When the first pizza hut opened it offered customers one type of pizza. Pizza Hut is the leader of its 25 billion industry. Today pizza hut offers 5 styles . Explain why Pizza Hut...© BrainMass Inc. brainmass.com October 25, 2018, 4:37 am ad1c9bdddf
Explain why Pizza Hut has expanded its offerings of pizza over the past five decades, and discuss the long run profitability of such a strategy. and siscuss
I am looking for explanation of 1 paragraph to 1 page.
When the first pizza hut opened it offered customers one type of pizza. Pizza Hut is the leader of its 25 billion industry. Today pizza hut offers 5 styles . Explain why Pizza Hut...
The concept of marketing that Pizza Hut is using is that of market segmentation. The strategy that ...
This answer provides you an excellent discussion on "Pizza Hut has expanded"
Objective Measurable and Achievable
- Reducing the percentage of automobiles using conventional ICE- This objective is not measurable, its just stating that they are going to do the best they can to reduce it. It doesn't give a deadline either. However, connected to this objective in the text, GM states the methods in which they are going to reduce the percentage of automobiles using conventional ICE, but they don't give us the percentage they are striving for and by when. (Strategic Objective)
- Reduce automotive structural cost to benchmark levels of 23% of revenue by 2012 from 34% in 2005- This objective is clearly defined, Measureable and achievable; reducing cost by 11% over a few years is more than attainable. (Financial Objective)
- Reduce annual U.S Labor cost by an additional $5 billion by 2011- This objective is measureable, has a deadline and according to how big their labor force is now, may or may not be attainable. In order for GM to decrease their labor force they have to fire/ lay-off a good portion of their work force and cut back on all overtime and employee hours. $5 billion may be too high to achieve with out hurting their production level. (Financial Objective)
The Home Depot
- Be the number one destination for professional contractors, whose business accounted for roughly 30 percent of 2006 sales- This Objective is measureable. However, I'm not sure when the company wants to achieve this goal, it had no deadline.
- Improve in-stock positions so customers can find and buy exactly what they need- This objective is achievable. However, are we talking about the entire store or a portion of the store? Also, when are they going to complete this goal by?
- Deliver differentiated customer service and the know-how that our customers have to come to expect from The Home Depot- Very vague, sounds good though.
- Repurchase $22.5 Billion of outstanding shares during 2008- Good objective in that it is measureable, has a deadline and is achievable.
- Open 55 new store locations with 5 store relocations in 2008- Good objective in that it is measureable, has a deadline and is achievable
Yum! Brands (KFC, Pizza Hut, Taco Bell)
- Open 100+ KFC restaurants in Vietnam by 2010
- Increase number of international restaurants locations from 12,000 in 2007 to 15,000 in 2010
- Increase operating profit from international operations from $480 million in 2007 to $770 million in 2010
- Decrease the number of company owned restaurant units in U.S from 20% of units in 2007 to less than 10% of units by 2010
- Increase the number of Taco Bell units in the U.S by 2%-3% annually between 2008 and 2010
All of the above objectives are measurable, have a deadline and seem to be achievable. Expanding business overseas is the direction most businesses are taking, which leads into the next two objectives that are just do it type objectives.
- Expand Taco Bell restaurant concept to Dubai, India, Span and Japan during 2008
- Expand Pizza Hut menus to include pasta and chicken dishes
- Increase our beauty sales and market share
- Strengthen our brand image- Enhance the representative experience
These two objectives aren't measurable and don't really give direction.
- Realize annualized cost saving of $430 million through improvements in marketing processes, sales model and organizational activities
- Achieve annualized cost savings of $200 million through a strategic sourcing initiative.
These two objectives on the other hand are measurable and seemingly achievable. Its missing a deadline though.