital factor for Wendy’s as Wendy’s food preparation is unique from other preparation is unique from other competitorscompetitors
Customer loyalty, branding-Customer loyalty, branding- Customer loyalty will help Wendy’s retain Customer loyalty will help Wendy’s retain a customer base and fend off a customer base and fend off competition.competition.
Raw Materials-Raw Materials- Wendy’s needs to Wendy’s needs to secure the most cost-effective raw secure the most cost-effective raw materials in order to maintain efficiencies materials in order to maintain efficiencies and remain competitive.and remain competitive.
Market Saturation-Market Saturation- This factor may This factor may serve Wendy’s well as the market for fast serve Wendy’s well as the market for fast food is clearly saturated, thereby food is clearly saturated, thereby increasing the barriers to entry.increasing the barriers to entry.
RATINGRATING
Forces: Suppliers, RivalryForces: Suppliers, Rivalry SUPPLIERSSUPPLIERS RIVALRYRIVALRY
DRIVERDRIVER
Number, Size, Number, Size, Concentration-Concentration- Plenty of Plenty of suppliers. Wendy’s has suppliers. Wendy’s has plenty of options to switch plenty of options to switch from one supplier to from one supplier to anotheranother
Raw materials Raw materials differentiation-differentiation- This may This may be important for Wendy’s be important for Wendy’s as the differentiation of as the differentiation of supplies may help Wendy’s supplies may help Wendy’s maintain a differentiated maintain a differentiated product line.product line.
RATINGRATING DRIVERDRIVERNumber of Competitors-Number of Competitors-
Wendy’s has formidable Wendy’s has formidable competitioncompetition
Equality-Equality- Wendy’s tends to share Wendy’s tends to share certain similarities to other fast certain similarities to other fast food chains, thereby increasing food chains, thereby increasing competitive pressurescompetitive pressures
Demand, pricing-Demand, pricing- High pricing High pricing pressures to remain competitive as pressures to remain competitive as well as high market demand.well as high market demand.
M & A activities-M & A activities- This is crucial This is crucial for Wendy’s as Yum brands (Pizza for Wendy’s as Yum brands (Pizza Hut) and McDonald’s (Boston Hut) and McDonald’s (Boston Market) continue their M & A Market) continue their M & A activities activities *UPDATE*-*UPDATE*- Wendy’s has Wendy’s has merged with Arby’s .merged with Arby’s .
RATINGRATING
Forces: Customer, Complementor PowerForces: Customer, Complementor Power CUSTOMER POWERCUSTOMER POWER COMPLEMENTOR POWERCOMPLEMENTOR POWER
DRIVERDRIVERNumber, size, concentration-Number, size, concentration-
Customer concentration in a Customer concentration in a certain market segment will certain market segment will increase competitive pressures on increase competitive pressures on Wendy’s.Wendy’s.
Information- Information- Customers are Customers are always smart shoppers, they always smart shoppers, they always know what they are looking always know what they are looking for. They are also well aware of for. They are also well aware of pricing differences.pricing differences.
Differentiation-Differentiation- Wendy’s needs Wendy’s needs to differentiate its products to to differentiate its products to accommodate customers’ different accommodate customers’ different tastes and preferences.tastes and preferences.
Customer Loyalty-Customer Loyalty- This is This is crucial for Wendy’s as customer crucial for Wendy’s as customer retention via differentiated product retention via differentiated product lines and competitive pricing will lines and competitive pricing will boost Wendy’s market positionboost Wendy’s market position
RATINGRATING DRIVERDRIVERSaturation of alliances-Saturation of alliances- Many of the Many of the
competitors have the same or similar competitors have the same or similar alliances with the complementor (e.g. alliances with the complementor (e.g. Coca Cola) or their rival (e.g. Pepsi). As Coca Cola) or their rival (e.g. Pepsi). As it is relatively simple to obtain the it is relatively simple to obtain the product, the complementors have product, the complementors have relatively little power in this respect.relatively little power in this respect.
Centrality, equality-Centrality, equality- Contracts Contracts between fast food restaurants and between fast food restaurants and complementors are relatively simple and complementors are relatively simple and commoditized. There is little power here.commoditized. There is little power here.
Scope differentiation-Scope differentiation- As As complementor power rises, scope complementor power rises, scope differentiation decreases. As such, differentiation decreases. As such, Wendy’s needs to always maintain a Wendy’s needs to always maintain a certain level of differentiation to avoid certain level of differentiation to avoid increases complementor power.increases complementor power.
National Diversity-National Diversity- A nationally A nationally diverse market makes it difficult for diverse market makes it difficult for Wendy’s to maintain a uniform strategy. Wendy’s to maintain a uniform strategy. It will need to adopt different strategies to It will need to adopt different strategies to help compete with regional and local fast help compete with regional and local fast food chains.food chains.
RATINGRATING
Forces: Our ratingsForces: Our ratings
1: Rivalry1: Rivalry
2: Customer Power2: Customer Power
3: Substitutes3: Substitutes
4: New Entrants4: New Entrants
5: Supplier Power5: Supplier Power
6: Complementor Power6: Complementor Power
Quality/Price ProfileQuality/Price ProfileQuality ProfileQuality Profile
Quality AttributesQuality Attributes Importance WeightsImportance Weights Quality Performance ScoresQuality Performance Scores
Wendy’sWendy’s McDonald’sMcDonald’s Burger KingBurger King Yum BrandsYum Brands
TasteTaste 30%30% 6.666.66 55 4.664.66 5.335.33
Quality of FoodQuality of Food 30%30% 6.666.66 55 4.664.66 5.335.33
LocationLocation 5%5% 1.91.9 8.78.7 3.23.2 1010
Speed of ServiceSpeed of Service 15%15% 55 4.334.33 3.663.66 44
Kid-FriendlyKid-Friendly 20%20% 66 1010 88 77
100%100%
Price ProfilePrice Profile
Price AttributesPrice Attributes Importance WeightsImportance Weights Price Performance ScoresPrice Performance Scores
Wendy’sWendy’s McDonald’sMcDonald’s Burger KingBurger King Yum BrandsYum Brands
MealsMeals 30%30% 9.359.35 8.18.1 7.77.7 44
SandwichesSandwiches 30%30% 8.78.7 88 7.67.6 1010
DrinksDrinks 20%20% 1010 8.28.2 7.87.8 8.78.7
SidesSides 20%20% 5.85.8 6.66.6 5.55.5 1010
100%100%
Value MapValue Map
Strategic Group Mapping AnalysisStrategic Group Mapping Analysis
Customer Value RatingCustomer Value Rating
Customer ValueCustomer Value
Price SatisfactionPrice Satisfaction QualityQuality RatingRating % Advantage% Advantage
FirmFirm RatioRatio WeightWeight RatioRatio WeightWeight (wtd ave)(wtd ave) (Disadvantage)(Disadvantage)
Wendy’sWendy’s 1.131.13 xx 45%45% ++ 1.141.14 xx 55%55% == 1.141.14 14%14%
McDonaldsMcDonalds .99.99 xx 45%45% ++ 1.071.07 xx 55%55% == 1.031.03 3%3%
Burger KingBurger King .90.90 xx 45%45% ++ 0.850.85 XX 55%55% == 0.870.87 -13%-13%
Yum Yum BrandsBrands
1.051.05 xx 45%45% ++ 1.011.01 xx 55%55% == 1.031.03 3%3%
SCM SophisticationSCM Sophistication
SC DesignSC Design
What MattersWhat Matters
Political & Socio-Cultural
Trends•Player Mapping Analysis
•Issue Mapping Analysis
•Issue Saliency Analysis
Technological Trends•Player Mapping Analysis
•Life Cycle Analysis
•Battle Analysis
•Trajectory Mapping Analysis
International Trends
•Integration-Responsiveness Grid Analysis
•International Evolution Analysis
Economic & Demographic
Trends•Correlation Analysis
•Demographic Analysis
Competition Trends
•Industry & Alliance Evolution Analyses
•4-Arenas Analysis
•Strategic Inflection Point Analysis
Company Suppliers
Competitors
Complementors
Customers
Profit Zone AnalysisProfit Zone AnalysisDimensionDimension CaseCase
Customer Customer SelectionSelection
Single people under age 34Single people under age 34
families with dependent childrenfamilies with dependent children
working people under tight budgetworking people under tight budget
students students
Value Value CaptureCapture
Customers’ willingness to payCustomers’ willingness to pay
Offer value menu to target the critical 18-34 year-old customerOffer value menu to target the critical 18-34 year-old customer
Establish beverages as a "destination" as well as a meal accompaniment.Establish beverages as a "destination" as well as a meal accompaniment.
Introduce a "Total Customer Feedback System" for improved customer service.Introduce a "Total Customer Feedback System" for improved customer service.
Emphasizing its use of fresh meats and saladsEmphasizing its use of fresh meats and salads
Focus on hamburgers, a specialization Wendy’s holdsFocus on hamburgers, a specialization Wendy’s holds
Innovate and introduce new productsInnovate and introduce new products
Involve more in local community events and charity work Involve more in local community events and charity work
Lower Operating costsLower Operating costs
Offer choice of premium and low cost menu choices in the menu to compensate for lower marginsOffer choice of premium and low cost menu choices in the menu to compensate for lower margins
Elevate the customer experience by improving the hiring and retention of Wendy's employees while Elevate the customer experience by improving the hiring and retention of Wendy's employees while reducing turnover, improving training, and generating savings at the store level.reducing turnover, improving training, and generating savings at the store level.
Improve the overall health of Wendy's system by re-franchising, as well as acquiring and re-imaging Improve the overall health of Wendy's system by re-franchising, as well as acquiring and re-imaging franchise restaurants with potential for future re-franchising.franchise restaurants with potential for future re-franchising.
Adopt more ‘green’ practices to reduce costsAdopt more ‘green’ practices to reduce costs
Profit Zone Analysis, continuedProfit Zone Analysis, continuedDimensionDimension CaseCase
Value Value CaptureCapture
Decrease Input costsDecrease Input costs
Push for green purchasing with eco-friendly suppliers whose products have reduced environmental Push for green purchasing with eco-friendly suppliers whose products have reduced environmental impact in any part of their life cycleimpact in any part of their life cycle
Reduce water and energy consumption, automate transaction processing, lower product testing costs, Reduce water and energy consumption, automate transaction processing, lower product testing costs, legal and professional fees and bonus expenseslegal and professional fees and bonus expenses
Conserve energy costs by using renewable sources such as wind, solar, hydroelectricConserve energy costs by using renewable sources such as wind, solar, hydroelectric
Recycle of paper, cardboard, metal, and plasticRecycle of paper, cardboard, metal, and plastic
Upgrade kitchen equipment and introduce new ovens to increase efficiency and lower operating costsUpgrade kitchen equipment and introduce new ovens to increase efficiency and lower operating costs
Establish buying alliances with preferred suppliers to consolidate purchasing and benefit from volume Establish buying alliances with preferred suppliers to consolidate purchasing and benefit from volume discountsdiscounts
Increase the size of the pieIncrease the size of the pie
Grow share of the premium hamburger marketGrow share of the premium hamburger market
Re-energize Wendy's Late Night business and capture afternoon and evening snack opportunitiesRe-energize Wendy's Late Night business and capture afternoon and evening snack opportunities
Continue to leverage the Wendy's brand and optimize our facilities by offering a new day-part to Continue to leverage the Wendy's brand and optimize our facilities by offering a new day-part to consumers who exhibit a demand for a better, high-quality breakfast.consumers who exhibit a demand for a better, high-quality breakfast.
Re-image restaurants by using a systematic capital reinvestment process and disciplined approach.Re-image restaurants by using a systematic capital reinvestment process and disciplined approach.
Launch marketing campaigns to create awareness about measures taken to address significant health Launch marketing campaigns to create awareness about measures taken to address significant health concerns to labor, environmental, and ethics violationsconcerns to labor, environmental, and ethics violations
Use complementor products to attract new businessUse complementor products to attract new business
Get into real estate opportunities as part of franchisee buildingGet into real estate opportunities as part of franchisee building
Limit Direct CompetitionLimit Direct Competition
Offer store promotion discounts and launch ad campaigns toOffer store promotion discounts and launch ad campaigns to lure customers away from new local lure customers away from new local competitorscompetitors
Get into exclusivity agreement with suppliers to gain competitive advantageGet into exclusivity agreement with suppliers to gain competitive advantage
Profit Zone Analysis, continuedProfit Zone Analysis, continuedDimensionDimension CaseCase
Strategic Strategic LeversLevers
Innovation Leadership with respect to hamburgersInnovation Leadership with respect to hamburgers
Control of costs & Improving Operational efficienciesControl of costs & Improving Operational efficiencies
Customer relationshipsCustomer relationships
Product development leadProduct development lead
Quality leadershipQuality leadership
Environmental and social responsibilityEnvironmental and social responsibility
ScopeScope Offer fresh, high quality ingredients for hamburgersOffer fresh, high quality ingredients for hamburgers
Utmost customer service and satisfactionUtmost customer service and satisfaction
Increased efficiency and operational excellenceIncreased efficiency and operational excellence
Business Design OutcomesBusiness Design Outcomes
Return on SalesReturn on Sales Profit GrowthProfit Growth Asset EffeciencyAsset Effeciency Strategic Lever Strategic Lever RatingRating
Market Value/ Market Value/ SalesSales
McDonald’sMcDonald’s 18%18% 40%40% .68.68 99 30X30X
Burger KingBurger King 14%14% 36%36% .65.65 88 23X23X
Yum BrandsYum Brands 12%12% 30%30% .76.76 77 20X20X
Wendy’sWendy’s 9%9% 28%28% .60.60 77 14X14X
Industry EvolutionIndustry Evolution
Maturity StageMaturity Stage
– Stable industry, clear boundariesStable industry, clear boundaries
– Vigorous competitionVigorous competition
– Not much collaborationNot much collaboration
Four Arenas AnalysisFour Arenas Analysis
Hypercompetition taking place vigorously Hypercompetition taking place vigorously across all four Arenasacross all four Arenas
Price/Perceived Quality has reached Price/Perceived Quality has reached ultimate valueultimate value
Timing/Know-how tends to take advantage Timing/Know-how tends to take advantage of “first follower” status (lowers risk)of “first follower” status (lowers risk)
Potential for Vertical IntegrationPotential for Vertical Integration
Four Arenas- ContinuedFour Arenas- Continued
Strongholds-Oligopolistic bargain, strong Strongholds-Oligopolistic bargain, strong barriers to entry, potential in non-core barriers to entry, potential in non-core marketmarket
No hesitation to throttle entrants No hesitation to throttle entrants (McDonalds/Chick-fil-A)(McDonalds/Chick-fil-A)
Deep Pockets- Primarily reliant on driving Deep Pockets- Primarily reliant on driving out other firms, costs/scale used.out other firms, costs/scale used.
Strategic Inflection Point AnalysisStrategic Inflection Point Analysis
Potential strategic inflection points Potential strategic inflection points regarding:regarding:– Potential increase in customer concern for Potential increase in customer concern for
better nutrition (change in substitutes)better nutrition (change in substitutes)– Race to gain market share/brand equity in Race to gain market share/brand equity in
overseas markets (change in group rivalry)overseas markets (change in group rivalry)– Potential need to lobby government to avoid Potential need to lobby government to avoid
damaging legislation (change in damaging legislation (change in complementors)complementors)
Technological TrendsTechnological Trends
Potential use of internet for order-ahead Potential use of internet for order-ahead (JIT delivery)(JIT delivery)
Increasingly sophisticated SCM software Increasingly sophisticated SCM software to cut coststo cut costs
Otherwise technology is relatively stable Otherwise technology is relatively stable (Specific Stage)(Specific Stage)
International TrendsInternational Trends
Key Triggers- Domestic Market Saturation, Key Triggers- Domestic Market Saturation, Movement overseas of domestic Movement overseas of domestic customers, Sourcing opportunitiescustomers, Sourcing opportunities
IR-Grid Analysis- Group = International IR-Grid Analysis- Group = International companies (Low Pressure for local companies (Low Pressure for local responsiveness, Low Pressure for Global responsiveness, Low Pressure for Global Integration)Integration)
Political & Socio-Cultural TrendsPolitical & Socio-Cultural Trends
Company- Offers corporate social performance and political activities
Suppliers(Policy Makers)
FDA
Congress
Customers(Social Actors)
Activists
Community Groups
(Political)
ComplementorsPro-Business Legislators
Lobyists
(Political)
CompetitorsLA Government
Supersize Me
(-)(-)
(+) (+)
Corporate Political Advantage Process
Social Legitimacy Process
Political & S/C Trends, Cont.Political & S/C Trends, Cont.
Salient/Probable issues:Salient/Probable issues:– Potential for necessity of food labeling (FDA) Potential for necessity of food labeling (FDA)
(Low Priority)(Low Priority)
– Potential spread of Los Angeles ruling to Potential spread of Los Angeles ruling to other cities/communities (Medium Priority)other cities/communities (Medium Priority)
– Increasing customer demand for healthier Increasing customer demand for healthier food (High Priority)food (High Priority)
Critical Success FactorsCritical Success Factors
1) Pursue Vigorous Overseas Expansion1) Pursue Vigorous Overseas Expansion
2) Continue to pursue/market healthy fare2) Continue to pursue/market healthy fare
3) Maintain market research w/r/t new menu 3) Maintain market research w/r/t new menu itemsitems
4) Maintain vigilance for merger/vertical 4) Maintain vigilance for merger/vertical integration possibilitiesintegration possibilities
Threats and Opportunities, ReduxThreats and Opportunities, Redux
Global ExpansionGlobal Expansion CommoditizationCommoditization
Mass CustomizationMass CustomizationConsumer concerns Consumer concerns
about nutritional about nutritional datadata
More upscale More upscale “boutique” stores“boutique” stores
Government Action Government Action (Los Angeles)(Los Angeles)
Inter/Intra group Inter/Intra group mergersmergers
Regional/ Boutique Regional/ Boutique storesstores