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Levendary Cafe Case Study Commerce Essay

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Levendary Cafe is a well-known, publically traded, trade name in the US and presently spread outing into China. They began as a little soup, salad, and sandwich eating house that grew into a $ 10 billion concern. Their basicss are strong and public presentation is in line with direction ‘s prognosiss yet their stock is merchandising at a price reduction. This is due to their domestic growing decelerating and the new CEO ‘s deficiency of old international direction experience makes Wall Street disbelieving that she ca n’t do this a multi-national trade name.

The Multi-Unit Restaurant Business represents 30 % of the foodservice industry which is a $ 600 billion industry with 960,000 locations. They are categorized into three industry sections: Forte Constitutions, Quick Service Restaurants and Casual Dining. Levendary Cafe is a loanblend of the last two called Quick Casual which has an mean cheque in the $ 8 to $ 12 scope. They are distinguished by two elements: wholesome nutrients utilizing high quality ingredients and a committedness to service in a comfy, friendly atmosphere. They were besides distinguished by their willingness to take hazards which was a trait of the original laminitis. The same trait the President of Levendary China possesses.

They late entered into the fast turning China market and alternatively of maintaining the US constructs integral they changed the shop design and bill of fare choices in 23 new shops located in different metropoliss in China. When the new CEO came on board she started to look into the China operations. At this point the China operations have already been set in topographic point and have been running successfully now for 18 months.

She reported her findings to the US squad and now they are all ferocious at these alterations – they are take a firm standing things should stay as is in the US. The president of Levendary China tries to explicate that if you do n’t accommodate to the environment in where you are seeking to carry on concern you will neglect. He spent one and a half old ages opening these 23 locations in China and is about to turn a net income and now the US squad wants to alter things. They were afraid if any of the US clients travelled to China and saw the alterations it would destroy everything they worked so difficult to construct in the US. They spent old ages carefully fostering their constructs and image and maintaining it consistent throughout the United States nationally was now at hazard.

The new CEO compared companies that besides expanded in other states taking this attack by radically altering their full bill of fare yet maintaining their shops ‘ expression and feel. But she besides compared what McDonalds has done worldwide – maintaining their shops standardized for the most portion and merely changing the bill of fare somewhat. She felt neither of these attacks was appropriate for Levendary Cafe and that they should maintain things consistent across boundary lines.

Case Questions:

Q1 What is a Multi-unit Restaurant ( MuR ) Business? How large is it? Is it a amalgamate or fragmented industry? What are its economic sciences?

A1: A multi-unit Restaurant Business is the construct of having more than one unit of a franchise and/or being the franchise proprietor having more than one unit or shop. In other words, running more than one unit of the same concern is considered a MuR.

Normally independent operators represent 70 % of the industry while the multi-unit operators are the balance which makes this a little per centum by units.

The nutrient and drink industry is fragmented, which means no 1 seller or top sellers have important market portion, which the multi-unit Restaurant Business falls under doing it fragmented every bit good.

China ‘s GDP growing of 14.5 % over the last 10 old ages and the population of 1.4 billion people were ideal for puting in this state along with China ‘s urban population lifting from 36.2 % to 46.6 % in 9 old ages and a strong in-between category emerged whose per capita income went from $ 1,008 to $ 2,758.

Labor cost was a big cost component even though they have a little and inactive market for directors. Many senior and in-between directors are n’t fluid in English doing it hard with high turnover in the industry.

Q2 Identify MuR critical success factors in the US and so discourse possible institutional nothingnesss in China.

A2: The construct of healthful, wholesome feeding was portion of the company ‘s civilization and reflected in their well-known advertisement motto “ Tasty Fresh Goodness ” . Marketing worked with outside advertisement bureaus to convey this construct through advertisement transcript and images. This image portrayed throughout all 3,500 companies and franchised shops and remained consistent. The nutrient was of quality and ever consistent. The operations had rigorous criterions, policies and patterns that allowed for tight control of twenty-four hours to twenty-four hours operations and shop degree disbursals and operations. They besides had an internal school called Operating Tools and Learning which set operating criterions to assist employees ‘ acquisition. These operating criterions were enforced in their franchised shops along with their company shops.

There is a list of institutional nothingnesss that need to be addressed and they include: Political and societal systems, openness, merchandise markets, labour markets and capital markets.

Institutional nothingnesss in China can maintain a company from making concern in this location if it ‘s non willing to undertake these institutional nothingnesss. It can besides offer chances if the company is willing to accommodate to the nothingnesss. The company needs to modify its concern theoretical account for this specific location and adapt to the nothingnesss in order to be successful. This is what Levendary Cafe did in the different locations in China. For case, some locations required some drastic alterations like holding a takeout counter with no seating or altering the bill of fare by taking everything but one sandwich point and adding a assortment of local dumplings. In another location they changed the furniture wholly by utilizing a local furniture provider to provide them with plastic framed chairs which was an alternate to their authoritative wooden framed upholstered chairs. Some of the locations were able to maintain the same design and bill of fare choice as the United States but non the bulk.

Locations were non an issue since the President of Levendary Cafe in China had a web of connexions already in topographic point to assist him with rushing up the procedures of permitting, integrating and staffing the shops.

Q3 Why did Levendary make up one’s mind to come in China Market? How did its US foundation lucifer against China market demands? ( compare US vs China market in footings of clients and operations )

A3: The determination to come in the China Market was because of the decelerating growing of the domestic market here in the US. China ‘s GDP growing in 2011 was 9.3 % and in the US it was 1.7 % , this exceeds the US ‘s GDP by 7.6 % hence leting for enlargement into the China Market was good timing. China Market ‘s demands were different than the foundation Levendary Cafe had in the US. In the US they kept everything uniform throughout all their shops but in China that would non work, they needed to accommodate. From other companies experience every bit in KFC who was the most successful fast nutrient concatenation they learned to accommodate with aid from their Chinese joint venture spouses and local direction.

Another ground they decided to come in the China Market was because the competitory speedy service sector was turning the fastest at this clip. It went from RMB 1.106 trillion to RMB 1.996 trillion in five old ages. This all attributed from more adult females in the work force, an flush in-between category and a turning lifestyle tendency to eat out more.

Levendary Cafe ‘s civilization was all about the client. The original laminitis drilled the construct of “ pleasing the client ” into the staff. He believed if you accommodate the client they will come back. This was a hit with the white neckband professionals and upper in-between category adult females who returned five or six times a hebdomad. Operationss in the US were velocity of service and order truth which was standardized and when orders were personalized to suit the client this threatened both, yet personalization was portion of the ground they were profitable. ( See Exhibit 1. )

This demand of personalising they had in the US was similar to the demands they have in China. They had to accommodate to what the clients wanted in order to win as they are in the US. For illustration, the Chinese eat few dairy merchandises so they had a demand to understate their cheese soup and they were non familiar with Meleagris gallopavos so they substituted poulet. This type of demand justifies the alterations they made to their bill of fares in assorted locations and besides to the visual aspect of the shops. It was all to suit the clients in China.

Q4 What are the cardinal issues confronting Mia Foster and what would you urge her to turn to these issues?

A4: Mia is confronting a few different issues. One being the coverage procedure from China back to the US. This issue needs to be addressed to avoid the hazards it possesses for non using US Generally Accepted Accounting Principles ( GAAP ) in topographic point. China ‘s accounting criterions are non every bit rigorous as the United States and being the Levendary Cafe is largely US based this is a really of import regulation to adhere to. She needs to standardise the coverage procedure to fit that of the US before they increase the sum of shops in China and grows into a larger part of entire gross. They needed to be compliant with the local revenue enhancement Torahs in China or could confront being shut down. In order to set the right systems in topographic point to reassign the fiscal records to the format of the US this would be a dearly-won disbursal.

Another issue she faces is the version China requires for a concern from the provinces needs to take into consideration before it can go successful in their market. The president of the China market did merely that, adapted and made the necessary alterations required to go successful but Mia does n’t see that merely yet. She is focused on maintaining the operations criterion and consistent as in the US. This unluckily will non work in China.


There seemed to be a struggle between the original laminitis and the operating criterions which are presently in topographic point. The laminitis believed in personalising orders to do the client want to come back for more. This personalization attack taxed their store-level operations but the laminitis would merely indicate out the company ‘s impressive consequences yet the criterions ne’er changed. The president of Levendary China besides operated like the original laminitis. He took it upon himself to do the alterations needed in order to accommodate to the state he was in. The new CEO came on board in 2011 with no international experience and instantly wanted to alter things in China without first researching how international concern is successful.

The China operations had no scheme in topographic point. Integrating a scheme is the first thing I would make. They can utilize what is called the balance scorecard, which is a strategic planning and direction system used to aline their concern activities to the vision and scheme of the organisation, better internal and external communications, and monitor organisation public presentation against strategic ends. It is done by mensurating the company in four different dimensions. Fiscal Dimensions are strong and in line in the US and shortly going profitable in China. Customer Dimensions are already in topographic point, client satisfaction and trueness can be seen in the fiscal statements. They did a great occupation constructing their client base. Internal Processes Dimension in the US they have down to a scientific discipline and if they supported the China operations things would rapidly better. Learning and Growth Dimension is besides already in topographic point in the US with their internal school called Operating Tools and Learning. They can besides spread out this into China particularly since the turnover rate is higher at that place.

If the new CEO decides she wants to decidedly maintain operations consistent globally so I believe they will ne’er win out of this state and hence should non put in spread outing into China and concentrate on turning their concern here in the United States. If she decides they are willing to alter their standard operations and adapt to the civilizations in China so they should go on with the enlargement and hopefully with the proper controls and schemes in topographic point they will go and remain profitable in the hereafter.

Work cited:

hypertext transfer protocol: //

Schemes That Fit Emerging Markets by Tarun Khanna, Krishna G. Palepu, and Jayant Sinha

Local Institutions and Global Strategy by Tarun Khanna

Levendary Cafe : The China Challenge by Christopher A Bartlett and Arar Han

Exhibit 1. Levendary Income Statement ( 2010 )

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