Krispy Kreme has been very successful at implementing Information Technologies into its daily operations. Under the exceptional guidance of Frank Hood, they had been able to expand across the United States and into Canada and Australia. The company plans to continue expansion in the upcoming years and eventually challenge Starbucks and Dunkin’ Donuts as the industry leader.
The major problem in Krispy Kreme’s current strategy is that the individual factory stores do not have different approaches to marketing even though they are located in very different areas. We recommend that Krispy Kreme Expand the vertical portal (discussed in the research section) to include information about the surrounding area. If this portal contained information about the trends of the surrounding town, the factory store would be able to direct marketing strategies appropriately to increase profit.
A second way to uncover what the customers want would be to implement a system that would allow customers to take monthly surveys in exchange for discounts on doughnuts. In addition to giving Krispy Kreme insights into what customers desired, this strategy would create customer loyalty.
Finally, the strategy of expanding to Europe will not be successful unless a new manufacturing plant is created overseas. This would reduce the costs of operating international business. A specific European IT infrastructure would also need to be developed in order to combat problems such as differences in language and culture.
These strategies paired with an increase in advertising to nations as a whole will be paramount to Krispy Kreme’s success in challenging Starbucks and Dunkin’ Donuts.
Focus of the Proposal
Krispy Kreme, a leading, well-established brand of high quality doughnuts, is still in a stage of astonishing growth potential. According to Dain Rauscher Wessels equity analyst David Geraty, “Krispy Kreme has established itself as the quality leader in the doughnut industry and is positioned to become the dominant industry player, with 145 retail locations in 27 states, Krispy Kreme is expected to capitalize on the brand conscious consumer’s demand for a consistent, high quality specialty food product” (Minneapolis 2000). Krispy Kreme has quickly risen to the top of the doughnut business in a short amount of time. The company’s goal since its infancy has been to satisfy customers by providing a unique experience when visiting a Krispy Kreme outlet. This bold strategy has differentiated them from their competition and created a competitive advantage. Customers are allowed to see how the doughnuts are made, and then served the newly baked treats hot and fresh. The bright neon light that shines from every Krispy Kreme location reads “Hot Doughnuts Now,” is one of Krispy Kreme’s key marketing strategies. When this sign is lit up, customers know that they will get fresh doughnuts that have just been made.
Since going public in 2000, Krispy Kreme Doughnuts has posted strong growth in same-store sales each quarter, with a consistency that would make most competitors envious. According to the Krispy Kreme’s most recent quarter, which ended August 3, 2003, it posted an 11.3 percents rise in system wide same-store sales, including 15.6 percents growth at company operated units (Peters, 2003). From the financial report of second quarter in 2003, it could foretell there would be more earnings growth in the future as long as Krispy Kreme finds more new markets in which to launch doughnut shops. Its average weekly sales are in large determined by newly opened stores. This also demonstrates that the doughnuts specialist’s soaring results and rise to the top echelon of industry performers can be attributed to successful expansion.
Despite the fact that Krispy Kreme’s same-store sales are increasing every...