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澳拜客牛排餐厅走向国际化

时间:2015-05-30 11:27来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien
澳拜客牛排餐厅走向国际化
 
第一次出现的的两家澳拜客牛排餐厅是由克里斯沙利文,鲍勃巴沙姆和提姆甘龙于1988年在坦帕所创的。在七年的时间里,这家公司成为了在美国超过两百多个美国牛排餐厅连锁店中增长最快的餐厅。在1994年,这家公司的股票有22.63美元增长到32美元。而且,澳拜客牛排餐厅多次被视为获得巨大成功史的例子。
 
在公司成功演变的背景下,公司问题的内部化和其他公司开始变得明显了,在1994年,休米康尼迪被任命为澳拜客国际的总裁,负责领导公司走向国际化,这将是一个关键的变化。
 
本案例研究的一个公司的全球扩张,他必须考虑到使国际化成功的战略和运营的预期变化的问题。澳拜客牛排餐厅在美国能够成功的原因同样能够适应其他的市场吗?如果不能,什么是公司在走向全球化之前需要考虑的?
 
Outback Steakhouse Goes International
 
The two first Outback Steakhouse stores were created by Chris Sullivan, Bob Basham and Tim Gannon in 1988 in Tampa. Within 7 years, the company became "the fastest growing US steakhouse chain with over 200 stores throughout the United States". In 1994, the company's stock increased from $22.63 to $32. Moreover, Outback Steakhouse seen as an example of a great success story was awarded many times. 
 
In the context of this successful evolution of the company, the question of its internalisation and the conquest of other markets became obvious to the company. In 1994, Hugh Connerty was appointed president of Outback International and was in charge to lead to company abroad knowing that it would be a critical change. 
 
This case study states the problem of the global expansion of a company and the strategic and operational anticipated changes it must take into account to make this internationalisation a success. Can the reasons of Outback Steakhouse's success within the United States also be applied to other markets? If not, what are the inputs the company needs to take into account before being global? 
 
The potential international expansion of Outback Steakhouse can not be considered before explaining the reasons of the success of the company in United States through an environment and company analysis. Finally a few recommendations will be given to the company in order to help it to settle a suitable global strategy. 
 
The reasons of Outback Steakhouse's success on the US market rely on its corporate strategy which stresses mainly on its strong corporate culture and leadership. In this area, Outback Steakhouse benefits from a core competitive advantage compared to its competitors. Indeed, the case states that the turnover for general managers and employees is the lowest in the US food industry. Managers are highly motivated by higher wages than in the rest of the industry ($100,000 per year instead of $60,000-$70,000 in the rest of the industry) and employees benefit from profit participation, trust relationship with the management and a deep commitment in the company's activity. They also enjoy from a relative autonomy, a week schedule that is less important than in the rest of the industry (from 50 to 55 hours instead of 70 hours in other restaurants) and health insurance. The culture of the company focuses on "long term well being" for all the "outbackers" who all share the same values: hospitality, sharing, fun and courage. It also focuses on quality and performance through a quality policy with its suppliers considered as long term partners ("We won't tolerate less than the best") and the best services they could give. Indeed, 40% of their total costs were dedicated to high quality products and ingredients so that quality can be considered as well as a core competitive advantage for the company. (责任编辑:BUG)


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