C10348 Bachelor of Economics
Part 1: major issue noted in the material link between major issue and topics covered. e.g. entry mode, competitive strategy, organizational structure
Part 2: analyze external environment, competitive conditions in aspect of pest analyze internal environments, competitiveness in aspect of strengths and weakness
Part 3: recommendation for further strategic plans based on the issue evaluate current state of a company, in line with the major issue. suggest further strategic plans of a company to achieve a goal based on the major issue..
It would be a year of dramatic change for Tim Hortons Inc. On August 26, 2014, the company’s board of directors had agreed to be acquired by G3 Capital, the investment firm that owned Burger King. The new company would become the third largest fast food restaurant chain in the world with 18,000 locations in 98 countries and combined international sales of $23 billion dollars.2Company would be headquartered in Oakville, Ontario, Canada and largely operate as two separate entities.The deal still had to be approved by Tim Hortons’ shareholders and potentially by Canadian and American regulatory authorities. It was believed that this deal would help Tim Hortons with its plans for international expansion. 2013 had been an ambitious year. Tim Hortons had opened 261 new locations and refreshed more than 300 existing locations in Canada and the United States. While Tim Hortons was almost synonymous with the Canadian identity, its brand and products were far less known outside of Canada’s borders; to hit ambitious growth targets, international expansion was a must, and Burger King’s global experience could provide expert advice. Marc Caira, Tim Hortons’ president and chief executive officer (CEO), commented, “We are very, very confident that we can grow much quicker in this must-win battle called the United States with our partners than we would have otherwise done on our own.”3 Even with the acquisition, Tim Hortons would need to make clear strategic choices to achieve its aggressive growth and financial goals. Inconsistent economic growth was fostering increased competition and consumer tastes were evolving, making menu innovation an important priority. Achieving the returns shareholders expected would be challenging. 2014 would be the 50th year of operations for Tim Hortons. Even with Burger King’s help the company would need to have clear competitive advantages and make smart strategic choices for the next 50 years to be as successful as its first half century.
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