...OUTBACK STEAKHOUSE: GOING INTERNATIONAL 1. BACKGROUND: _ Outback Steakhouse is an American casual dining restaurant chain based in Tampa, Florida with over 1200 locations in 22 countries throughout North and South America, Europe, Asia, and Australia. It was founded in February 1988 in Tampa by Bob Basham, Chris T. Sullivan, Trudy Cooper and Tim Gannon, and is now owned and operated in the United States by OSI Restaurant Partners, and by other franchise and venture agreements internationally. _Canadian Outback restaurants began in 1996. In March 2009, Outback Steakhouse Canada abruptly closed all nine locations in the province of Ontario, citing poor economic conditions. In June 2009, an Outback restaurant reopened in Niagara Falls, but has since closed. After closing one location in 2012 and a second in 2013, only one Outback location in Canada continues to operate in Edmonton, Alberta. _ In 1997, Outback entered the South Korean market through the franchise agreement with Aussie Chung Inc. Currently, there are 101 Outback Steakhouse locations throughout South Korea. On June 14, 2007, OSI Restaurant Partners completed a stock repurchase plan, and the company is now privately held. _ In April 2012, Bloomin' Brands, the current owner of Outback Steakhouse, filed with the SEC to raise up to $300 million in an initial public offering. 2. OUTBACK’S START-UP STRATEGY _ The Company's strategy is to differentiate its restaurants by emphasizing consistently...
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...Outback Steakhouse March 3, 2014. Outback Steakhouse ............................................................................................................................ 3 Appendix A: Situational Analysis: Why has Outback been so successful? ........................ 7 Appendix B: Internal Analysis: What are Outback’s Strengths, Weaknesses, Opportunities and Threats? ............................................................................................................. 8 Appendix C: Internal Financial Analysis ...................................................................................... 9 Appendix D: External Analysis: What are some Key Success Factors for the restaurant industry? ............................................................................................................................................... 11 Appendix E: External Analysis – How attractive is the restaurant industry? ................ 12 Appendix F: External Analysis: PESTEL ...................................................................................... 14 Appendix G: Analysis of ...
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...Running Head: Outback Steakhouse Outback Steakhouse Keitric Wiley Strategic Human Resource Management August 6, 2011 Dr. Larry Byrd I. For the following reasons, the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage: a. This examination of the competitive advantage built by Outback Steakhouse employee is based on a five-category framework. On all five points, Outback employees has performed excellently, melding the resources in the following categories to build its advantage: (1) financial resources, (2) physical resources, (3) human resources, (4) organizational knowledge and learning, and (5) general organizational resources including brand names, relationships with stakeholders, and reputation. b. Outback Steakhouse employees has clearly developed a competitive advantage that allows Outback to perform a service, manufacture a product, or offer a bundle of benefits that competitors cannot match. While it is extremely difficult to sustain a competitive advantage, especially in the restaurant industry, Outback Steakhouse works to create advantages through differential development of resources and capabilities. Superior resources or capabilities are those that have value in the market, are possessed by only a small number of restaurants, and are not easy to substitute. If a particular resource is also costly or impossible to imitate, then the competitive advantage may be sustainable. Successful...
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...Question 1: Discuss how the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage. The Selection process within most organizations is the foundation of competitive advantage through people. Upon reading this case, there is one particular aspect that stands out: the people are the main ingredients that make the company successful. Therefore, since the competitive advantage to an organization’s success is it choices of the people that the leaders in charge hired. In a job fit option, the leaders create the job specification that needs satisfying by the employees hired. It is very important to select the right contender for the job based on the needs of each individual business, which fall sole on the premise of employee selection. Outback Steakhouse has integrated a defined selection process for hourly and management workers that will help Is this essay helpful? Join OPPapers to read more and access more than 550,000 just like it! GET BETTER GRADES hire and retain people to successfully run their organization. This selection process helps the organization achieve a competitive advantage because it allows Outback to recruit the applicant, assess their qualifications rigorously, then select the most competent centered on its objective by choosing employees who are willing to adapt to the culture, vision, values and beliefs of Outback Steakhouse. And it does allow them to employ people that appreciate the value of teamwork,...
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...Discuss how the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage: Since people are the competitive advantage to an organization’s success, it is important to select the right candidate for the job based on the needs of each individual business. Outback Steakhouse has incorporated a precise selection process for hourly and management workers that will help hire and retain people to effectively run their organization. This selection process helps the organization achieve a competitive advantage because it allows Outback Steakhouse to recruit the applicant, assess their qualifications, then select the one(s) most qualified based on their business objectives. Outback Steakhouse tries to choose workers who are willing to conform to the culture, vision, values and beliefs of Outback Steakhouse. It also allows them to employ people that understand and are committed to the value of teamwork, accountability, kindness, and individual responsibility. I think the validating (test) potential new hires against existing Outbackers who have been successful in the company is a strategic way to find out if a person is a good fit and that along with the series of test that are given makes Outback Steakhouse a step above the average restaurant when it comes to the selection process of hourly and management workers. By capitalizing on the strength of their employees, Outback Steakhouse not only keeps their turnover low, they have gained...
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...Vocabulary for IELTS Speaking: Part 1 SPEAKING PART 1: 1. DESCRIPTION QUESTIONS: (Strategy: divide into 2 or 3 parts) Sample answer Tell me something about your hometown? Well as you can probably guess I come from Taipei and I have lived here all my life, although at the moment I’m studying in another city – Taizhong. I suppose if I had to describe Taipei, the first thing I would say is that it’s very crowded, maybe even one of the biggest cities in Asia I guess. It’s so congested that even the locals have problems finding their way around! Another significant characteristic is that it offers splendid examples of contemporary architecture. Actually some of the renowned landmarks are in the middle of Taipei, such as the Taipei 101, the second tallest building in the world. | Well, the main thing you need to know is that…(1) + (details)… On top of that I can also add that (2)…+ (details)… Something else that I need to say is that (3)…so actually…(detail) Starting-off Ok, then; actually; alright; well, you know; Point 1 The first thing I’d like to mention is … The main thing you need to know is … I’d like to begin by highlighting the fact … Point 2 In addition I suppose I should say … Another interesting point … Not only that, but _______is also exceedingly ….. Point 3 And I shouldn’t forget to mention that… I guess I could also say that (it’s) sort-of …….. Finally I’d also like to mention …….. Practice: Tell me something about your...
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...1. What are the principal features of Outback Steakhouse’s strategy in the US? Why has the strategy been so successful? (The reason as to why the strategy is successful is discussed together with the key features below.) a. Differentiation strategy: Consistently high quality of ingredients and food; generous portions; limitation of items offered to appeal to different taste; relaxed ambience and enjoyable experience for the customers b. Customer satisfaction: restaurants are always fully staffed and employees are well trained to satisfy the needs and preferences of customers to make sure the customers have a fantastic experience. c. Alignment of interest for management and employees: management people of restaurants are given the option to purchase a 10% interest in the restaurant they manage; all the employee are eligible for the stock ownership plan and also health insurance is provided to all employees. So employees and management are motivated to work hard to fulfill every need of their customers. d. Only dinner service: less employee hours and costs required; fresh food made at dinner time, which again ensures the high quality of food. e. Location and Australian theme: lower rental costs for suburbs and residential areas compared to downtown so outback steakhouse can provide more space to create a laidback and relaxed feelings for customers as opposed to being bustle and hustle downtown. f. Rigorous selection of staff:...
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...Outback Steakhouse Chandra Shaw Dr. Sherbert Strategic Human Resource M Discuss how the employee selection methods at Outback Steak house help the organization achieve a competitive advantage. The selection process allows for them to pick the employee’s that best fit the company’s profile. The process seems to be laid back with an introduction to the company. The company takes time to allow for the candidate to be familiar with what the company expects from them. This also allows for the applicant to see if they can meet the company standards. If the applicant feels that they cannot meet the standards they can dropout and the company has not wasted any money on training the applicant. We share a document, called a dimension of performance, which provides detailed examples of the kinds of Behaviors expected of outbackers and how Those behaviors are tied to the vision of Outback. This is a candidate’s first exposure to our vision. (At this point, some candidates have withdrawn from The process because these dimensions set a very high standard.) (Stewart 234) The competitive edge this gives the company is that it is able to be very selective about their employees. This method saves them money...
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... February 12, 2016 Outback Steak House Case This case will reveal information in detailed facts about outback steakhouse and give my personal option as to how I feel the company will succeed in areas of their expansion. Outback steakhouse was one of the fastest-growing and most acclaimed restaurant chains in North America. Outback steakhouse’s principal feature strategy in the US was to emphasize on high-quality ingredients and preparation with a limited number of menu items that can appeal to a diverse array of tastes people will enjoy and try. Serving only at dinner time was the main idea of outback because simply food prepared in the morning would lose its freshness by evening. Making there dinner portions sizeable at moderate prices that can attract different customers through casual dinning but also with high attentive service. Having their restaurants in residential areas rather than downtown enforces the merits of keeping rent low, and encouraged customer and employee loyalty. With their Australian theme and appeal, outback steakhouse has truly got the respect they deserve and have develop long-term relationships for futures to come. Outback Steakhouse key elements for international expansion was a huge belief they lived by and opportunity for their suppliers. Huge Connerty, the president of Outback International believed that the approach that they are going to take is that they will...
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...Outback Steakhouse Case Analysis Module 4 Contents 1. Introduction 3 2. External analysis: a. Five force Analysis 3 b. Key Driving Forces 4 c. Attractiveness of Industry 5 d. Strategic Group Map 6 3. Internal Situation Analysis: a. Strategy of the company 7 b. SWOT analysis 8 c. Company’s performance 9 4. Major Issues or Problem the Company Must Address 9 5. Alternative courses of Action and Final Recommendations 10 Introduction In 1987 three friends came up with a new Australian themed restaurant venture. Over cocktails they all agreed on the name “Outback” and before the first restaurant opened they had a fourth join the team. The first restaurant opened in 1998. The original business plan was for four restaurants, one for each. But the “No Rules, Just Right” service took off with great success. By 2004 they had hundreds of restaurants all over the world. Company-owned restaurants consisted of restaurants owned by partnerships (with the company as the general partner) and joint ventures (with the company as one of the two members.) In 1993 the company decided to expand and diversify its restaurant portfolio to capitalize on the growing popularity of casual dining. This was done mainly through joint venture partnerships. The industry had been growing very strong but that changed in 2004. Due...
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...Prasanna V oUTBACK sTEAKHOUSE 6000I Vikram Prasanna hereby certify that the attached assignment and all materials therein have been created by me unless otherwise footnoted and that all the material contained herein including charts, graphs and other materials have been created by me. | SUBMITTED TO: MARIA RADFORDSUBMITTED BY: VIKRAM PRASANNASTUDENT NUMBER: 212448858 DATE OF SUBMISSION: 2ND MARCH 2014 | CASE OUTLINE: The case outlines Outback Steakhouse, one of the fastest growing and most acclaimed restaurant chains in North America by 1995. The chain was founded by Chris Sullivan, Bob Basham and Tim Gannon when they realized an untapped opportunity existed in serving quality steaks at affordable prices. The chain differentiated itself through its consistent high quality food, dinner only timings, and unique “buy in” concept with managing partners, suburban locations, stringent hiring practices and a high emphasis on the quality and degree of personalization of service it provided. Although initially company owned and managed, based on requests from known acquaintances, the chain cautiously embarked on the franchisee route as well. By 1995, Outback acquired rights to develop Carrabba’s Italian Grill as part of its diversification strategy. In 1994, Hugh Connetty was appointed to lead Outbacks overseas expansion and charter out its future direction. INDUSTRY ANALYSIS: The industry has been analyzed using Porters’s Five Forces framework in APPENDIX1 .The food service industry...
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...Earnings multiple, the valuation offers an 11.85% upside from the December 19th, 2014 closing price of $23.50. Bloomin’ Brands’ upside strength results from superior sales growth, margin improvements, and strong growth in operating cash flow. Additionally, significant brand recognition improves firm value by allowing for successful expansion both domestically and internationally. Domestic Growth to Remain Robust – Bloomin’ Brands outperforms industry peers in both sales growth and consumer traffic. Since 2010 Bloomin’ Brands has beat the KnappTrack Index in comparable store sales and traffic by 2.9% and 4.5% respectively. The company seeks to maintain the gap to the Knapp-Track Index through a national lunch rollout in its Outback Steakhouse and Carrabba’s Italian Grill brands. Bonefish Grill, which provides the highest ROIC for the company, will be the focus of domestic new restaurant build outs and is expected to contribute 74% of domestic...
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...Training the Workforce Chapter 6 1. What is the point of a firm providing training and how does the firm measure it’s ‘return on training investment’ ? The point of a firm providing training is to focus the employee on the current job, based off job analysis to fix the current skill deficit in order to increase overall productivity. Training teaches an employee how to do the job, the purpose of the job, and how this relates to the organization’s goals and strategies. Ongoing training is necessary to keep up with changes that occur in the work environment and keeps the employee learning on the job. Training internally is essential because this enables the employees to focus more on certain elements to help the organization meet their goals while achieving individual success as well. This relates to how training also can be seen as an effective motivator for some, because satisfied employees are more productive and less likely to increase the organization’s turnover rate. Internal training can be an investment at first, but will be cheaper in the long run because these programs can be reused and adapted when the environment changes without much further investment. The firm measures the return on training investment in a couple ways. From an international survey of more than 5,000 organizations, it was found that the greater the investment in employee training, the more profitable the firm. From this finding, it is concluded that training is a good investment that can have...
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...California Pizza Kitchen Assignment Questions 1. In what ways can Susan Collyns facilitate the success of CPK? 2. Using the scenarios in case Exhibit 9, what role does leverage play in affecting the return on equity (ROE) for CPK? Based on the analysis in case Exhibit 9, what is the anticipated CPK share price under each scenario? How many shares will CPK be likely to repurchase under each scenario? What role does the tax deductibility of interest play in encouraging debt financing at CPK? 3. What capital structure policy would you recommend for CPK? (Explain) 1. I think that the CFO, Susan Collyns, could facilitate success of the firm by implementing the following measures: A. Increase the advertising spending. According to the article that CPK spent 1% of its sales on advertising, less than the 3% to 4% of sales that casual dining competitors, such as Chili’s, Red Lobster, Olive Garden and Outback Steakhouse, spent annually.CPK is using the word of mouth advertising to attract more and more coustomers for their traffic.so advertising spending is one of most important factor for CPK success. B. Increase leverage using debt financing by changing the existing capital structure and purchasing US treasure securities CPK used the proceeds from its 2000 initial public offering to pay off its outstanding debt and completely avoided debt financing. C. Repurchase the company’s stock Becase of their recent 10 ％ share price decrease,it is a good change for they to repurchase...
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...Question 1 In what ways can Susan Collyns facilitate the success of CPK? We identify a number of areas in which California Pizza Kitchen can improve on both the operation side and the financial side. However, in this analysis, we will focus on the financial side of CPK. We believe that the CFO, Susan Collyns, can facilitate success of the firm by implementing the following measures: • Increase advertising spending • Increase leverage using debt financing by changing the existing capital structure and purchasing US treasure securities • Repurchase the company’s stock Advertising: CPK spent 1% of its sales on advertising, far less than the 3% to 4% of sales that casual dining competitors, such as Chili’s, Red Lobster, Olive Garden and Outback Steakhouse, spent annually. CPK currently relies greatly on word of mouth advertising to attract more customers to their restaurants. While this policy has served them well in the early stage, the firm may need to increase its advertising spending as the firm expands. Capital Structure CPK used the proceeds from its 2000 initial public offering to pay off its outstanding debt and completely avoided debt financing. CPK maintained borrowing capacity with a $75 million credit line with a LIBOR interest rate of 5.36% (plus 0.80%) total interest rate was 6.16% compared to the U.S. Treasury 30-year bond interest rate of 5.20% at the highest. CPK currently has no debt on their balance sheet. Not only should they use debt financing...
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