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Instructions 1) Distill the work you have done in Briefs 1 and 2 to create a 5-slide strategy deck

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1) Distill the work you have done in Briefs 1 and 2 to create a 5-slide strategy deck.

• You should approach from a senior executive perspective, with your intended audience being the CEO of the company. Your goal is to persuade the CEO to support your strategic plan.

2. Be aware that information needed for some of Jack’s questions would be available to a company’s strategy team leader but may not be in the public domain for our use. Therefore, your content in each slide will primarily be derived from your research for your first two assignments. This may mean that you focus on answering some of Jack’s questions, but perhaps not all of them.

3. You should assume that the CEO has already read your two executive briefs. However, you are unsure whether there is support or skepticism for of your game-winning move. Thus, you need to focus on “selling your strategy” and not just regurgitating your first two Briefs. Your CEO will be compelled by an enthusiastic presentation that explains why your game-winning move is the right one, but that also presents a balanced, cogent understanding of the risks involved.

Playing Field, Competition, and Our Organization TO: Todd A. Penegor FROM: Your name DATE: Today’s date RE: Playing Field, Competition & Our Organization 1. Introduction and Playing Field Description The focus of this brief is to understand the Fast Food Restaurant industry where Wendy's operates, by identifying consumers' demographics based on various economic prospects. The brief focuses on identifying market gaps and challenges that could provide growth opportunities to Wendy's. In the end, it converges on establishing a long-term success by recommending the best strategies to use to remain competitive or even topple McDonald's, Burger King, and other industry leaders by becoming the most valuable fast-food brand. The best playing field will be the New York State. The state is the fourth most populated in the US; it currently has 19.3 million people (Kale & Deshmukh, 2021). The population is diverse in race, religion, age, and educational background. The disparity in identity allows New York to have a rich cultural background since there are constant additions in investors, those looking for employment and education opportunities. It harbors individuals from more than 200 countries. a. Company Name and Organization within the company b. Industry c. Market Size d. Playing Field e. Rationale for Selection Wendy’s Company The company of interest is Wendy's. The founder is Dave Thomas who named it after his fourth daughter, Wendy, on November 15, 1969. The organization in Wendy's is Triarc Companies Inc.; they merged on April 24, 2008 (Sia et al., 2017). Fast Food Restaurant Based on revenue, the market for the period ending in 2019 stood at $647.7 billion, with an estimation of $931.7 by the end of 2026. The market growth rate is at a 4.6% CAGR for the forecasted period. The domestic US market size by revenue is $278.6 billion in 2021, and the Fast Food Restaurants growth rate in the country is 8.9%, which is the leading in North America and globally (IBISWorld, 2021). For the past 5 years, the Fast Food Restaurants industry has grown by 1.1% from 2016 to 2021. Hamburger-focused restaurants command a higher market share in the industry with more than 30% stake, while they are followed by Pizza parlors that constitute 15% of the market share (FranchiseHelp, 2021). New York State’s population has been growing steadily, despite the slight decline to 19.3 million. It carries 421 people every square mile in a total of 47,126 square miles. By square miles, it has the largest city in the US in New York City, which is the most populated nationally. 70% of the state’s population are Christians (Roman Catholic, Baptists, Methodists, and Protestants), while others include Judaism (9%), Islamic (6%), and Buddhism (1%), and 17% are not following any religious belief (IBISWorld, 2021). Its racial composition is robust; Whites (63.66%), Black Americans (15.66%), Other race (8.66%), Asians (8.42%), Two or more races (3.15%), Native Americans (0.41%), and Pacific Islanders (0.05%). The state median age is 38.8 years, which represents an active population. Most people are high school graduates at 25.98%, but females lead in this category. 15.54% have some college degree, while 45.31% have attained between associate and Graduate degrees, with the female gender contributing more in every level (IBISWorld, 2021). The state has a rich culture thanks to its diversity in race, religion, ethnicity, age groups, and education levels. All these play vital aspects in consumer demand because there is a sure need for variety. Since it harbors people from over 200 counties, Wendy must prepare to exploit the opportunity (IBISWorld, 2021). Wendy's should make and deliver a healthy natural menu for smoothies, which is gap left by its competitors. Conversely, this playing ground is the best for Wendy's since it has 218 locations. 2. Competitive Analysis Competitor 1: McDonald’s a. Size b. Most Significant Strength and Weakness c. Competitive Impact of Strength and Weakness. d. Recent Performance e. Major Developments McDonald’s is the largest Fast Food Restaurant, and it is also the leader in quick services globally, it commands more than 39,000 locations in 119 markets. In 2020, McDonald's franchised 39,198 restaurants internationally, which has shown steady annual growth in the past year (Lock, 2021). The organization had 200,000 employees in 2020. It was the most valued fast-food brand worldwide in 2020, with a value of around $129.32 billion. Beyond its industry, McDonald's was ranked 9 th among global brands such as Apple, Facebook, and Amazon in 2020. It centers most of its stores in the US, which stood at 13,837 in 2019 . It is the most valuable brand. While it is the most valuable food brand globally, it ranks 9th in all global brands, which gives it a competitive edge to reign in the food restaurant industry (Marketing Trending, 2020). Employee dissatisfaction is the most significant weakness of the organization due to increased criticism from the labor force. There are various strike instances where employees are demanding increased wages (Marketing Trending, 2020). As the most valuable brand, McDonald’s enjoys economies of scale benefits because it operates as the leader. As a brand, it attracts a huge following, explaining its massive revenue index against its competitors. Employee dissatisfaction is worse in retaining and attracting top talents, who might quit and join competitors (Haseeb et al., 2020). The organization is holding stronger market grounds. It increased its brand value in 2017 and moved from the 12th to the 9th position in 2020 with a brand value of $129.32 billion. It also maintained its lead as a quick-service restaurant through its "Velocity Growth Plan." It indicates a declining number of employees since 2014, where it 420,000 compared to 200,000 in 2020 (Research and Markets, 2020). The US McDonald's restaurants have slightly declined from 2015 to 2019; it depicted 14,248 and 13,837, respectively. The organization implemented a growth strategy that increases its average global restaurants annually. It uses the "Velocity Growth Plan" to foster fast expansion despite the declining number of employees. They also incorporate sophisticated technology to enhance efficiency in operations through three accelerators in "Digital, Delivery, and Experience of the Future." Competitor 2: Burger King a. Size b. Most Significant Strength and Weakness The company was operating in more than 100 countries with 17,796 outlets in 2018. Burger King was the second largest hamburger fast food restaurant in 2013 by global locations, after McDonald’s. In 2014 they were ranked 4 th in sales, behind Starbucks, McDonald's, and Subways only. It currently has more than 12,000 stores globally and serves more than ten million customers daily (Kale & Deshmukh, 2021). Burger King has 45,000 employees ranking it 6th among the leading top ten competitors. The organization is well established in the New York market with a good market share. Its brand value of $7.1 billion ranks 7 th in top ten fast food brands globally. They have a significant global presence with 18,838 stores across 100 countries. Through effective marketing, the brand can reach a more potential customer base (Lee, 2017). Overdependence in the US market kills curtails its global diversity. Burger King c. Competitive Impact of Strength and Weakness. d. Recent Performance e. Major Developments cannot compete effectively with those embracing global expansion (Lee, 2017). An established global presence builds trust with customers and suppliers. Instead of losing its customer and investor base, they will attract more. Weaknesses such as overreliance on a single market are not good. While other competitors will be spreading their losses, Burger King cannot be in the same position, hence the risk of stagnation or declining growth when compared to other market players. The issue of misleading advertisements is another significant weakness since the organization will lose a significant market share in its customer base (Lee, 2017). Given the Covid-19 pandemic, Burger King took advantage of the digital platform that contributed 8% of its total sales. It also recorded increased revenue growth for more than six years to attain the $1.78 billion in 2019 (Lee, 2017). Given the new strategies employed under Jose Cil’s regime, the organization is on the right track, and they are winning. They are developing counteractive approaches to take advantage of the gaps left by McDonald's. Under Jose Cil, the company came up with the $1 Your Way Menu to enhance its promotional strategy and brand value. It also released the improved "Impossible Whopper" that came without artificial coloring and flavors to appeal as a healthy brand. 3. Organizational Assessment a. Size b. Most Significant Strength and Weakness c. Competitive Impact of Strength and Weakness. d. Recent Performance e. Major Developments Wendy’s had 6,828 quick-service restaurants globally by 2020, and generated $1.73 billion in revenue. The organization had a vast employee base of 14,000 by 2020. It currently operates in more than 30 countries to reach its broad customer base (IBISWorld, 2021). It adds a personalized feeling to its menu through robust menu design by including fancier aspects such as Bacon Portabella Melt on Brioche, omissions by the competitors (Kale & Deshmukh, 2021). Wendy’s operates in few locations compared to its competitors, hence the increased risk of reduced market shares (Kale & Deshmukh, 2021). The over 50 years' market experience provides a blueprint of how to deal with competition and formulate strategies exploiting gaps left by other players. They use a unique menu that personalizes relationships with customers to appeal to millennials and other consumer groups. While it also distributed in New York, it does not enjoy the fame of its market leaders because of poor geographical coverage. Its brand commands a limited audience outside the domestic market (Choi & Reid, 2018). Wendy's has operated on a declining scale for the past nine months to record $1 billion loss, compared to its $1.73 billion in 2020. Its customer satisfaction rate stood at 76% in 2020, which was slightly below the quick service restaurant average of 78% (Research and Markets, 2020). It introduced salads, chicken sandwiches, and a breakfast menu in March 2020 to enhance the US sales volume (Choi & Reid, 2018). The organization developed a mobile app to foster a digital culture and improve customer experience through order placements, payments, and delivery services. The strategy was also successful since 2012 recorded the highest customer satisfaction index, and since it has improved to even go higher than McDonald's score in 2019. Wendy’s is also creating a healthy natural smoothies menu to offset competition since the competitors have no such focus. 4. Key Conclusions It is evident that they only differ on strategy. For competitive reasons, Wendy's must remain conscious of the industry dynamics then continue with flexible strategy models. Since its unique menu provides a competitive advantage over McDonald's and Burger King, they should embrace significant innovation to improve customer restaurant feeling and widen the gap. Wendy must also strive to improve its brand awareness and value by employing sustainable growth to various geographical locations in New York and beyond to widen its scope through its product variety. Wendy's should consider reducing its prices, and also invest more in quality productions. 5. References Choi, H., & Reid, L. N. (2018). Promoting healthy menu choices in fast food restaurant advertising: Influence of perceived Brand healthiness, Brand commitment, and health Consciousness. Journal of health communication, 23(4), 387-398. FranchiseHelp, (2021). Fast Food Industry Analysis in 2020 – Cost & Trends. https://www.franchisehelp.com/industry-reports/fast-food-industry-analysis-2020-cost-trends/ Haseeb, A., Della Faille, F., & Omkar, Z. (2020). Employer reputation analysis and insights on how to attract the next-gen talent in the fast-service industry. IBISWorld, (2021). Fast Food Restaurants in the US – Market Size 2002 -2027. https://www.ibisworld.com/industry-statistics/market-size/fast-food-restaurants-united-states/ Kale, R., & Deshmukh, R. (2021). Fast Food Market. https://www.alliedmarketresearch.com/fast-food-market Lee, S. Y. (2017). A study on the growth mechanism of Burger King based on dynamic models of success and failure of businesses. ??????? ???? ???, 159-161. Lock, S. (2021). The Number of McDonald’s Restaurants Worldwide 2005 – 2020. https://www.statista.com/statistics/219454/mcdonalds-restaurants-worldwide/ Marketing Trending, (2020). McDonald’s SWOT 2020 | SWOT Analysis of McDonald’s. https://marketingtrending.com/mcdonalds-swot/ Research and Markets, (2020). Global Fast Food Market Worth $931 Billion by 2027 – Industry Assessment Featuring Auntie Anne’s, Domino’s Pizza, Dunkin’ Brands Group, McDonald’s, Yum! Brands and More. https://www.prnewswire.com/news-releases/global-fast-food-market-worth-931-billion-by-2027---industryassessment-featuring-auntie-annes-dominos-pizza-dunkin-brands-group-mcdonalds-yum-brands-and-more301096058.html Sia, W. C., Tiu, R. A., & Tangsoc, J. C. (2017, December). A user experience evaluation for wendy's online delivery website geared towards improving customer experience. In 2017 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM) (pp. 1853-1857). IEEE. You’ve done the hard work to evaluate the playing field and competition. You’ve looked at seven potential strategic moves and assessed the pros and cons of each. Finally, you have arrived at the gamewinning move that can help your company beat competitors, generate significant shareholder value and create a sustainable competitive advantage. All you need now is a “yes” from your CEO! You know that one of the most important skills leaders must develop is the ability to sell their ideas. They need to understand their audience, craft their presentation appropriately, have poise, and communicate clearly. They also need to show their passion and demonstrate executive presence! You know your CEO’s time is valuable and you have only five minutes to “sell” your game-winning move and explain the key rationale. You will synthesize your previous executive briefs to create a succinct, well-organized presentation based on Jack’s 5 slides and then present these during your five-minute slot. The presentation is focused on selling the move and your rationale – and this probably means that some of the slides are going to be more important than others. Your CEO wants you to touch on each slide during the 5- minute presentation but doesn't mind if you spend only a brief amount of time on some slides and more time on others. You have a great game-winning move. You have been perfecting your executive presence. You have confidence. You are ready to impress! Instructions 1. Distill the work you have done in Assignments 1 and 2 to create a 5-slide strategy deck. Be aware that information needed for some of Jack’s questions would be available to a company’s strategy team leader but may not be in the public domain for our use. Therefore, your content in each slide will primarily be derived from your research for your first two assignments. This may mean that you focus on answering some of Jack’s questions, but perhaps not all of them. 2. You should approach from a senior executive perspective, with your intended audience being the CEO of the company. Your goal is to persuade the CEO to support your strategic plan. 3. You should assume that the CEO has already read your two executive briefs. However, you are unsure whether there is support or skepticism for of your game-winning move. Thus, you need to focus on “selling your strategy” and not just regurgitating your first two assignments. Your CEO will be compelled by an enthusiastic presentation that explains why your game-winning move is the right one, but that also presents a balanced, cogent understanding of the risks involved. 5-Slide MethodologyQuestions Slide questions are not set in stone. Focus your content on the most important and relevant questions for your company and industry. You are not expected to incorporate every bullet under each slide as part of your fiveslide. Instead, choose the most compelling elements that help you tell the most persuasive story. Slide 1: What the Playing Field Looks Like Now • Who are the competitors in this business, large and small, new and old? • Who has what share globally, and in each market? Where do we fit in? • What are the characteristics of this business? Is it a commodity, high value, or somewhere in between? Is it long cycle or short? Where is it on the growth curve? What are the drivers of profitability? • What are the strengths and weaknesses of each competitor? How good are its products? How much does each spend on R&D? How big is each sales force? How performance-driven is each culture? • Who are this business's main customers, and how do they buy? Slide 2: What the Competition Has Been Up To • What has each competitor done in the past year to change the playing field? • Has anyone introduced game-changing new products, new technologies, or new distribution channels? • Are there any new entrants, and if so, what have they been up to in the past year? Slide 3: What You've Been Up To • What have you done in the past year to change the competitive playing field?0 • Have you bought a company, introduced a new product, stolen a competitor's key salesperson, or licensed a new technology from a startup? • Have you lost any competitive advantages that you once had – a great salesperson, a special product, a proprietary technology? Slide 4: What's Around the Corner? • What scares you most in the year ahead – what are one or two things a competitor could do to nail you? • What new products or technologies could your competitors launch that might change the game? • What M&A deals made by a competitor would knock you off your feet? Slide 5: What's Your Winning Move? • What can you do to change the playing field – is it an acquisition, a new product, globalization? • What can you do to make customers stick with you more than ever before and be more loyal to you than to anyone else? • Persuasively and logically present your “winning move BUSINESS 1 Strategic Options Assessment and Recommendation Student Name: Institutional Affiliation: Instructor: Course Title: Date: BUSINESS 2 Strategic Options Assessment and Recommendation TO: Todd A. Penegor (Wendy’s) FROM: Your name DATE: May 28th, 2021 RE: How to Win: Strategic Options Assessment and Recommendation 1. Introduction Wendy's corporation shares most of the things in common with competitors making the level of competition very difficult for the fast-food restaurant. Due to the situation, the purpose of the brief is to create a game-winning move unidentical to the real-life move made in the restaurant to help the corporation create a competitive advantage, and secure a dominant place in the market. The brief also aligns the move to the organizational strengths and weaknesses, identifies most strategic investments required for the move, risks, and risk mitigation plan, and competitive response towards the new move. 2. Suggested Ranked Moves Based on the applicability and attractiveness of the seven common game-winning moves, and the current situation at Wendy’s, the restaurant’s top three most attractive moves would include moving into an adjacent product segment, geographic expansion, and new price tiers respectively. For the top-ranked move, moving into adjacent product segment, the business can plan and add a healthy natural smoothies’ menu to the existing menus similar to the menus in McDonald’s, and Burger King to offset competition since the competitors have no such focus. For geographical expansion, the restaurant can plan to increase the heavy presence in the US and Canada and expand into the international markets such as North American, Europe, Africa, BUSINESS 3 China, and Latin American among others. Lastly, for the third-ranked move, new price tiers, Wendy’s can consider lowering the little bit high prices, not necessarily lower than the competitors, but to a standard level affordable to the customers. 3. Recommended Move Adding a healthy natural smoothies’ menu is very beneficial to Wendy’s and will generate financially attractive growth to the restaurant due to some specific reasons. For instance, the move will help the restaurant generate financially attractive growth because it is not a focus of either McDonald's or King Berge who form the chief competitors of Wendy's restaurant. Therefore, it will help the restaurant secure a dominant place in the market as the only restaurant that offers healthy smoothies benefiting the lives of consumers with health complications and increased interest in healthy naturals, and increase the sales and the profit margin (Choi & Reid, 2018). Whereby, it will be increasing the company’s incremental revenue growth, by increasing the profit the restaurant gains from the increase in sales, and commensurate incremental profit growth, by increasing the value of additional revenue the restaurant generates during the move initiation. 4. Alignment Adding a healthy natural smoothies’ menu aligns with and addresses Wendy’s key strengths and weaknesses including a robust menu design, and operation in few localities in several ways. For instance, the move offers the company a chance to have a robust menu design that considers the consumers’ health needs and interests and adds a personalized feeling that the company can help people with severe and chronic health conditions live healthily and improve their health status for the better while consuming the healthy natural smoothies. On the latter, adding a menu with healthy natural smoothies helps Wendy’s establish a global presence, as a BUSINESS 4 restaurant considering consumers’ health needs, and build trust with consumers and suppliers (Kim & Ramos, 2018). The restaurant can attract more customers, and gain geographical expansion in various locations within New York, and far beyond in the international markets in places such as North America, Africa, China, India, and Europe with higher population, that in the long run, can help the firm widen the scope and increase the overall sales volume. 5. Required Investments To implement the proposed game-changing move, Wendy’s will require additional expertise personals in the fast-food business, with knowledge and experience, on how to plan and create an effective and sustainable menu for a juice bar to guide training sessions, and offer directions on how to prepare the best natural healthy smoothies. Wendy’s will also require new equipment for the juice bar business such as a multifunctional juicer, showcase, automatic fruit and vegetable peeler, and additional refrigerators (Vu et al., 2017). Last but not least, Wendy’s will have to hire extra average employees to help with the preparation, packaging, and deliveries of the healthy natural smoothies and help the restaurant be convenient and efficient in operations. 6. Risks and Risk Mitigation Despite being beneficial to the restaurant, adding a healthy natural menu can result in reduced consumer demand in the key markets if the company fails to consider proper hygiene. The best-recommended risk mitigation plan for the risk is the installation of adequate and reliable water supplies and the development of a policy in the restaurant that all the healthy natural smoothies prepared in the restaurant be in good shape and condition. 7. Competitive Response As Wendy’s adds healthy natural smoothies to the menu, the top competitors, such as McDonald’s and King Berger with increased awareness about the move, and the capability and BUSINESS 5 motivation to respond will most likely increase advertising campaigns to increase awareness and the global presence of their fast food products, and cut prices than they already do, in the attempts to grab key customers (Hilbe, Chatterjee & Nowak, 2018). However, since the responses do not conform directly to Wendy’s strategic game-changing move, Wendy’s will have a chance to create a vast uncontested space in the New York City, where no other competitors are offering healthy natural smoothies, and this will last until the time the top competitors find another game wining move similar or closely related to Wendy’s game-winning move. 8. Conclusion After the above-detailed analysis on adding a healthy natural smoothies’ menu, it is evident that for the game-changing move to be effective in offering the restaurant a competitive advantage, there are some required investments that when omitted, can cause some devastating risks to the company. For instance, the restaurant must hire additional expertise personals in the fast-food business, with the knowledge and experience on how to plan and create an effective and sustainable menu for a juice bar to guide the training session and offer the direction on how to prepare the best natural healthy smoothies. Should this get omitted, the restaurant can fall into the trap of developing low-quality health smoothies that do not meet the health standards, or consumer specifications, and can make the business experience a reduced consumer demand in the key markets (Vu et al., 2017). However, given that the move is not a focus of the company’s key competitors, when the restaurant balances the required investments with the risks in offering healthy natural smoothies, adding a healthy natural menu can help Wendy’s improve awareness and value, and gain a secure dominate place in the market as the top-ranked restaurant offering health fast foods in New York. BUSINESS 6 9.References Choi, H., & Reid, L. N. (2018). Promoting healthy menu choices in fast food restaurant advertising: Influence of perceived Brand healthiness, Brand commitment, and health Consciousness. Journal of health communication, 23(4), 387-398. Hilbe, C., Chatterjee, K., & Nowak, M. A. (2018). Partners and rivals’ indirect reciprocity. Nature human behavior, 2(7), 469-477. Kim, Y., & Ramos, M. L. Z. (2018). Stakeholder responses toward fast food chains’ CSR. Corporate Communications: An International Journal. Vu, H. M., Chan, H. K., Lim, M. K., & Chiu, A. S. (2017). Measuring business sustainability in foodservice operations: a case study in the fast-food industry. Benchmarking: An International Journal.