Business Finance
Tim Horton Restaurant Business Strategic Management SWOT Analysis Paper

Question Description

I’m studying for my Business class and need an explanation.

(Great English is a must)

(4-5 Pages Paper, APA format)

(You need to read the case and follow the rubric

--------------------------------

Subject of the paper: Business

Requirement: Read Tim Hortons Inc., Case 19, pages C-250 through C-261. You are strongly encouraged to also read the Preparing an Effective Case Analysis on C-4.

For this case analysis, you should prepare a written analysis of 4 to 5 pages that uses the text and other credible sources as appropriate

Your case must minimally address the following issues / questions:

  1. Perform an internal environment analysis of Tim Hortons Inc. Construct a summary of the company’s strengths and weaknesses. Does the company maintain any perceived competitive advantages?
  2. Perform an external environment analysis of the domestic and international restaurant industries. Construct a summary of the company’s opportunities and threats.
  3. Conduct a competitive comparison between Tim Hortons and its biggest competitors in Canada and the U.S. What are the strategic implications of this analysis?
  4. Using the results of your analysis, assess Tim Hortons’ strategic objectives and five-year strategic plan. Does the analysis reveal any flaws in the company’s direction? Make recommendations to strengthen the company’s strategy and to improve its chances of achieving success.

Format: . Your paper should have 1" margins, be double spaced, and use APA formats for

  • topic and subtopic headings
  • citations
  • references

Attached to this message you have the case and also the rubric from the professor.

*** The work will be checked for plagiarism through Turnitin by the professor. It is essential for everything to be free of plagiarism otherwise sanctions will be imposed***

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Thank you for your support

Unformatted Attachment Preview

Criteria Ratings Pts 7.0 pts 5.0 pts Superior: Proficient: Analysis fully This criterion is linked to a Exceeds Learning OutcomeInternal expectations and and accurately analysis of the company's acutely identifies identifies the strengths and weaknesses the company's company's competitive internal strengths advantages. and weaknesses. 7.0 pts Exceeds expectations and This criterion is linked to a Learning OutcomeExternal analysis of opportunities and threats in the marketplace expertly integrates the industry's five competitive forces into the discussion of external forces impacting strategic decisions. 7.0 pts Exceeds expectations and This criterion is linked to a thoughtfully incorporates the Learning OutcomeCompetitor strategic analysis of key rivals implications of likely competitor behavior into the analysis. 6.0 pts 4.0 pts Competent: Analysis identifies some of the company's internal strengths and weaknesses. 5.0 pts 4.0 pts Analysis fully and Analysis 2.0 pts Needs Improvement: Analysis fails to identify many of the 7.0 pts company's internal strengths and/or weaknesses. 2.0 pts Analysis fails to accurately identifies some ofidentify many of identifies the the opportunities the opportunities opportunities and and threats and/or threats threats existing in existing in the existing in the the quick service quick service quick service 7.0 pts restaurant market restaurant market restaurant market segment. 5.0 pts Analysis conducts a strong competitor comparison of the company's biggest rivals' resources and capabilities. segment. segment. 4.0 pts 2.0 pts Analysis Analysis fails to conducts a conduct a sufficient sufficient competitor competitor comparison of thecomparison of the company's company's biggest biggest rivals' rivals' resources resources and and/or capabilities. capabilities. 5.0 pts Assessment This criterion is linked to a Exceeds expectations thoroughly and Learning and makes effectively OutcomeAssessment of outstanding evaluates the strategic objectives and recommendations to company's five-year strategic plan rejuvenate the strategic company's business objectives and 4.0 pts 3.0 pts Assessment Assessment does evaluates the not effectively company's evaluate the strategic company's objectives and strategic plans and objectives and identifies plans and/or 7.0 pts 6.0 pts Criteria Ratings Pts and steer international plans and potential flaws identify any expansion. identifies the in the flaws in the likely flaws in company's company's the company's direction. direction. direction. 3.0 pts Information is appropriately sequenced with topical headings and subheadings. Language use, grammar, spelling, and punctuation are at an appropriate graduate level, with no errors. This criterion is linked to a Learning OutcomeGrammar, Writing, APA Format Uses paragraph form with topical sentences that are supported by the remainder of the paragraph, and effective transitions. 2.0 pts Information is appropriately sequenced with topical headings. Language use, grammar, spelling, and punctuation are at an appropriate graduate level. Uses paragraph form with topical sentences that are supported by the remainder of the paragraph. Writing is clear and 1.0 pts 1.0 pts Limited structure order to the or no topical information with headings used. some heading Presentation has usage. more than four and references. Presentation has misspellings or two to four grammar errors, misspellings or or more than grammar errors, four word use or two or three errors. Language word use errors. use makes it Uses paragraph difficult to form but understand the sentences within intended the paragraph meaning. may not be Incorrect related. application of concise. Somewhat Writing is clear, APA format. correct application concise, and in Several errors in of APA format. correct voice and or missing Two to three errors tense. Correct citations and in citations and application of references. references. APA format. NO errors in citations There is some Somewhat correct application of APA format. Four to six errors in citations and references. T • I RE Strategic Management Concepts & Cases Competitiveness and Globalization 8th Edition Michael A. Hitt Texas A&M University R. Duane Ireland Texas A&M University Robert E. Hoskisson Arizona State University ISSON HIT ND • HO SK LA Strategic Management: Competitiveness and Globalization (Concepts and Cases) 8th Edition Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson VP/Editorial Director: Jack W. Calhoun VP/Editor-in-Chief: Melissa Acuña Senior Acquisitions Editor: Michele Rhoades Developmental Editor: Rebecca Von Gillern—Bookworm Editorial Services Executive Marketing Manager: Kimberly Kanakes Marketing Manager: Clint Kernen © 2009, 2007 South-Western, a part of Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Academic Resource Center, 1-800-423-0563 For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Marketing Coordinator: Sara Rose Senior Content Project Manager: Colleen A. Farmer Technology Project Editor: Kristen Meere Manufacturing Coordinator: Doug Wilke Production Service: LEAP Publishing Services, Inc. Compositor: ICC Macmillan, Inc. Senior Art Director: Tippy McIntosh Library of Congress Control Number: 2007940878 Student Edition ISBN 13: 978-0-324-65559-9 Student Edition ISBN 10: 0-324-65559-2 Instructor’s Edition ISBN 13: 978-0-324-58122-5 Instructor’s Edition ISBN 10: 0-324-58122-X Concepts ISBN 13: 978-0-324-58112-6 Concepts ISBN 10: 0-324-58112-2 Photo Manager: Sheri I. Blaney Photo Researcher: Marcy Lunetta Printer: Transcontinental Internal & Cover Designer: Craig Ramsdell, Ramsdell Design Cover Image: © Don Hammond/Design Pics/Corbis South-Western Cengage Learning 5191 Natorp Boulevard Mason, OH 45040 USA Cengage Learning products are represented in Canada by Nelson Education, Ltd. For your course and learning solutions, visit academic.cengage.com Purchase any of our products at your local college store or at our preferred online store www.ichapters.com Printed in Canada 1 2 3 4 5 6 7 11 10 09 08 07 To Shawn and Angie. I have been blessed to have two wonderful children. You have always been highly important to me; I love you very much and I am proud of your accomplishments. —Michael A. Hitt To my beloved Grandmother, Rowena Steele Wheeler Hodge (1905–2007). You have been such a strong beacon of guiding light for me for so long. You are a treasured blessing. Rest in peace. I love you, Grandma. —R. Duane Ireland To my dear wife, Kathy, who has been my greatest friend and support through life, and I hope will remain so into the eternities. —Robert E. Hoskisson This page intentionally left blank Contents Brief Contents Preface xviii About the Authors xxiv Part 1: Strategic Management Inputs 1. Strategic Management and Strategic Competitiveness, 2 2. The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis, 32 3. The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages, 68 Part 2: Strategic Actions: Strategy Formulation 4. Business-Level Strategy, 96 5. Competitive Rivalry and Competitive Dynamics, 126 6. Corporate-Level Strategy, 152 7. Acquisition and Restructuring Strategies, 180 8. International Strategy, 210 9. Cooperative Strategy, 244 Part 3: Strategic Actions: Strategy Implementation 1 95 273 10. Corporate Governance, 274 11. Organizational Structure and Controls, 306 12. Strategic Leadership, 338 13. Strategic Entrepreneurship, 366 Part 4: Cases Name Index, I-1 Company Index, I-13 Subject Index, I-17 v This page intentionally left blank Contents Preface xviii About the Authors xxiv Part 1: Strategic Management Inputs 1 1: Strategic Management and Strategic Competitiveness 2 Opening Case: Boeing and Airbus: A Global Competitive Battle over Supremacy in Producing Commercial Aircraft 3 The Competitive Landscape 6 The Global Economy 7 Technology and Technological Changes 10 Strategic Focus: Apple: Using Innovation to Create Technology Trends and Maintain Competitive Advantage 11 The I/O Model of Above-Average Returns 13 Strategic Focus: Netflix Confronts a Turbulent Competitive Environment 14 The Resource-Based Model of Above-Average Returns 16 Vision and Mission 18 Vision 18 Mission 19 Stakeholders 20 Classifications of Stakeholders 20 Strategic Leaders 22 The Work of Effective Strategic Leaders 23 Predicting Outcomes of Strategic Decisions: Profit Pools 24 The Strategic Management Process 24 Summary 26 • Review Questions 26 • Experiential Exercises 27 • Notes 27 vii Contents viii 2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 32 Opening Case: Environmental Pressures on Wal-Mart 33 The General, Industry, and Competitor Environments 35 External Environmental Analysis 37 Scanning 38 Monitoring 38 Forecasting 39 Assessing 39 Segments of the General Environment 39 The Demographic Segment 40 The Economic Segment 42 The Political/Legal Segment 42 The Sociocultural Segment 43 The Technological Segment 44 The Global Segment 45 Strategic Focus: Does Google Have the Market Power to Ignore External Pressures? 46 Industry Environment Analysis 48 Threat of New Entrants 49 Bargaining Power of Suppliers 52 Bargaining Power of Buyers 52 Threat of Substitute Products 52 Intensity of Rivalry Among Competitors 53 Interpreting Industry Analyses 55 Strategic Groups 55 Strategic Focus: IBM Closely Watches Its Competitors to Stay at the Top of Its Game 57 Competitor Analysis 58 Ethical Considerations 60 Summary 61 • Review Questions 61 • Experiential Exercises 62 • Notes 64 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages 68 Opening Case: Managing the Tension Between Innovation and Efficiency 69 Analyzing the Internal Organization 71 The Context of Internal Analysis 71 Creating Value 72 The Challenge of Analyzing the Internal Organization 73 Strategic Focus: Hyundai Cars: The Quality Is There, So Why Aren’t the Cars Selling? 75 Resources, Capabilities, and Core Competencies 76 Resources 76 Strategic Focus: Seeking to Repair a Tarnished Brand Name 79 Capabilities 80 Core Competencies 81 Building Core Competencies 81 Four Criteria of Sustainable Competitive Advantage 81 Value Chain Analysis 84 ix Competencies, Strengths, Weaknesses, and Strategic Decisions 88 Summary 90 • Review Questions 91 • Experiential Exercises 91 • Notes 92 Part 2: Strategic Actions: Strategy Formulation 95 4: Business-Level Strategy 96 Opening Case: From Pet Food to PetSmart 97 Customers: Their Relationship with Business-Level Strategies 99 Effectively Managing Relationships with Customers 100 Reach, Richness, and Affiliation 100 Who: Determining the Customers to Serve 101 What: Determining Which Customer Needs to Satisfy 102 How: Determining Core Competencies Necessary to Satisfy Customer Needs 103 The Purpose of a Business-Level Strategy 103 Types of Business-Level Strategies 105 Cost Leadership Strategy 106 Differentiation Strategy 110 Focus Strategies 113 Strategic Focus: Caribou Coffee: When You Are Number Two, You Try Harder 114 Integrated Cost Leadership/Differentiation Strategy 117 Strategic Focus: Zara: Integrating Both Sides of the Coin 118 Summary 121 • Review Questions 122 • Experiential Exercises 122 • Notes 123 5: Competitive Rivalry and Competitive Dynamics 126 Opening Case: Competition Between Hewlett-Packard and Dell: The Battle Rages On 127 A Model of Competitive Rivalry 129 Competitor Analysis 130 Market Commonality 131 Resource Similarity 132 Drivers of Competitive Actions and Responses 133 Strategic Focus: Who Will Win the Competitive Battles Between Netflix and Blockbuster? 135 Competitive Rivalry 135 Strategic and Tactical Actions 136 Likelihood of Attack 136 Strategic Focus: Using Aggressive Pricing as a Tactical Action at Wal-Mart 137 First-Mover Incentives 137 Organizational Size 139 Quality 140 Likelihood of Response 141 Type of Competitive Action 142 Actor’s Reputation 142 Dependence on the Market 143 Contents Outsourcing 87 Contents x Competitive Dynamics 143 Slow-Cycle Markets 143 Fast-Cycle Markets 144 Standard-Cycle Markets 145 Summary 147 • Review Questions 148 • Experiential Exercises 148 • Notes 149 6: Corporate-Level Strategy 152 Opening Case: Procter and Gamble’s Diversification Strategy 153 Levels of Diversification 155 Low Levels of Diversification 155 Moderate and High Levels of Diversification 156 Reasons for Diversification 157 Value-Creating Diversification: Related Constrained and Related Linked Diversification 158 Operational Relatedness: Sharing Activities 159 Corporate Relatedness: Transferring of Core Competencies 160 Market Power 161 Simultaneous Operational Relatedness and Corporate Relatedness 163 Unrelated Diversification 163 Strategic Focus: Operational and Corporate Relatedness: Smith & Wesson and Luxottica 164 Efficient Internal Capital Market Allocation 165 Restructuring of Assets 166 Value-Neutral Diversification: Incentives and Resources 166 Strategic Focus: Revival of the Unrelated Strategy (Conglomerate): Small Firms Acquire Castoffs from Large Firms and Seek to Improve Their Value 167 Incentives to Diversify 168 Resources and Diversification 171 Value-Reducing Diversification: Managerial Motives to Diversify 172 Summary 174 • Review Questions 174 • Experiential Exercises 175 • Notes 175 7: Acquisition and Restructuring Strategies 180 Opening Case: The Increased Trend Toward Cross-Border Acquisitions 181 The Popularity of Merger and Acquisition Strategies 183 Mergers, Acquisitions, and Takeovers: What Are the Differences? 184 Reasons for Acquisitions 184 Increased Market Power 184 Strategic Focus: Oracle Makes a Series of Horizontal Acquisitions While CVS Makes a Vertical Acquisition 185 Overcoming Entry Barriers 187 Cost of New Product Development and Increased Speed to Market 188 Lower Risk Compared to Developing New Products 189 Increased Diversification 189 Reshaping the Firm’s Competitive Scope 190 Learning and Developing New Capabilities 190 Problems in Achieving Acquisition Success 191 Integration Difficulties 192 Inadequate Evaluation of Target 192 Large or Extraordinary Debt 193 xi Too Much Diversification 194 Managers Overly Focused on Acquisitions 195 Too Large 196 Effective Acquisitions 196 Restructuring 198 Strategic Focus: DaimlerChrysler Is Now Daimler AG: The Failed Merger with Chrysler Corporation 199 Downsizing 200 Downscoping 200 Leveraged Buyouts 201 Restructuring Outcomes 202 Summary 203 • Review Questions 204 • Experiential Exercises 204 • Notes 204 8: International Strategy 210 Opening Case: Shanghai Automotive Industry Corporation: Reaching for Global Markets 211 Identifying International Opportunities: Incentives to Use an International Strategy 213 Increased Market Size 214 Return on Investment 215 Economies of Scale and Learning 215 Strategic Focus: Does General Motors’ Survival Depend on International Markets? 216 Location Advantages 217 International Strategies 217 International Business-Level Strategy 218 International Corporate-Level Strategy 220 Environmental Trends 222 Liability of Foreignness 223 Regionalization 223 Choice of International Entry Mode 224 Exporting 225 Licensing 225 Strategic Alliances 226 Acquisitions 227 New Wholly Owned Subsidiary 228 Strategic Focus: Has the Largest Automaker in the World Made Mistakes with Its International Strategy? 229 Dynamics of Mode of Entry 230 Strategic Competitive Outcomes 231 International Diversification and Returns 231 International Diversification and Innovation 232 Complexity of Managing Multinational Firms 232 Risks in an International Environment 233 Political Risks 234 Economic Risks 234 Limits to International Expansion: Management Problems 235 Summary 235 • Review Questions 236 • Experiential Exercises 237 • Notes 237 Contents Inability to Achieve Synergy 193 Contents xii 9: Cooperative Strategy 244 Opening Case: Using Cooperative Strategies at IBM 245 Strategic Alliances as a Primary Type of Cooperative Strategy 247 Three Types of Strategic Alliances 247 Strategic Focus: Partnering for Success at Kodak 248 Reasons Firms Develop Strategic Alliances 250 Business-Level Cooperative Strategy 252 Complementary Strategic Alliances 252 Competition Response Strategy 253 Strategic Focus: Using Complementary Resources and Capabilities to Succeed in the Global Automobile Industry 255 Uncertainty-Reducing Strategy 256 Competition-Reducing Strategy 256 Assessment of Business-Level Cooperative Strategies 257 Corporate-Level Cooperative Strategy 258 Diversifying Strategic Alliance 258 Synergistic Strategic Alliance 259 Franchising 259 Assessment of Corporate-Level Cooperative Strategies 260 International Cooperative Strategy 261 Network Cooperative Strategy 262 Alliance Network Types 263 Competitive Risks with Cooperative Strategies 263 Managing Cooperative Strategies 265 Summary 266 • Review Questions 267 • Experiential Exercises 267 • Notes 268 Part 3: Strategic Actions: Strategy Implementation 273 10: Corporate Governance 274 Opening Case: How Has Increasingly Intensive Corporate Governance Affected the Lives of CEOs? 275 Separation of Ownership and Managerial Control 278 Agency Relationships 279 Product Diversification as an Example of an Agency Problem 280 Agency Costs and Governance Mechanisms 281 Ownership Concentration 283 The Growing Influence of Institutional Owners 283 Board of Directors 284 Enhancing the Effectiveness of the Board of Directors 286 Executive Compensation 287 Strategic Focus: Executive Compensation Is Increasingly Becoming a Target for Media, Activist Shareholders, and Government Regulators 288 The Effectiveness of Executive Compensation 289 Market for Corporate Control 290 Managerial Defense Tactics 292 International Corporate Governance 293 Corporate Governance in Germany 294 Corporate Governance in Japan 295 xiii Global Corporate Governance 297 Governance Mechanisms and Ethical Behavior 298 Summary 299 • Review Questions 300 • Experiential Exercises 300 • Notes 301 11: Organizational Structure and Controls 306 Opening Case: Are Strategy and Structural Changes in the Cards for GE? 307 Organizational Structure and Controls 308 Organizational Structure 309 Strategic Focus: Increased Job Autonomy: A Structural Approach to Increased Performance and Job Satisfaction? 310 Organizational Controls 311 Relationships between Strategy and Structure 312 Evolutionary Patterns of Strategy and Organizational Structure 313 Simple Structure 314 Functional Structure 314 Multidivisional Structure 314 Matches between Business-Level Strategies and the Functional Structure 315 Matches between Corporate-Level Strategies and the Multidivisional Structure 318 Matches between International Strategies and Worldwide Structure 324 Strategic Focus: Using the Worldwide Geographic Area Structure at Xerox Corporation 325 Matches between Cooperative Strategies and Network Structures 329 Implementi ...
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Running head: TIM HORTON

1

Tim Horton Restaurant
Student’s Name:
Institutional Affiliation:

TIM HORTON

2
Tim Horton’s Restaurant

Tim Horton's restaurant, commonly known as "Tim's or Timmy," is one of the leading
fast-food restaurants in Canada, the Gulf Cooperation Council, and the United States. The fastfood chain restaurant was opened by hockey legend Milles Morton in 1964 in Hamilton, Canada.
The restaurant specializes in home-style launches, breakfast, baked products, and coffee. Based
on market capitalization, Tim Horton Company is the largest publicly-traded restaurant chain in
Canada and the fourth largest in North America. Through business strategies that are geared
towards customers' satisfaction, the company has successfully maintained its market dominance
for more than five decades. The restaurant has often used SWOT analysis to determine factors
that influence its operations in Canada, the Gulf Cooperation Council, and the United States.
Question 1
The company’s strengths have enabled it to stay competitive in the global food industry.
Tim Horton's primary strengths are; the company's long existence in the Canadian market since
1964...

fuhrmann (8546)
UIUC

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