Would you recognize a Papa John’s Pizza sign from a distance? Many people would, given the distinctive green and red emblem and logo, which is designed to attract attention and place the store in a flattering fight Papa John’s began as a small, one-store operation that evolved out of the need to rescue a failing tavern. Quick success meant expansion to 4 stores in two years and 23 stores in five years. Currently, Papa John’s plans to complete more than 2,000 units with over $1 billion in sales in a mature industry most felt was saturated with competitors. In order to survive in a highly competitive market place, Papa John’s needed to develop a distinctive voice. One clear message was needed to penetrate every aspect of the business, including hiring decisions, selection of locations, and all business strategies and tactics. At the strategic level, each of the big three pizza Continue reading
Business Strategies
Case Study: Qantas Crisis
The Qantas group aviation industry was established in 1920 in Queensland outback of Australia. It also known in another name is Queensland and Northern Territory Aerial Services Limited. Red Kangaroo is the logo of the firm, Qantas group are well known its own two brand airlines such as Qantas brand and Jetstar Brand. The headquarters of the company are located in Mascot, Sydney, Australia with a vision of “World Best Premium and Low Fare Airlines.” By the end of June 2011, Qantas was flying to 208 destinations in 46 countries, operating more than 5,700 flights a week across all its brands domestically and more than 970 international flights. It moved 44.5 million passengers. The crisis which faced Qantas during 2011, is said have commenced in 1990 when the airline industry started going through a deregulation by the Australian government. During 1993 Qantas and Australian Airlines were merged and Qantas partly Continue reading
Case Study: Product Innovation at Gillette
Gillette is considered as the first choice of both male and females. Both genders 16 years of age or above are the target market for Gillettes shaving products. The brand marks its success to a passion for innovation and new product development. The Gillette Company was established in 1901 and then acquired by Procter and Gamble in 2005 for US$57 billion. After the success revealed by Gillette in its third-quarter results in October 2004, the company launched several new products, including the M3Power razor for men, the Venus Divine razor for women, and two new electric toothbrushes, the Professional Care 8000 and the Sonic Complete. Since the inception of Gillette, a strong commitment to innovation has kept the company razor sharp. Gillette is renowned for its absolute dominance of the wet shaving, dry shaving and personal grooming markets. In fact, each and every division of the company is profitable, fast-paced, Continue reading
Case Study of Dell: Driving for Industry Leadership
In 1984, at the age of 19, Michael Dell founded Dell Computer with a simple vision and business concept–that personal computers could be built to order and sold directly to customers. Michael Dell believed his approach to the PC business had two advantages: (1) bypassing distributors and retail dealers eliminated the markups of resellers and (2) building to order greatly reduced the costs and risks associated with carrying large stocks of parts, components, and finished goods. While the company sometimes struggled during the 1986-1993 period trying to refine its strategy, build an adequate infrastructure, and establish market credibility against better-known rivals, Dell’s strategy started to click into full gear in the late 1990s. Going into 2003, Dell’s sell-direct and build-to-order business model and strategy had provided the company with the most efficient procurement, manufacturing, and distribution capabilities in the global PC industry and given Dell a substantial cost and profit Continue reading
Difference Between Strategic Planning and Management Control
Briefly, here are some ways in which the strategic planning process differs from the management control process. A strategic plan usually relates to some part of the organization lather than to the totality; the concept of a master planner who constantly helps all part of the organization at some coordinated optimum is a nice concept an unrealistic one. Strategic planning is essentially irregular problems, opportunities, and bright ideas do not arise according to some- set timetable; rather, they are dealt with whenever they happen to be; perceived. The appropriate analytical techniques depend on the nature of the problem being analyzed, and no over all approach (such as a mathematical model) has been developed that is of much help in analyzing all types of strategic, problems emphasis on a systematic approach is quite likely to stifle the essential element of creativity. In strategic planning, management, works, now on one problem, then Continue reading
Case Study: Merger Between US Airways and American Airlines
On December 9th, 2013 the two airlines, US Airways and American Airlines merged to form the American Airline Group that turn out to be the major airline in the world. This merger was structured by the enlarged competition that airlines are countenancing in the business at present. The merger offered a prospect for both airlines to make use of the benefits of an extensive network that would effect subsequent to merging as countered to when each one operates separately. One of the foremost circumstances that encircled the merger was the imminent insolvency of American Airlines. The company in 2011 had filed for bankruptcy even though it relapsed to profitability the same year in July. The merger would enhance admission to opportunities of business for both airlines, particularly American Airlines that would decrease its coverage to financial risks, which were the preliminary grounds for the corporation filing for bankruptcy. The merger Continue reading