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1、StrategicManagementReportfastfoodindustry-->StrategicManagementReportfastfoodindustryFacultyofBusiness1ASSESSMENTTASKCOVERSHEET1QUESTION1:3QUESTION2:4QUESTION3:5QUESTION4:7APPENDIX1:11APPENDIX2:13APPENDIX3:18Question1:Thompson(2005,p.48)statedthat'Analyzingapany'sindustryandpetitiveenvir
2、onmentbeginsinantfeatures'healsoprovidedatabletoidentifytheprofileoftheindustry(2005,p,49),marizedthekeyeconomicandbusinesscharacteristicsofthefastfoodindustryasbeloately$64billion.'(MARINO,2005,p.5)Althoughthecasedidnotclearlyindicatethesandentisthefastfoodindustry,Themajorplayersinsand
3、entlistedbythecaseareallajorplayersinfastfoodindustry,sothisreportpresumedthatthesandentrepresentsthefastfoodindustry.Ascaseindicated'thegroarketarketcouldbehigherthan2%,because'AccordingtoEuromonitor,theglobalfood-serviceindustryorethan$200billionbetthecharacteristicsdescribedabove,theb
4、usinesscycleoffastfoodindustry:InUSmarketsItandislikelytobeexperiencingapetitiveshake-outstage'(Thompson,2005,p.48)andaddingthefactthat'TheUSfast-foodmarketarketaturitystage.IninternationalmarketsARINO,2005,p.9)Sohavingapresenceinforeignmarketsisbeingmoreimportanttoapany'slongtermpetitiv
5、esuccess.3.NumberofrivalsAccordingtothedataprovidedbycaseexhibit3(MARINO,2005,p.6),In2002,Top5chainsaccountedfor72.42%oftotalmarketshare(USFast-FoodMarkets),fromthisfigures,TheUSfastfoodmarketinatedbyafeentsThefirstattributesconcernedbybuyerserswereincreasinglyfocusing-->onvalue'(MARINO,
6、2005,p.5),'butcustomersersands'.(MARINO,2005,p.6)5.ProductinnovationInresponsetotheeverchangingcustomersconcernsdescribed,allthemajorplayerinthefastfoodindustryhavetofocusonproductioninnovationtosurvive.Question2:Thisreportindepthanalyzedthespecificpetitivepressuresassociatedodelofpetiti
7、on'presentedbyPorter(1979)inAppendix2,brieflysummarizedasbeloongpetingsellersarketsajorplayersinthefastfoodindustrytookmeasurestopeteagainsteachother,suchaspricecutting,launchingneentschemestopromotebrandaarkets.(MARINO,2005).2.UndertheforcePotentialEntryofneiesofscalesof