Business Model Yum Brands

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In 2016 the majority of Yum shares are held by U.S.-based institutional investors including Vanguard Group, Corvex Management and State Street Corporation”. (Wong, 2016) The idea was to provide the company with better access to capital markets and to attract investors willing to pay for a piece of this lucrative pie. This fast food chain at the time had “17,000 outlets and more than $900 million cash on hand”. In September of 2016, yum sold a combined $460 million stake to Alibaba affiliate. A Beijing-based investment firm founded by former

Don’t feel like cooking tonight or going for carry out, no problem have a Marie Callender’s Turkey Pop Pie or maybe something exotic like P. F. Chang’s Mongolian Style Chicken. No matter what may satisfy your taste buds if it can be found in your freezer or pantry chances are it’s one of ConAgra’s various brands. ConAgra’s Foods brands can be found in most American’s households. With their commitment to provide products that deliver outstanding taste, nutrition and value ConAgra have created ways to improve sustainable business practices and create innovative programs that deliver on their promise of being a leading corporation. By developing organizational structures ConAgra Foods has influenced employee’s to maximize their full

Panera Bread (NASDAQ: PNRA) is one of the most financially successful quick service restaurant (QSR) chains operating in North America today, having attained a $4.3B market capitalization value as of this writing in July, 2012. Panera is achieving a 7.6% Profit Margin and 12.36% operating margin, both of which are difficult to maintain in an industry known for very rapid product lifecycles and the need to continually invest in the customer experience (Andersson, Mossberg, 2004). In the most recent fiscal quarter ended March 27,2012 the company reported a trailing twelve month revenue rate of $1.9B, earning a gross profit of $636M and a Net Income of $144M for the same trailing twelve month period. Panera is one of the most efficient of QSR chains as well, earning a Return on Assets (ROA of 14.67% and Return on Equity (ROE) of 21.6%. The company has also been able to be a leader in Corporate Social Responsibility, investing millions of dollars a year in Second Harvest Food Bank and related programs to help the hungry and less fortunate in the markets they compete in (Boss, 2011). The intent of this analysis is to complete a SWOT (Strengths, Weaknesses, Opportunities & Threats) analysis of Panera, discussing the attractiveness of the company and an assessment of its core or distinctive competencies. This analysis concludes with a series of recommendations for Panera Bread executives.

We can presume that the game changer for worldwide organizations typically adds to a persevering, constant change, advancement and change". In light of this history of Yum! The accomplishment of the brands in the US, we can accept that the organization is a prime contender to begin in universal markets

The Panera Bread Company is starting 2007 with unfinished goals and missed targets previously set and a review of their strategy is in order to continue their ongoing success. The company has grown substantially since its inception in the competitive restaurant industry; however, an aggressive target of 2,000 Panera Bread bakery-cafes will require a focused strategic plan. The company has a strong base with loyal customers who appreciate Panera’s unique dining atmosphere with a focus on quality products at a reasonable price. Panera will need to continue its market research and focus on environmental issues, which are an important core value. The opportunity for

Matt Monkiewicz is the director of marketing for Kayem Foods, Inc.. Mr. Monkiewicz was put under pressure to decide whether or not to us a buzz marketing plan for their Al Fresco chicken sausage brand, which would be implemented as part of their advertising campaign for 2006. The Al Fresco chicken sausage brand was able to capture a large portion of their target market, making them the number-one brand in its target market. The dilemma that Monkiewicz faces is whether or not the increase in sales were due to the buzz marketing campaign they implemented the previous year or if other advertising and promotional

Moving forward all new franchises at YUM would have a clear understanding of the social objectives and goals every year. Annually allowing the franchises input on selected areas of opportunity. With existing franchises look towards the larger ownership franchises and work with these teams on building on the steps in place to have a more social responsibility in all franchises.

YUM states that it is a company with a heart and makes food accessible to the hungry (YUM, n.d.). YUM participates in the World Hunger Relief in which the company has donated more than $35 million in cash and food donations, provided 140 million meals and more than a billion impressions globally (YUM, n.d.). YUM also tries to raise awareness by using an approximate value of nearly $500,000 in public service announcements, advertising, public relations, web-based communications and in-restaurant promotional materials (YUM, n.d.). YUM also participate in many nonprofit organizations events as volunteers and encourage its employees to

As marketing manager of the RBG business, Ivan Guillen must propose a solution to repair Pillsbury refrigerated baked goods (RGB)’s business performance. Since the refrigerated-cookie product line consisted of 62% of RBG’s unit sales and over 75% of the company’s profits, Guillen found it appropriate to alter this segment in the market. Proposing this idea to GMCC would require Guillen to consider all the challenges he faces. Guillen will have to discover a strategy to increase household penetration since it has fallen to 24% in the past few years. The lack in market penetration has

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So, Yum! Brands must know the competitors of the Taco Bell in Malaysia market that offer the similar product that satisfy the same needs and wants of the customer. The Yum! Brands should produce more valuable product for the Taco Bell to winning the customer over the competitor in Malaysia market. The competitor in Malaysia that satisfy the same needs and wants of customer such as KFC, McDonald, Pizza Hut, Burger King and many more. Yum! Brands must to identify all the weakness of their competitors in Malaysia market such as the weakness in their foods, services, packaging and many more. So, Yum! Brands must develop the strategies that is everything in the competitors goods and services in Malaysia can’t to provide to the customer, Taco Bell can provide it. What they can’t and haven’t prepare, Taco Bell can and will have prepared. Taco Bell must know all the marketing strategy that have been use by the competitors, especially the promotional method that they use to market their product. Taco Bell must follow up all the marketing strategy and make some differences

Golden Valley Foods, Inc. is a 127-year-old company that prepares packages and sells canned and frozen foods which include fruits, vegetables, pickles and condiments. Golden Valley has more than 30 processing plants in operations and annual sales of approximately $650 million. Much of Golden Valley’s management staff comes from their parent company with the previous president saying “The influence of our old parent company is still with us. As long as new products look like they will increase the company’s sales volume, they are introduced. Traditionally, there has been little, if any attention paid to

Providing customers with the best of both worlds: west meets east. In addition to its radical strategic approach of localization with regard to its food, they extended that viewpoint when selecting their management team. By hiring Chinese executives, Yum! Brands is able to build relationships with the local suppliers more easily and quickly. It definitely helps with their competitive advantage that chicken is a staple meat in China. Given these factors, it is clear that KFC has a competitive advantage in this market. However, taking a closer look at the industry and thinking longer-term, the competitiveness is undesirable but there is still potential to improve profitability. See the analysis

In the partial fulfillment of the requirement of Master of Business Administration (M.B.A.) Program (2002-2004) Hemchandracharya North Gujarat University, Patan.