krispy kreme final 2
TRANSCRIPT
University Center “César Ritz“
Krispy Kreme Doughnuts – case study
Submitted on
11th March 2009
by:
Bojan Goljevscek (183 545)
Maria Richkin (178 519)
Wen Wen Zhang (183 550)
Miron Kern (182 531)
Samantha Rios Morales (181 510)
Word count:
3490
Submitted to:
Mr. Magnus Josefsson
HTM 210
Executive summary
Krispy Kreme Doughnuts is one of the most known doughnut producer and seller.
Popular in the southern states of the U.S.A., the problems started when the company
decided to spread its business in the northern states of the U.S. and in some countries
abroad. From one of the hottest companies to invest in, it became one of the biggest
failures do to problems with franchising, marketing and development plans. Some of the
possible solutions have been analysed in the following report; as the products
development, a new marketing strategy and the company development. KK faces
competition from its major competitors Dunkin Donuts and Starbucks, which are fighting
for the same market share. KK features some competitive advantage over them but
cannot face the challenge without those changes. If implemented those changes could put
the company back on track and make it successful once again.
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Table of contents
1.0 Introduction....................................................................................................................32.0 PESTEL analysis...........................................................................................................33.0 SWOT analysis..............................................................................................................34.0 Products of Krispy Kreme.............................................................................................45.0 Marketing strategy.........................................................................................................66.0 Markets..........................................................................................................................77.0 Actual financial position of Krispy Kreme Doughnuts.................................................98.0 Comparison to competitors..........................................................................................109.0 Future development of Krispy Kreme Doughnuts.......................................................1410.0 Conclusion.................................................................................................................14Reference list…………………………………………………………………………….15Appendix…………………………………………………………………………………17
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1.0 Introduction
Krispy Kreme Doughnuts was regarded as one of the most prominent companies on the
market. Since its start in the 1930s as a small doughnuts producer in the southern states of
the U.S., its popularity and market share increased slowly throughout the years. In the
1990s the Krispy Kreme “boom” took place; the company started to open new stores in
the northern states and expand abroad. In the last years Krispy Kreme faced a decrease in
profit and market share. This report will evaluate the reasons that lead to the current
situation and will present some future recommendations to solve those problems.
2.0 PESTEL analysis
The PESTEL analysis shows that Krispy Kreme struggles with its international stores.
Currency changes and legal restrictions challenge the business successful operation. The
PESTEL analysis also shows how KK is trying to adapt to new technology trends and
socio-cultural factors. Overall, the PESTEL analysis shows that the environmental and
political factors have a great impact on the company’s operations. Krispy Kreme should
focus more on the environmental factors and adapt better to the local market. Overall, this
analysis gives a summary of all the external factors which have an influence on Krispy
Kreme’s success (Refer to appendix 1).
3.0 SWOT analysis
The SWOT analysis proves that Krispy Kreme has the potential to become a successful
business. When looking at the strengths we can see that Krispy Kreme provides a unique
product and a unique service. It can be seen that there are some serious weaknesses, but
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when comparing it with the opportunities it is obvious that Krispy Kreme’s has the
potential to change those weaknesses into strengths. It is crucial for KK to prevent the
threats to become reality. Overall, the analysis shows that Krispy Kreme has the potential
to increase its strengths and neutralise the threats. KK should implement a successful
business strategy that would include all the factors mentioned and make KK a successful
company. (Refer to appendix 2).
4.0 Products of Krispy Kreme
When people were asked, “What do you think about Krispy Kreme?” Most of them
answered “Hot doughnuts”. While asking them about Dunkin’ Donuts, they were more
likely to answer “Coffee”. Different from Dunkin’ Donuts, Krispy Kreme’s main
competitor, whose doughnuts are accounted for 20 percent of its sales; Krispy Kreme on
the other hand generates 90 percent of sales from doughnuts.
The original glazed doughnut is without any doubt Krispy Kreme’s most famous product,
the costumer can even experience the doughnuts making process which triggers impulse
purchasing; this is one of Krispy Kreme’s most effective marketing tools which brings
Krispy Kreme huge profit. The Krispy Kreme doughnut making theatre is a great part of
the KK experience; costumers can witness the whole doughnut making process, which is
what costumers are after nowadays. Krispy Kreme’s doughnuts are a prime quality
product which gives the company a competitive advantage over other competitors. KK
widened the variety of doughnuts they offer which differ in size, flavour and shape. KK
started to make some effort to customize doughnuts according to the local taste
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(customization), as for example KK in Australia offers doughnuts that are pineapple
glazed, lime spice, etc (“Krispy”, 2009).
Although KK’s doughnuts are a quality product that attracts many costumers, new food
products should be added to widen the offer. Restaurants with a wide range of products
are more responsive to the costumer changing taste and it allows restaurants to charge
higher prices for unique items as for example its delicious doughnuts. With widening the
offer of food Krispy Kreme could move from defensive marketing, retaining the already
created guests, to a stage of offensive marketing in which new costumers would come
due to the new products but also because of the delicious doughnuts. Those costumers
spread as well a positive word of mouth which is another useful marketing tool. KK is as
well promoted through the selling of side products such as mugs, sweaters, caps and
many more, all featuring the KK logo on them which is a good marketing and advertising
tool.
At first Krispy Kreme did not pay much attention to the beverages served in its stores.
However, the company soon realized there was a demand for good coffee and moved to
fill the gap (“Krispy Kreme Doughnuts”, 2003). They introduced new varieties of coffee
and a few chillers. KK moved one step further and now it owns its own coffee-roasting
factory from which they provide all of the KK stores with prime roasted coffee. Their
coffee beans textures differ in variety, from smooth, rich, bold to robust and decaf. This
is a good step forward but a lot more in means of market research should be done in order
to satisfy all of the costumer expectations and lower guest sacrifice due to lack of coffee
and drinks variety. As it can be seen on their website, KK has a new program of coffee
named ‘Warm Up with Our Signature Coffees’. This promotion emphasizes their passion
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and obsession with coffee, the same they have for their doughnuts. KK offers a small
selection of “Starbucks” inspired espresso drinks as “Mocha” or “Kaffe Kreme”,
although a good addition to the actual menu it could have a better impact on customers if
the choice would be widened and adapted/customized to the customer taste.
Nowadays people are paying more and more attention to their health. Having realized the
health concerns of their customers, Krispy Kreme proposed 0 Grams Trans-Fat
Doughnuts. Trans-fat is made when manufacturers add hydrogen to vegetable oil--a
process called hydrogenation (“Revealing”, 2005). “The initiative to change the entire
menu to zero grams trans-fat demonstrates Krispy Kreme’s commitment to its customers”
(“Krispy”, 2008). However, the doughnuts are not really trans-fat free. Under FDA (Food
and Drug Administration) guideline, if a product has less than 0.5 grams of trans-fat per
serving, they can be labelled as 0 grams of trans-fat.
From all what Krispy Kreme is doing, we can see that they are focusing more and more
on the diversity of products than before in order to meet the increasing costumer demands
and expectations, without having to sacrifice. However, as the markets are changing and
developing, they also need to pay more attention to their marketing strategies.
5.0 Marketing strategy
The marketing strategy presented till now by Krispy Kreme had some good points, but
still needs some improvements. The KK marketing strategy was based on an innovative
marketing practice of giving free doughnuts to the media in order to advertise and feature
stories about KK. Krispy Kreme gave as well free doughnuts to customers at new store
openings in order to create returning customers in the future (Regani & Dutta, 2003).
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Those ideas were very innovative and created a great number of returning customers, but
were not appropriate for the development speed that KK set. KK set itself a very high
goal of increasing the number of stores it operates and foreign markets it is present on by
each year. This cannot be performed without setting an advertisement budget and a clear
marketing strategy, all things that Krispy Kreme never did. Krispy Kreme should develop
an advertisement strategy made of TV commercials, billboards, radio ads and print ads
which could appeal to a part of the market that never heard of Krispy Kreme before and
would like to try their products. The company recognized the need for advertisement and
not long time ago, on the 20th February 2009 signed a contract with an advertisement
company to help them develop an international advertisement strategy and developed a
few TV commercials (“Firm”, 2009). Krispy Kreme should have a look on what other
coffee and fast food companies did concerning advertisement issues, as for example Mc
Donald’s or Starbucks which spent a conspicuous sum of money on advertisement. The
money spent on advertisement paid back very fast with a great number of new and
returning costumers. If Krispy Kreme wants to advance to its set point of development it
needs to implement as fast as possible a commercial campaign which will promote
Krispy Kreme and its products to all the markets and stimulate customer awareness.
6.0 Markets
Krispy Kreme’s base market is the southeast of the U.S., towards the end of the 90’s and
beginning of 2000, KK started to move to other states in the U.S.A. such as New York or
even the District of Columbia and now has its stores in 37 states. Krispy Kreme
recognized a good place to grow and therefore moved to those new markets in order to
make additional revenue. Krispy Kreme started to grove and had a discreet success in the
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other American states and therefore decided to move abroad. The first country KK
decided to target was Canada, the operation was predicted to be a success, but it had a
catastrophic effect, because of no market research six of the ten stores closed and the
branch of KK in Canada went bankrupt. That was the catastrophic result of not
performing an adequate feasibility study and market research. Other countries Krispy
Kreme is present are: Australia, Hong Kong, Indonesia, Japan, Kuwait, Mexico, the
Philippines, Qatar, Saudi Arabia, South Korea, the United Arab Emirates and the United
Kingdom. The company counted 449 stores of which 245 were situated in the U.S.A. and
204 were international. The company recognized the good opportunity of spreading
internationally because of the slowly saturation of the American fast food market, but
unfortunately did not do enough market research on which they can base further
spreading on new markets. KK did not target the European market (except the UK),
because they recognized the difficulty in succeeding against the local companies and the
whole concept does not fit in the European eating culture. KK made a step forward to
further development by lowering the royalty fees and the Brand founding fees for
International and US franchisees. KK is making a step forward to development by
entering the Chinese market, but unfortunately by not doing enough market research they
are entering it in the wrong city. Shenzhen is not the right city to start, the best would be
Shanghai or Beijing (Wolf, 2008, p. 1), were there is at least a large American expat
community to make revenue from. It is a stupid way of throwing away at least 30 million
dollars, which is the minimum net worth for starting a franchising in a new country and a
minimum of ten stores (Franchises, 2009).
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7.0 Actual financial position of Krispy Kreme Doughnuts
Krispy Kreme Doughnuts is every day nearer to bankruptcy. The shares of Krispy
Kreme, when it went public on the New York Stock Exchange were trading at 21$ in
April 2000 and raised up to nearly 50$, in August 2003 the price starts its rapid descent to
around 6$ in May 2005 an finally fall down to 1.40$ in February 2009 (KKD, 2008). At
the time when KK entered the stock market it was referred to from the Fortune magazine
as “hottest brand in the land”, which was at the time true because of its fast climb on the
stock market but the greed to get fast to the top was the one that lead KK even faster to
the bottom (O’Sullivan, 2005, p. 1). One of the main problems that caused KK’s fall were
the fact that KK neglected its franchisees and made them pay high costs for the machines
and the doughnut making powder. In place of creating revenue from charging royalty fees
they focused more on making money from charging high costs for the doughnut making
machines which had an effect on lowering the number of franchisees. This can be seen in
the fact that Krispy Kreme made 152.7 million or 31% of its revenue in 2003, from
selling the doughnut mix and doughnut making machines (O’Sullivan, 2005, p. 2).
Another financial problem was the fact that Krispy Kreme spent a great amount of money
on buying back franchised stores. In 2003 the company spent around 67 million dollars
for buying back six franchised stores. In 2004 the company spent around 16.8 million
dollars to buy 33% of Golden Gate Doughnuts LLC it did not already own. In some of
these deals there were many conflicts of interests, because some of the stores or
companies bought by Krispy Kreme were owned by some of the board members or their
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family members. This made them earn lots of money on the cost of getting Krispy Kreme
into deeper and deeper financial and legal problems (O’Sullivan, 2005, p. 4).
The annual revenue of KK went also through a descending path. In 2005 the company
made its highest revenue of 707 million dollars to slowly fall to 543 million in 2006, 461
million in 2007 and respectively 429 million dollars in 2008, a fall of 1/3 of total revenue
in only 3 years. Indifferent of its revenue the company had its highest net loss the year it
made its highest revenue (2005), the last year KK operated with a net profit was in 2004
with 50 millions of net profit. Krispy Kreme has a too high operating cost which
accounted to 84.4% and even 88.5% in 2008 of the total revenue in those years (KKD,
2008, p.33).
The Krispy Kreme first quarter results from July 2008 showed that the company started
to recover. Despite a drop in sales of 6% they achieved earnings of 0.06 on revenue of
104 millions (lower then last quarter but first positive earnings). They succeeded by
successful cost cutting and by lowering the dept and raising their cash flow. These
financial data show that Krispy Kreme was heading towards a positive net income after
years, but unluckily nobody predicted the actual economic crisis which affected all the
markets and therefore it affected as well Krispy Kreme and caused a plunge of the
company’s share stock value and making KK lose even more money (Krieger, 2008, p.
1).
8.0 Comparison to competitors
Krispy Kreme’s major direct competitors on the market are Dunkin Donuts and
Starbucks, but there are many other competitors that compete for the same dollar. Krispy
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Kreme and Dunkin doughnuts have always been competitors. The main advantage of KK
is its reputation, which stands as a synonymous for hot original glazed doughnuts. KK
operates mainly in the southern part of the USA, while Dunkin Donut is fierce in the
northern parts of America (Regani & Dutta, 2003).
Krispy Kreme
Krispy Kreme receives their main revenue from sales of donuts, which accounts to 90%
of their sales. Whereas Dunkin Donuts and Starbucks emphasize more on revenue from
sales of mainly coffee, food and other beverage which add up to 50% of their sales. Only
20% of Dunkin Donuts sales come from doughnuts (Regani & Dutta, 2003).
Krispy Kreme uses both on and off premises sales. On premises sales include KK’s own
shops where customers walk in the shops and purchase doughnuts and off premises sales
where they use various distribution channels. They exceed their revenue by distributing
doughnuts through off premises sales as retailers and wholesalers in places where there
are no shops. By operating a delivery system they can sell their products to the customers
off premises, in places such as supermarkets, retailers and malls where they provide at
least 15-20 different kinds of doughnuts. This has a good impact on revenue but it would
be more effective to limit the off premises sales were there are already factory stores. The
off premises sales lower the number of customers that come to the factory shop and
therefore they cannot experience the real KK experience (KKD, 2008).
Dunkin Donuts
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Dunkin Donuts by the end of year 2007 had 7988 stores around the world with 5769
franchises and 2219 shops in 30 countries outside USA and 34 shops in the states (DD
financial, 2009). Furthermore they would like to expand the number of stores up to
15 000 by the year 2020. Their business idea has a clear strategy and outlined goals. In
comparison to Krispy Kreme whose focus is doughnuts, Dunkin Donuts receives most
profit from selling beverages, especially coffee and snacks at an affordable price.
In addition Dunkin Donuts provides a wholesale with focus on coffee but they also make
sales on donuts, bagels, beverages, Dunkin Deli (sandwiches, salads and soups), oven
toasted items such as waffles, hash browns, muffins, croissants and flatbreads (“DD”,
2009). In the beginning Dunkin Donuts most frequent customers were policemen and
workers, but today they target a larger segment of the market, people who appreciate the
lower cost of coffee in comparison to Starbucks high prices. There is as well a difference
between the main conflict issue between Krispy Kreme and Dunkin Donuts which is
doughnuts. The matter of taste and structure of the doughnuts itself differs, DD
doughnuts are thicker whereas Krispy Kreme doughnuts are lighter, sugar glazed and
served hot.
Starbucks
Starbucks is another big player in the market. Starbucks Corporate was founded in 1985
and have since then been a leading purchaser and provider of roasted, whole bean coffee,
fresh and rich brewed coffees, but also teas, cold beverages, bakeries, snacks and quick
meals. Starbucks uses its brand name while selling coffee and tea products such as mugs
and accessories which is a good advertisement for the company.
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By the end of year 2007 Starbucks had around 7000 stores in the states and 4000
international licensed stores counting in total over 15000 stores worldwide. Starbucks
operates in more than 30 countries internationally. Starbucks main advantage is their
globally known name and the Starbucks experience that they provide with every cup of
coffee. By providing a clean and well managed store operation, staff and by customizing
the stores according to geographic market location they manage to create customer
loyalty. When it comes to the matter about which is the best quality and best tasting
coffee, according to consumers report from 2007; Starbucks coffee lost against Dunkin
Donuts and even McDonalds coffee in matter of taste, which could be even used by KK
to push itself better in the coffee business. Starbucks made a step forward by acquiring a
doughnut making Seattle based company called Top Pot. The Top Pot products are
offered in all of the over 5000 Starbucks stores in the U.S. The Top Pot products sold in
Starbucks include an apple fritter, vanilla cake, glazed old-fashioned and chocolate old-
fashioned doughnuts. The price of the doughnuts offered in Starbucks range from 1.25$
to 1.65$, which is a lot more the standard prices of KK doughnuts, whose price start from
0.50$. In this regard KK has a price advantage over Starbucks (Harris, 2008).
Conclusion of differences
Overall Dunkin Donuts has a stronger brand name and it’s a bigger corporation then
Krispy Kreme. Furthermore Dunkin Donuts has a bigger choice of products compared to
Krispy Kreme and Starbucks which focus more on doughnuts and flavoured coffee.
Therefore as seen KKD should implement some changes in the range of products offered
and in the presence on the market in order to win over a part of the market share from its
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opponents Dunkin Donuts, Starbucks and other smaller companies that compete for the
same dollar.
9.0 Future development of Krispy Kreme Doughnuts
Krispy Kreme could be implemented by introducing some improvements:
New marketing strategy
Introducing loyalty programs (loyalty cards, as Starbucks has)
Better adaptation to foreign cultures when moving to outer markets
Creating and introducing new trends (healthy food, low calories food)
Introduction of new products
Move back to the first concept of selling the experience, not just the products
Perform a better feasibility study before entering a market
Attract new franchisees by lowering the royalty fees
10.0 Conclusion
After evaluating the positive and negative aspects of the current Krispy Kreme situation
we came to the conclusion that some changes in the marketing and product strategy could
be implemented. Due to the increase of competition it is crucial for Krispy Kreme to
follow the actual trends and be a step ahead of the competition in order to differentiate
from the competition and increase its competitive advantage. Even though Krispy Kreme
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is now facing a rough time it is still in a position to become once a gain a successful
business and gain back its market share.
Reference list:
Associated Press, (2006). It's Dunkin' Donuts vs. Krispy Kreme. Retrieved on March 2, 2009, from:http://www.sptimes.com/2006/11/14/Business/It_s_Dunkin__Donuts_v.shtml Arner, F. (2003). Can Dunkin KO Krispy Kreme. Retrieved on March 2, 2009, from: http://www.businessweek.com/bwdaily/dnflash/jul2003/nf2003073_6817_db014.htm
Consumer Report (2008). Sarbucks War, Coffe taste. Retrieved on March 2, 2009, from: http://www.consumerreports.org/cro/food/beverages/coffee-tea/coffee-taste-test-3-07/overview/0307_coffee_ov_1.htm
DiCarlo,L (2008). Dunkin Donuts vs Starbucks. Retrieved March 2, 2009, from: http://www.forbes.com/2004/03/22/cx_ld_0322mondaymatchup.html
Douglas A. M (2008). Dunkin’ Donuts Kicks Starbucks While It Is Down. Retrieved on March 2, 2009, from: http://247wallst.com/2008/09/08/dunkin-donuts-k/
Dunkin Donuts: About Us, Company Corporation Background, (2009). Retrieved March 2, 2009, from: https://www.dunkindonuts.com/aboutus/company/
Financial data (2009). Retrieved on February 14, from the Dunkin Donuts webpage: www.dunkindonuts.com
Firm to assist Krispy Kreme with international marketing. (February 20, 2009). Retrieved on the 29th February 2009, from Winston-Salem journal website: http://www2.journalnow.com/content/2009/feb/20/firm-to-assist-krispy-kreme-with-international-mar/
Franchises (2009). Retrieved on February 5, 2009, from the Krispy Kreme Doughnuts website: www.krispykreme.com
Harris, C. (February 1, 2008). Top Pot Doughnuts goes nationwide. Retrieved from the Seattle pi web page: http://seattlepi.nwsource.com/business/349616_toppot01.html
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Krieger, M. (July 18, 2008). Krispy Kreme turnaround gaining traction. Retrieved on January 29, 2009, from the Seeking Alpha webpage: http://seekingalpha.com/article/85653-krispy-kreme-tournouraund-gaining-traction.com
Krispy Kreme Doughnouts Inc. – KKD (April 17, 2008). Annual financial report. Retrieved on January 29, 2009, from the New York Stock Exchange website: www.nyse.com
Linn, A. (2008). Dunkin aims at Starbucks. Retrieved on March 2, 2009, from: http://adblog.msnbc.msn.com/archive/2008/10/27/1587106.aspx
Ministry of Housing, Transport and Environment (2008). Energy in the Maldives. Retrieved on March 2, 2009, from: http://secfilings.nasdaq.com/edgar_conv_html%2f2008%2f04%2f17%2f000126774-08-000807.html#FIS_BUSINESS
O’Sullivan, K. (June 1, 2005). Kremed! Retrieved on February 2, 2009 from the CFO website: www.cfo.com/printable/article.cfm/4007436
Starbucks INC (2009), Annual Report Company information. Retrieved on March 2, 2009, from: http://www.marketwatch.com/tools/quotes/profile.asp?symb=SBUX&sid=9064&dist=TQP_Nav_profile
Tenn,F. (2006). Doughnut Wars, KK Vs DD. Retrieved on March 2, 2009, from: http://www.cbsnews.com/stories/2006/10/20/business/main2112599.shtml
Wolf, D. (April 17, 2008). Krisp Kreme’s China foray is doomed. Retrieved on January 29, 2009 from the Seeking Alpha webpage: http://seekingalpha.com/article/72660-krispy-kreme-china-foray-is-doomed.com
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Appendix
1. PESTEL
POLITICAL FACTORS- P
1. Great variety in Political policies due to the variety in countries where Krispy Kreme is
located
2. Governments like the Chinese limit foreign business interact within China
3. Countries were KK is located have miner lacks in political stability (Kuwait)
4. Taxation on unhealthy products, for example, in Germany
ECONOMICAL FACTORS- E
1. The Financial crisis limits buying power of costumers
2. The challenge of unbalanced currencies (Dollar vs. Euro) destroys cash flow
3. The increase in weed and corn prices due to the great demand of the Chinese and
Indian market
SOCIAL-CULTURAL FACTORS- S
1. Health oriented society (seen as a new trend, started to develop in 2001)
2. Cultural differences within the baking traditions
3. Adapting to different cultures
4. Lack of interest towards the brand, the brand is no longer seen as a lifestyle item
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TECHNOLOGICAL FACTORS- T
1. Development in the internet (more emphasise on internet)
2. Introduction of the hot doughnut technology
3. Introduction of the “MyKrispyKreme“, which links the franchise management and the
KK vendors
ENVIORNMENTAL FACTORS- E
1. Success of the business heavily depends on the infrastructure
2. Production in low tariff countries and export into other markets
3. Local construction of returning costumers
4. Market size (Population count) and size of demand
LEGAL FACTORS- L
1. Commercial litigation (franchise issues, employment disputes, Dept collections
/payments)
2. Transactions between KK and other businesses
3. Property issues concerning building of stores and factories in different countries
4. The legal aspects of merger between Krispy Kreme and different companies and
organizations
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2. SWOT
STRENGTHS-S
1. Krispy Kreme makes it possible for different organizations among the community to
benefit from the donuts, for free, resulting in great marketing.
2. Krispy Kreme is most popular in grocery and convenience stores which gives
customers easy access to the product.
3. KK is a qualitative and unique brand with a famous product.
4. KK able to produce 4,000 to 10,000 donuts daily in one factory.
5. Great interaction between costumers and KK due to life production which results in
quality (showmanship)
6. KK has a high returning costumer base.
7. KK offers a product that is second to none, with regards to taste, freshness and the
finest ingredients.
8. KK has great service and innovation which cannot be compared to other companies.
9. Powerful and successful marketing strategies
WEAKNESS-W
1. Competing against Starbucks coffee and Dunkin Donuts beverages
2. KK create high depth over the years
3. Manufactures all equipment internally in its Manufacturing and Distribution dept.
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4. Uncertainty of International markets
5. KK snacks are not healthy
6. Loosing brand image
7. KK is only focused on one product (donuts)
8. Advertisements are oriented only for certain locations but not for KK do not adapt to
the environment
OPPORTUNITIES-O
1. Growth in two-income will increase snack-food consumption
2. On-Premise sales royalties (3%). The higher the sales, the more money received
3. Closing of many stores which allows greater control
4. Re-brand the product (create a new image around KK
5. Increase research and development for new products which results in a better
competitive position (coffee, tea)
6. Rebuilt costumer loyalty within the native market (America/Great Britain)
7. In 2008 KK started to recover which can be used to reinvest into the company
THREATS- T
1. Increase in competition (results in fewer costumers)
2. Increasing trend in healthy diets
3. Loss of brand name
4. Shutting down many stores due to decrease in demand
5. Financial crisis limits buying power of costumers
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3. Comparison between competitors
Products KKD DDK STARBUCKSBeverage 4 coffee Types Coffee types and
flavors, Iced coffee, Milk drinks
Vast Variety of coffee, flavored coffees, Iced coffees, Teas, Soft drinks
Food Donuts Breakfast, Bagels, Sandwiches, Hash Browns, English Muffins Oven Toasts flat breads, Salad and soups
Sandwiches, Bagels, Muffins, Salads, Yoghurt, snack bars, Scones, Oatmeal’s, Fruits and berries, Power protein Plate,
Bakery Hot Glazed donuts, Filled Donuts and Mini donuts
Muffins, Cookies, Brownies, Biscuits, Croissants, Waffles and Danish pastry
Ice cream, Cakes, bakeries, cookies, pastries, Biscuits,
Purchases, Online Shopping, Charity Brands
Hats, toys, KK Cards, T shirts, Fundraising programs
Coffee Equipment, Gifts, T shirts, hats, beach towels and cups, DD Cards, DD Fuel awards
Coffee Equipment, Music, Movies and Books, Starbucks Card, Ethos water
Alliances/BrandsAnd Future
Ice Cream, New technology machines
Baskin Robbins, Dunkin Brands,WiFi usage
Partnership with Apple, Tazo teaseWireless in stores
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