戴维 战略管理第17版全套英文教辅案例davidsm17caseim10.docx

戴维 战略管理第17版全套英文教辅案例davidsm17caseim10.docx

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戴维战略管理第17版全套英文教辅案例davidsm17caseim10

Case10-–Domino’sPizza,Inc.（DPZ）-2018–Teachers’NotebyForestR.David

CaseAbstract

HeadquarteredinAnnArbor,Michigan,Domino’sdeliversmorethan1millionpizzasadayworldwidetoover85differentcountrieswithoverhalfofsalescomingfromoutsidetheUS.Tomanypeople’ssurprise,Domino’sranksamongthetop10companieswithonlinetransactions,rightuptherewithAmazonandApple;over60percentofDomino’ssalesintheUSarethroughdigitalchannels.Thefirmisthe2ndlargestpizzarestaurantchainintheworldwithover14,400locationsandisthenumberonepizzadeliverycompanyintheUS.Domino’sis97percentfranchised,withroyaltiesaccountingforalargeportionofitsrevenue.Sellingfood,equipment,andsuppliesprimarilytostoresintheUSandCanadaaccountsforalargeportionofrevenueaswell.Domino’shasover260,000full-andpart-timeemployeesworldwidethatgeneratedsalesofover$11billionin2017.Over90percentofallDomino’sfranchisees（owners）startedtheircareersworkinginsomecapacityinaDomino’s.

VisionStatementAnalysis

Effectivevisionstatementsexhibitfivecharacteristicsthatcanbeusedasguidelinesforwritingorevaluatingvisionstatements.Anyvisionstatementthatscoresa5outof5onthesecharacteristicsisexemplary.InChapter2,thisvisionstatementassessmenttechniqueisreferredtoas“The5outof5Test.”

1.Clear:

revealstypeofindustryandwhatfirmstrivestobecome

2.Futuristic:

revealswhatthefirmstrivestobecomeoraccomplishwithin5years

3.Concise:

onesentenceinlength

4.Unique:

revealsthefirm’scompetitiveadvantage

5.Inspiring:

motivatesreaderstosupportthefirm

Aspresentedinthecase,Domino’svisionistobe“numberoneinpeople,numberoneinpizza.”Domino’svisionstatementis“concise”butfailstoincludetheotherfourdesiredcharacteristics.AproposedvisionstatementforDomino’sisgivenasfollows:

“Tocontinuallyimproveasthebestpizzadeliverycompany,operatedbydedicatedemployeeswhoworkhard,wintogether,embracecommunity,andarehonest,dependable,andreliable.”

MissionStatementAnalysis

The10desiredcharacteristicsofaneffectivemissionstatementareasfollows:

1.Broadinscope;doesnotincludemonetaryamounts,numbers,percentages,ratios,orobjectives

2.Concise;fewerthanonehundredwordsinlength

3.Inspiring

4.Identifiestheutilityofafirm’sproducts

5.Revealsthatthefirmissociallyresponsible

6.Revealsthatthefirmisenvironmentallyresponsible

7.Includesninecomponents:

customers,productsorservices,markets,technology,concernforsurvival/growth/profits,philosophy,distinctivecompetence,concernforpublicimage,concernforemployees

8.Reconciliatory;resolvesdivergentviewsamongstakeholders

9.Enduringbutnevercastinstone

10.Attractscustomers;iswrittenfromacustomerperspective

The9desiredcomponentsofaneffectivemissionstatementareasfollows:

1.Customers—Whoarethefirm’spresentandpotentialcustomers?

2.Productsorservices—Whatarethefirm’smajorproductsorservices?

3.Markets—Geographically,wheredoesthefirmcompete?

4.Technology—Isthefirmtechnologicallycurrent?

5.Concernforsurvival,growth,andprofitability—Isthefirmcommittedtogrowthandfinancialsoundness?

6.Philosophy—Whatarethebasicbeliefs,values,aspirations,andethicalprioritiesofthefirm?

7.Distinctivecompetence—Whatisthefirm’smajorcompetitiveadvantage?

8.Concernforpublicimage—Isthefirmresponsivetosocial,community,andenvironmentalconcerns?

9.Concernforemployees—Areemployeesavaluableassetofthefirm?

Domino’smissionstatementisto“sellmorepizza,havemorefun.”Thiscatchyphrasebasicallymissesoutonalldesiredcharacteristicsandcomponents.Althoughnotapartoftheirformalmissionstatement,Domino’sprofessestobeacompanyofexceptionalpeopleonamissiontobethebestpizzadeliverycompanyintheworld.Thecompany’smottoinafewwordsareopportunity,hardwork,inspiredsolutions,winningtogether,embracingcommunity,anduncommonhonesty.ThereasonforthesespecialwordsisthatnearlyallDomino’sfranchiseownersstartedtheircareerswiththefirmasdeliverydriversorinotherin-storepositions.ThousandsofotherDomino’semployees,includingsupervisors,trainers,qualityauditors,internationalbusinessconsultants,marketersandexecutives,alsobegantheircareersinthestores.Domino’scorebeliefsaretopromoteinternalgrowthandprovideopportunitiesforanyonewillingtoworkhard.

AproposedmissionstatementforDomino’sthatincludestheninecomponentsandmeetsthetencharacteristics,inlessthan100words,isgivenbelow:

Withover15,000locationsin85+countries（3）,wearecommittedtoproducinganddeliveringthemostsavorypizzaandfoodproducts

（2）toindividuals,families,andbusinesses

（1）.Usingthelatesttechnology（4）,weoffereasyorderingaccessandefficientservice,whilechefs,drivers,andemployees（9）workexceptionallyhard.Promotionfromwithinisourkeytosuccess（7）.Weservethousandsoflocalneighborhoodswithexquisiteservice（5,8）,upholdingthehighestlevelsofintegrity（6）.（69words）

ExternalFactorEvaluation（EFE）Matrix

CompetitiveProfileMatrix

FinancialRatioAnalysis

InternalFactorEvaluation（IFE）Matrix

Strength-Weakness-Opportunity-Threat（SWOT）Matrix

SOStrategies

1.Addoneadditionaldeliverydriverateachrestaurant（S1,S3,S7,O6）.

2.Hire10newchefsatcorporateheadquartersandinvestheavilyindeveloping5healthiermenuoptions（S2,S10,O7,O8,O9）.

3.Offer$2offcouponsforpizzaspurchasedonlineMonday,Tuesday,andWednesday（S1,S3,S4,S6,S7,O5,O6）.

4.Open1000newrestaurants,mostlyinChinaandEasternEurope（S1,S3,S5,S6,O1,O4）.

WOStrategies

1.Hire10newchefsatcorporateheadquartersandinvestheavilyindeveloping5healthiermenuoptions（W1,W4,O7,O8,O9）.

2.Paydown$1billioninlong-termdebtthroughequity（W2,O3,O4,O10）.

3.Invest$5milliontoproducehealthiercheese（W1,W4,W8,O7,O8,O9）.

4.Increasethecostofmenuitemsby5%acrosstheboardeachyearforthenext3years（W2,W3,O5,O6）.

STStrategies

1.Spend$100millionadvertisingandpromotinghowDomino’sproductsarebettervaluethanrivalsPizzaHutandPapaJohn’s（S1,S3,S5,T1,T2,T4,T5）.

2.BuildanewcorporatefacilityinDetroit（S1,S3,S6,T6）.

3.Spend$50millionadvertisingtopromotethenutritionalvalueofDomino’sproducts（S10,T7,T9,T10）.

4.Continuewithmassmailcampaignofcouponsbyraisingthepercentofrevenuespaidbystoresto6.5%foradvertising（S5,T1,T2,T4,T5,T6）.

WTStrategies

1.Stoppayingdividends（W2,W3,T1,T2,T4,T5,T6）.

2.Hire10newchefsatcorporateheadquartersandinvestheavilyindeveloping5healthiermenuoptions（W1,W4,T7,T9,T10）.

3.Buildasmallsittingareaineachstoreforcustomerschoosingtodinein,especiallytargetedatthelunchcrowd（W2,W3,T1,T2,T3,T4）.

4.Developanewformalvisionandmissionstatement（W5,T1,T2,T7,T8）.

StrategicPositionandActionEvaluation（SPACE）Analysis

BostonConsultingGroup（BCG）MatrixAnalysis

Note:

InthisBCGanalysis,Domino’swascomparedonlywiththePizzaHutsegmentofYumBrands.

Internal-External（IE）MatrixAnalysis

1.DomesticCompanyOwnedStores

2.DomesticFranchise

3.SupplyChain

4.InternationalFranchise

GrandStrategyMatrixAnalysis

QuantitativeStrategicPlanningMatrix（QSPM）Analysis

1.Hire10newchefsatcorporateheadquartersandinvestheavilyindeveloping5healthiermenuoptionsforacostof$25millionover3years.

2.Open1000newrestaurants,mostlyinChinaandEasternEuropeforacostof$100million（onlyaround100ofthesewillbecompanyownedresultinginacostofonly$100million）.

RecommendationswithAssociatedCosts

1.Addoneadditionaldeliverydriverateachrestaurant.

2.Hire10newchefsatcorporateheadquartersandinvestheavilyindeveloping5healthiermenuoptionsforacostof$25millionover3years.

3.Offer$2offcouponsforpizzaspurchasedonlineMonday,Tuesday,andWednesday.

4.Open1000newrestaurants,mostlyinChinaandEasternEuropeforacostof$100million（onlyaround100ofthesewillbecompanyownedresultinginacostofonly$100million）.

5.Paydown$1billioninlong-termdebtthroughcash.

6.Invest$5milliontoproducehealthiercheese.

7.Spend$100millionadvertisingandpromotinghowDomino’sproductsarebettervaluethanrivalsPizzaHutandPapaJohn’s（mostofthismoneywillbepaidthroughfranchisees）

8.BuildanewcorporatefacilityinDetroitfor$200million.

9.Spend$50millionadvertisingtopromotethenutritionalvalueofDomino’sproducts（mostofthismoneywillbepaidthroughfranchisees）.

10.Developanewformalvisionandmissionstatementforacostof$1million.

Note:

Estimatedcostare$300million.Costislowerbecausemuchofthefundswillbepaidthroughfranchiseefees.

OrganizationalChartAnalysis

Chapter7presents15guidelinesfordevelopinganeffectiveorganizationalchart,asfollows:

1.Insteadofchairmanoftheboard,makeitchairpersonoftheboard.

2.Makesuretheboardofdirectorsrevealsdiversityinrace,ethnicity,gender,andage.

3.MakesurethechairoftheboardisnotalsotheCEOorpresidentofthecompany.

4.MakesuretheCEOofthefirmdoesnotalsocarrythetitlepresident.

5.Reservethetitlepresidentforthedivisionheadsofthefirm.

6.IncludeaCOOifdivisionsarelargeorgeographicallydispersed.

7.MakesureonlypresidentsofdivisionsreporttotheCOO.

8.Makes