strategic diagnosis kkd-1

STRATEGIC DIAGNOSISEXTERNAL AND INTERNAL ANALYSIS

How can the company return to profitability?

This report will present the quantitative and qualitative analysis of Krispy Kreme doughnuts environment in order to forecast its evolution, evaluate the consequences of environmental changes on the company’s future and put forward the conceivable solutions to overcome current financial issues.

Strategic Diagnosis: How can the company return to profitability?

INDEX

1. INTRODUCTION............................................................................................................2

2. COMPANY OVERVIEW................................................................................................3

A. Business Profile..............................................................................................................3B. Strategic Profile.............................................................................................................4C. Marketing Profile: the 4 P’s.........................................................................................5

3. STRATEGIC DIAGNOSIS.............................................................................................6

A. Macro Environment Analysis............................................................................................6

a. PESTEL: understanding the "environment" in which a business operates.....................6b. Porter 5 Forces: identifying the forces which affect the level of competition in an industry...................................................................................................................................7c. SWOT - Opportunities and threats: summarising the key issues arising from an assessment of a business "external" environmental influences..............................................8

B.Micro Environment Analysis...............................................................................................9

a. SWOT – Strengths and Weaknesses: summarizing the key issues arising from an assessment of business internal position................................................................................9b. Critical Analysis............................................................................................................10c. Environmental Change Consequences..........................................................................11

4. STRATEGIES TO ADOPT...........................................................................................11

a. Recommendation..........................................................................................................11b. Strategic Decisions.......................................................................................................13

5. CONCLUSION...............................................................................................................15

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1. INTRODUCTION

In early 2004, Krispy Kreme’s prospects appeared bright. With 357 Krispy Kreme stores in 45 states, Canada, Great Britain, Australia, and Mexico, the company was riding the crest of customer enthusiasm for its light, warm, melt-in-your-mouth doughnuts. During the past 4 years, consumer purchases of Krispy Kreme’s doughnut products were flourishing, with sales reaching 7.5 million doughnuts a day. Considerable customer excitement—approaching frenzy and cult status—often surrounded the opening of the first store in an area. The company’s strategy and business model were aimed at adding a sufficient number of new stores and boosting sales at existing stores to achieve 20 percent annual revenue growth and 25 percent annual growth in earnings per share. The net income in fiscal 2004 increased by 70.4 percent, from $33.5 million to $57.1 million. Krispy Kreme’s stock price had increased eightfold since it went public in April 2000, giving the company a high profile with investors and Wall Street analysts.

However, as 2004 progressed, Krispy Kreme’s business prospects went from rosy to stark within a matter of months. The increasing consumer interest in in low-carbohydrate had little discernable effect on the business. Moreover, the Securities and Exchange Commission started to question the company’s accounting practices regarding certain franchise buybacks. At the end of 2004, the company identified accounting errors related to its acquisition of two franchises. In 2005, the company’s deteriorating sales and financial problems were worse than expected and Krispy Kreme’s stock was trading around $6 per share.

To understand why the glory days of Krispy Kreme Doughnuts turned into a declining business with dropping sales and share price, we will first have an overview of the company situation in order to examine its macro and micro environment by using useful marketing and strategic management tools. Then, after analyzing the evolution of the environment and evaluating the consequences of environmental changes on a company’s future, we will give our recommendations and explain what strategic direction Krispy Kreme should pursue.

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2. COMPANY OVERVIEW

a. Business profile

Krispy Kreme is a leading branded retailer and wholesaler of high-quality doughnuts and packaged sweets. The Company’s principal business, which began in 1937, is owning and franchising Krispy Kreme stores, at which over 20 varieties of high-quality doughnuts, including the Company’s Original Glazed ® doughnut, are sold and distributed together with complementary products, and where a broad array of coffees and other beverages are offered.

The Company and its franchisees sell products through two channels:

• On-premises sales: Sales to customers visiting company and franchise factory and satellite stores, including discounted sales to community organizations that in turn sell doughnuts for fundraising purposes. A substantial majority of the doughnuts sold in shops are consumed elsewhere.

• Off-premises sales: Sales of fresh doughnuts and packaged sweets primarily on a branded basis to a variety of retail customers, including convenience stores, grocery stores/mass merchants and other food service and institutional accounts. These customers display and resell the doughnuts from self-service display cases, and in packages merchandised on stand-alone display units. Products are delivered to customer locations by company’s fleet of delivery trucks operated by a commissioned employee sales force. Distribution through off-premises sales channels generally is limited to stores in the United States. Only a small minority of sales by international franchises are made to off-premises customers.

The Company generates revenues from four segments: Company stores, domestic franchise stores, international franchise stores, and the KK Supply Chain. Different kinds of stores exist among company store and franchises:

• Traditional factory store format

Large facilities (approximately 2,400 to 8000 square feet) which operated both as quick service restaurants and as consumer packaged goods distributors, with doughnut-making production lines visible to customers, serving both the on-premises and off-premises distribution channels.

• Small Retail Shop Format

Shops that manufacture doughnuts but which are smaller and have less capacity than traditional factory stores.

• Satellite Stores

Small shops where only on-premises customers are served and which do not contain a doughnut making production line.

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b. Strategic profile

• Sales and Promotion

The company sells its products via word-of-mouth and has not historically employed traditional advertising. Free-standing newspaper inserts are used occasionally as well as direct mail, radio television and sales promotions to generate awareness and usage of KK products. Advertising and sales promotion activity center around limited time offerings and shaped doughnut varieties, such as Valentine’s Day Hearts, Fall Footballs, Halloween Pumpkins and Holiday Snowmen.

• Supply Chain

The company operates an integrated supply chain to help maintain the consistency and quality of products throughout the Krispy Kreme system. The KK Supply Chain segment buys and processes ingredients it uses to produce doughnut mixes and manufactures doughnut-making equipment that all factory stores are required to purchase.

The KK Supply Chain segment also purchases and sells key supplies, including icings and fillings, other food ingredients, juices, signage, display cases, uniforms and other items to both Company and franchisee-owned stores.

• Company growth: Domestic and International Franchises

The principal source of revenue comes from franchise fees related to new stores and from royalties on sales by franchisees. Domestic franchise stores include stores that refer to as associate stores and area developer stores.

The International Franchise segment consists of the Company’s international store franchise operations. The franchise agreements with international area developers typically provide for the payment of royalties of 6.0% of all sales, contributions to the Brand Fund of 0.25% of sales and one-time development and franchise fees ranging from $15,000 to $50,000 per store.

• Brand Equity: Krispy Kreme Brand Elements

The company has several important brand elements which have created a bond with many customers:

One-of-a-kind taste: The taste experience of the doughnuts is the foundation of the company concept and the common thread that attracted generations of loyal customers. KK doughnuts are made based on a secret recipe that has been in the Company since 1937.

Doughnut Theater: KK factory stores typically showcase a Doughnut Theater, which is designed to produce a multi-sensory customer experience and establish a brand identity. The objective is to provide customers with an entertainment experience and to reinforce the company’s commitment to quality and freshness by allowing them to see doughnuts being made.

Hot Krispy Kreme Original Glazed Now sign: The Hot Krispy Kreme Original Glazed Now sign, when illuminated, is a signal that hot Original Glazed® doughnuts are being

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served. The Hot Krispy Kreme Original Glazed Now sign is an impulse purchase generator and an integral contributor to KK brand.

Sharing: Krispy Kreme doughnuts are a popular place for sharing with friends, family, fellow workers and fellow students. Consumer research shows that approximately 75% of purchases at the domestic shops are for sharing occasions; and in company stores, approximately 60% of retail transactions are for sales of one or more dozen doughnuts.

c. Marketing Profile: the 4 P’s

• Product

Krispy Kreme has a key universal product which is doughnuts. A range of 50 different items are offered and of all the Krispy Kreme stores have the original-glazed doughnut which is the same in every store because they use the original recipe that was created in 1937 to make each doughnut. The stores also sell different kinds of hot and cold drinks as well as iced drink and kool kreme.

• Price

The doughnut is sold between 60c. and 75c. and 4.50 to7.50$ for a dozen. The price is quite high because the brand provides high quality products. As the company is vertically integrated and owns its supply chain and distribution process the company has reasonable production cost and relatively high margin.

• Promotion

As mentioned above, KK spends very little on advertising and relies occasionally on local media publicity, product giveaway. The company best advertisement is word of mouth and notoriety.

• Place

Doughnuts are sold through company owned stores, franchise stores, local supermarket, convenience stores and fund raising drives. Traditional factory stores generally are located in freestanding suburban locations whereas satellite stores are much more situated in city centers and big metropolis.

Despite a strong company position and integration in the market, we can see that in 2005 sales are declining, revenues are failing, the company is threatened by the prospect of store closings and failed franchises, as well as problems with false and misleading financial statements. Then, what are the internal and external factors you need to take into consideration in order to reboost your business?

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3. STRATEGIC DIAGNOSIS

Our strategic diagnosis will consist in analysing the strength of KK businesses' position and understanding the important external and internal factors that may influence that position.

A. MACRO ENVIRONEMENT ANALYSIS

a. PESTEL: understanding the "environment" in which a business operates

• Political

Political factors on the specialist eateries industry are few and consist mainly of minimum wage changes and employment law changes. As Krispy Kreme train their staff, and require little prior experience or education they pay employees with minimum wage or slightly above. As such, they are affected by minimum wage increases. Other political factors that can impact on KK business are the government’s action to reduce obesity. However it is very unlikely that the government will legislate against high fat and unhealthy foods.

• Economic

The continued economic downturn has meant tightened consumer spending and as Krispy Kreme is a non-essential food item, this may pressure sales. Indeed, high unemployment, low consumer confidence, tightened credit and other factors have taken their toll on consumers and their ability to increase spending, resulting in fewer visits to restaurants and related dollar growth. As a result, QSR sales may continue to be adversely impacted by the current recessionary environment or sharp increases in commodity or energy prices. However, QSR (Quick Service Restaurant) segment is generally less vulnerable to economic downturns than the casual dining segment. Thus, the potential for increased prices of agricultural products and energy are more likely to significantly affect its business than are economic conditions.

• Social

Evidence points towards a trend that consumers are becoming more aware about the ingredients in their food, e.g. boycotting trans fats foods, battery farmed poultry, mass farmed tuna. Low carb diet trends (such as the Atkin’s diet) can also have an effect on purchasing. Going out to eat and drink is a social habit that is unlikely to change in the near future, but consumers can modify their habits from eating doughnuts to another sweet-based food such as ice-cream or pastries. A social shift to eating full course meals instead of specialty items such as doughnuts or bagels would have an effect on sales but this is unlikely to happen in the near future. Besides, the company must be aware of cultural differences when it comes to food purchasing habit and way of consuming treats. For example, it is questionable that customers in the UK would visit out of town stores to buy doughnuts, as the retail environment in the UK is more pedestrian driven as opposed to the USA which is dominated by cars and drive-through.

• Technological

Due to the nature of purchasing and preparing foods, few technological trends influence the industry. However technology can be used to a improve efficiency, production, distribution, and monitor the commodity market changes in real time. Some commentators argued that ecommerce would mean people are less likely to visit physical stores. However

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the nature of specialty eateries is that they are convenience foods and require strong physical presence in order to capitalise on the impulse food purchase.

• Environmental

The Company is subject to a variety of federal, state and local environmental laws and regulations. The environment is has not a real impact on the business as long as the company respects norms and regulations when it comes to build new factory stores and production process.

• Legal

The company must be careful to be compliant with local and international laws and regulations. It includes various elements such as health, sanitation, safety, fire, building etc. Moreover, certain ingredients can be banned depending on where the food products are exported or imported. Alternative ingredients would need to be identified. Such issues may delay the company’s ability to open new store abroad. Besides, States and foreign laws are also regulating the offer and sales of franchise and it is necessary to be compliant with both international and domestic disclosure requirements.

b. Porter 5 Forces: identifying the forces which affect the level of competition in an industry

• Degree of Rivalry (High)

Competition within the doughnuts market is intense. Competitors include retailers of doughnuts and snacks sold through convenience stores, supermarkets, restaurants and retail stores. KK competes against Dunkin’ Donuts, which has the largest number of outlets in the doughnut retail industry, as well as against Tim Hortons and regionally and locally owned doughnut shops and distributors. Dunkin’ Donuts and Tim Hortons have substantially greater financial resources and are expanding to other geographic regions, including areas where KK have a significant store presence.

• Threat of Substitutes (High)

As direct competition, substitute products can also impact sales results. As a matter of fact, KK also competes against other retailers who sell sweet treats such as cookie stores and ice cream stores. As for direct rivalry, this competition is base on elements such as food quality, convenience, location, customer service and value.

• Customer Power (Low)

Customer power of impacting sales is moderate since they have no bargaining power over the prices. However, customer service, including frequency of deliveries and maintenance of fully stocked shelves, is an important factor in successfully competing for convenience store and grocery/mass merchant business. There is an industry trend moving towards expanded fresh product offerings at convenience stores during morning and evening drive times, and products are either sourced from a central commissary or brought in by local bakeries.

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• Threat of new entrants (Medium)

New companies wishing to enter the market need large capital requirements in order to build chain of stores. Moreover, favorable locations are already occupied. Besides, new entrants won’t be able to do economies of scale in distribution and raw ingredients (lower costs per unit due to the experience curve).

• Power of suppliers (Low)

Suppliers have a relatively low bargaining power since Krispy Kreme is a vertically integrated business with only commoditised raw ingredients. Threats can come from the increased prices of agricultural product such as cereals, which can impact on the company’s margins.

c. SWOT - Opportunities and threats: summarising the key issues arising from an assessment of a business "external" environmental influences.

• Opportunities

We can sum up the opportunities in three points:

- Building on your Success Internationally: KK has huge opportunities of internationalisation. Markets outside the United States have a significant source of growth but the company presence abroad is limited to only 5 countries whereas competitors’ franchises outlets are located in 40 countries.

- Benefit from the development of internet to attract new consumer and involve the brand image

- Benefit of the American consumer image of the brand to retain the current customers.

• Threats

- Declining revenue: The company has experienced declines in revenues and has incurred net losses in the last fiscal years and may experience further declines and losses in the future.

- Store profitability is sensitive to changes in sales volume: Each factory store has significant fixed or semi-fixed costs, and margins and profitability are significantly affected by doughnut sales volume. KK average weekly sales per store have declined over the past year. Because significant fixed and semi-fixed costs prevent KK from reducing its operating expenses in proportion with declining sales, earnings are negatively impacted if sales decline.

A number of factors have historically affected, and may continue to affect, the company sales results, including, among other factors:

Consumer trends, preferences and disposable income;

Competition

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General regional and national economic conditions;

Seasonality and weather conditions.

- Disputes with our franchisees: failures by franchisees to operate successfully, to develop or finance new stores or build them on suitable sites or open them on schedule, could adversely affect our growth and the company operating results and reduce the brand equity.

- Political, economic, currency and other risks: the risks associated with KK international operations could adversely affect owned company stores and international franchisees’ operating results. Revenues from international franchisees are exposed to the potentially adverse effects of franchisees’ operations, political instability, currency exchange rates, local economic conditions and other risks associated with doing business in foreign countries. Royalties are based on a percentage of net sales generated by foreign franchisees’ operations. Royalties payable by our international franchisees are based on a conversion of local currencies to U.S. dollars using the prevailing exchange rate, and changes in exchange rates could adversely affect our revenues. To the extent that the portion of revenues generated from international operations increases in the future, the company exposure to changes in foreign political and economic conditions and currency fluctuations will increase.

- KK profitability is sensitive to changes in the cost of raw materials: Flour, shortening and sugar are the most significant ingredients to the company. The prices of wheat and soybean oil, which are the principal components of flour and shortening respectively, reached record highs. Adverse changes in commodity prices could adversely affect the company’s profitability and liquidity.

B. MICRO ENVIRONEMENT ANALYSIS

This part will analyse the internal factors of the company that have a direct impact on the organisation strategy.

a. SWOT – Strengths and Weaknesses: summarizing the key issues arising from an assessment of business internal position.

STHRENGTS

• Signature Original Donuts

KK is well known brand with a unique concept of “Doughnut Theatre”. The customers have the possibility to watch the product being made. The company is making fresh quality donuts and prides itself on high customer satisfaction.

• A high Production Capacity

The fabric stores are able to make 4000 to 10000 donuts per day. As a result, they are able to provide more satellite stores than it does already.

• Offers Additional Products through Businesses Acquisitions

KK has already increased its product line with coffee drinks when the company Digital Coffee was acquired. It should go on following that direction to introduce new products such

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as sandwiches for example.

• Business Model based on Vertical Integration

The vertical integration enables the company to have better margin than competitors since every step of the production until the delivery is realized and controlled by KK.

WEAKNESSES

• Week capacity to Face Intense Competition

KK should diversify its range of menu (Salad, beverages ect…), the competitors are really present in the market and keep having more and more market shares.

• Excessive will of expansion and growth

The company should be careful with the target they are giving to the franchisees: The objectives are too high and the franchisees are falsifying accountings books.

• Change in consumer purchasing habits: low calorie product trend

The company can be adversely affected by litigation, by regulation and by complaints from customers or government authorities resulting from food quality, illness, injury or other health concerns. As the company does not offer low fat products to its customers. Government marketing practices that encourage healthy food negatively affects KK and its franchisees by discouraging customers from buying KK products.

b. Critical Analysis

Krispy Kreme’s situation, though highly favorable going into 2004, has swiftly become far less attractive, partly because of accounting irregularities that have impaired its ability to raise capital for a turnaround effort and future expansion and partly because of an alarming deterioration of sales at existing stores. The events of 2004 have called the company’s growth strategy into serious question and thrust the company into disarray. The fact that the new management team at Krispy Kreme comes from Kroll Zolfo Cooper, a company best known for presiding over the remains of Enron and rejuvenating very troubled companies, strongly suggests that Krispy Kreme has serious financial problems.

But despite all the current problems, KKD still has some important resource strengths and competitive assets that can be used to make a market comeback. The company has several opportunities it can pursue to restore profitability and resume modest growth (although growth is never likely to return to former levels). There would seem to be room for KKD to open several hundred more stores in North America (Dunkin’ Donuts has 4,400 outlets in the U.S. alone and 6,200 outlets worldwide; Tim Hortons has over 2,500 stores (mostly in Canada—a much less populous market). KKD had less than 450 stores going into 2005 (and only 357 at the end of fiscal 2004). The international market is wide open for KKD, although it is unclear just what market potential there is for Krispy Kreme in the international arena.

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Aside from trying to saturate metro locations with too many factory stores (in hopes of attracting a broader base of customers), KKD’s strategy seems fairly solid. It has an appealing doughnut product that sells itself via word-of-mouth, a loyal base of customers, and a good business model predicated on vertical integration. Its backward vertical integration into doughnut-making equipment, doughnut mixes, and coffee allows it to make good margins in supplying franchisees. It has attracted some capable and experienced franchisees. There is a basis for making a market comeback if the company is not swamped by its accounting problems and if it can escape a cash crunch in the near term. But the glory days are probably over—the company’s future growth is likely to be much more modest than occurred during 2000-2003. The threats listed in the SWOT analysis above are real and potent enough to preclude rapid growth.

c. Environmental Change Consequences

Environmental changes had a negative impact on KK business. First of all, the consumption style has change, most of people don’t have time to stop by and sit down to enjoy a donut and watch the production process. As a result, the sales are decreasing because the stores locations are not any more convenient for changing consumer purchasing habits. That is why it is necessary to refine domestic store operating model to focus on small retail shops and spread their location in city centers and important hub. It will give an easier access to customers that do not want to stop by but just take the products away.

Moreover, nowadays consumers are seeking their comfort in products that have been developed without trans fats, in smaller portion and with new flavors. As, there is a huge variety of treats that can substitute the doughnut, it is really easy for the customer to choose a product from the competition which will contain less sugar and less fat.

4. STRATEGIES TO ADOPT

This part will explain how Kryspy Kreme Doughnuts can return to profitability. After giving some recommendation to follow, we will put forward the different phases of strategic development that will enable the company to reasonably grow again.

a. Recommendation

• Changing store format & Developing and Testing Small Shop Formats To Drive Sales and Profitability

The company should focus on small retail shops, including both satellite shops to which we supply doughnuts from a nearby factory store in a hub and spoke distribution model, and shops that manufacture doughnuts but which are smaller and have less capacity than traditional factory stores. Indeed, consumer research indicates that the typical Krispy Kreme on-premises customer visits Krispy Kreme an average of once a month, and a significant obstacle to more frequent customer visits is the relative lack of convenience. As a result, KK should develop a number of small retail shops and which contains a full doughnut production line, but on a smaller scale than the production equipment in a traditional factory store, in order to more fully penetrate markets of all sizes. This format is viable alternative to deliver the Krispy Kreme Doughnut Theater® experience to consumers in relatively smaller geographic markets.

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• Product Diversification

Consumer research also indicates that consumers allows to leverage the brand into a variety of complementary products, so long as the quality of those products is consistent with the very high quality perception consumers attribute to the Original Glazed® doughnut. Broadening the menu to drive additional sales in relatively slower day parts (see the table below) is an important opportunity for KK to improve the economics of its business, as is the opportunity to increase the number of offerings in the traditionally strong breakfast day part and the opportunity to increase sales of beverages, which today represent a small fraction of retail sales. Indeed, KK needs to develop and deploy a broader range of menu offerings to give consumers more reasons to visit Krispy Kreme shops.

HOURS % OF RETAIL SALES

6 a.m - 11 a.m 35%

11 a.m – 2 pm 13%

2 p.m – 6 p.m 21%

6 p.m – 11 p.m 27%

• Building On Success Internationally by increasing franchise abroad and adapting to foreign culture

KK should devote additional resources, principally people, to supporting the growth of our international franchisees. Internationally, we believe that complementary products such as baked goods, ice cream and other national products could play an increasingly important role for franchisees as they penetrate their markets and further establish the Krispy Kreme brand. These items offer franchisees the opportunity to fill and/or strengthen day part offerings to meet a broader set of customer needs. Currently, Australia and Mexico offer their customers ice cream products including cones, cups, sundaes and milkshakes.

• Advertising and Sales promotion activities

In addition to improving customer convenience by increasing the number of Krispy Kreme, we believe the greater store density will make use of broadcast media advertising more economically feasible and enable us to drive sales through broadcast advertising. Moreover, we view the ability to utilize broadcast advertising as essential to promoting and encouraging trial usages of new menu items, including an enhanced beverage program.

• Expanding into Competitors Territory

Competitors include retailers of doughnuts and snacks sold through convenience stores, supermarkets, restaurants and retail stores. KK competes against Dunkin’ Donuts, which has the largest number of outlets in the doughnut retail industry, as well as against Tim

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Hortons and regionally and locally owned doughnut shops and distributors. Dunkin’ Donuts and Tim Hortons have substantially greater financial resources than KK does and are expanding to other geographic regions, including areas where KK has a significant store presence. The company is also competing against other retailers who sell sweet treats such as cookie stores and ice cream stores. As a result, we recommend that KK expands small retail stores in different attractive places where competitors are, that is to say metro station, campus, supermarkets etc.

• Improving Off-Premises Business

The off-premises channel is highly competitive, and the Company has not increased selling prices in recent years sufficiently to recover increased costs, particularly higher costs resulting from rising agricultural commodity costs and higher fuel costs. In addition, a number of customers, mainly convenience store chains, have converted from branded doughnut offerings to vertically-integrated private label systems. In response to these off-premises trends, the company should introduce a small number of new, longer shelf-life branded products manufactured for the Company by third parties, reemphasize marketing of existing longer shelf-life products made by the Company, and develop order management systems to more closely match display quantities and assortments with consumer demand and reduce the amount of unsold product. The goals of these efforts are to reduce spoilage and to increase the average weekly sales derived from each off-premises distribution point. In addition, where possible, the company must eliminate relatively lower sales volume distribution points and consolidate off-premises sales routes in order to reduce delivery costs and increase the average revenue per distribution point and the average revenue per mile driven.

b. Strategic Decisions

After having analysed the different internal and external factors impacting the company, we reasonably recommend three phases of strategic development.

• Phase 1:Cost Management

The first phase consists of reducing cost by delocalizing the supply chain (doughnut mix production) in low cost countries.

Then, KK must focus on the development of satellite stores rather than factory stores in order to increase on premises sales and reduce production cost.

ADVANTAGES

- Stimulate on premises sales of doughnuts and other products

- Decrease operating costs and minimize fixed costs

- Greater production efficiency through centralization

- Enable employees to focus on excellent customer satisfaction rather than operation

- Attract new customers

DISADVANTAGES

- Risk of losing brand equity

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- Risk of losing quality

• Phase 2: Product diversification

The second phase consists of diversifying and expanding product mix by introducing new products in the menu. Culturally oriented products must be developed and the packaging must be redesigned.

ADVANTAGES

- Attract new customers and retain existing one

- Increase items sold per purchase and frequentation during different parts of the day

- Be more cost effective in the long term

DISADVANTAGES

- New development and packaging costs

- Important Investment

- New ideas may discomfort old customer

• Phase 3: Market Penetration and Market Diversification

The second phase consists of improving off-premise business by diversifying distribution channels (metro, campus cafeteria, supermarket etc.) in order to be where competitors are.

Furthermore, markets outside the United States have been a significant source of growth and the company must intensify internationalization by enhancing franchise support.

ADVANTAGES

- Boost the sales

- Increase market share

- Improve brand image

- Improve production cost: many factory stores have more capacity to produce than what is being utilized.

DISADVANTAGES

-Risk for international locations

-Requires important investment

-Need to find more workforces to support new activities

5. CONCLUSION

To sum up, KK must follow four strategic visions:

-Market Penetration through the opening of new stores in order to intensify its presence.

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-Diversification by introducing new products (sandwich, salad etc.) and penetrating new market abroad.

- New Business Model by delocalizing supply chain and focusing on smaller stores.

- Differentiation by reinforcing the doughnuts experience and advertising

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