Abderrahmane Seyidi

99513212024

SWOT analysis

Strengths Weaknesses

- Strong brand reputation - risk of market saturation and store

- Diverse products offering
- Global presence
- Strong brand loyalty
- Successful franchise business model
- Strong supply chain
- Commitment to sustainability and CSR
- Good performance in new markets
cannibalization
- health-conscious trends
- limited dinner options
- limited control over employees
- operational complexity
- heavy reliance on franchisees
- lack of COO
- limited diversity in leadership

Opportunities Threats

- global expansion - rough competition in their segment

- product innovation
- technological enhancement
- menu diversification
- partnership and collaboration (Columbia /
Arabica)
- growth potential in international market
- expansion of Baskin-Robbins in US
- enhancing diversity in management
- shits in consumer preferences
- explosion to currency fluctuations
- competition from mom&pop stores
- supply chain disruption
- technological disruption
- regulatory changes

According to the goals intended by Travis, I believe he should first update his vision statement and make it
more suitable for the current position in the purpose of identifying the company’s targeted goals presented
in diversifying their menu, serving quality and strengthening their public image. And since they do not
provide a precise mission statement, I believe it should be updated as well for the next three years.
My proposed strategy for Travis in the next coming years is diverse, including internal factors like the
company’s management structure, their products & services, marketing strategy. and external factors like
expanding, competition, and market research.

Starting with the first one, speaking of the organizational structure, I believe that Travis himself the way he
holds both the positions of Chairman and CEO might be efficient in terms of unified leadership but also it
raises concerns about the concentration of power and potential conflicts of interest. It might limit diverse
perspectives in decision-making. Besides that, the lack of a COO in the organizational chart is unusual for a
corporation of Dunkin' Brands' size. Typically, a COO plays a critical role in overseeing day-to-day
administrative and operational functions, which in this case might be distributed among other executives or
managed directly by the CEO. And of course, the absence of women and minorities among the top nine
executives is a significant concern. Diversity in leadership brings different perspectives and ideas, which can
be beneficial for innovation and understanding a diverse customer base. Lack of diversity could potentially
impact the company's culture, employee satisfaction, and public image.

In terms of products & services, with the breakfast category becoming increasingly competitive, Dunkin'
Brands should continue to innovate in its breakfast offerings. This could include healthier options, globally
inspired flavors, and limited-time specialty items to attract a broader customer base.

Speaking of marketing, with only 40% of sales occurring after 11 AM and many stores open 24 hours, there's
significant potential to increase revenue during these times. Dunkin' could focus on marketing efforts and
special promotions during off-peak hours to attract more customers.

Talking about external factors like expanding, competition and market research, I suggest that they must
carefully plan new store locations to avoid cannibalization and target underserved areas first, then keep a
close watch on competitors’ strategies and respond swiftly to market changes. And after that they can
differentiate from competitors, Dunkin' Brands should continue to differentiate itself from both large
competitors and small, and local businesses. This can be achieved through unique product offerings,
superior customer service, and a strong brand identity.

And in the end, I believe that Travis should make changes on his strategy with the two brands locally and
internationally because they perform differently: Dunkin' Donuts for example has a strong presence in the
US but a very low revenue in its international segment compared to the US. On the other hand, Baskin-
Robbins is performing well internationally but its U.S segment contributes less to the overall revenue despite
having a considerable number of stores, which indicates that there’s a strong global footprint, and
opportunities for growth and expansion in the less profitable segments for each.

By focusing on these strategic areas, Travis can address the challenges posed by intense competition and
changing market dynamics, positioning Dunkin' Brands for sustained growth and market leadership.