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Group Member Wajahat Ali Mudassar Iqbal Ata Makhdoom Muhammad Qaswar TanveerAhmad

Introduction Vision,

mission and values Key factors Ways to raise fund Business operation Competitors Social responsible Stores Layout Advertisement/Marketing Distinguishing aspect Company Indicators

Situational Analysis Swot Analysis

IFE,EFE,CPM and BCG Problem Found in Situational and Environmental Analysis Conclusion Recommendation References

1937- Vernon Rudolph bought

secret yeast recipe from a

French chef in New Orleans Expanded from local store to nation wide chain of stores Headquartered in Winston Salem, North Carolina 1940s Small chain of stores, family owned. Development of first distribution system. 1950s Improving and automating the doughnut making equipment. 1960s Steady growth throughout the Southeast. Consistent store designs. 1973 Founder Vemon Rudolph dies.

Introduction (cont)

Company sold to Beatrice Foods and growth slowed. 1982 Franchisees bought company back. 1996 - Expands outside the Southeast region, first store in New York. 1999 Other store in California, national expansion underway. December 2001 First international store in Canada. October 2003 First store in Europe at England (London). .

Introduction (cont)
In 2003,

a pilot project in Mountain View, California, to sell doughnuts through car windows and sunroofs at a busy intersection (with wireless payment) failed. As of January 2008, the trans-fat content of all Krispy Kreme doughnuts was reduced to 0.5 of a gram or less. In 2007 company total revenue is $461195 which is decrease to $31876 in 2008 And also In 2009 the company revenue decrease to 45335 .

Introduction (cont)
In 2009 yahoo

finance published a list of 15 firms that have a high probability of going bankrupt during the year. kkd was on the list. 650 stores worldwide in 18 countries 93 company owned and 430 franchisees 4500 full time employees

Vision and Mission

Our Vision

be the global leader in doughnuts and complementary products, while creating magic moments worldwide.

Mission statement

create the tastes for good times and warm memories for everyone, everywhere. With our Original Glazed doughnut as our signature and standard, we will continually improve our customer's experience through: Innovative ideas Highest quality, and Caring service

Our Values
Our Values (with acknowledgement to Founder, Vernon Rudolph) we believe... Consumers are our lifeblood, the center of the doughnut There is no substitute for quality in our service to consumers We must produce a collaborative team effort that is unexcelled We must cast the best possible image in all that we do We must never settle for "second best"; we deliver on our commitments

Key Factors

Customers Supplies Whole seller

Case Study: Krispy Kreme Doughnuts, Inc.

Established in 1937. Today has more than 290 doughnut stores (company-owned plus franchised) throughout the U.S. Serves more than 7.5 million doughnuts every day. Strong earnings and consistent sales growth.


Business Operations
We generate revenues from three distinct sources. Company Stores.

On-premises sales. Off-premises sales.

Franchise. KK Supply Chain.

Mix manufacturing. Equipment. Distribution.


Traditional Certificates Partnership Cards Coffee

Doughnut Sales

Krispy Kreme U.S.

Krispy Kreme Worldwide

Store Layout/Design
Freestanding: Most free-standing Krispy Kreme stores are constructed with a long window between the customer area and the kitchen, allowing customers to watch the operation of the doughnutmaking machines. Smaller Stores: Most of the smaller stores get their donuts from other locations rather than producing them on-site.

Atmosphere: Very welcoming, with bright lighting. Seating is limited but available. Factory tends to pull curious customers inside.

Advertisement / Marketing

Free doughnut strategy Hot Now; free doughnut while waiting in line. TV ad campaign Gifts/Accessories shirts, sweatshirts, hats, boxers, coffee, mugs, toys. Fundraising helped schools raise over $30 million last year (selling doughnuts, coffee, certificates, and partnership cards).

Distinguishing Aspects

Store Layout: Factory inside the store where you can watch how the donuts are made. Reputation: Krispy Kreme has always been known as and has had a reputation of being the best. Hot Now: When the Hot Now sign outside the store is lit you can get hot and fresh original glazed donuts.

Social Responsibility

away free donuts during 2008 Election if you voted


Donuts- Privately owned


coffee shop with 8,800 worldwide locations

Over expanded- downsizing and consolidating Current products are too expensive for consumers


Hortons- fast food restaurant in USA and Canada

Saturated market in Canada with 3,015 stores Expansion in US faces tough competition

Dunkin Donuts
to be

Claims to be the worlds largest coffee and baked goods chain. Serving 2.7 million customers per day 5,769 U.S. locations 20 countries

owned private subsidiary

(in thousands)






Industry Revenue $120,873,894 $127,892,600

$134,200,000 $142,745,100 $150,100,000

Industry Profits Industry Profit Margin











Dunkin Donuts Revenue






Dunkin Donuts Profits






Dunkin Donuts Profit Margin







Gourmet Coffee sales, 2008


premier roaster and retailer of specialty coffee

8812 own stores 7852 license stores in more than 50 countries Annual sale $10 million in 2010

Tim Hortons

Hortons was founded in 1964 Quick service industry Coffee and baked goods 3204 locations throughout Canada and the United States

Company Indicators

over 20 types of doughnuts. Produces 5 million doughnuts a day and 1.8 billion a year. Profit Margin: 7.67 % (2006) Revenue Growth: 35.40 % (2006) Earnings Growth: 70.50 % (2006) Sales Growth: 35.4% (2006) Sales (mil.): $665.6 (2006) Net Income (mil): $57.1 (2006) Net Income Growth: 70.4 % (2006) Total Employees: 6982 (2006) Employee Growth: 78.4 % (2006) CEO: Scott Livengood, paid $791.00 K (2006)

Situational Analysis
Environment The

Organization The Marketing Strategy

Environmental analysis Internal factors



brand recognition and recall Wide appeal of signature glazed doughnuts Vertical integration Development in international markets Strong channel of distribution Quality of product Expanded assortment of offerings at KKD stores including beverages

popularity of coffee shops and bakery cafs Popularity of American foods and fashion in overseas markets Channel expansion possibilities (i.e., Internet pre-ordering) Competitors like Dunkin Donuts and Starbucks Low-carb trend in eating preferences

Organization Analysis
Strategy is

focused on revenue organizational structure In 2001, cash flow return on equity investment for franchises was at 91%, In 2003, the companys business strategy was to add enough new stores strategies do not appear to be capable of maintaining a competitive advantage July 2004 launching an inquiry into the companys accounting practices. December 2004, they announced still more accounting errors

Marketing Strategies

evidence of market research. Company spent very little on advertising. This strategy seems to still work well but would not be sufficient to generate continuing business New stores are opening, close to the older stores within the same market. Their training, facilities management and franchise management is good strength of kk.

Marketing Strategies (cont)


integration supply chain. Short-shelf life products. Failure to do appropriate and effective market research

S.W.O.T Analysis
Strengths Affordable, high-quality doughnuts with strong visual appeal and "one-of-a-kind" taste Neon "Hot Doughnuts Now" sign encourages people outside the store to make an impulse purchase Market research shows appeal extends to all major demographic groups including age and income Hot shop" stores save money while keeping KKD customer experience intact

Strengths (cont)

integration helps ensure high quality product Consistent expansion; now in 16 countries Product sold at thousands of supermarkets, convenience stores, and retail outlets through U.S.

Weaknesses Return on equity, assets, and investments all negative in the trailing twelve months; skill of mgmt. is questionable Shareholders have not received dividends recently, and are not expected to in near future; stock price in state of flux Closing stores when stores should be opening globally at steady rate to keep up with competitors' growth Management states in recent 10-K that it is struggling with how to make stores profitable

Weaknesses (cont)
Product line

slow to expand with nothing outside "sweet treats" to draw in health-conscious customers Advertising not aggressive enough to appeal to areas outside southeast of U.S. where most stores are Revenues down, net losses in each of past three years

Opportunities Development into diversified product markets Detection of

the problem occurring in the management of the business and thus the fall in business and profitability to promote the doughnuts and to promote the customer based objectives and mission of the organization the market to really know what the customers want and then to develop the marketing and strategic policy in accordance to that.

Develop the social outreach programs


Opportunities (cont)

love sweets and are open to trying foreign foods Starbucks lacks a diversified and distinctive pastry line Dunkin' Donuts does not have hot doughnuts to sell Many children love sweet treats

Tough competition and increasing global recognition of

Starbucks and Dunkin Donuts. Global presence of the competitors More health conscious customer base Development of organic markets Starbucks has approximately 25 times the amount of stores worldwide that Krispy Kreme Donut has

Threats (cont)

cash flow from banks and massive layoffs have stifled the world economy, decreasing discretionary income Europeans prefer their local brands of doughnuts Shareholders may sell KKD stock for lack of returns and dividends compared to other similar firms in the industry





Problems Found in Situational, Environmental Analysis

the lack

of a cohesive marketing structure within or a strategic marketing plan for the organization. Flawed or absent marketing research has resulted in store closings and or expansions that were not backed up by market data or evidence that this investment would be feasible. The company spent very little on advertising depending largely on word of mouth, and local publicity.


a result, Krispy Kreme acquired a company in 2007 that by the end of fiscal year 2008, had lost $25 million dollars. The second problem is using a vertically integrated supply chain

The food industry has

been affected by a recent trend toward quick eating habits. Krispy Kreme has capitalized on this trend by positioning doughnuts as a popular, onthe-go food. Krispy Kremes success has hinged on consistency throughout its locations and by delivering a high quality product.Future growth opportunities include expanding franchises as well as penetrating alternate distribution channels. As Krispy Kreme analyzes potential growth opportunities within alternate distribution channels such as convenience stores and grocery chains, it must determine whether doing so will sacrifice brand equity and product quality.


is believe that Krispy Kreme can be successful in launching its product in new markets without establishing physical locations. Alternative channel distribution will help bring the Krispy Kreme product to millions of potential customers who have yet to experience the taste of Americas best doughnut.

Reduce operating expenses Change entire manufacturing and distribution strategy Implement par baked manufacturing operation. to allow individual stores to decrease in size, thus lowering per store operating costs to a more appropriate level for sales volume Increased efficiency smaller workforce per store, par-bake allows for minimal waste inventory as needed (important b/c fresh goods low shelf life Par bake will allow for hot doughnuts now all of the time. Implications of transition to par bake operation

Recommendation (cont)
New Plant Equipment

freezers, production equipment, freezer trucks for distribution/delivery. Store Equipment freezers, oven for various par baked goods, fryers for doughnuts. R&D for unique par bake operation

Recommendations (cont)
2- Develop stronger relations and control of franchisees
Short-term period of

one year postpone new franchise agreements/new store openings Implement Franchise Support Systems Communication between corporate and franchisees Support training, advertising Utilize recommendation #1 in order to lower operating expenses for franchisees.

Implement Marketing Strategies Advertising national television and radio advertising campaign based on hot doughnuts now. Marketing research periodic research to stay abreast of trends. R&D product development Strengthen Competitive Advantage Strengthen Competitive Advantage through differentiation in products and services. Continue to utilize hot doughnuts now Expand product line

www.krispykreme.com en.wikipedia.org/wiki/Krispy_Kreme www.krispykreme.co.uk/store-locator/ www.youtube.com/user/KrispyKremeDoughnuts Strategic management 13 edition