...Evaluation and Marketing Recommendations for In-N-Out Background In-N-Out Burgers, Inc. is a regional chain of fast food restaurants with locations in California and the American Southwest. It was founded in 1948 by Harry Snyder and his wife Esther, and today its headquarter is in Irvine. In December 12, 2013 In-N-Out had over 18,000 staff and 290 locations expand to Phoenix, Arizona; Draper, Utah, Dallas and Texas. In-N-Out Burger refused franchising business to avoid the high quality food and service decreasing by the rapid business growth. Therefore, In-N-Out restaurants have developed a high loyal customer base and relatively high revenue as $625 million in year 2012. In-N-Out becomes more and more popular in nowadays, it’s Double-Double ranked #1 fast food burger in America. In this evaluation paper, I will use analysis on 4P and surveys to evaluate In-N-Out’s marketing strategy and come up with my individual recommendations to promote In-N-Out’s future operations. Analysis and Evaluations Analysis on 4P Marketing strategies are often designed to influence customers’ decision-making and lead to profitable exchanges. In this way, we will analyze In-N-Out from product, price, promotion and place. Product. In-N-Out is mainly to provide customers the fresh hamburgers, fries and shakes. The one and only focus is burgers--not chicken, fish, or salads. It’s famous for the drive through service. The restaurant menu is quite simple which is easy for people to make the consume...
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...Five Guys Burgers and Fries: Ingredients for Success Contemporary Business 508 July 21, 2012 Five Guys Burgers and Fries: Ingredients for Success By sticking to the basic philosophy of keeping it simple, Jerry Murrell, original owner of Five Guys Burgers and Fries, has grown a small family business to one of the largest and fastest growing franchise in America. “Sell a really good, juicy burger on a fresh bun. Make perfect French fries. Don’t cut corners.” That’s been the business plan since Jerry Murrell and his sons opened their first store location in 1986. (Welch, 2010, p. 76) This philosophy is different from competitors who rely on gimmicks and advertisements to entice customers. It is not unusual for competing fast food chains such as McDonalds, Burger King and Wendy’s to introduce new menu items. The new menu item may establish a permanent presence on the menu or disappear, never to be heard of again, shortly after the introductory period. The life span of the new item, unfortunately, is determined by customer response. These chains cater to our wants, our desires and our convenience. In the words of Burger King – “have it your way”. Most of us have experienced at least one of these chains, if not all, and can attest that the customer experience with food quality, facility and service often varies by location. Then there is Five Guys Burgers and Fries with a philosophy that has not changed since the day it opened. ...
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...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 to create stronger barriers of entry, to gain more market share, and to ensure that they can continue to grow, expand, and remain relevant even during economic hard times as the world and particularly their industry becomes more globalized. Wendy’s at this time however is in the process of refocusing on its core business function which...
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...Introduction…………………………………………………………….1 Presentation of financial statement of the past three years……........1 Identification of major ratios……………………………………..…..2 Sales trend justification……………………….………………………4 Buying or leasing………………………………………………………5 Accepting a special order……………………………………………..9 Appendix……………………………………………………………….10 1. Introduction Nowadays, fast food becomes an indispensable part in such a busy life. Mac Donald’s, KFC, Old Chang Kee and many others are familiar names with not only youngsters, kids but also adults. Many brands become global and well-known and one of which is Wendy’s. With the slogan “Now that’s better”, Wendy ‘s really make the fast food industry a little different with natural and fresh ingredients. That is why our group chooses Wendy’s as it become more and more popular. Wendy’s was first founded by Dave Thomas on November 15, 1969. They gain customers because of their old fashioned style of serving. The edges of the burgers aren’t cut, leaving them as squares. Wendy’s attracted an immense number of customers. In fact the sales of Wendy’s exceeded burger king’s in 2011. Now, by having 6,500 franchise and company restaurants in the U.S including 27 other countries and U.S worldwide has made The Wendy’s Company, the world’s Third largest quick-service hamburger company. The company mergered with Triarc Companies Inc. in 2008 and became Wendy’s/Arby’s Group, a publicly traded company. But the merger was not profitable and Arby’s was sold in 2011 (The Wendy’s Company...
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...Consumers……………………………………………………………………………….22-23 Challenges in Entering Australian Markets…………………………………………………..24 Recommendation………………………………………………………………………………25 Conclusion……………………………………………………………………………………. 26 References………………………………………………………………………………………27 Executive summary The main aim of this report is to show that it is feasible for our KLG enterprise to penetrate into the Australian market. Since KLG restaurant chain has been well established and successful in the local market; Malaysia, we think it’s the time for the enterprise to go international. Or KLG restaurant chain to have foreign direct investments. KLG restaurants is one of the leading fast food restaurants in Malaysia serving variety of fast foods like fried chicken, chicken burgers, French fries and soft drinks as well. According to (Wyld, 2010) “if the franchisor has a well-established home market, they are able to achieve better economies of scale once they expand internationally.” “Economic globalization constitutes integration of national economies into the international economy through trade, direct foreign investment, (by corporations and multinationals), short-term capital flows, international flow of workers and humanity generally and flows of technology”. (Bhagwati, 2004) Before expanding the business globally we have to take many issues into consideration like the legal and political environment of...
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...CONTENTS Executive Summary…………………………………………………………….3 Introduction……………………………………………………………………..4 External Analysis……………………………………………………………….5 Suppliers………………………………………………………...…….5 Customers………………………………………………………..……5 Competitors…………………………………………………………...6 New Entrants………………………………………………………….7 Substitutes……………………………………………………………..7 Opportunities and Threats……………………………………………..8 Internal Analysis………………………………………………………………..8 Strengths………………………………………………………………8 Weaknesses…………………………………………………………...9 Value Chain, VRIO Framework, Core Competencies……………….10 Key Strategies………………………………………………………………….11 Investment Recommendation………………………………………………….12 References…………………………………………………………………….13 2 Executive Summary Starbucks Coffee Company, founded in 1971 is headquartered in Seattle, WA and operates in 37 countries around the world. The backbone of Starbuck’s business is its company-operated retail stores. Starbucks has employed a strong differentiation strategy in order to turn a traditional $.50 commodity into a $4 experience. This following report provides an analysis of the strategies used by Starbucks to stay on top of its growing and volatile industry. Starbucks’ governing principles are based on three strategic stances: the third place experience, creating a human connection, and providing a quality everyday experience for customers. The specific strategies used by Starbucks include: • Horizontal Integration: acquisitions of Seattle’s Best, Torrefazione Italia and Coffee People • Market Penetration:...
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...selection of premium teas, and beverage-related accessories and equipment. The international coffeehouse has built one of the most powerful and recognizable brands in the world upon high-quality coffee and the unique "Starbucks Experience." Starbucks has sought to capitalize on its growing popularity through expansion; the addition of over 1500 stores in just over a year brought its total store count to over 16,600 in 2008. In fiscal 2008, the company's stores (retailer and licensed) generated US$ 10.4 billion in revenue. Starbucks first revolutionized the coffeehouse industry by marketing expensive, high-quality coffee as well as a "third place" between work and home - a warm, clean, and inviting environment where customers go to escape the chaos of daily life. Coffee throughout Europe In Europe the demand for coffee is growing smoothly, though not fast enough considered by coffee organisations. In Western Europe, the ICO (international Coffee Organisation) stimulates coffee consumption by introducing several programmes like the Positively Coffee Programme and the Health Care Professions Coffee Education...
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...MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft®...
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...MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft®...
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...Copyright Copyright © 2012 Joan Magretta All rights reserved No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. ISBN: 978-1-4221-6059-6 By his example, Arthur Rosin, my uncle, taught me the pleasures of understanding and explaining. This book is dedicated to him, to Betty Rosin, and to my parents, Cyrille and Eugene Gorin. Contents Copyright Acknowledgments Introduction Part One: What Is Competition? 1. Competition: The Right Mind-Set 2. The Five Forces: Competing for Profits 3. Competitive Advantage: The Value Chain and Your P&L Part Two: What Is Strategy? 4. Creating Value: The Core 5. Trade-offs: The Linchpin 6. Fit: The Amplifier 7. Continuity: The Enabler Epilogue: A Short List of Implications FAQs: An Interview with Michael Porter A Porter Glossary: Key Concepts Chapter Notes and Sources About the Author Acknowledgments The Michael Porter I know is first and foremost a gifted teacher. If this book succeeds in helping readers understand Porter’s ideas in their full richness, it is thanks in large measure to his encouragement, his guidance, and his patience in explaining...
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...c MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C STUART OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook...
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...B R A N D P L A N N I N G 1 < CONTENTS PAGE CONTENTS INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Chapter 1 BRAND POSITIONING MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Chapter 2 BRAND RESONANCE MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Chapter 3 BRAND VALUE CHAIN MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 APPENDIX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 B R A N D P L A N N I N G 5 INTRODUCTION Great brands are no accidents. They are a result of thoughtful and imaginative planning. Anyone building or managing a brand must carefully develop and implement creative brand strategies. To aid in that planning, three tools or models are helpful. Like the famous Russian nesting “matrioshka” dolls, the three models are inter-connected and become larger and increasing in scope: The first model is a component into the second model; the second model, in turn, is a component into the third model. Combined, the three models provide crucial micro and macro perspectives to successful brand building. Specifically, the three models are as follows, to be described in more detail below: 1. Brand positioning model describes how to establish competitive advantages in the minds...
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...counseling, a bookstore, placement offices, copy services, telecommunications, and even a bank. If you are enrolled at a residential university, campus services are also likely to include dormitories, health care, indoor and o u t d o o r athletic facilities, a theater, and perhaps a post office. Customers are not always happy with the quality and value of the services they receive. People complain a b o u t late deliveries, r u d e or i n c o m p e t e n t personnel, i n c o n v e n i e n t service h o u r s , p o o r p e r f o r m a n c e , and needlessly complicated p r o cedures. T h e y grumble about the difficulty of finding sales clerks to help t h e m in retail stores, express frustration about mistakes on their credit card bills or bank statements, shake their heads over the complexity of new self-service equipment, m u t ter about p o o r value, and sigh as they are forced to wait in line almost everywhere they go. Suppliers of services often seem to have a very different set of concerns than the consumer. Many suppliers complain about h o w difficult it is to make a profit, how hard it is to find skilled and motivated employees, or h o w difficult it has b e c o m e to please customers. Some firms seem to believe that the surest route to financial success lies in cutting costs and eliminating...
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...PART 1 Introduction CHAPTER 1 Introduction to Global Marketing Case 1-1 The Global Marketplace Is Also Local onsider the following proposition: We live in a global marketplace. McDonald’s restaurants, Sony digital TVs, LEGO toys, Swatch watches, Burberry trench coats, and Caterpillar earthmoving equipment are found practically everywhere on the planet. Global companies are fierce rivals in key markets. For example, American auto industry giants General Motors and Ford are locked in a competitive struggle with Toyota,Hyundai,and other global Asian rivals as well as European companies such as Volkswagen. U.S.based Intel, the world’s largest chip maker, competes with South Korea’s Samsung. In the global cell phone market, Nokia (Finland), Ericsson (Sweden), Motorola (United C States), and Samsung are key players. Appliances from Whirlpool and Electrolux compete for precious retail space with products manufactured and marketed by China’s Haier Group and LG of South Korea. Now consider a second proposition: We live in a world in which markets are local. In China, for example, Yum Brands’ new East Dawning fast-food chain competes with local restaurants such as New Asia Snack.1 France’s domestic film industry generates about 40 percent of local motion picture box office receipts; U.S.-made movies account for about 50 percent. In Turkey, local artists such as Sertab account for more than 80 percent of recorded Exhibit 1-1: England’s Burberry Group celebrated its...
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...UNIT I INTRODUCTION ------------------------------------------------- Understanding Brand - What is a Brand? Brands are different from products in a way that brands are “what the consumers buy”, while products are “what concern/companies make”. Brand is an accumulation of emotional and functional associations. Brand is a promise that the product will perform as per customer’s expectations. It shapes customer’s expectations about the product. Brands usually have a trademark which protects them from use by others. A brand gives particular information about the organization, good or service, differentiating it from others in marketplace. Brand carries an assurance about the characteristics that make the product or service unique. A strong brand is a means of making people aware of what the company represents and what its offerings are.To a consumer, brand means and signifies: * Source of product * Delegating responsibility to the manufacturer of product * Lower risk * Less search cost * Quality symbol * Deal or pact with the product manufacturer * Symbolic device | | Brands simplify consumers purchase decision. Over a period of time, consumers discover the brands which satisfy their need. If the consumers recognize a particular brand and have knowledge about it, they make quick purchase decision and save lot of time. Also, they save search costs for product. Consumers remain committed and loyal to a brand as long as they believe...
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