...Wendy’s Analysis Khalid Al-Ajmi Neil Commerce Terrell Matthews Anil K Cheerla MBAD 271: Strategic Management Professor Gary Bojes Table of Contents Executive Summary 3 Background 4 Mission Statement 4 Vision Statement 4 Analysis of Strengths: 5 Strength 1 5 Strength 2 6 Strength 3 7 Analysis of Weaknesses 8 Weakness 1 8 Weakness 2 9 Weakness 3 10 Summary of Strengths and Weaknesses 11 Internal Factors Framework 12 Three Core Elements of Wendy’s / Arby’s Strategy: 14 Scope: 14 Distinctive Competencies: 14 Competitive Advantage: 14 SWOT Analysis Matrix: 15 Internal-External Matrix: 17 Grand Strategy Matrix: 18 SPACE Matrix Analysis: 19 PARTS Analysis: 21 Count Summary Analysis: 22 Further Analysis 23 The Strategy 23 The Strategy Map 24 Financial Perspective 24 Customer Perspective 25 Internal Perspective (Operations) 26 Learning and Growth Perspective 27 Appendix 1-Strategy Map 29 Appendix 2- Balanced Scorecard 30 Executive Summary Wendy’s historically has fared very well within the fast-food industry; they have led or been the front runners in a number of key areas that are of extreme importance to customers. However, while Wendy’s has excelled since inception and been a key member in the big four of the fast-food industry inclusive of Wendy’s, McDonalds, Burger King, and YUM Brands, there are a number of area’s that Wendy’s could improved upon and areas of focus the company should examine more deeply in order...
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...public’s new-found taste for Snapple beverages was beginning to wane. After just 27 months, Quaker Oats sold Snapple for $300 million (or, for those of you doing the math, a loss of $1.6 million for each day that the company owned Snapple). CEO William Smithsburg’s reputation was forever tarnished, and numerous executives were fired. Rasmussen College School of Business QUAKER OATS AND SNAPPLE “We have an excellent sales and marketing team here at Gatorade. We believe we do know how to build brands, we do know how to advance businesses. And our expectation is that we will do the same as we take Snapple as well as Gatorade to the next level.” -Don Uzzi, President of the Quaker Oats Beverage Company, North America. 1) SUMMARY/HISTORY The Quaker Oats Company, founded in 1891, is one of America’s oldest food enterprises. From its start in the domestic ready-to-eat cereal market, Quaker grew an appetite for diversification, snapping up pet food, grocery and toy businesses, and by the 1960s had expanded into Europe. While William D. Smithburg continued to diversify into the clothing and...
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...Communities Creating OPPORTUNITY NOW Agenda—October 18th, 2011, 6:30pm to 8:15pm Yellow highlight=needs revision or update Magenta highlight=program team help cue the audience to participate through applause, sign waving, cheers, standing Red means this is a pin question—commitment question we are asking to those present in the audience or our elected officials or civic leaders. Green highlight means we will reinforce this point with a power point slide or graph. 6:00 pm God's Power Band will provide transition music. They will also perform one solo song midway during the program. 6:10 pm Come Together Choirs Start: 1. Congregation/Choir name: Our Lady of Peace Catholic Song selection: "Con Fe" (5min) Number of people in choir: 12-15 2. Congregation/Choir name: St. Peter CME - Song selection: "Let the Glory of the Lord Rise Among Us" (5min) Number of people in choir: 12-15 3. Congregation/Choir name: Ander's Choir Song selection: "STILL NEED SONG TITLE"? (5min) Number of people in choir: 6 6:30pm Logistics & Recognition of I AM exhibit: (Co-Chairs) * REV. JOHNSON: Welcome, as you are finding your seats, please make sure you have signed in, have an Opportunity Now sticker! Restrooms can be found in the main lobby to the right. Make sure to turn your cell phones off. Translation headsets are available. * ORLANDO GALLARD0: Tenemos equipos de traduccion en la mesa de registracion...
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...2075 JUNE 1, 2007 WENDY STAHL The Fashion Channel Introduction Dana Wheeler, senior vice president of marketing for The Fashion Channel (TFC), sat in her Chicago office and scrolled through the email messages in her inbox. Thankfully, none required an urgent reply. She toggled over to her calendar: no meetings for the rest of the day. Finally, she could focus her thoughts on reviewing her recommendations for TFC’s new segmentation and positioning strategy. Wheeler believed that she had prepared a solid analysis; she felt confident about the strategy she was proposing. But next week’s senior management meeting would mark her first big presentation to the company’s leaders since she had joined TFC, and, she admitted to herself, she was eager to gain the support of her colleagues. There was a lot riding on the outcome of this meeting, both for Wheeler and for the channel. If founder and CEO Jared Thomas and his team liked what they heard, Wheeler would move forward to implement her recommendations. The company needed to strengthen its competitive position and would be spending more than $60 million in all national and affiliate advertising, promotion, and public relations in 2007, based on these recommendations. This would be an increase of $15 million over 2006 spending. Background TFC was a successful cable TV network– and the only network dedicated solely to fashion, with up-to-date and entertaining features and information broadcast 24 hours per day, 7 days per week...
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...2075 JUNE 1, 2007 WENDY STAHL The Fashion Channel Introduction Dana Wheeler, senior vice president of marketing for The Fashion Channel (TFC), sat in her Chicago office and scrolled through the email messages in her inbox. Thankfully, none required an urgent reply. She toggled over to her calendar: no meetings for the rest of the day. Finally, she could focus her thoughts on reviewing her recommendations for TFC’s new segmentation and positioning strategy. Wheeler believed that she had prepared a solid analysis; she felt confident about the strategy she was proposing. But next week’s senior management meeting would mark her first big presentation to the company’s leaders since she had joined TFC, and, she admitted to herself, she was eager to gain the support of her colleagues. There was a lot riding on the outcome of this meeting, both for Wheeler and for the channel. If founder and CEO Jared Thomas and his team liked what they heard, Wheeler would move forward to implement her recommendations. The company needed to strengthen its competitive position and would be spending more than $60 million in all national and affiliate advertising, promotion, and public relations in 2007, based on these recommendations. This would be an increase of $15 million over 2006 spending. Background TFC was a successful cable TV network– and the only network dedicated solely to fashion, with up-to-date and entertaining features and information broadcast 24 hours per day, 7 days per week...
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...WENDY STAHL The Fashion Channel Introduction Dana Wheeler, senior vice president of marketing for The Fashion Channel (TFC), sat in her Chicago office and scrolled through the email messages in her inbox. Thankfully, none required an urgent reply. She toggled over to her calendar: no meetings for the rest of the day. Finally, she could focus her thoughts on reviewing her recommendations for TFC’s new segmentation and positioning strategy. Wheeler believed that she had prepared a solid analysis; she felt confident about the strategy she was proposing. But next week’s senior management meeting would mark her first big presentation to the company’s leaders since she had joined TFC, and, she admitted to herself, she was eager to gain the support of her colleagues. There was a lot riding on the outcome of this meeting, both for Wheeler and for the channel. If founder and CEO Jared Thomas and his team liked what they heard, Wheeler would move forward to implement her recommendations. The company needed to strengthen its competitive position and would be spending more than $60 million in all national and affiliate advertising, promotion, and public relations in 2007, based on these recommendations. This would be an increase of $15 million over 2006 spending. Do No Background TFC was a successful cable TV network– and the only network dedicated solely to fashion, with up-to-date and entertaining features and information broadcast 24 hours per day, 7 days per week. Founded...
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...9-706-411 REV: NOVEMBER 21, 2006 PANKAJ GHEMAWAT CARIN-ISABEL KNOOP DAVID KIRON AmorePacific: From Local to Global Beauty In 2005, Suh Kyung-Bae, President and CEO of South Korean cosmetics company AmorePacific, surveyed a map in his office in downtown Seoul: We have held off major multinational players, the L’Oréals and Estée Lauders, in Korea and are competing successfully with them around the world. We went to France, the Mecca of beauty products, and developed the #4 fragrance in that country, Lolita Lempicka. In China, our cosmetics line is sold in more than 100 department stores in 70 cities and business is finally growing. And we have opened a flagship spa in New York that is doing very well. For 2004, AmorePacific reported 3,300 employees and sales of 1,272 billion Korean Won (KRW), equivalent to US$1,111 million. Cosmetics and toiletries generated four-fifths of sales (and green tea and health care the rest), placing the company among the top 30 worldwide. AmorePacific held a share of more than 30% of the Korean market for cosmetics, versus 8% for its leading local competitor, LG Household and Health Care, and 4% for L’Oréal, the world’s largest beauty products company and the leading multinational competitor in Korea.1 But although AmorePacific’s share of the Korean market had reached record levels and its overall operating margins of 15%+ ranked among the highest in the sector, its sales fell by 5% from 2003 to 2004—and its operating income...
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...1 How Amazon and Same-Day Delivery Will Effect Retail Commercial Real Estate by: Ryan Mitts FIN 5433 Dr. Tony Ciochetti 03/30/2013 2 TABLE OF CONTENTS EXECUTIVE SUMMARY....................................................................................Pg. 1 INTRODUCTION.................................................................................................Pg. 2 THE STATE OF RETAIL REAL ESTATE.........................................................Pg. 3 THE THREATE OF E-COMMERCE TO RETAIL REAL ESTATE..............Pg. 4 IMPLICATIONS OF SAME-DAY DELIVERY.................................................Pg. 7 THE FUTURE OF RETAIL REAL ESTATE.....................................................Pg. 9 CONCLUSTION...................................................................................................Pg. 11 REFERENCES......................................................................................................Pg. 12 1 EXECUTIVE SUMMARY Real estate throughout the world suffered a huge shock during the financial downturn of the late 2000's, and while the vast majority of other sectors are on the mend, the retail sector still seems to be having a bit of trouble getting back to where they were before the crash. A large reason for this has to do with Amazon and other online retailers taking up a larger and larger share of the available sales forcing many companies into rethinking their business plan, leading to store closures, downsizing, and even...
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...Summary: This is a five-week crash course in business, corporate, and global strategy – developing an understanding of strategy while exposing you to the challenge and rewards of negotiating your position as an opportunistic entrepreneur in a complex organization! Each block will provide you with information about (1) yourself, (2) fundamental perspectives in strategic management and global strategy, and (3) the interdependence of strategy formulation and implementation. The topics and concepts covered in each block are outlined below, and detail on your assignments are provided in the following pages. An integral part of the class will be the application of what you have learned throughout the program in an independent final project on your firm. Week One (Jan 12 & 13) Concepts S1-Friday: Intro and Amgen Case S2-Saturday: Jeffrey Immelt Case Week Two (Jan 26 & 27) S3-Friday: IBP Case S4-Saturday Copeland-Bain Case Week Three (Feb 9 & 10) S5-Friday: Millennium (A) Case S6-Saturday: Wendy Simpson Case Week Four (Feb 23 & 24) S7-Friday: Masco & Household Furnishings Cases S8-Saturday: Cisco & Grand Junction Cases Week Five (Mar 9 & 10) S9-Friday: Cross-cultural simulation S10-Saturday: Dennis Hightower Case Grading: 55% Group Case Projects, 30% Individual written project,...
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...Running head: CRITIQUE PSYCHOSOCIAL VARIABLES OBESE WOMEN Research Critique Psychosocial Variables of Obese Women Wendy Cockron Group 2 Nurse Researchers: Miles, J., Nweke, K, Thompson, J., Williams, R. Zober, A. The University of Texas at Arlington College of Nursing In partial fulfillment of the requirements of N3321 Nursing Research Denise Cauble PhD (c), RN, CWOCN April 26, 2014 “Research is a diligent, systematic inquiry or study that validates and refines existing knowledge and develops new knowledge” (Burns & Grove, 2011, p. 4). In nursing, we want to use evidence-based practice to further our knowledge and provide the most effective outcomes for everyone involved. To acquire evidence –based knowledge, nurses must analyze and critique research and presentations. Nurses should not simply rely on traditions, authority and role modeling. Critiquing of research is an important part of nursing process and should be done throughout the career. As a research group, we performed a critique and review on a study looking at psychosocial variables among obese women. Research Problem and Purpose Smith, Theeke, Culp, Clark and Pinto conducted a quantitative study to look at the relationships among psychosocial variables and obesity (2014). According to Smith et al., the problem statement is “the psychosocial variables of perceived stress, sleep quality, loneliness and self-esteem have not been studies as a cluster of variables in a sample of young adult...
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...ELECTRONIC WORD-OF-MOUTH IN HOSPITALITY AND TOURISM MANAGEMENT Stephen W. Litvin College of Charleston Ronald E. Goldsmith Florida State University Bing Pan College of Charleston Stephen W. Litvin is Professor of Hospitality and Tourism Management in the School of Business and Economics, at the College of Charleston (South Carolina); Ronald E. Goldsmith is the Richard M. Baker Professor of Marketing at Florida State University; and Bing Pan is Assistant Professor and the Director of the Office of Tourism Analysis at the College of Charleston. Address correspondence to: Steve Litvin, Department of Hospitality and Tourism Management, College of Business and Economics, College of Charleston, 66 George Street, Charleston, SC 29424. Phone 843-953-7317; Email litvins@cofc.edu Submitted June, 20, 2005 to Tourism Management Revised and resubmitted May 09, 2006 Second revision October 1, 2006 ELECTRONIC WORD-OF-MOUTH IN HOSPITALITY AND TOURISM MANAGEMENT Abstract Interpersonal influence and word-of-mouth (WOM) are ranked the most important information source when a consumer is making a purchase decision. This influence may be especially important in the hospitality and tourism industry, whose intangible products are difficult to evaluate prior to their consumption. When WOM becomes digital, the largescale, anonymous, ephemeral nature of the Internet induces new ways of capturing, analyzing, interpreting, and managing online WOM. This paper describes online interpersonal...
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...Wendy Company Report to the Turnaround Committee Prepared By: ABC Consulting, LLC Bryant Perez August 12, 2013 TABLE OF CONTENTS Page Executive Summary Background Competition and the Market Field Reports and Competitive Analysis Problems Recommendations Summary Pro-Forman Income Statement Pro-Forma Balance Sheet Notes to Pro-Forma Statements Appendix A: Competitors & Ratios Appendix B: Field Reports Appendix C: Product Analysis Appendix D: Restructuring Timeline Executive Summary Wendy’s is currently the world’s 2nd largest quick-service hamburger company, operating 1,438 stores and franchising 5,177 store in the U.S. and 27 countries world-wide. This highly competitive segment of the restaurant industry forces Wendy’s to compete not only in terms of food quality, price, convenience and value; but also for customers, employees and real estate. In 2011 and 2012, Wendy’s sales were $2,431 million and $2,505 million respectively. Despite this increase in sales, Wendy’s profit margin was only .2%. The major areas of concern for Wendy’s are its high cost of goods sold, high costs related to the owner ship of stores, its failure to communicate its brand and customer service. To combat these problems, ABC Consulting proposes that Wendy’s cut 100 underperforming store, and sell off franchise stores. Additionally, Wendy’s should reevaluate its employee training and retrain...
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...Science Studies 2/2006 A Gendered Economy of Pleasure: Representations of Cars and Humans in Motoring Magazines Catharina Landström This paper analyses cultural signification in the co-production of gender and technology. Focusing on the popular genre of motoring magazines, it discerns a pattern organising men and women in opposite relations to cars. Men’s relationships with cars are premised on passion and pleasure while women are figured as rational and unable to attach emotionally to cars. This “gendered economy of pleasure” is traced in a close reading of motoring magazine representations of cars and humans. Further, a DVD representation of the Volvo YCC, a concept car developed by women for an imagined female user, is discussed in relation to this semiotic pattern. The paper is conceptual, texts are interpreted in order to bring forward aspects of meaning-making that are not immediately obvious. The objective is to critically illuminate one aspect of the cultural production of the car as a masculine technology. Keywords: cars, gender, pleasure This paper suggests a way in which to think about the cultural construction of the car as a masculine technology. Interpreting representations in motoring magazines, it traces a “gendered economy of pleasure” that organises the symbolical meanings of relationships between humans and cars. The objective is to contribute a critical perspective on cultural meaning-making to the feminist interrogation of the co-production of gender...
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...Chemistry Modern Analytical Chemistry David Harvey DePauw University Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Lisbon London Madrid Mexico City Milan New Delhi Seoul Singapore Sydney Taipei Toronto McGraw-Hill Higher Education A Division of The McGraw-Hill Companies MODERN ANALYTICAL CHEMISTRY Copyright © 2000 by The McGraw-Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a data base or retrieval system, without the prior written permission of the publisher. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 KGP/KGP 0 9 8 7 6 5 4 3 2 1 0 ISBN 0–07–237547–7 Vice president and editorial director: Kevin T. Kane Publisher: James M. Smith Sponsoring editor: Kent A. Peterson Editorial assistant: Jennifer L. Bensink Developmental editor: Shirley R. Oberbroeckling Senior marketing manager: Martin J. Lange Senior project manager: Jayne Klein Production supervisor: Laura Fuller Coordinator of freelance design: Michelle D. Whitaker Senior photo research coordinator: Lori Hancock Senior supplement coordinator: Audrey A. Reiter Compositor: Shepherd, Inc. Typeface: 10/12 Minion Printer: Quebecor Printing Book Group/Kingsport Freelance cover/interior designer: Elise Lansdon Cover image: © George Diebold/The...
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...SPARK ARKNOTES W W W. S PA R K N O T E S . C O M Great Expectations Charles Dickens EDITORIAL DIRECTOR Justin Kestler EXECUTIVE EDITOR Ben Florman TECHNICAL DIRECTOR Tammy Hepps SERIES EDITORS Boomie Aglietti, Justin Kestler PRODUCTION Christian Lorentzen WRITERS Brian Phillips, Wendy Cheng EDITORS Ben Florman, Jennifer Burns Copyright ©2002 by SparkNotes llc. All rights reserved. No part of this publication may be reproduced, transmitted, or distributed in any form or by any means, electronic or mechanical, including photocopy, recording, any file sharing system, or any information storage and retrieval system, without the prior written permission of SparkNotes llc. sparknotes is a registered trademark of SparkNotes llc. This edition published by Spark Publishing Spark Publishing A Division of SparkNotes llc 120 Fifth Avenue, 8th Floor New York, NY 10011 USA Context All rights reserved. No part of this publication may be reproduced, transmitted, or distributed in any form or by any means, electronic or mechanical, including photocopy, recording, any file sharing system, or any information storage and retrieval system, without the prior written permission of SparkNotes LLC. SPARK ARKNOTES W W W. S PA R K N O T E S . C O M Charles Dickens was born on February 7, 1812, and spent the first nine years of his life living in the coastal regions of Kent, a county in southeast England. Dickens’s father, John, was a kind and likable man, but he was incompetent with...
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