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Wendys Presentation


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Wendys Presentation

  1. 1. MBAD 271-Strategic Management
  2. 2. Opportunities <ul><li>Global Expansion </li></ul><ul><li>Mass customization </li></ul><ul><li>Upscale “boutique” stores </li></ul><ul><li>Inter/intra-group mergers </li></ul>
  3. 3. Threats <ul><li>Commoditization </li></ul><ul><li>Consumer concerns about nutritional data </li></ul><ul><li>Government action (Los Angeles) </li></ul><ul><li>Regional/Boutique Stores </li></ul>
  4. 4. External Factors Framework 2.05 100% Total .1 2 5 4. Regional/Boutique Stores .4 4 10 3. Commoditization .3 2 15 2. Government Action .2 1 20 1. Health Concerns Threats .05 1 5 4. Boutique Stores .1 1 10 3. Mass Customization .3 2 15 2. Mergers/Acqusitions .6 3 20 1. Globalization Opportunities Weighted Score (% X Rating) Performance Rating (1-4) Importance Weight (Percentage) Critical Success Factors
  5. 5. Competitive Factors Framework 2.2 1.9 1.85 2.5 100% Total .05 1 .1 2 .05 1 .05 1 5% 4. Regional/ Boutique Stores .4 4 .4 4 .4 4 .4 4 10% 3. Commoditazation .15 1 .15 1 .15 1 .15 1 15% 2. Government Action .4 2 .4 2 .4 2 .6 3 20% 1. Health Concerns Threats .05 1 .05 1 .05 1 .1 2 5% 4. Boutique Stores .1 1 .1 1 .1 1 .1 1 10% 3. Mass Customization .45 3 .03 2 .03 2 .03 2 15% 2. Mergers/Acquisitions .06 3 .04 2 .04 2 .08 4 20% 1. Globalization Opportunities Score Rtg. Score Rtg. Score Rtg. Score Rtg. Yum Brands Burger King Wendy’s McDonald’s Importance Weight Critical Success Factors
  6. 6. Value Chain Analysis Service Marketing and Sales Outbound Logistics Operations Inbound Logistics Customer call center for complaints, service cards, communications Advertising, brand marketing, cupons, store decoration, new item creation, media promotions Order processing, drive through window, shipping Food creation, cooking, maintenance, cleanliness and hygiene controls, communications infrastructure and training Storage of raw materials, inspection Replacement parts for equipment, service contractors Advertising- Radio, TV, newspaper & internet Restaurant supplies, computer services, waste disposal and POS operations Food, paper goods, real estate, cooking equipment, energy, eRestaraunt services & inventory applications Transportation, local sourcing for fresh vegetables and salads, site maintenance contractors, restaurant supplies Procurement Service manuals, training videos, customer feedback systems Market research, new product introduction, sales & forecasting systems Back kitchen monitors, order timing, better equipment for drive through, remote call center for drive-thru ordering Design of terminals, design of procedures, quality control procedures, wireless thermostat monitoring & control, card payment terminals Design of ordering/scheduling software, potential JIT delivery system for goods Technology Development Recruiting, training, development Human Recourses Financing, legal support, general management, accounting, quality control Firm Infrastructure The Value Chain
  7. 7. What is the Key Component? <ul><li>Operations? </li></ul><ul><li>Outbound Logistics? </li></ul>
  8. 8. The Value Net WENDYS Suppliers Meat Suppliers Veggie Suppliers Restaurant Supplies Distributors Equipment Manufacturers Customers Customers eating at fast food restaraunts Families Companies Complementors Coca Cola Nestle Hinez Hasbro Movie Studios Government Regulators Competitors McDonald’s Burger King YUM Brands (-) (-) (+) (+)
  9. 9. Value Analysis Company Key Activities: Outbound Logistics Business Design Elements: Brands/ Customer Selection Suppliers Meat Suppliers Veggie Suppliers Restaurant Supplies Distributors Equipment Manufacturers Complementors Coca Cola Nestle Hinez Hasbro Movie Studios Government Regulators Competitors McDonald’s Burger King YUM Brands Customers Customers eating at fast food restaurants Families Companies
  11. 11. Forces: Threat of New Competitors RATING <ul><li>DRIVER </li></ul><ul><li>Scale Capital required- This is clearly an important factor, as Wendy’s needs to maintain strong economies of scale. Efficiency production and cost reduction are crucial for Wendy’s competitive strategy. </li></ul><ul><li>Technology, Patents- This is another vital factor for Wendy’s as Wendy’s food preparation is unique from other competitors </li></ul><ul><li>Customer loyalty, branding- Customer loyalty will help Wendy’s retain a customer base and fend off competition. </li></ul><ul><li>Raw Materials- Wendy’s needs to secure the most cost-effective raw materials in order to maintain efficiencies and remain competitive. </li></ul><ul><li>Market Saturation- This factor may serve Wendy’s well as the market for fast food is clearly saturated, thereby increasing the barriers to entry. </li></ul>RATING <ul><li>DRIVER </li></ul><ul><li>Number, Quality, Availability- Wendy’s clearly has many substitutes in it’s industry </li></ul><ul><li>Price-Performance- Wendy’s must be aware of competitor prices in order to stay competitive </li></ul><ul><li>Switching Costs- This refers to costs associated with switching suppliers. As the only difference is the amount of gas necessary to drive to the restaurant, and all competitors have many locations, this is effectively zero. </li></ul>NEW ENTRANTS SUBSTITUTES
  12. 12. Forces: Suppliers, Rivalry RATING <ul><li>DRIVER </li></ul><ul><li>Number of Competitors- Wendy’s has formidable competition </li></ul><ul><li>Equality- Wendy’s tends to share certain similarities to other fast food chains, thereby increasing competitive pressures </li></ul><ul><li>Demand, pricing- High pricing pressures to remain competitive as well as high market demand. </li></ul><ul><li>M & A activities- This is crucial for Wendy’s as Yum brands (Pizza Hut) and McDonald’s (Boston Market) continue their M & A activities *UPDATE*- Wendy’s has merged with Arby’s . </li></ul>RATING <ul><li>DRIVER </li></ul><ul><li>Number, Size, Concentration- Plenty of suppliers. Wendy’s has plenty of options to switch from one supplier to another </li></ul><ul><li>Raw materials differentiation- This may be important for Wendy’s as the differentiation of supplies may help Wendy’s maintain a differentiated product line. </li></ul>RIVALRY SUPPLIERS
  13. 13. Forces: Customer, Complementor Power RATING <ul><li>DRIVER </li></ul><ul><li>Saturation of alliances- Many of the competitors have the same or similar alliances with the complementor (e.g. Coca Cola) or their rival (e.g. Pepsi). As it is relatively simple to obtain the product, the complementors have relatively little power in this respect. </li></ul><ul><li>Centrality, equality- Contracts between fast food restaurants and complementors are relatively simple and commoditized. There is little power here. </li></ul><ul><li>Scope differentiation- As complementor power rises, scope differentiation decreases. As such, Wendy’s needs to always maintain a certain level of differentiation to avoid increases complementor power. </li></ul><ul><li>National Diversity- A nationally diverse market makes it difficult for Wendy’s to maintain a uniform strategy. It will need to adopt different strategies to help compete with regional and local fast food chains. </li></ul>RATING <ul><li>DRIVER </li></ul><ul><li>Number, size, concentration- Customer concentration in a certain market segment will increase competitive pressures on Wendy’s. </li></ul><ul><li>Information- Customers are always smart shoppers, they always know what they are looking for. They are also well aware of pricing differences. </li></ul><ul><li>Differentiation- Wendy’s needs to differentiate its products to accommodate customers’ different tastes and preferences. </li></ul><ul><li>Customer Loyalty- This is crucial for Wendy’s as customer retention via differentiated product lines and competitive pricing will boost Wendy’s market position </li></ul>COMPLEMENTOR POWER CUSTOMER POWER
  14. 14. Forces: Our ratings <ul><li>1: Rivalry </li></ul><ul><li>2: Customer Power </li></ul><ul><li>3: Substitutes </li></ul><ul><li>4: New Entrants </li></ul><ul><li>5: Supplier Power </li></ul><ul><li>6: Complementor Power </li></ul>
  15. 15. Quality/Price Profile 100% 100% 10 5.5 6.6 5.8 20% Sides 8.7 7.8 8.2 10 20% Drinks 10 7.6 8 8.7 30% Sandwiches 4 7.7 8.1 9.35 30% Meals Yum Brands Burger King McDonald’s Wendy’s Price Performance Scores Importance Weights Price Attributes Price Profile 7 8 10 6 20% Kid-Friendly 4 3.66 4.33 5 15% Speed of Service 10 3.2 8.7 1.9 5% Location 5.33 4.66 5 6.66 30% Quality of Food 5.33 4.66 5 6.66 30% Taste Yum Brands Burger King McDonald’s Wendy’s Quality Performance Scores Importance Weights Quality Attributes Quality Profile
  16. 16. Value Map
  17. 17. Strategic Group Mapping Analysis
  18. 18. Customer Value Rating 3% 1.03 = 55% x 1.01 + 45% x 1.05 Yum Brands -13% 0.87 = 55% X 0.85 + 45% x .90 Burger King 3% 1.03 = 55% x 1.07 + 45% x .99 McDonalds 14% 1.14 = 55% x 1.14 + 45% x 1.13 Wendy’s (Disadvantage) (wtd ave) Weight Ratio Weight Ratio Firm % Advantage Rating Quality Price Satisfaction Customer Value
  19. 19. SCM Sophistication
  20. 20. SC Design
  21. 21. What Matters <ul><li>Political & Socio-Cultural Trends </li></ul><ul><li>Player Mapping Analysis </li></ul><ul><li>Issue Mapping Analysis </li></ul><ul><li>Issue Saliency Analysis </li></ul><ul><li>Technological Trends </li></ul><ul><li>Player Mapping Analysis </li></ul><ul><li>Life Cycle Analysis </li></ul><ul><li>Battle Analysis </li></ul><ul><li>Trajectory Mapping Analysis </li></ul><ul><li>International Trends </li></ul><ul><li>Integration-Responsiveness Grid Analysis </li></ul><ul><li>International Evolution Analysis </li></ul><ul><li>Economic & Demographic Trends </li></ul><ul><li>Correlation Analysis </li></ul><ul><li>Demographic Analysis </li></ul><ul><li>Competition Trends </li></ul><ul><li>Industry & Alliance Evolution Analyses </li></ul><ul><li>4-Arenas Analysis </li></ul><ul><li>Strategic Inflection Point Analysis </li></ul>Company Suppliers Competitors Complementors Customers
  22. 22. Profit Zone Analysis <ul><li>Customers’ willingness to pay </li></ul><ul><li>Offer value menu to target the critical 18-34 year-old customer </li></ul><ul><li>Establish beverages as a &quot;destination&quot; as well as a meal accompaniment. </li></ul><ul><li>Introduce a &quot;Total Customer Feedback System&quot; for improved customer service. </li></ul><ul><li>Emphasizing its use of fresh meats and salads </li></ul><ul><li>Focus on hamburgers, a specialization Wendy’s holds </li></ul><ul><li>Innovate and introduce new products </li></ul><ul><li>Involve more in local community events and charity work </li></ul><ul><li>Lower Operating costs </li></ul><ul><li>Offer choice of premium and low cost menu choices in the menu to compensate for lower margins </li></ul><ul><li>Elevate the customer experience by improving the hiring and retention of Wendy's employees while reducing turnover, improving training, and generating savings at the store level. </li></ul><ul><li>Improve the overall health of Wendy's system by re-franchising, as well as acquiring and re-imaging franchise restaurants with potential for future re-franchising. </li></ul><ul><li>Adopt more ‘green’ practices to reduce costs </li></ul>Value Capture <ul><li>Single people under age 34 </li></ul><ul><li>families with dependent children </li></ul><ul><li>working people under tight budget </li></ul><ul><li>students </li></ul>Customer Selection Case Dimension
  23. 23. Profit Zone Analysis, continued <ul><li>Decrease Input costs </li></ul><ul><li>Push for green purchasing with eco-friendly suppliers whose products have reduced environmental impact in any part of their life cycle </li></ul><ul><li>Reduce water and energy consumption, automate transaction processing, lower product testing costs, legal and professional fees and bonus expenses </li></ul><ul><li>Conserve energy costs by using renewable sources such as wind, solar, hydroelectric </li></ul><ul><li>Recycle of paper, cardboard, metal, and plastic </li></ul><ul><li>Upgrade kitchen equipment and introduce new ovens to increase efficiency and lower operating costs </li></ul><ul><li>Establish buying alliances with preferred suppliers to consolidate purchasing and benefit from volume discounts </li></ul><ul><li>Increase the size of the pie </li></ul><ul><li>Grow share of the premium hamburger market </li></ul><ul><li>Re-energize Wendy's Late Night business and capture afternoon and evening snack opportunities </li></ul><ul><li>Continue to leverage the Wendy's brand and optimize our facilities by offering a new day-part to consumers who exhibit a demand for a better, high-quality breakfast. </li></ul><ul><li>Re-image restaurants by using a systematic capital reinvestment process and disciplined approach. </li></ul><ul><li>Launch marketing campaigns to create awareness about measures taken to address significant health concerns to labor, environmental, and ethics violations </li></ul><ul><li>Use complementor products to attract new business </li></ul><ul><li>Get into real estate opportunities as part of franchisee building </li></ul><ul><li>Limit Direct Competition </li></ul><ul><li>Offer store promotion discounts and launch ad campaigns to lure customers away from new local competitors </li></ul><ul><li>Get into exclusivity agreement with suppliers to gain competitive advantage </li></ul>Value Capture Case Dimension
  24. 24. Profit Zone Analysis, continued <ul><li>Offer fresh, high quality ingredients for hamburgers </li></ul><ul><li>Utmost customer service and satisfaction </li></ul><ul><li>Increased efficiency and operational excellence </li></ul>Scope <ul><li>Innovation Leadership with respect to hamburgers </li></ul><ul><li>Control of costs & Improving Operational efficiencies </li></ul><ul><li>Customer relationships </li></ul><ul><li>Product development lead </li></ul><ul><li>Quality leadership </li></ul><ul><li>Environmental and social responsibility </li></ul>Strategic Levers Case Dimension 14X 7 .60 28% 9% Wendy’s 20X 7 .76 30% 12% Yum Brands 23X 8 .65 36% 14% Burger King 30X 9 .68 40% 18% McDonald’s Market Value/ Sales Strategic Lever Rating Asset Effeciency Profit Growth Return on Sales Business Design Outcomes
  25. 25. Industry Evolution <ul><li>Maturity Stage </li></ul><ul><ul><li>Stable industry, clear boundaries </li></ul></ul><ul><ul><li>Vigorous competition </li></ul></ul><ul><ul><li>Not much collaboration </li></ul></ul>
  26. 26. Four Arenas Analysis <ul><li>Hypercompetition taking place vigorously across all four Arenas </li></ul><ul><li>Price/Perceived Quality has reached ultimate value </li></ul><ul><li>Timing/Know-how tends to take advantage of “first follower” status (lowers risk) </li></ul><ul><li>Potential for Vertical Integration </li></ul>
  27. 27. Four Arenas- Continued <ul><li>Strongholds-Oligopolistic bargain, strong barriers to entry, potential in non-core market </li></ul><ul><li>No hesitation to throttle entrants (McDonalds/Chick-fil-A) </li></ul><ul><li>Deep Pockets- Primarily reliant on driving out other firms, costs/scale used. </li></ul>
  28. 28. Strategic Inflection Point Analysis <ul><li>Potential strategic inflection points regarding: </li></ul><ul><ul><li>Potential increase in customer concern for better nutrition (change in substitutes) </li></ul></ul><ul><ul><li>Race to gain market share/brand equity in overseas markets (change in group rivalry) </li></ul></ul><ul><ul><li>Potential need to lobby government to avoid damaging legislation (change in complementors) </li></ul></ul>
  29. 29. Technological Trends <ul><li>Potential use of internet for order-ahead (JIT delivery) </li></ul><ul><li>Increasingly sophisticated SCM software to cut costs </li></ul><ul><li>Otherwise technology is relatively stable (Specific Stage) </li></ul>
  30. 30. International Trends <ul><li>Key Triggers- Domestic Market Saturation, Movement overseas of domestic customers, Sourcing opportunities </li></ul><ul><li>IR-Grid Analysis- Group = International companies (Low Pressure for local responsiveness, Low Pressure for Global Integration) </li></ul>
  31. 31. Political & Socio-Cultural Trends Company- Offers corporate social performance and political activities Suppliers (Policy Makers) FDA Congress Customers (Social Actors) Activists Community Groups (Political) Complementors Pro-Business Legislators Lobyists (Political) Competitors LA Government Supersize Me (-) (-) (+) (+) Corporate Political Advantage Process Social Legitimacy Process
  32. 32. Political & S/C Trends, Cont. <ul><li>Salient/Probable issues: </li></ul><ul><ul><li>Potential for necessity of food labeling (FDA) (Low Priority) </li></ul></ul><ul><ul><li>Potential spread of Los Angeles ruling to other cities/communities (Medium Priority) </li></ul></ul><ul><ul><li>Increasing customer demand for healthier food (High Priority) </li></ul></ul>
  33. 33. Critical Success Factors <ul><li>1) Pursue Vigorous Overseas Expansion </li></ul><ul><li>2) Continue to pursue/market healthy fare </li></ul><ul><li>3) Maintain market research w/r/t new menu items </li></ul><ul><li>4) Maintain vigilance for merger/vertical integration possibilities </li></ul>
  34. 34. Threats and Opportunities, Redux Regional/ Boutique stores Inter/Intra group mergers Government Action (Los Angeles) More upscale “boutique” stores Consumer concerns about nutritional data Mass Customization Commoditization Global Expansion