Anil K Cheerla
MBAD 271: Strategic Management
Professor Gary Bojes
Table of Contents
Analysis of Strengths:
Analysis of Weaknesses
Summary of Strengths and Weaknesses
Internal Factors Framework
Three Core Elements of Wendy’s / Arby’s Strategy:
SWOT Analysis Matrix:
Grand Strategy Matrix:
SPACE Matrix Analysis:
Count Summary Analysis:
The Strategy Map
Internal Perspective (Operations)
Learning and Growth Perspective
Appendix 1-Strategy Map
Appendix 2- Balanced Scorecard
Wendy’s historically has fared very well within the fast-food industry; they have led or been the front runners in a number of key areas that are of extreme importance to customers. However, while Wendy’s has excelled since inception and been a key member in the big four of the fast-food industry inclusive of Wendy’s, McDonalds, Burger King, and YUM Brands, there are a number of area’s that Wendy’s could improved upon and areas of focus the company should examine more deeply in order to create stronger barriers of entry, to gain more market share, and to ensure that they can continue to grow, expand, and remain relevant even during economic hard times as the world and particularly their industry becomes more globalized. Wendy’s at this time however is in the process of refocusing on its core business function which is providing quality hamburgers and meals. Wendy’s currently has merged with Arby’s and recently spun off their interest in Tim Horton’s and sold their interest in Baja Fresh, two focus on the two brands and providing quality food and excellent service. The purpose of this report is to develop a SWOT analysis (to aid in identifying strategies to be undertaken by the company), Strategy Map (to guide in the implementation of these strategies) and Balanced Score Card (to measure the successful implementation of these strategies). These will provide the framework for highlighting the firm’s opportunities and weaknesses while also pointing out how the firm can improve and integrate their operations and customer service with respect to financial, customer, and learning and growth perspectives.
The recent acquisition of Arby’s by Wendy’s will further enhance the potential for economic value added vis – a – vis the current strategy followed by Wendy’s. The niche market provided by Arby’s, i.e. roast beef sandwiches, will provide a broader menu base and further diversify the current menu line. Wendy’s current strategy is one that adheres to high quality offerings as well as competitive service. That's a platform Wendy’s can continue to build upon to differentiate itself from the competitors. Quality is Wendy’s platform and the Wendy’s icon stands for wholesome authenticity and honest quality. Wendy’s has never compromised on quality by slashing prices to cheapen the value of products and tarnish its image. Wendy’s is known for its Wendy's superior quality and great-tasting products.
When compared to the competition, Wendy’s distinguishes itself by strictly adhering to its core competency, i.e. old – fashioned hamburgers. In other words, it does not experiment with new offerings and randomly diversify its menu line unless the offerings create economic value added or enhance the current menu line. Moreover, although Wendy’s global expansion and market share growth efforts trail the competition, its brand name, service quality, and ultimately the food quality help Wendy’s maintain its...
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