YUM! Business Case Study

by: Nihat Canak

Index of contents

1 Industry Analysis 3

1.1 Primary Driving Forces of the U.S. Fast Food Industry 3
1.2 Porter’s Five Forces Model  4
1.3 Fast Food Industry’s Attractiveness and Key Success Factors  6

2 Business Strategy Analysis 8

2.1 SWOT Analysis 8
2.2 KFC’s and Pizza Hut’s Positioning and Competitive Advantages 12

3 Franchising Strategy Analysis 14

4 International Business Strategy  16

Bibliography 18

1 Industry Analysis

1.1 Primary Driving Forces of the U.S. Fast Food Industry

The American fast food preparation and presentation model created a strong cultural and collective identity. The model has provided the consumers with uniformity and repeated experience. This phenomenon is called the `McDonaldisation′ of the US society that has embraced the all American meal throughout the globe. People want quick and convenient meals; they do not want to spend a lot of time preparing meals, traveling to pick up meals, or waiting for meals in restaurants. As a result, consumers rely on fast food. Knowing this, fast food providers are coming up with new ways to market their products that save time for consumers. For example, McDonald′s locates its outlets inside Wal-Mart stores across the United States, and also in Chevron and Amoco service stations. These arrangements are becoming more common in the fast food industry. Consumers can combine meal-time with time engaged in other activities, such as shopping, work, or travel. This idea shapes the growth strategies of most firms in the industry. The most significant driving force is the inexorable movement towards bigness and concentration of power in the hands of fewer and fewer firms at almost every point in the fast food sector. Other driving forces can be seen in the changing structure of American families as more women entered the work force, increasing globalization of the food system, the environmental movement and equity concerns. On the other hand, women are the driving force behind the fast food industry into another direction. Women′s attitude towards health and food content has put pressure on the fast food industry to alter their product mix.

However, the great success of the traditional fast food outlet is potentially beginning to lose its pull factor. It is believed that the actual fast food sector is in transition from a traditional selling of burgers to the pre-eminent arrival of a fast casual food industry. The driving force for change has been a number of issues that raise questions to scrutinise the fast food companies, such as the link of regular fast food ingestion to obesity, chains showing operating loss for the first time in their history and the forced closure of outlets. This is reflected on McDonald′s facing a lawsuit from an overweight teenager who felt it was the company to blame for her condition. The food giant has also closed down outlets worldwide.

1.2 Porter’s Five Forces Model

Competitive Rivalry

While the fast food sector has long been regarded as competitive, the level of rivalry only intensifies. Numerous chains are expanding: multi-unit development deals are being inked left, right, and center. Brands like Subway, Krispy Kreme, Camille′s Sidewalk Café, Cosi Inc, Whataburger, Papa Murphy′s, Moes Southwest Grills and Bob′s Big Boy are all on the expansion trail. Meanwhile, a number of incumbant chains and their franchisees are struggling to return positive results on existing operations. One well-known example is Burger King where one high profile multi-unit franchisee went bankrupt, and improved sales and profits are vital in turning other franchisees and the franchisor operation around.

New Entrants

The threat of new entrants is low. There are high capital requirements for doing business in the fast food industry since franchises are high fixed cost investments that require economies of scale in order to be profitable. There is existing brand loyalty to existing companies, who have been in the market since decades, while other fast food incumbents have already obtained the most favorable store locations. These existing competitors are also more likely to have stronger supplier relationships, which allow them to enjoy cost advantages that new entrants cannot. Additionally, entrants are unlikely to have the same access to financial intermediaries.

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