...acquisition of Carts of Colorado and California Pizza Kitchen. The acquisition of these restaurants would expand PepsiCo’s restaurant business, but PepsiCo must consider how each deal will affect the scope of the firm and potential synergies in each deal before making a decision to acquire these firms or not. There are several potential synergies in the Carts of Colorado (COC) deal. Specifically, there are operational synergies and financial synergies, along with a little strategic synergy. There is operational synergy because acquiring COC would create economies of scope. There could be shared resources or activities because PepsiCo could sell items, or at least similar items, from their other restaurants on these food carts. There is some strategic synergy in this deal because making this deal would mean entering a new market, the food cart industry, to extend market power. Even though food carts are also fast food, it is in a new segment that PepsiCo has not yet experienced. Financial synergies are also evident in this deal with COC because since they nearly tripled its income in one period, they could be a valuable asset. By investing in it, PepsiCo will be able to gain much revenue and capital from a new source. For California Pizza Kitchen, there are operational, strategic, and financial synergies. In terms of operational synergies, there are economies of scope because there are shared activities and items, like different kinds of pizza. There are strategic synergies...
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...California Pizza Kitchen (CPK) was co-founded in 1985 in Beverly Hills, California by Rick Rosenfield and Larry Flax. Rosenfield and Flax both hold the title of Co-President, Co-CEO, and Co-Chairman of the Board of Directors for California Pizza Kitchen. Susan Collyns, Chief Financial Officer, currently leads the financial team at California Pizza Kitchen which is faced with reducing the corporate income-tax liability while balancing the goal of the management team to grow the business. California Pizza Kitchen is in the food industry business. California Pizza Kitchen is a casual dining restaurant chain that specializes in innovative and non-traditional pizzas. California Pizza Kitchen also provides various soups, salads, pasta, sandwiches, and desserts at higher quality for lower prices. California Pizza Kitchen is in 213 locations in 28 states (41% located in California). California Pizza Kitchen’s core patrons tend to have an average household income of $75,000 (survey results from 2005); creating less of an impact on patron’s dining habits during times of inflated gas and food prices. California Pizza Kitchen’s inventive menu was not the only draw-in for patrons, their below average check (usually around $13.30) was much lower than their competitors such as, The Cheesecake Factory, Olive Garden, P.F. Chang’s, Chili’s, Red Lobster, and Panera Bread to name a few. The California Pizza Kitchen chain was labeled by RBC Capital Markets as the “Price-Value-Experience” leader...
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...The proposed acquisitions of California Pizza Kitchen and Carts of Colorado by Pepsico 1. Should PepsiCo buy California Pizza Kitchen? For both acquisitions it's more about what they add to PepsiCo, not what value PepsiCo adds to them Pros: - needs to acquire CPK to learn casual dining. That's where the growth is, and internal attempts to develop casual dining in Pizza Hut Cafe have failed. whether CPK is merely a passing yuppie fad, or if it is a long-term market segment doesn’t matter to PepsiCo if it merely wants to learn casual dining. - PepsiCo startups failing Cons: - possibly PepsiCo’s failure to develop a casual chain internally, along with the real differences between fast food and sit-down dining, will prevent it from succeeding. •New segment that PepsiCo doesn't know - Yuppie casual dining • $11 check, dinner on pizza dough - PepsiCo ignorant of key success factors •high level waiter service •PR not advertising key to marketing •capital cost $1 - $2m, sales $3m not $800k, $800k. •New untested concept - 25 restaurants, 8 states, $34m sales, $3/4m net income - may be a "fad" •only seven years old - may not stretch beyond Yuppiedom 2. Should they buy Carts of Colorado? Pros: - while CoC's $8m sales is very small for Pepsico, the real market size is the revenue from non-traditional PODs, and this is potentially enormous ($2 billion to PepsiCo alone) The real reason to own CoC is to preempt Coke and MacDonalds in the best locations...
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...California Pizza Kitchen Company Background: White-collar criminal defense attorneys Larry Flax and Rick Rosenfield in Beverly Hills, California created California Pizza Kitchen in 1985. Famously known for its hearth-baked barbecue-chicken pizza, the “designer pizza at off-the-rack prices” concept thrived. Over the last twenty years, the company has expanded into 213 locations in 28 states and 6 foreign countries. Although approximately 41% of the U.S. stores are located in California the business model has done well throughout all regions. California Pizza Kitchen derives its revenues from three sources: sales at company-owned stores, royalties from franchised restaurants, and royalties with a partnership with Kraft Foods to sell CPK-branded frozen pizzas in grocery stores. In 1996, CPK extended its brand with franchised ASAPS located in airports that offered a limited selection of pizzas and an assortment of “grab and go” sandwiches and salads. In 2000, CPK launched company owned ASAP locations as well. In 2007, CPK ceased development for any future ASAP locations to focus more on continued expansion of both domestic and international franchised locations. With the recent 10% share price decline, CPK is questioning whether this is an ideal time to repurchase shares and potentially leverage the company’s balance sheet with its prevailing line of credit. CPK is considering repurchasing shares and using debt financing to fund the strong expansion outlined for the company. In...
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...DISTRIBUTION CHANNEL The California Pizza Kitchen strategy to build a strong company with leadership position in the pizza industry decided to expand their distribution channel by not just having company owned business but utilizing franchises to expand their customer base. Franchising provides the ability to expand business rapidly at less of a financial risk. Profits are higher due to lower costs. Another channel is their high quality fast-casual concept called California Pizza Kitchen ASAP. The ASAP restaurants are smaller than the full service restaurants and offer a limited menu in attractive high traffic areas. They offer in-house dining or take out. This channel allows the company to get their product out to the consumer at a lower cost with smaller overhead (smaller rents, less employees, lower utilities). They also teamed up with Kraft Pizza a division of Kraft Foods another distribution channel, which has a line of frozen pizzas that are sold to supermarkets. These additional channels provide growth opportunities and name recognition. Currently, Kraft distributes pizzas in supermarkets focusing on markets in which the restaurants are located in from east coast in Georgia, Maine, to the west coast in Arizona, Nevada and California. The extensive development process involved input from CPK so that they maintained the quality of the restaurant in the frozen product. From the Kraft Manufacturing building, the pizzas are delivered by trucks equipped...
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...I was born and raised in California and had never experienced dining at the California Pizza Kitchen. I have heard about it through a few other people and passed by it numerous times. It never occurred to me to go experience eating and dining at this traditional American restaurant. This restaurant was established in 1985 in Los Angeles, California. When I was growing up, my family use to take us on road trips every so often down south to Los Angeles and San Diego. Every time we went there, I would see the sign, but never had a desire to eat there. I would see this bright, yellow sign with a single palm tree, the name, California Pizza Kitchen right below on a square shape tilted so the points are pointing North, South, West, East. The yellow sign attracted my attention and grabs other people’s attention I would think. I believe the yellow is a symbol of sun, which describes the feel of southern California. After so many years of hearing about it by word of mouth, I finally made the decision to try this food, California Pizza Kitchen, that the American people have been raving about. As I come walking into this restaurant in Los Angeles, I noticed the outside had tables, seating for four, an umbrella, lighting/heater post, and a gate for privacy and distinction. It was also very clean. This patio area is very attractive and grabs my attention. As I enter, I notice immediately the feel of the place is extremely relaxing and intimate. There’s music playing in the background...
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...Managerial Economics Unit 4: Price discrimination Rudolf Winter-Ebmer Johannes Kepler University Linz Winter Term 2012 Managerial Economics: Unit 4 - Price discrimination 1 / 39 OBJECTIVES Objectives ◮ Explain how managers use price discrimination to increase profits ⋆ ⋆ Identify submarkets with different price elasticities of demand Segment the market and charge different prices to consumers in each submarket Managerial Economics: Unit 4 - Price discrimination 2 / 39 MOTIVATION FOR PRICE DISCRIMINATION Figure 8.1: Single-Price Monopolist Profit-Maximizing Outcome ◮ ◮ Single-price monopoly equilibrium fails to capture all consumer surplus and also results in a dead-weight loss. Price discrimination provides a strategic mechanism for capturing some, or all, of this lost surplus. Managerial Economics: Unit 4 - Price discrimination 3 / 39 Managerial Economics: Unit 4 - Price discrimination 4 / 39 PRICE DISCRIMINATION Price discrimination: When the same product is sold at more than one price ◮ ◮ Differences in price among similar products are not necessarily evidence of price discrimination; Costs could also be different. Managerial Economics: Unit 4 - Price discrimination 5 / 39 PRICE DISCRIMINATION First-Degree Price Discrimination ◮ ◮ ◮ ◮ ◮ All customers are charged a price equal to their reservation price. The firm captures 100 percent of the consumer surplus. Equilibrium output and marginal...
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...rent control, price controls on gasoline in the 1970s, and price ceilings on water during a drought. A price floor is a legal minimum on the price at which a good can be sold. Examples of price floors include the minimum wage and farm-support prices. A price ceiling leads to a shortage, if the ceiling is binding, because suppliers won’t produce enough goods to meet demand unless the price is allowed to rise above the ceiling. A price floor leads to a surplus, if the floor is binding, because suppliers produce more goods than are demanded unless the price is allowed to fall below the floor. 2. With no tax, as shown in Figure 1, the demand curve is D1 and the supply curve is S. The equilibrium price is P1 and the equilibrium quantity is Q1. If the tax is imposed on car buyers, the demand curve shifts down by the amount of the tax ($1000) to D2. The downward shift in the demand curve leads to a decline in the equilibrium price to P2 (the amount received by sellers from buyers) and a decline in the equilibrium quantity to Q2. The price received by sellers declines by P1 – P2, shown in the figure as ( PS. Buyers pay a total of P2 + $1,000, an increase in what they pay of P2 + $1,000 - P1, shown in the figure as ( PB. [pic] Figure 1 If the tax is imposed on car sellers, as shown in Figure 2, the supply curve shifts up by the amount of the tax ($1000) to S2. The upward shift in the supply curve leads to a rise in the equilibrium price to P2 (the amount received...
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...Microeconomics Project Paper Course Project 1 Economics 545 Summer 2014 Session B Prof. William Mapp Patricia Shomo September 13, 2014 Situation C Last night about 7pm, I went to fill up on gas at the closest gas station by my home in Merrillville, Indiana. The Speedway gas station had gas for $3.49 a gallon for regular unleaded gas. Midgrade gas was $3.69 a gallon, Premium was $3.89 a gallon, and Diesel was $3.89 a gallon. I always try to fill up before the work week, as I do not want to get stuck in Chicago, Illinois where I work, and have to fill up on gas. Gas prices are dramatically different in my 40 mile radius. Today, gas prices in Chicago off my exit for work are $3.99 a gallon for unleaded gas at the Marathon gas station at the corner of South Blue Island Ave and Western Ave (Gas Prices in 60608 Zip Code, GasBuddy). That is 50 cent savings per gallon. If I just filled up 10 gallons, which is a savings of $5. It doesn’t sound like much, but I used to fill up twice a week on my about 46 mile commute to work. For the month, that would be an estimated savings of $40 if I do not use my vehicle for anything else but work. Now my cousin Edgar, who is always thinking about the next get rich scheme, is thinking about possibly opening up two gas stations. He believes that he will make a good profit if he also sells convenience items at both of his gas stations. He found out I was taking this Economics course and figured I would be happy to help him research...
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...9 - 5 12 - 00 4 REV: MARCH 19, 2012 "One time permission to reproduce granted by Harvard Business Publishing, 10/9/2012" DAVID E. BELL PHILLIP ANDR EWS MARY SHE LMAN Domino’s Pizza Before 2007, wheat prices didn’t have a pulse. We’d buy for the next six months and the price would be plus or minus 10 cents a bushel over the last six months. Then one day in 2008 wheat shot up $24 a bushel! Now, as a norm, we strategically consider corn, dairy, and wheat to better leverage our supply chain expertise and improve store economics. — John Macksood, executive vice president, Domino’s Pizza On the morning of August 22, 2011, John Macksood, executive vice president for supply chain services at Domino’s Pizza, Inc. (Domino’s), was reading the daily headlines while sitting in his office at the Domino’s World Resource Center, the company’s global headquarters in Ann Arbor, Michigan. Domino’s was the world’s second-largest pizza company and the largest pizza delivery quick-serve restaurant (QSR) chain. One item in particular jumped out at Macksood. An article, titled “Quiznos chain faces tough finance issues,” indicated that Denver-based Quiznos, a privately owned QSR sandwich company with 4,000 U.S. stores, was nearing bankruptcy due to “sharpening competition, waning sales, and debt woes.”1 One of the problems cited was Quiznos’ “protracted battle” with its franchisees over operating costs and profitability, with some franchisees blaming low or nonexistent store...
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...9 - 5 12 - 00 4 REV: MARCH 19, 2012 "One time permission to reproduce granted by Harvard Business Publishing, 10/9/2012" DAVID E. BELL PHILLIP ANDR EWS MARY SHE LMAN Domino’s Pizza Before 2007, wheat prices didn’t have a pulse. We’d buy for the next six months and the price would be plus or minus 10 cents a bushel over the last six months. Then one day in 2008 wheat shot up $24 a bushel! Now, as a norm, we strategically consider corn, dairy, and wheat to better leverage our supply chain expertise and improve store economics. — John Macksood, executive vice president, Domino’s Pizza On the morning of August 22, 2011, John Macksood, executive vice president for supply chain services at Domino’s Pizza, Inc. (Domino’s), was reading the daily headlines while sitting in his office at the Domino’s World Resource Center, the company’s global headquarters in Ann Arbor, Michigan. Domino’s was the world’s second-largest pizza company and the largest pizza delivery quick-serve restaurant (QSR) chain. One item in particular jumped out at Macksood. An article, titled “Quiznos chain faces tough finance issues,” indicated that Denver-based Quiznos, a privately owned QSR sandwich company with 4,000 U.S. stores, was nearing bankruptcy due to “sharpening competition, waning sales, and debt woes.”1 One of the problems cited was Quiznos’ “protracted battle” with its franchisees over operating costs and profitability, with some franchisees blaming low or nonexistent store...
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...Table of Content Q1 & Q2: Data Interpretation & Analysis ............................................................................ 1 Q3 & Q4: To Pack or Not To Pack ......................................................................................... 7 Recycling & Rewards .............................................................................................................. 9 Go Green to Gain “Greenback” ........................................................................................... 10 Tierra y Fuego – Earth (Land fill) and Fire (Combustion) ............................................... 13 Money, Money, Money........................................................................................................... 14 Cul-De-Sac .............................................................................................................................. 15 Leachate Attack...................................................................................................................... 16 Conclusion .............................................................................................................................. 17 Reference ................................................................................................................................ 18 Q1 & Q2: Data Interpretation & Analysis As shown in the table, anomaly data in year 1999, 2000, 2001, 2004, 2008, 2011 and 2012 is assumed to be unknown...
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...IN THIS CHAPTER YOU WILL . . . 1 Learn that economics is about the allocation of scarce resources Examine some of the tradeof fs that people face Learn the meaning of oppor tunity cost See how to use marginal reasoning when making decisions TEN OF PRINCIPLES ECONOMICS Discuss how incentives af fect people’s behavior The word economy comes from the Greek word for “one who manages a household.” At first, this origin might seem peculiar. But, in fact, households and economies have much in common. A household faces many decisions. It must decide which members of the household do which tasks and what each member gets in return: Who cooks dinner? Who does the laundry? Who gets the extra dessert at dinner? Who gets to choose what TV show to watch? In short, the household must allocate its scarce resources among its various members, taking into account each member’s abilities, efforts, and desires. Like a household, a society faces many decisions. A society must decide what jobs will be done and who will do them. It needs some people to grow food, other people to make clothing, and still others to design computer software. Once society has allocated people (as well as land, buildings, and machines) to various jobs, 3 Consider why trade among people or nations can be good for everyone Discuss why markets are a good, but not per fect, way to allocate resources Learn what determines some trends in the overall economy 1 TLFeBOOK 2 4 Ten Principles...
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...CHAPTER 1 | Economics: Foundations and Models Chapter Summary and Learning Objectives 1.1 Three Key Economic Ideas (pages 4–8) Explain these three key economic ideas: People are rational; people respond to economic incentives; and optimal decisions are made at the margin. Economics is the study of the choices consumers, business managers, and government officials make to attain their goals, given their scarce resources. We must make choices because of scarcity, which means that although our wants are unlimited, the resources available to fulfill those wants are limited. Economists assume that people are rational in the sense that consumers and firms use all available information as they take actions intended to achieve their goals. Rational individuals weigh the benefits and costs of each action and choose an action only if the benefits outweigh the costs. Although people act from a variety of motives, ample evidence indicates that they respond to economic incentives. Economists use the word marginal to mean extra or additional. The optimal decision is to continue any activity up to the point where the marginal benefit equals the marginal cost. 1.2 The Economic Problem That Every Society Must Solve (pages 8–11) Discuss how an economy answers these questions: What goods and services will be produced? How will the goods and services be produced? Who will receive the goods and services produced? Society faces trade-offs: Producing more of one good...
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...CASE TEACHING NOTE 8 Panera Bread Company OVERVIEW AS PANERA BREAD COMPANY HEADED INTO 2007, IT WAS CONTINUING TO SWIFTLY EXPAND ITS MARKET PRESENCE. THE COMPANY’S STRATEGIC INTENT WAS TO MAKE GREAT BREAD BROADLY AVAILABLE TO CONSUMERS ACROSS THE UNITED STATES. IT HAD OPENED 155 NEW COMPANY-OWNED AND FRANCHISED BAKERY-CAFES IN 2006, BRINGING ITS TOTAL TO 1,027 UNITS IN 36 STATES. PLANS WERE IN PLACE TO OPEN ANOTHER 170 TO180 CAFÉ LOCATIONS IN 2007 AND TO HAVE NEARLY 2,000 PANERA BREAD BAKERY-CAFÉS OPEN BY THE END OF 2010. MANAGEMENT WAS CONFIDENT THAT PANERA BREAD’S ATTRACTIVE MENU AND THE DINING AMBIANCE OF ITS BAKERY-CAFÉS PROVIDED SIGNIFICANT GROWTH OPPORTUNITY, DESPITE THE FIERCELY COMPETITIVE NATURE OF THE RESTAURANT INDUSTRY. Panera Bread competed with specialty food, casual dining and quick service restaurant retailers including national, regional and locally owned restaurants. Its closest competitors were restaurants in the so-called “fast casual” restaurant category. Fast casual restaurants filled the gap betweeen fast-food and casual, full table service dining. A fast casual restaurant provided quick-service dining (much like fast-food enterprises) but were distinguished by enticing menus, higher food quality, and more inviting dining environments; typical meal costs per guest were in the $7-$12 range. Some fast casual restaurants had limited table service and some were self-service (like fast-food establishments). Between January 1999 and December 2006...
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