The owner of the family owned business is quite confident, as current performance indicators reflect, about the future expansions of the business. The business is comprised of two fast food restaurants, including a highway restaurant and a catering service operation, situated in Pune, India.
The owner at the meeting is examining the choices regarding the business expansion that whether to start a chain of small restaurant with a central kitchen facility or to set up a couple of similar restaurant that he is currently operating, or to put the investment in new highway restaurants.
He also has to examine the firm’s ability to expand regionally or globally, and whether to grow family-owned land, lease facilities for his planned ventures, or buy new properties. He has to develop a strategy that best addresses the issues of rapidly changing business environment, furthermore increases the firm’s current capacities and assets.
The owner has to decide before the next meeting what course of actions he should choose, how should grab the existing opportunities? How to transform the plans into operations? And if the plans do not yield the desired outcomes, what fallback designed should be considered? The writer, Atul Arun Pathak, has affiliation with Xavier School of Management.
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