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Master's Thesis from the year 2012 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: A-, Santa Clara University, language: English, abstract: Purchased in 2010 by 3G Capital Management, BK became privately owned with a single business corporate strategy. Immediately, the new ownership group set out to make impactful company-wide changes. The first change was the elimination of the firm's "King" mascot in 2011, which was seen as edgy and targeted towards young men in their teens and twenties. The new phase, which began earlier this year, consists of a drastic change in overall brand strategy to reposition BK as a broad and appealing restaurant in the QSR industry. To attract a wider audience, such as women and health-conscious customers, BK has added a significant amount of menu items including smoothies, coffee drinks, and salads. Furthermore, it has set out to remodel around 1,500 restaurants. In place of the previous mascot, BK has enlisted A-list celebrities (i.e., David Beckham and Selma Hayek) to advertise its products. Another strategy that they plan to implement is to sell almost all of its 1,300 corporate stores to franchise stores in an effort to protect itself from commodity-cost swings and fixed costs. With significant competition from both current as well as fast-growing QSRs (i.e., Five Guys Burgers and Fries, Panera Bread, and Chipotle Mexican Grill), BK's recent moves have been perceived as imitating the leader, McDonald's, rather than differentiating the company. While it remains to be seen whether or not the strategy is enough to grow the business, a potential concern is whether 3G Capital Management is looking for long-term growth or settling for marginal growth in the short-term to fund their exit from the company by going back to a public entity. The current strategy conveys that BK is in "catch-up" mode instead of trying to distinguish itself as a premier QSR. Considering both in
Master's Thesis from the year 2012 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: A-, Santa Clara University, language: English, abstract: Purchased in 2010 by 3G Capital Management, BK became privately owned with a single business corporate strategy. Immediately, the new ownership group set out to make impactful company-wide changes. The first change was the elimination of the firm’s “King” mascot in 2011, which was seen as edgy and targeted towards young men in their teens and twenties. The new phase, which began earlier this year, consists of a drastic change in overall brand strategy to reposition BK as a broad and appealing restaurant in the QSR industry. To attract a wider audience, such as women and health-conscious customers, BK has added a significant amount of menu items including smoothies, coffee drinks, and salads. Furthermore, it has set out to remodel around 1,500 restaurants. In place of the previous mascot, BK has enlisted A-list celebrities (i.e., David Beckham and Selma Hayek) to advertise its products. Another strategy that they plan to implement is to sell almost all of its 1,300 corporate stores to franchise stores in an effort to protect itself from commodity-cost swings and fixed costs. With significant competition from both current as well as fast-growing QSRs (i.e., Five Guys Burgers and Fries, Panera Bread, and Chipotle Mexican Grill), BK’s recent moves have been perceived as imitating the leader, McDonald’s, rather than differentiating the company. While it remains to be seen whether or not the strategy is enough to grow the business, a potential concern is whether 3G Capital Management is looking for long-term growth or settling for marginal growth in the short-term to fund their exit from the company by going back to a public entity. The current strategy conveys that BK is in “catch-up” mode instead of trying to distinguish itself as a premier QSR. Considering both internal and external factors, the firm needs to win back and increase its customer base as the way to grow its business. To do this, some recommendations for BK in the short-term are to introduce a happy hour that includes an accommodating menu of new products, offer nutritious kid’s meals that are part of a healthy, balanced diet, and launch an online ordering system for customers to pre-order meals for pick-up. In the longer-term, we suggest BK buy out the highest performing franchises to gain additional streams of revenue, implement an incentive program to reward the best franchise stores, and start a high density delivery service.
"At long last, a discussion of plagiarism that doesn't stop at 'Don't do it or else,' but does full justice to the intellectual interest of the topic!" ---Gerald Graff, author of Clueless in Academe and 2008 President, Modern Language Association This collection is a timely intervention in national debates about what constitutes original or plagiarized writing in the digital age. Somewhat ironically, the Internet makes it both easier to copy and easier to detect copying. The essays in this volume explore the complex issues of originality, imitation, and plagiarism, particularly as they concern students, scholars, professional writers, and readers, while also addressing a range of related issues, including copyright conventions and the ownership of original work, the appropriate dissemination of innovative ideas, and the authority and role of the writer/author. Throughout these essays, the contributors grapple with their desire to encourage and maintain free access to copyrighted material for noncommercial purposes while also respecting the reasonable desires of authors to maintain control over their own work. Both novice and experienced teachers of writing will learn from the contributors' practical suggestions about how to fashion unique assignments, teach about proper attribution, and increase students' involvement in their own writing. This is an anthology for anyone interested in how scholars and students can navigate the sea of intellectual information that characterizes the digital/information age. "Eisner and Vicinus have put together an impressive cast of contributors who cut through the war on plagiarism to examine key specificities that often get blurred by the rhetoric of slogans. It will be required reading not only for those concerned with plagiarism, but for the many more who think about what it means to be an author, a student, a scientist, or anyone who negotiates and renegotiates the meaning of originality and imitation in collaborative and information-intensive settings." ---Mario Biagioli, Professor of the History of Science, Harvard University, and coeditor of Scientific Authorship: Credit and Intellectual Property in Science "This is an important collection that addresses issues of great significance to teachers, to students, and to scholars across several disciplines. . . . These essays tackle their topics head-on in ways that are both accessible and provocative." ---Andrea Lunsford, Louise Hewlett Nixon Professor of English, Claude and Louise Rosenberg Jr. Fellow, and Director of the Program in Writing and Rhetoric at Stanford University and coauthor of Singular Texts/Plural Authors: Perspectives on Collaborative Writing digitalculturebooks is an imprint of the University of Michigan Press and the Scholarly Publishing Office of the University of Michigan Library dedicated to publishing innovative and accessible work exploring new media and their impact on society, culture, and scholarly communication. Visit the website at www.digitalculture.org.
Name any industry and more likely than not you will find that the three strongest, most efficient companies control 70 to 90 percent of the market. Here are just a few examples: McDonald's, Burger King, and Wendy's General Mills, Kellogg, and Post Nike, Adidas, and Reebok Bank of America, Chase Manhattan, and Banc One American, United, and Delta Merck, Johnson & Johnson, and Bristol-Myers Squibb Based on extensive studies of market forces, the distinguished business school strategists and corporate advisers Jagdish Sheth and Rajendra Sisodia show that natural competitive forces shape the vast majority of companies under "the rule of three." This stunning new concept has powerful strategic implications for businesses large and small alike. Drawing on years of research covering hundreds of industries both local and global, The Rule of Three documents the evolution of markets into two complementary sectors -- generalists, which cater to a large, mainstream group of customers; and specialists, which satisfy the needs of customers at both the high and low ends of the market. Any company caught in the middle ("the ditch") is likely to be swallowed up or destroyed. Sheth and Sisodia show how most markets resemble a shopping mall with specialty shops anchored by large stores. Drawing wisdom from these markets, The Rule of Three offers counterintuitive insights, with suggested strategies for the "Big 3" players, as well as for mid-sized companies that may want to mount a challenge and for specialists striving to flourish in the shadow of industry giants. The book explains how to recognize signs of market disruptions that can result in serious reversals and upheavals for companies caught unprepared. Such disruptions include new technologies, regulatory shifts, innovations in distribution and packaging, demographic and cultural shifts, and venture capital as well as other forms of investor funding. Years in the making and sweeping in scope, The Rule of Three provides authoritative, research-based insights into market dynamics that no business manager should be without.
This groundbreaking text provides both theory and strategy for operating in a semiglobal economy in which international businesses must compete in highly globalized and highly localized markets at the same time. Unlike the traditional transnational and matrix corporate models, a semiglobal corporation organizes its operations according to the global/local content of its value propositions rather than according to geographical regions, products, or contribution to the parent company's performance. As an example of a semiglobal corporation, the Honda Motor Company has a global vision when it comes to highly global bundles like car engines, and a local vision when it comes to highly localized car financing and servicing. Designed as a supplementary text for courses in international business, development economics, marketing, and strategic planning, "Business Strategy in a Semiglobal Economy" raises important challenges to the conventional models of business organization and the competitive strategies that proceed from them.
New ways to manage change and to compete in a rapidly changing business world are emerging under the concept of the agile enterprise. Agile organizations can be almost any size or type, but what distinguishes them from their lumbering traditional business counterparts is the ability to read and to react quickly. They can also be virtual, meaning they can reconfigure themselves quickly and temporarily in response to a challenge, which gives them agility, but then dissolve or transmute themselves into something else. Goranson explains how they do this and how your own organization can do it too. With fascinating case studies and a unique metric, Goranson provides answers. The result is essential reading for management at almost any level within every type of organization. Now that serious management tools are beginning to appear, the agile virtual enterprise is no longer just a theoretical possibility—it's real. In fact, although they were never actually described that way, virtual organizations can be found throughout history, from the whaling companies of the 19th century through the film studios of the 20th. Goranson describes many of these businesses and gives us an understanding of how they evolved and why they worked. Of special interest is his metric. It requires no technical background to be understood and applied, yet it digs deeply into the philosophy of strategic management as well as its practicalities. Goranson also reports for the first time on the large scale research sponsored by the U.S. military to advance the state of the art in management science and to create the tools that eventually made the agile virtual enterprise what it is today.
Featuring a new chapter on ten restaurants changing America today, a “fascinating . . . sweep through centuries of food culture” (Washington Post). Combining an historian’s rigor with a food enthusiast’s palate, Paul Freedman’s seminal and highly entertaining Ten Restaurants That Changed America reveals how the history of our restaurants reflects nothing less than the history of America itself. Whether charting the rise of our love affair with Chinese food through San Francisco’s fabled Mandarin; evoking the poignant nostalgia of Howard Johnson’s, the beloved roadside chain that foreshadowed the pandemic of McDonald’s; or chronicling the convivial lunchtime crowd at Schrafft’s, the first dining establishment to cater to women’s tastes, Freedman uses each restaurant to reveal a wider story of race and class, immigration and assimilation. “As much about the contradictions and contrasts in this country as it is about its places to eat” (The New Yorker), Ten Restaurants That Changed America is a “must-read” (Eater) that proves “essential for anyone who cares about where they go to dinner” (Wall Street Journal Magazine).
NEW YORK TIMES BESTSELLER • A sharp, funny grammar guide they’ll actually want to read, from Random House’s longtime copy chief and one of Twitter’s leading language gurus NAMED ONE OF THE BEST BOOKS OF THE YEAR BY O: The Oprah Magazine • Paste • Shelf Awareness “Essential (and delightful!)”—People We all write, all the time: books, blogs, emails. Lots and lots of emails. And we all want to write better. Benjamin Dreyer is here to help. As Random House’s copy chief, Dreyer has upheld the standards of the legendary publisher for more than two decades. He is beloved by authors and editors alike—not to mention his followers on social media—for deconstructing the English language with playful erudition. Now he distills everything he has learned from the myriad books he has copyedited and overseen into a useful guide not just for writers but for everyone who wants to put their best prose foot forward. As authoritative as it is amusing, Dreyer’s English offers lessons on punctuation, from the underloved semicolon to the enigmatic en dash; the rules and nonrules of grammar, including why it’s OK to begin a sentence with “And” or “But” and to confidently split an infinitive; and why it’s best to avoid the doldrums of the Wan Intensifiers and Throat Clearers, including “very,” “rather,” “of course,” and the dreaded “actually.” Dreyer will let you know whether “alright” is all right (sometimes) and even help you brush up on your spelling—though, as he notes, “The problem with mnemonic devices is that I can never remember them.” And yes: “Only godless savages eschew the series comma.” Chockful of advice, insider wisdom, and fun facts, this book will prove to be invaluable to everyone who wants to shore up their writing skills, mandatory for people who spend their time editing and shaping other people’s prose, and—perhaps best of all—an utter treat for anyone who simply revels in language. Praise for Dreyer’s English “Playful, smart, self-conscious, and personal . . . One encounters wisdom and good sense on nearly every page of Dreyer’s English.”—The Wall Street Journal “Destined to become a classic.”—The Millions “Dreyer can help you . . . with tips on punctuation and spelling. . . . Even better: He’ll entertain you while he’s at it.”—Newsday
As a rising superpower and economy, China and the Chinese society have attracted the attention of the world. However, because of the language and cultural barrier, it is difficult for foreign academics and the foreign public to grasp what is happening within Chinese society. This is particularly the case if a foreign audience wishes to understand the Chinese public and how social justice plays out in China. Cases on Social Justice in China and Perspectives on Chinese Brands proposes an objective view of the effect that social justice and online public debates had on brands by describing and reporting the real situation in China where brands faced a public outcry after a controversial event and by considering how the brands were affected. Covering key topics such as brand activity, social media, boycotts, vulgar marketing, and salary disputes, this reference work is ideal for government officials, policymakers, researchers, scholars, academicians, practitioners, instructors, and students.
Designed for use as a supplement in business management courses, this text presents 17 classic management mistakes showing repeated errors of corporate America. The cases are organized around the traditional functions of management (planning, organizing, leadership, and control). Each is described, analyzed, and classified to demonstrate the serious problems that can occur when management principles are ignored. Includes end-of-case analysis, boxed information sidelights, and role playing exercises and discussions.