SOWT analysis.

please figure out from the Wendy's case

(3 strength & 3 weaknesses & 2 opportunity & 2 threat )

Wendy's International, Inc. Windy's Old Fashioned Hamburgers was considered the third largest fast-food hamburger business in the world, although it reported higher revenues in 2002 than did Burger King. The company as a whole penerated $2.73 billion in revenues in 2002. up 14.2 percent from the previous year. With headquarters in Dublin, Ohi, the corporation operated over 9,000 restaurants in 33 countries worldwide. General menu items were similar to those of McDonald's and Burger King - hamburgers, chicken sandwiches, and fries but Wendy's also offered several unique products such as Frostys and Spicy Chicken Sandwiches, as well as many healthy alternatives like salads, baked potatoes and even chili. Ons very important innovation contributed by Wendy's was a special value me that consisted of about 10 items that could be purchased for 99 cents. Since its initiation in Wendy's stores, the value menu had also been implemented in McDonald's and Brer King's restaurants in order to compete with Wendy's All fast-food hamburger chains, were now expected to meet new consumer health expectations without comprising the menu items on which the companies were founded. Following suit, soon Burger King's me also offered a few items that we apart from other fastfood restaurants, thereby offering customers a varied me and posing a serious threat to Wendy's Founded in 1969 in Ohio by David Thomas, Wendy's Old Fashioned Hamburgers was incorporated and in 1976 had its first public offering of i d ares at dollar 28 per share. By 1981 the company had been listed on the New York Stock Exchange and had built its 2.000 restaurant Unlike a few of its competitors, Wendy's faced difficulties with international expuse. Despite these failures, the corporation had grown by acquiring several smaller companies such as Tim Horton's and Baja Fresh Mexican Grill Wendy's Carly sought to distinguish itself in a rapidly rowing industry by providing its customers with a unique fast-food experience. However, several of its unique features were embedded with both pitfalls and advantages The company's Super Value Mom was definitely one of its strongest ass, although the concept had been picked up by other major companies. Also, in 2002. mest fast food chains were desperately slashing rices in a bid to go increasingly lower. However, Wendy's chose that year as a time to focus on product quality and product expansion by offering is Ciarden Sensations, a new selection of fresh, healthy salads. One weak point in Wendy's business plan was the lack of an easily recognizable product comparable to McDonald's Big M o Burger King's Whopper Unlike McDonald's and vimally every other burger chain in the world, Wendy's overlooked the shift in consumer preferences from indoor dining to drive through windows at its restaurants. It did not respond well to the above mentioned shift in consumer preferences which son started loceng Over as threats. In 1975, Burger King began to install and operate drive-through windows at restaurants Now customers who were busy with family. jobs, and children could buy a quality meal in a hurry without leaving the car. However, Wendy's at that point of time in selecting potential acquisition targets, completely overlooked the concept. As Wendy's moved into the future without founder Dave Thomas, who passed away in 2002. planned to add between 2.000 and 4.000 new Wendy's locations in the next decade and to focus itsematonal expansion in Latin America. However, the company's chief executive officer and chairman, Jack Schusslet started that the company planned to increasingly acquisitions of smaller brands and joint ventures as the primary driver of future growth. In selecting potential acquisition targets, Wendy's was avoiding concepts that directly competed with core Wendy's offering and looking to the fast casual segment and to concepts that involved offering high quality food without table service Wendy's International, Inc. Windy's Old Fashioned Hamburgers was considered the third largest fast-food hamburger business in the world, although it reported higher revenues in 2002 than did Burger King. The company as a whole penerated $2.73 billion in revenues in 2002. up 14.2 percent from the previous year. With headquarters in Dublin, Ohi, the corporation operated over 9,000 restaurants in 33 countries worldwide. General menu items were similar to those of McDonald's and Burger King - hamburgers, chicken sandwiches, and fries but Wendy's also offered several unique products such as Frostys and Spicy Chicken Sandwiches, as well as many healthy alternatives like salads, baked potatoes and even chili. Ons very important innovation contributed by Wendy's was a special value me that consisted of about 10 items that could be purchased for 99 cents. Since its initiation in Wendy's stores, the value menu had also been implemented in McDonald's and Brer King's restaurants in order to compete with Wendy's All fast-food hamburger chains, were now expected to meet new consumer health expectations without comprising the menu items on which the companies were founded. Following suit, soon Burger King's me also offered a few items that we apart from other fastfood restaurants, thereby offering customers a varied me and posing a serious threat to Wendy's Founded in 1969 in Ohio by David Thomas, Wendy's Old Fashioned Hamburgers was incorporated and in 1976 had its first public offering of i d ares at dollar 28 per share. By 1981 the company had been listed on the New York Stock Exchange and had built its 2.000 restaurant Unlike a few of its competitors, Wendy's faced difficulties with international expuse. Despite these failures, the corporation had grown by acquiring several smaller companies such as Tim Horton's and Baja Fresh Mexican Grill Wendy's Carly sought to distinguish itself in a rapidly rowing industry by providing its customers with a unique fast-food experience. However, several of its unique features were embedded with both pitfalls and advantages The company's Super Value Mom was definitely one of its strongest ass, although the concept had been picked up by other major companies. Also, in 2002. mest fast food chains were desperately slashing rices in a bid to go increasingly lower. However, Wendy's chose that year as a time to focus on product quality and product expansion by offering is Ciarden Sensations, a new selection of fresh, healthy salads. One weak point in Wendy's business plan was the lack of an easily recognizable product comparable to McDonald's Big M o Burger King's Whopper Unlike McDonald's and vimally every other burger chain in the world, Wendy's overlooked the shift in consumer preferences from indoor dining to drive through windows at its restaurants. It did not respond well to the above mentioned shift in consumer preferences which son started loceng Over as threats. In 1975, Burger King began to install and operate drive-through windows at restaurants Now customers who were busy with family. jobs, and children could buy a quality meal in a hurry without leaving the car. However, Wendy's at that point of time in selecting potential acquisition targets, completely overlooked the concept. As Wendy's moved into the future without founder Dave Thomas, who passed away in 2002. planned to add between 2.000 and 4.000 new Wendy's locations in the next decade and to focus itsematonal expansion in Latin America. However, the company's chief executive officer and chairman, Jack Schusslet started that the company planned to increasingly acquisitions of smaller brands and joint ventures as the primary driver of future growth. In selecting potential acquisition targets, Wendy's was avoiding concepts that directly competed with core Wendy's offering and looking to the fast casual segment and to concepts that involved offering high quality food without table service