STUDI KASUS

PAPA JOHN’S

Kelompok I : Bambang Andjar P

Dhesy Chairani

Tri Septianto

Mission

Objectives

Internal Analysis External Analysis

Strategic

Choice

Business Level

StrategyCorporate

Level Strategy

Cost

leadership

Product

differentiation

Bases for Product

Differentiation

Product Attributes

Firm-Customer

Relationship

Firm Linkages

A product differentiation strategy must meet the

VRIO criteria…

Is it Valuable?

Is it Rare?

Is it costly to Imitate?

Is the firm Organized to exploit it?

…if it is to create competitive advantage.

Competitive Advantage

• John Schnatter memulai Papa John’s th 1985

• Memulai Franchise th 1986

• IPO pada 8 Juni 1993

• Cabang Internasional I th 1998 melalui akuisisi

“Perfect Pizza” di United Kingdom (Inggris)

• Menduduki No. 1 pd American Customer

Satisfaction Index (1999-2008)

Elemen Deskripsi Tahun

Penggunaan

Teknologi

online ordering & text messages ordering 2001 & 2007

Menu • Pan Pizza

• desserts (carryout & delivery menu ), chocolate pastry delight

2006 & 2008

Pertumbuhan /

Growth

• High-quality pizza. Resep adonan dan isi pizza khusus

• operating cost rendah & QC center (Operating System yang Efisien )

• Program Training utk Kary.& franchisee, INSENTIF , Adv. NASIONAL, Marketing

dengan Level, direct-mail, Orientasi kpd aktivitas komunitas, Co-Branding, sponsor

• Menarik franchisee dgn Bantuan dlm operasi.

2007

Biaya • Leasing building space

• KEJU sbg Elemen Biaya Tinggi (35-40%)- VOLATILE

2007

Elemen Deskripsi Tahun

Operational Support

System

• Operation Support Service and Training (OSST)

• Perusahaan Printing

2007 &

pertengahan-90

Community Affairs • SPONSOR utk Team & Figur Olahraga

• Beasiswa College ($5 juta)

• National FFA, Cerebbral Palsy K.I.D.S Center, Children Miracle Network

Marketing Partnerships

(Co-Branding)

• Coca-Cola

• Blockbuster Video (30-day trial Blockbuster Video online GRATIS)

s/d 2011,

Industry • Pizza adalah industry yg mature dan jenuh

• Persaingan Tinggi, cost of entry rendah dan product differentiation sangat

sulit

(in thousands, except per share data0 Year Ended

Dec. 30,

2007

Dec. 30,

2006

Dec. 25,

2005

Dec. 26,

2004

Dec. 28,

2003

Income Statement Data 52 weeks 53 weeks 52 weeks 52 weeks 52 weeks

Domestic revenues:

Company owned restaurant sales $ 504.330 $ 447.938 $ 434.525 $ 412.676 $ 416.049

Variable interest entities restaurant sales 7.131 7.359 11.713 14.337 -

Franchise royalties 55.285 56.374 52.289 50.292 49.851

Franchise dand development fees 4.758 2.597 3.026 2.475 1.475

Commissary sales 399.099 413.075 398.372 376.642 369.825

Other sales 61.820 50.505 50.474 53.117 48.541

International revenues:

Royalties and franchise and development fees 10.314 7.551 6.529 5.010 3.810

Restaurant and commissary sales 20.860 15.658 11.860 10.747 10.572

Total revenues 1.063.597 1.001.057 968.788 925.296 900.123

Operating income 52.047 97.955 72.700 36.632 55.353

Investment income 1.446 1.682 1.248 639 672

Interest expense (7.465) (3.480) (4.316) (5.313) (6.851)

Income from continuing operations before income taxes and

cumulative effect of a change in accounting principle46.028 96.157 69.632 31.958 49.174

Income tax expense (13.293) (33.171) (25.364) (12.021) (13.440)

Income from continuing operations before income taxes and

cumulative effect of a change in accounting principle32.735 62.986 44.268 19.937 35.734

Income from discontinued operations, net of tax - 389 1.788 3.134 3.242

Cumulative effect of accounting change, net of tax - - - - (413)

Net Income $ 32.735 $ 63.375 $ 46.056 $ 23.071 $ 38.563

DATA LAIN :• Papa John’s hanya menikmati incremental growth (sejak 2000)

• John Schnatter menginginkan 200 to 300 rest. Per tahun

• Analis Restaurant : “pizza industry is a mature & saturated industry”

• Penurunan OPERATING INCOME = OPERATING EXPENSE lebih besar vs

REVENUE

Mission Statement:CUSTOMERS, TEAM MEMBERS, FRANCHISEE, SHAREHOLDERS

Core Values :FOCUS, Accountability, Superiority, PAPA, Attitude, Constant Improvement

Value Chain Value utk Customer

Primer

Inbound logistic • PENDAPATAN USD 1.063 Milyar (2007)

Operasi Lokasi di PRIME AREA dan di dukung oleh commissaries Sebagai SUPPLIER

Outbound logistic Delivery van

Marketing & Sales • Adv. Nasional melalui TV, printing media, internet, direct mail dan in-store marketing

• Sponsor utk Komunitas Lokal

• CSR (beasiswa)

• Pan Pizza & dessert

Service • Order online & telephone

Sekunder

Procurement • KEJU melalui BIBP Commodities

• 10 DEPOT REGIONAL

Technology

development

• ORDER via SMS dan Internet

• Promosi via Internet & mobile

Human resources

management

Operation Support Service and Training (OSST) utk HR

VALUE CHAIN

Resources/

Capabilities

Is it

Valuable?

Is it

Rare?

Costly to

Imitate?Organizing

Inbound Logistic Yes Yes Yes Yes

Operation Yes No No Yes

Outbound

LogisticYes No No Yes

Marketing Yes No No Yes

Service Yes No No Yes

Procurement Yes No No Yes

Technology

developmentYes No No Yes

HRM Yes No No Yes

VRIO Analysis

(VALUE CHAIN)

Quality product, Active participation in the

local communities, and product branding

(Co-Branding)

Produk• pizza spesial (pesan sesuai selera)

• Adonan Kualitas Tinggi

• Termasuk saus dan pepperoniPizza

• Chicken wings, chicken strips, breadsticksMenu Lain

• Coca-colaMinuman

• Applepie, cinnapieDesserts

• Saus, pepperoni, Keju parmesan, dllExtra/Topping

ProdukIs it

Valuable?

Is it

Rare?

Costly to

Imitate?Organizing Keterangan

Pizza Yes Yes No Yes not costly to imitate

Menu Lain Yes No No Yes Disediakan oleh banyak Pesaing

Minuman Yes No No Yes Bukan diferensiasi

Desserts Yes Yes No Yes Langka tapi not costly to imitate

Extra No Yes No Yes Rare tapi tidak bernilai Tinggi

VRIO Analysis

(PRODUK)

• Papa John’s tidak mempunyai sustainable

competitive advantage

• Produk tidak UNIK dan not too costly to duplicate

• Fokus pada 3 kegiatan utama:

1. product quality (Better Ingredients, Better

Pizza)

2. Kampanye (Adv. Publisitas)

3. Expand Internasional

KESIMPULAN

Focal

Firm

Buyers

Suppliers (-)

Entry

Rivalry

Substitutes

Industry

Threat

Neutralizing Threats

The Value of Product Differentiation

- 200 – 300 Rest. Per Tahun

- 4000 Rest. Dalam 5 tahun (per-

2007)

- 6000 – 7000 Rest. Seluruh dunia

- Mengurangi Rest yang dikelola

sendiri

- Stabilitas Revenue

Tujuan Akibat Saran

Ekspansi

Internasional

Mengancam Identitas Carry-Out dan Delivery • Mempertahankan VALUE carry-out & delivery

• Pasar ASIA

Area DomestikJumlah Rest. Besar- Span of Control. • Komposisi Franchisee dan Owned Restoran

• Menggalakkan Co-branding

Bisnis Baru

(akuisisi atau

development)

• Acquisition, perbedaan pada culture dan

Harga Tinggi

• Bisnis baru di luar Pizza, butuh pengetahuan

baru

• Akuisisi bisnis serupa

Strategi Rekomendasi Contoh

Pengembangan Produk Baru • Bahan2 import

• Desserts baru

• Kopi dan variannya

• Elemen KESEHATAN

• PIZZA Original dari ITALY

• Cake, Pudding

• Es Kopi, Capuccino dll

• KALORI Rendah

Jasa / Service Baru Catering services Menu Pesta atau Rapat

Keterkaitan multi area Bank Jaminan Perusahaan utk Franchisee

kredit kepada Bank

Lokasi ASIA Franchise

Distribution channels Outlet Paket PIZZA buat Sendiri

Brand Image KESEHATAN PIZZA Rendah Kalori

Matur

Nuwun