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11 case(s) found.
SweetGreen case follows the early funding and growth of a healthy food restaurant chain. It highlights three critical decision points for the start-up: moving from idea to implementation, the business model, and how to grow. The case explores the strategic options the founders considered and the process of experimentation they used.
Reference 6624
Published 08 Jul 2021
Length 21 page(s)
Topic Strategy
Region North America
Industry Restaurants
SweetGreen case follows the early funding and growth of a healthy food restaurant chain. It highlights three critical decision points for the start-up: moving from idea to implementation, the business model, and how to grow. The case explores the strategic options the founders considered and the process of experimentation they used.
SweetGreen case follows the early funding and growth of a healthy food restaurant chain. It highlights three critical decision points for the start-up: moving from idea to implementation, the business model, and how to grow. The case explores the strategic options the founders considered and the process of experimentation they used.
Reference 6624
Published 08 Jul 2021
Length 3 page(s)
Topic Strategy
Region North America
Industry Restaurants
SweetGreen case follows the early funding and growth of a healthy food restaurant chain. It highlights three critical decision points for the start-up: moving from idea to implementation, the business model, and how to grow. The case explores the strategic options the founders considered and the process of experimentation they used.
SweetGreen case follows the early funding and growth of a healthy food restaurant chain. It highlights three critical decision points for the start-up: moving from idea to implementation, the business model, and how to grow. The case explores the strategic options the founders considered and the process of experimentation they used.
Reference 6624
Published 08 Jul 2021
Length 1 page(s)
Topic Strategy
Region North America
Industry Restaurants
SweetGreen case follows the early funding and growth of a healthy food restaurant chain. It highlights three critical decision points for the start-up: moving from idea to implementation, the business model, and how to grow. The case explores the strategic options the founders considered and the process of experimentation they used.
Customers are gaga for Wawa, the restaurant / convenience store / gas station that inspires people to tattoo the firm's logo. Founded in 1803, Wawa morphed over time from an iron foundry to a textile mill, to a dairy farm, dairy delivery business, grocery store, then convenience store. Dark clouds descended with the 2008 financial crisis.
Reference 6421
Published 25 Jun 2018
Length 14 page(s)
Topic Strategy
Region North America
Industry Restaurants, Food and Beverages Production
Customers are gaga for Wawa, the restaurant / convenience store / gas station that inspires people to tattoo the firm's logo. Founded in 1803, Wawa morphed over time from an iron foundry to a textile mill, to a dairy farm, dairy delivery business, grocery store, then convenience store. Dark clouds descended with the 2008 financial crisis.
Customers are gaga for Wawa, the restaurant / convenience store / gas station that inspires people to tattoo the firm's logo. Founded in 1803, Wawa morphed over time from an iron foundry to a textile mill, to a dairy farm, dairy delivery business, grocery store, then convenience store. Dark clouds descended with the 2008 financial crisis.
Reference 6421
Published 22 Mar 2019
Length 14 page(s)
Topic Strategy
Region North America
Industry Restaurants, Food and Beverages Production
Customers are gaga for Wawa, the restaurant / convenience store / gas station that inspires people to tattoo the firm's logo. Founded in 1803, Wawa morphed over time from an iron foundry to a textile mill, to a dairy farm, dairy delivery business, grocery store, then convenience store. Dark clouds descended with the 2008 financial crisis.
Four years after acquiring the business, 3G Capital had managed to put Burger King back in growth mode. However, the Burger King brand itself was still lacking momentum and it was unclear if its celebrity-heavy ad campaign would work.
Reference 6402
Published 25 Jun 2018
Length 34 page(s)
Topic Marketing
Region Global
Industry Restaurants, Food and Beverages Production, Health, Wellness and Fitness
Four years after acquiring the business, 3G Capital had managed to put Burger King back in growth mode. However, the Burger King brand itself was still lacking momentum and it was unclear if its celebrity-heavy ad campaign would work.
Mekong Capital, a private equity firm based in Vietnam, is considering exiting its stake in restaurant chain operator Golden Gate. Despite robust growth, Golden Gate’s profitability is lagging. Students are asked to evaluate the best means of exit and whether operational improvements are required to attract buyers or create the foundation for a successful IPO.
Reference 6162
Published 06 Apr 2016
Length 21 page(s)
Topic Strategy
Region Asia
Industry Restaurants, Private Equity
Mekong Capital, a private equity firm based in Vietnam, is considering exiting its stake in restaurant chain operator Golden Gate. Despite robust growth, Golden Gate’s profitability is lagging. Students are asked to evaluate the best means of exit and whether operational improvements are required to attract buyers or create the foundation for a successful IPO.
The Kam family has owned Yung Kee, a huge 750-seat restaurant in Hong Kong, for more than 50 years. Starting out as a food stall, the business still 'packs them in' today.
Reference 6148
Published 29 Jun 2015
Length 19 page(s)
Topic Family Business
Region Asia
Industry Restaurants
The Kam family has owned Yung Kee, a huge 750-seat restaurant in Hong Kong, for more than 50 years. Starting out as a food stall, the business still 'packs them in' today.
McDonald’s is the undisputed global leader of quick service restaurants. In China, however, it has less than half the number of outlets and significantly lower profit margins than KFC. Why is KFC seemingly wining in China? How can McDonald’s leverage its global acumen to catch up with KFC?
Reference 5580
Published 27 Feb 2009
Length 29 page(s)
Topic Strategy
Region Asia
Industry Restaurants
McDonald’s is the undisputed global leader of quick service restaurants. In China, however, it has less than half the number of outlets and significantly lower profit margins than KFC. Why is KFC seemingly wining in China? How can McDonald’s leverage its global acumen to catch up with KFC?
This case is about Starbucks and its different sources of revenues. However, before this, a background of Starbucks history and business operation is explained. Starbucks' revenues are derived from its company operated retail stores, specialty operations, licensing, foodservice accounts, and other initiatives.
Reference 5291
Published 01 Aug 2005
Length 12 page(s)
Topic Economics & Finance
Region Other Regions
Industry Restaurants
This case is about Starbucks and its different sources of revenues. However, before this, a background of Starbucks history and business operation is explained. Starbucks' revenues are derived from its company operated retail stores, specialty operations, licensing, foodservice accounts, and other initiatives.
The Benihana chain included 60 restaurants in 1966, mostly in the United States with sales over $75M. Its founder, Rocky Aoki, started 32 years earlier the first Benihana of Tokyo in New York. The case shows the main elements of his breakthrough service in the 70s. But this formula was not easily transferred to UK and the three London restaurants are not making money.
Reference 4719
Published 15 Dec 1997
Length 23 page(s)
Topic Operations
Region Global
Industry Restaurants
The Benihana chain included 60 restaurants in 1966, mostly in the United States with sales over $75M. Its founder, Rocky Aoki, started 32 years earlier the first Benihana of Tokyo in New York. The case shows the main elements of his breakthrough service in the 70s. But this formula was not easily transferred to UK and the three London restaurants are not making money.