...Table of Contents Introduction | 2 | Income Statement Analysis | 2 | Cheesecake Factory | 2 | Buffalo Wild Wings | 3 | Balance Sheet Analysis | 4 | Cheesecake Factory | 4 | Buffalo Wild Wings | 6 | Other Items | 6 | Investing and Financing Activities | 7 | Cheesecake Factory | 7 | Buffalo Wild Wings | 8 | Comparison | 8 | Investment Option | 9 | Appendix | 10 | Appendix A | 12 | Appendix B | 13 | Appendix C | 14 | Appendix D | 15 | Appendix E | 15 | Appendix F | 16 | Appendix G | 16 | Appendix H | 17 | Appendix I | 17 | Appendix J | 18 | Appendix K | 18 | Appendix L | 18 | Appendix M | 19 | Appendix N | 19 | Introduction This report analyzes two food industry companies, Cheesecake Factory and Buffalo Wild Wings. Both the income statement and the balance sheet of these two companies was analyzed from the annual reports that these public food industry companies posted onto their websites. The investing and financing activities of both companies was also analyzed. After comparing the two companies, we acted as a potential investor to decide which company was the better option to look at these analyses. Income Statement Analysis Four vital line items on the income statement that would be valued by an investor would be net income, revenues, total costs and expenses, and gross profit. All four line items would be scrutinized by potential investors because they are all pertaining to the cash flows of the respective companies. Investors want to be reassured...
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...Cheesecake Factory Report Jennifer Ojiyi BUSX 301, section 012 Amanda Gates March 21, 2012 Business Analysis for Cheesecake Factory Executive Summary Cheesecake Factory’s mission statement is to create an environment where absolute guest satisfaction is their highest priority. The vision statement is that through a shared commitment to excellence, they are dedicated to the uncompromising quality of their food, service, people and profit, while taking exceptional care of their guests and staff. The Cheesecake factory is doing really well in satisfying their mission by providing a broad menu offering to satisfy their guests, but they are not managing their profit and expenses well as stated in their mission statement because over the years expense growth outpaced revenue growth as shown by the SWOT analysis below. Therefore Cheesecake Factory needs Consultants to help them better manage their revenue and expenses, in order to increase their profits, because the purpose of a business establishment is to make profit. SWOT Analysis The SWOT analysis gives us a summary of the company’s strengths, weaknesses, opportunities and threats. The information below would also include the competitive climate, growth strategy...
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...Strategic Plan: The Cheesecake Factory STR 581 March 31, 2014 Dr. Patricia Dues Strategic Plan: The Cheesecake Factory Table of Contents Executive summary 3 Mission and Vision Statement 3 Company Overview 3 Environmental Scan 4 External Environmental Analysis 4 Internal Environmental Analysis 5 Value Disciplines 7 Generic Strategies 8 Grand Strategies 8 Recommended Strategy 9 Implementation Plan 9 Objectives 10 Functional Tactics 10 Action Items 11 Milestones and a Deadline 12 Required Organizational Change 12 Risk Management and Contingency Plan 12 Conclusion 13 References 14 Executive Summary Mission and Vision Statement The mission of The Cheesecake Factory is to create an environment where absolute guest satisfaction is the highest priority. The vision statement is as follows: Through a shared commitment to excellence, we are dedicated to the uncompromising quality of our food, service, people and profit, while taking exceptional care of our guests and staff. We will continuously strive to surpass our own accomplishments and be recognized as a leader in our industry. (The Cheesecake Factory, 2014) Company Overview “The Cheesecake Factory restaurants provide a distinctive, high quality dining experience at moderate prices by offering an extensive, innovative and evolving menu in...
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...Corporate Financial analysis: I did my financial analysis on Cheesecake Factory Incorporated (CAKE); I personally love this restaurant and have been to numerous locations around the United States. After watching many videos and lectures I feel like I have a better understanding of accounting and the equations they use on a daily basis. I looked over the 3 financial statements: income, balance and cash flow. They were broken up into annual statements, I picked January 1, 2013 and January 3, 2012 to ensure the data fully represented a fiscal year. When comparing the data between 2013 and 2012 it seems to me there was a net profit loss. However the numbers are very close together but there seems to be a slight decrease in 2013. The profit margin in 2013 is calculated as .054 and .073 in 2012. The profit margin seems to be higher in 2012, even with a lower income and sales. The gross profit of the company was higher in 2013 with 1,358,864 but this doesn’t take into account the liability the company owes. The total current liabilities increased from 479,817 in 2012 to 512,441 that could take an impact on the net gains for Cheesecake factory. When comparing the company’s return on assets it also seems to be higher for 2012 with .091 and .089 in 2013. This means in 2012 the company was getting a .2 % increase on their assets when compared to 2013. The only calculations that seem to be higher for 2013 are the current and quick ratio. In 2013 the company had a current ratio...
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...Elephant Bar Restaurant: Mezzanine Financing Oday Tillawi Professor Shelly Canterbury Finance 441-001 Spring 2016 03/29/2016 Executive Summary: Elephant Bar Restaurant is a California based company founded by Chris Nancarrow in 1979. The restaurant started as a test concept of Carrow’s Restaurants, a chain of more than 150 full-service restaurants. Elephant bar was sold to W. R. Grace in 1985, and repurchased in 1993. The company aims to differentiate itself through innovative culinary concepts. On a product level, the company provides an “elephant-sized” culinary experience to the customer. In order to support innovation, the menu featured complex dishes that included “one unusual ingredient.” On a store level, the restaurants accentuated an architecturally dynamic African theme that allows customers and staff to scan the area and roam around easily. Early in its years, the company was a child of Saunders Karp and Megrue, LLC (SKM). SKM had invested $15.5 million in Elephant Bar in return for major ownership and control. Specifically, in September 2003, SKM controlled 6,192,411 shares, granting itself a 53.8% ownership stake in E-bar. With this hefty investment, Nancarrow pursued his expansion plans and took E-bar from 12 stores to 23 stores in September 2003. Management has decided that because of the geographic concentration E-bar cultivated, the restaurant is vulnerable to high diversification risk exposure. This type of risk amplified the need to expand into...
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...Observation was done) Observations were done at Something Sweet, Sweetleaf, Greenwich, Chinkee Tea, and Coffee Works. All located in the Divisoria area. c. Focus Group Interview: (Location where FGI was done) The focus group interview was held at Insideout City, 4/f One Montecarlo Building, Corner Corrales-Hayes, Hayes Street, Cagayan de Oro City. 2. Demand Analysis a.Total Monthly Demand of Products = 7110 units/month b. Market Share: Something Sweet 15.11% Sweet leaf 20.51% Greenwich(pearl coolers) 10.40% B. Marketing Mix 1. Name of product / service / company: Table Top 2. Price per variant: Php 60.00 3. Distribution Channel: Somewhere in Divisoria 4. Promotions: a.) Business Uniforms b.) Product Packaging (jars and notes) c.) Loyalty Stamp Card for customers C. Production Plan Production Schedule: Everyday for 6 days per week except for school holidays. Total Duration per Production: Per unit=5 minutes Total Number of Units Produced per Production: 1 Unit D. Financial Plan 1. Break-even point in volume per day = 18 units Break-even point is sales per day = 1,080.00php 2. Total number of units sold in 1 year/10months = 8,392 units 3. Total net sales in 1 year/10months = 255,296.25php 4. Total net income in 1 year/10months = 144, 313.00php E. Organizational Plan 1. Type of business:...
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...Question 1 1.25 out of 1.25 points Japanese multinational firms tend to operate as _____, announcing decisions from home offices to subsidiaries. European multinational operations tend to operate as _____, pushing decision-making authority to the lowest possible level. Answer Correct Answer: centralized organizations; decentralized organizations Question 2 1.25 out of 1.25 points _____ is the tendency to ignore or avoid certain information, especially if that information is ambiguous. Answer Correct Answer: Selective perception Question 3 1.25 out of 1.25 points A local microbrewery is working on its methods of advertising, promoting and selling its product. This is an example of ________. Answer Correct Answer: a primary activity in the value chain Question 4 1.25 out of 1.25 points Which of the following did Nokia NOT do in responding to the crisis involving the fire at the Philips semiconductor plant, according to the Resilient Enterprise case? Answer Correct Answer: Threatened legal action against Philips if it didn't find alternative sources of supply Question 5 1.25 out of 1.25 points In most organizations, non-programmed decisions tend to be made by ________; while programmed decisions are made by ________. Answer Correct Answer: top managers; lower-level managers Question 6 0 out of 1.25 points Wernickskosherdills.com is in growth mode thanks to the tremendous demand for its product. Its executives must decide...
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...k CASE 33: CALIFORNIA PIZZA KITCHEN INTRODUCTION California Pizza Kitchen (CPK) is a restaurants services company that operates a casual dining chain, with a particular focus on the premium pizza segment. The company is headquartered in Los Angeles, California and employs 14,800 people as on December 30th, 2007. The company recorded revenues of $633 million during the fiscal year ended December 2007, an increase of 14.1% over 2006. The increase in revenue was driven from its full service restaurants, ASAP restaurants and from LA Food Show. The operating profit of the company was $22 million during fiscal year 2007, a decrease of 28.3% compared with 2006. The net profit was $15 million, a decrease of 29.5% compared with 2006. In 1985 the California Pizza Kitchen was created by Rick Rosenfield and Larry Flax in Beverly Hills, California. Rosenfield and Flax both hold the title of Co-President, Co-CEO, and Co-Chairman of the Board of Directors for California Pizza Kitchen. It was known for its hearth-baked barbeque-chicken pizza, the “designer pizza at off-at-the-rack prices” concept flourished. California Pizza Kitchen derived its revenues from three sources: sales at companyowned restaurants, royalties, from franchised restaurants, and royalties from a partnership with Kraft Foods to sell CPK-branded frozen pizza in grocery stores. California Pizza Kitchen is in the food industry business. California Pizza Kitchen is a casual dining restaurant chain that specializes in...
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...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...
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...Summary Introduction Marlee’s Cuisine and Bakery (MCB) is a family owned upscale restaurant and bakery located in the heart of Short Pump Towne Center in Glen Allen, Virginia. MCB is offers a menu with a large variety of meals to satisfy every customer’s cravings. The company plans to build a strong market position within the Short Pump area by offering products at a competitive price to meet the demand of middle-to higher income residents. Short Pump Town Center is a two-level retail center composed of many upscale stores, such as, Abercrombie and Fitch, Aldo, Apple, Nordstrom’s, and Swarovski. Short Pump Town Center is well known for the exquisite dining options available to local residents and tourists. These restaurants include Cheesecake Factory, Bakers Crust, Maggiano’s Little Italy, and Firebirds. The Short Pump area is in need of a warm and friendly place with exceptional food. A place where customers feel confident that the food they receive will taste amazing each and every time. Marlee’s Cuisine and Bakery will be a two story 300 seat fine dining restaurant and bakery with a 125 seat lounge. The bakery will feature a lounge with comfy couches and antiques love seats facing an extending wall to wall fireplace. The restaurant will feature a cozy dining room with a soft lit bar. The restaurant bar will be located on the bottom floor across from the bakery and lounge. The restaurant will be located on the second floor overseeing an elegant chandelier and soft lighting. Marlee’s...
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...modernization. Based upon historical business models, and ebusiness strategies, the Broadway Café has the potential to be competitive once modernized. Barnes and Nobles has had great success with the incorporation of its Café‘s into their bookstores. Michael Porter’s Five Forces Module and implementation of technology resources can give the Broadway Café a means for success. Table of Contents Abstract 3 Table of Contents 4 Introduction 5 Problem Statement 7 Competitive Advantage : Porter’s Five Forces Analysis 7 e-Business : Create an ebusiness Strategy 8 Supply Chain Management 8 Customer Relationship Management: YouTube Customers 9 Systems Development : Collaboration 9 Prior research 10 Competitive Advantage : Porter’s Five Forces Analysis 11 e-Business : Create an ebusiness Strategy 12 Supply Chain Management 13 Customer Relationship Management: YouTube Customers 15 Systems Development : Collaboration 16 Conclusion and future research 18 Competitive Advantage : Porter’s Five Forces Analysis 19 e-Business : Create an ebusiness Strategy 19 Supply Chain Management 19 Customer Relationship Management: YouTube Customers 20 Systems Development : Collaboration 20...
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...(Ann) 0.36 30 25 20 15 Rating History HOLD Volume in Millions BUY 20 10 RETURN ON EQUITY (%) PFCB Q3 2009 11.86 Q3 2008 11.87 Q3 2007 10.70 P/E COMPARISON Ind Avg 9.91 25.50 33.38 S&P 500 3.25 9.77 15.84 2008 2009 2010 0 COMPUSTAT for Price and Volume, TheStreet.com Ratings, Inc. for Rating History RECOMMENDATION We rate P F CHANGS CHINA BISTRO INC (PFCB) a BUY. This is driven by some important positives, which we believe should have a greater impact than any weaknesses, and should give investors a better performance opportunity than most stocks we cover. The company's strengths can be seen in multiple areas, such as its solid stock price performance, compelling growth in net income, largely solid financial position with reasonable debt levels by most measures, reasonable valuation levels and notable return on equity. We feel these strengths outweigh...
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...McGowen, J., & Williams, C. (2014). BUSN (6th ed.). Mason, OH: South-Western Cengage Learning. (Note: This is a textbook uniquely created for Strayer and can only be purchased via Strayer’s Virtual Bookstore, available through iCampus. The chapters within this custom textbook are the same as those from the national title, only rearranged in a different order.) Note: There are slides, audio chapter summaries, flashcards, workplace videos, and games located in the course shell to be used as additional resources to assist you in understanding the course material. Supplemental Resources Asare, S. K., & Wright, A. M. (2012). Investors’, auditors’, and lenders’ understanding of the message conveyed by the standard audit report on financial statements. Accounting Horizon, 26(2), 193-217. Aytaç, G., & Turan, O. Z. (2012). Issues of business ethics in domestic and international businesses: A critical study. International Journal of Business Administration, 3(5), 82-88. Bulu, I., Radojicic, M., & Nesic, Z. (2012). Some considerations on modern aspects of marketing promotion. Technics Technologies Education Management, 7(4), 1741-1750. Franks, R. A., & Spalding, A. D. (2013). Business ethics as an accreditation requirement: A knowledge mapping approach. Business Education & Accreditation, 5(1), 17-30. Pathak, A. (2012). Understanding Michael Porter: The Essential Guide to Competition and Strategy. Vikalpa: The...
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...BUSINESS PLAN Submitted To Instructor: SHAISTA AYESHA Submitted by: Faisal Amin () Irfan Shaikh (0828114) Tahir Badruddin (0828135) Wasif Ghaffar () CLASS: MBA ‘X’ DATE: 20th July, 2009 EXECUTIVE SUMMARY Something beyond the Coffee The tradition and culture of coffee in Pakistan has its way on, it now moving from elite class to upper middle and therefore the Coffee House in areas like Zamzama and Defence are becoming fruitful investment. Visualizing this opportunity we have come up with the ultimate mix of entertainment, taste and quality. KLATCH a coffee house which is traditional in eastern sense and modern in western style, it will be a blend of both the worlds. KLATCH is a partnership firm, an IDEA of qualified professional from different field of works combining together to use up their experience and utilize their entrepreneurial skills with ultimate goal of prosperity and growth. Every department of KLATCH has an expert to manage. We will serve the variety of Pakistani Tea form Kashmiri tea to Khava along with the distinct flavors of coffee from latte to mocha and this is not all, other mouth watering items in our menu would include desserts, muffins, donuts and sandwiches. KLATCH is not just a Coffee House but its beyond the boundaries of a traditional Coffee House it’s a two floor coffee house, on first floor we will be providing a place...
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...Licensed to: iChapters User Eugene F. Brigham UNIVERSITY OF FLORIDA Joel F. Houston UNIVERSITY OF FLORIDA Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Eugene F. Brigham UNIVERSITY OF FLORIDA Joel F. Houston UNIVERSITY OF FLORIDA Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: iChapters User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time...
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