New York Fries' president and executive vice president were organizing for the next biannual assembly of national and international franchisees. They intended to offer an update on all aspect of planning and corporate strategy for the year ahead, but they just had a couple of days to invent a new international growth strategy. The president and executive vice president were hesitant to grow into new territories partially due to lousy encounters in Australia and South Korea, yet international franchisees had encouraged them to investigate promising regions of expansion into China and India.
Complicating matters was the future development of the business's chain of hamburger restaurants that are premium. While New York Fries was a well-received brand in Canada, it had really not yet determined how and if to internationalize the brand. How could the president and executive vice president pursue new opportunities while preserving their premium brands of hamburgers and French fries?
PUBLICATION DATE: August 19, 2011 PRODUCT #: W11654-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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