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Essay / Research Paper Abstract
This 4-page paper offers an analysis of the Krispy Kreme Doughnut business model, expanding the company from a niche-only product offering into a national, widely-available product. The paper also determines if this was the right strategy for the product. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MTkrikre.rtf
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Unformatted sample text from the term paper:
Arthur A. Thompson, Jr. Launched in 1933 by Vernon Rudolph, by 2003, there were 319 Krispy Kreme stores in 41 states, with the companys
business model requiring a 20 percent annual revenue growth, mid-single-digit comparable-store sales growth and 25 percent annual growth in earnings per share (Thompson, 2005). But could Krispy Kreme continue the
growth and reach its goals? 1. What are the chief elements of Krispy Kremes strategy? Which one of the five generic competitive strategies is Krispy Kreme employing? What evidence is
there to indicate that the companys strategy is or is not working as well as it might? In 1992, Scott Livergood, the companys president
and CEO, had expressed concern about the old Krispy Kreme model, which involved franchising "associate" stores, while opening only a few new company-owned stores, with volume coming through off-premises sales
(Thompson, 2005). The associate stores operated under a 15-year licensing agreement, permitting them to use the Krispy Kreme name and system in a particular geographic territory, with royalties paid on
sales (Thompson, 2005). But this was more involved with wholesale, rather than direct-to-consumer sales (Thompson, 2005). Sales were stagnating. So, throughout the 1990s and
into the 2000s, Krispy Kreme shifted from a wholesale bakery strategy to a "specialty retail strategy," emphasizing the "fresh, hot, doughnut experience" to the consumer (Thompson, 2005). This was a
repositioning strategy -- the second part involved expanding the number of stores nationally, through both area franchises and company-owned stores (Thompson, 2005). Basically, the
business model here involved revenue and profit generation from three sources: Sales at company-owned stores, royalties from franchisees and fees from new store openings and sale of doughnut mixes, customized
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