Case Study Discussion (Wendy’s)
- Please read the case and analyze it by answering these case analysis questions.
- You may answer each case discussion question in each paragraph and separate different paragraphs for different questions. You don’t have to copy the discussion questions in your answer.
- Although quantity is not quality, however I do not accept 1-2 sentence answers to each question. Please make a thorough case analysis, post 300 to 500 words’ case analysis (roughly 1.5-3 pages double spaced with12-font), and post it in the text entry format online.
Synopsis:
The Wendy’s Company (Wendy’s) is one of America’s most iconic fast food chains. Founded by Dave Thomas in Columbus, Ohio, in 1969, it is currently the third-largest hamburger chain in the United States.
Wendy’s has a strong presence in the United States, but not in foreign markets, despite a long history of international expansion. Wendy’s first foray into global markets occurred in 1976, when the company opened a restaurant in Canada. Since then, Wendy’s has opened restaurants in many foreign countries including Germany, Mexico, New Zealand, Indonesia, Greece, Turkey, Guatemala, and Italy. Wendy’s has at times struggled in the global arena, with failed ventures in Argentina, South Korea, Hong Kong, Russia, and Singapore. While Wendy’s is operating in 32 countries, it has only 637 restaurants operating outside of the United States.
This case deals with the international expansion plans of a fast food giant. Wendy’s international presence is poor, and growth in domestic markets is difficult to achieve as fast food is no longer growing in the United States. Further, the company faces fierce competition from competitors in both the fast food industry and the fast-casual dinning industry. However, there is high growth potential in a number of international markets. In May 2018, the company’s chief executive officer, Todd A. Penegor, needs to determine which foreign market(s) to target as well as
Case Discussion Questions:
- What impact (if any) could Wendy’s prior failures in international markets have on its current expansion effort?
- What challenges or issues might Wendy’s face in making a significant expansion into Africa?
- Using the marketing mix (i.e., product, price, place, promotion), determine what changes Wendy’s might have to make to its operations if it opens restaurants in the foreign markets highlighted in the case.
- Imagine that Wendy’s will open 1000 restaurants in a foreign market(s). Which foreign market(s) would you suggest it enter, and how many restaurants would you suggest it open in each market?
W18477
WENDY’S: A PLAN FOR INTERNATIONAL EXPANSION1
Fabrizio Di Muro wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective
or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to
protect confidentiality.
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permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
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University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com.
Copyright © 2018, Ivey Business School Foundation Version: 2018-08-13
In May 2018 in the United States, Wendy’s faced an important decision related to its international markets.
The company had a small international presence: of its more than 6,500 restaurants worldwide, only 637
were located in international markets. The company was faced with a saturated and stagnating U.S. market
as well as fierce competition from a number of fast food rivals including McDonald’s Corporation
(McDonald’s), Burger King Corporation (Burger King), and Carl’s Jr. Restaurants LLC (Carl’s Jr.), and
the surest path to growth seemed to be expansion into foreign markets, where fast food was still growing.2
Todd A. Penegor, Wendy’s chief executive officer, needed to determine which international market(s) to
target and how many restaurants to open in each market.
HISTORY OF WENDY’S
Basic Information and Product Menu
Wendy’s was founded by Dave Thomas on November 15, 1969, in Columbus, Ohio. As of May 2018,
Wendy’s was headquartered in Dublin, Ohio, and was the third-largest hamburger chain (behind
McDonald’s and Burger King), with over 6,500 restaurants, most of which were located in North America.
By 2017, the majority of the company’s restaurants were franchised locations—only 637 of the company’s
restaurants were company owned and operated. Further, Wendy’s franchise agreements were such that
Wendy’s controlled the exterior store appearance, food quality, and menu, while franchisees determined
the hours of operation, interior décor, pricing, uniforms, and wages.3
Wendy’s menu centred on hamburgers, French fries, chicken sandwiches, and its signature Frosty dessert,
arguably Wendy’s most famous and well-known offering.4 The Frosty, a soft-serve ice cream dessert offered
in vanilla and chocolate flavours, had also been sold as an ice cream float. Recently, the company had
introduced Frosty Shakes—a Frosty blended with either vanilla bean, strawberry, or chocolate fudge syrup.
For years, Wendy’s signature hamburgers had been its single, double, and triple burgers, which featured a
square patty (as opposed to a round one). However, in 2011, the company replaced its iconic hamburgers
with the release of the Dave’s Hot ’N Juicy line—thicker patties were introduced and the classic square
edges were eliminated. A number of other changes were introduced: the cheese was stored at a warmer
temperature, which meant that it melted over the patty. Changes were made to the bun as well as to the
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Page 2 9B18A052
produce and condiments—white onions replaced red onions, and mustard was eliminated as a condiment.
While the new line of burgers was re-named as Dave’s, the words single, double, and triple were retained.5
In 2012, Wendy’s decided to reintroduce breakfast offerings in its North American outlets. The company
had unsuccessfully attempted to roll out a breakfast menu in both 1985 and 2007. In May 2018, Wendy’s
typical breakfast offerings included breakfast sandwiches and breakfast burritos. In January 2014, the
company introduced its Ciabatta Bacon Cheeseburger, which featured a quarter-pound beef patty, aged
Asiago cheese, applewood-smoked bacon, rosemary garlic aioli, and oven-roasted tomatoes. This item was
originally intended to be offered for only a limited time, but due to its success, Wendy’s decided to feature
it permanently. Recently, the company introduced a black bean burger, containing (as of May 2018) black
beans, wild rice, farro, onions, brown rice, carrots, quinoa, corn, and green and red bell peppers. Sauces
and seasonings for the black bean burger typically included red wine vinegar, chili peppers, cumin, cilantro,
oregano, and sea salt.6
Wendy’s had also introduced the Baconator. In May 2018, this burger was available in three different
varieties: the Single Baconator, the Double Baconator, and the Triple Baconator. The Single was composed
of a quarter-pound patty accompanied by mayonnaise, ketchup, three slices of bacon, and two slices of
cheese, while the Double consisted of a half-pound patty, mayonnaise, ketchup, six slices of bacon, and
three slices of cheese. The Triple featured a three-quarter-pound patty, mayonnaise, ketchup, nine slices of
bacon, and four slices of cheese.7
International Locations
Wendy’s first foray into an international market occurred when it opened an outlet in Hamilton, Canada, in
1976. The first European outlet soon followed, when Wendy’s opened a restaurant in Munich, Germany,
in 1979.8 In the early 1980s, the company entered the Asian market. Restaurants were opened in Japan in
1980, in Hong Kong in 1982, in the Philippines and Singapore in 1983, and in South Korea in 1984.9
However, the company closed all restaurants in Hong Kong in 1986 and in Singapore in 1987 in response
to an economic slowdown. From 1988 to 1990, Wendy’s opened outlets in a number of international
markets: Mexico, New Zealand, Indonesia, Greece, Turkey, Guatemala, and Italy.10
In 1996, Wendy’s opened 18 restaurants in Argentina, but by 2000 all of these had been closed. By that time,
Wendy’s had also exited the South Korean market, as well as the United Kingdom and Hong Kong markets.11
Wendy’s re-entered Singapore in 2009; however, by April 2015, it had closed all restaurants and exited that
market. In 2011, Wendy’s re-entered Japan and Argentina by opening 50 restaurants in each country. The
company also expanded to Russia; but by 2014, Wendy’s had closed all of its restaurants in that country. In
2013, Wendy’s entered the country of Georgia, and in 2015 it entered India (see Exhibit 1).12
POTENTIAL INTERNATIONAL MARKETS FOR A WENDY’S EXPANSION
The following markets were identified by industry experts as having high growth potential:
Africa
In May 2018, the fast food industry was in the nascent stages in Africa. However, some industry experts
predicted that the African fast food market would experience significant growth in coming years. These
experts pointed to a changing lifestyle as the key reason for the growth of fast food in Africa. In May 2018,
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https://markets.11
https://Italy.10
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this changing lifestyle was being driven by a rising middle class and rising incomes in many African countries.
As a result, people had greater disposable income and were likely to need food on the go. 13
“As incomes rise and all of the usual emerging market dynamics are in play, such as urbanization, [and] more
hectic lifestyles, many people in Africa are also gaining access to chained/branded restaurants for the first time,”
commented Elizabeth Friend, a strategy analyst with Euromonitor International. Friend also pointed to curiosity
as another factor in the potential growth of fast food in Africa (especially since people were posting their culinary
experiences online, through various social media): “They’re curious about the foods their peers are eating and
the restaurants they are going to, and they’re eager for a chance to try them out for themselves.”14
Other analysts agreed that the African fast food market could see significant growth: “In Africa as a whole,
and particularly sub-Saharan Africa, we’re starting to see real growth in terms of the number of households
with the kind of disposable income that can support eating out,” commented Michael Schaefer, head of
Consumer Foodservice at Euromonitor International. “If we look at just South Africa, Nigeria, Cameroon,
and Kenya, you’re now seeing about 16 million households with disposable incomes of [US]$5,000 a year
or more, which is not a great deal, but is often considered the level when people might start to eat out on a
regular basis,” indicated Schaefer.15
Although Africa was considered to be a relatively new market in May 2018, some North American fast
food companies had already established operations in Africa by that time. In May 2018, KFC Corporation
(KFC)(formerly Kentucky Fried Chicken) was the market leader in Africa, with 840 restaurants across
various countries—South Africa, Angola, Namibia, Botswana, Malawi, Ghana, Kenya, Zambia, Tanzania,
and Uganda—while McDonald’s was second with 387 restaurants across six countries—South Africa,
Egypt, Morocco, Kenya, Mauritius, and Tunisia. By May 2018, Burger King had also established a presence
in Africa, with 120 restaurants in Egypt, Ivory Coast, Kenya, Morocco, and South Africa.16
Within Africa, a few markets were identified as having potential for growth:
Egypt
Egypt, a country with a population of approximately 92 million, was expected to experience continued
population growth. Most experts forecasted that the country’s population would grow by 2.2 per cent
annually for the foreseeable future. Most of Egypt’s population was located along a narrow strip of the Nile
River, and in May 2018, its population was young, with a median age of 25.3 years. The main language
spoken in Egypt was Arabic, and the most practised religion in the country was Islam; Christianity was the
second most practiced religion (see Exhibits 2 and 3). Traditionally, Egypt’s economy had relied on
agriculture, tourism, and cash remittances from Egyptians working abroad. By May 2018, a booming
economy, increased tourism, and a greater number of people in the workforce contributed to rising incomes
among the country’s consumers. With additional disposable income, Egyptian consumers had become
much more interested in eating out at restaurants. As a result, significant growth of the Egyptian fast food
market had already occurred; for instance, in 2016 alone, the casual dining segment grew by 24 per cent,
and substantial future growth was expected. In particular, significant growth was expected to occur in Cairo
(the country’s capital city), not only because of its large population (22 million people), but also because
of its status as the centre for tourism and commerce in Egypt.17
McDonald’s and Burger King had entered Egypt earlier, and by May 2018, McDonald’s had 78 restaurants
in Egypt, and Burger King had 68 restaurants in the country.18 In May 2018, there were also two major
Egyptian fast food chains, Cook Door and Mo’men. Both chains were established in 1988 and based in
Cairo. Cook Door mainly focused on sandwiches and meals, while Mo’men mainly featured sandwiches.
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https://country.18
https://Egypt.17
https://Africa.16
https://Schaefer.15
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The former had had one location until 2013 but had recently expanded to feature multiple locations, while
the latter boasted approximately 30 locations in May 2018.19
South Africa
In early 2018, South Africa’s population totalled approximately 50.7 million. Since the fall of apartheid in
1994, the country had peacefully transitioned to a multi-party democracy. A total of 11 different languages
were spoken in South Africa in early 2018. The language spoken by the greatest number of citizens was
Zulu, followed by Xhosa, Afrikaans, and English. The country’s dominant religion was Christianity, but
Islam and indigenous beliefs were also practised. By May 2018, South Africa was fuelled by mining and
agriculture, and its economy had become one of Africa’s largest and most stable.20 In recent years, South
Africa had seen rising incomes and a growing number of women in its workforce. These factors led to
greater disposable incomes for the country’s consumers, which, coupled with increasingly busy lifestyles,
led to more people eating out. This buoyed fast food consumption in the country. In addition, an expansion
of the country’s middle class had also helped the fast food industry to grow substantially in recent years.21
By May 2018, the South African fast food market had become somewhat established, as the top 10 fast
food companies had opened over 3,600 locations in the country. Yet signs of future growth were still
present. A large number (over 80 per cent) of South African consumers purchased fast food at least once a
month, and this number was expected to grow, as approximately 42 million people were expected to have
purchased at least one fast food meal by May 2018. Further, growth in the fast food sector was expected to
increase by 9 per cent in both 2018 and 2019, while the number of takeout restaurants was expected to
increase by 4 per cent each year during this time span. In addition, the country’s retail growth rate was
expected to grow by 3–5 per cent in 2019.22
American fast food companies had established operations in South Africa. McDonald’s first restaurant in
South Africa opened in 1995, and by the start of 2018 the company had over 200 restaurants across nine
provinces. Burger King first opened its doors in South Africa in May 2013, and by May 2018 it had 70
outlets in operation.23 In May 2018, a number of local South African fast food competitors existed, such as
Steers, Wimpy, and Nando’s. Steers offered flame-broiled hamburgers and homemade chips (fries).
Wimpy, a South African chain with American roots, featured classic fast food fare such as hamburgers,
chips, and breakfast items. Nando’s featured Portuguese-style peri peri chicken—chicken served with peri
peri, a Portuguese chili sauce—as well as a number of other Mozambique–Portuguese chicken dishes.
While Nando’s operated in South Africa, it had also expanded to Botswana, Mauritius, Namibia, Swaziland,
Zambia, and Zimbabwe.24
Ghana
In May 2018, Ghana had a population of approximately 29.6 million. Over the last 25 years, the country
had transitioned to a multi-party democracy and had made significant strides in the areas of freedom of
speech and freedom of the press. English was the predominant language in the country, though some
African languages such as Akan and Ewe were also spoken. The country’s dominant religion was
Christianity, followed by Islam and indigenous beliefs. Ghana’s economy relied on gold, cocoa, and oil,
and these products had fuelled significant growth over the last decade.25 By May 2018, the country boasted
a booming economy, with 7 per cent growth since 2005; its middle class was rapidly expanding, disposable
incomes were rising, retail was expanding, and consumers were experiencing changing lifestyles and had
begun to embrace fast food. These conditions, combined with reports that Ghanaians were expected to
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https://decade.25
https://Zimbabwe.24
https://operation.23
https://years.21
https://stable.20
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spend a large portion of their increased disposable income on food and drinks, indicated that Ghana could
experience significant growth in fast food. 26
By May 2018, most American fast food chains had not yet established a strong presence in Ghana.
McDonald’s had no presence in Ghana; and while Burger King had not yet opened a restaurant in the
country, the company was expected to open its first outlet at some point in May 2018.27 However, some
competition from local companies existed, with the strongest competitor perhaps being Papaye. Considered
to be the McDonald’s of Ghana, this establishment offered fried chicken and fish, as well as grilled fish
kebabs. Another significant competitor was Frankie’s, which featured burgers, pizzas, fries, milkshakes,
and Lebanese fast food.28
Kenya
In May 2018, Kenya’s population totalled approximately 48.5 million people. The most common language
spoken in the country was Swahili, followed by English. The country’s major religion was Christianity.
Kenya was a democratic republic, with a multi-party system. The country’s economy featured a variety of
major industries such as agriculture, forestry, fishing, mining, manufacturing, energy, tourism, and financial
services.29 Over the last 10 years, Kenya’s economy had boomed, and its expected economic outlook was
considered to be favourable for the foreseeable future. The country had seen its middle class expand and
disposable incomes rise. Further, the country’s consumers had experienced changing lifestyles, which led
to more consumers eating out on a regular basis. A large proportion (80 per cent) of the country’s population
was under the age of 35, and retail growth had been high in recent years. According to industry experts, all
of these factors were expected to contribute to significant growth in fast food in the coming years.30
By May 2018, American fast food chains had begun to establish a presence in Kenya. McDonald’s
announced that it would open its first restaurant in Kenya in mid-2018; Burger King, meanwhile, had
opened its first restaurant in 2016 and had three restaurants in the country by May 2018; Hardee’s Food
Systems Inc. (Hardee’s) also opened its first outlet in Kenya in 2016 and had three outlets in operation by
May 2018. In addition to the classic American competitors, some competition from local firms had emerged
by May 2018. The most significant competitors were Steers and Snack Attack, which focused on chicken
burgers and fries.31
India
In May 2018, India boasted a population of approximately 1.3 billion, and thus was the world’s largest
democracy. A wide variety of languages were spoken in the country, with Hindi and English among the
most common. Further, a number of religions—including Hinduism, Islam, Christianity, Sikhism, and
Buddhism—were prevalent. The country’s economy was strong; the country had traditionally relied on a
mixed economy.32
In May 2018, the Indian fast food market was a US$1.12-billion industry, with approximately 2,700 fast
food outlets. Despite its size, the market was still considered to be in its initial stages.33 However, the
conditions for growth in the near future were promising: in May 2018, the country had a population of
1.2 billion, with 356 million people between the ages of 10 and 24, making India the country with the
world’s largest youth population. Further, the rapid urbanization that was expected to occur across the
country—not only in large centres such as New Dehli and Mumbai, but also in smaller and mid-size
centres—would likely double the population in the next seven years. Approximately two-thirds of the
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https://stages.33
https://economy.32
https://fries.31
https://years.30
https://services.29
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population would be under the age of 30. According to Euromonitor International, the country’s 2,700 fast
food outlets would not adequately cover the current or the expected population.34
A number of other factors were expected to contribute to growth in the fast food market in India: in May
2018, India was seeing an increasing number of people entering the workforce, as well as significant
economic growth, a rising middle class (currently estimated at 250 million), a greater number of employed
females, and improved mobility among consumers. These factors had a positive impact on eating-out habits,
particularly in the fast food segment. This fact, combined with the expected population increase and the
fact that India’s current prime minister, Narenda Modi, was a proponent of increased foreign direct
investment, indicated that the Indian market could be a lucrative growth market for fast food.35
While most of Wendy’s major competitors had already established operations in India, none had a strong
foothold in the country. By May 2018, McDonald’s was the fast food market leader in India, with
approximately 300 restaurants across more than 40 cities. In May 2018, Burger King had a smaller presence
in India, with approximately 130 restaurants across 28 cities. However, Burger King planned to open 30–
50 restaurants a year until the company felt that it had satisfactory coverage across India. Carl’s Jr. had also
recently entered India, in 2015, by opening its first restaurant in Delhi. By May 2018, the company had six
locations in the country.36 American chains in India (and many other countries) used meal combos that
featured low pricing. For instance, KFC offered chicken meals that started at ₹2537 (approximately
CA$0.50), while McDonald’s offered hot lunch for less than CA$1.00. Pizza Hut International LLC offered
an iPan personal pizza for ₹60 (approximately CA$1.16), while Domino’s Pizza Inc. sold pizzas for as low
as ₹44 (approximately CA$0.85).38
Along with competition from North American fast food companies, in May 2018 there was fairly significant
competition from local companies in India. Organized retail made up only 5 per cent of the fast food market.
As a result, there was significant competition from independent, stand-alone fast food outlets and roadside
dhabas (roadside restaurants). While these operators were small, a few chains had emerged by May 2018.
One such chain was Jumboking. In May 2018, this Mumbai-based company’s key offering was vada pav (a
deep-fried potato dumpling, a regional dish from the state of Maharashtra), and it had approximately 100
locations across India. Another chain was Goli Vada Pav, a Mumbai-based chain with approximately 350
restaurants across the country. A third chain was Wow! Momo, based in Kolkata. This company’s specialty
offering were momos (dumplings). By May 2018, Wow! Momo had established over 130 locations in India.39
Russia
In May 2018, Russia’s population was approximately 142.7 million. The dominant language spoken in the
country was Russian, and the most widely practiced religion was Christianity, though some citizens were
Islamic. The country’s politics in May 2018 were still dominated by Vladimir Putin, whose control over
state institutions and the media had grown stronger in recent years. Russia’s large economy had traditionally
relied on natural resources, especially oil and gas.40
While fast food was introduced into the Russian market by McDonald’s in 1990, in May 2018 this market
was still experiencing—and was expected to continue to experience—significant growth. While fast food
existed in all parts of Russia, the fast food market in Moscow (Russia’s capital city) was particularly
alluring. Its size was estimated to be between US$400 million and US$700 million.41
Two key factors—the rapid expansion of shopping malls and a large number of young people—had the
potential to drive fast food growth at a rate of 20 per cent per year in the foreseeable future, according to
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https://million.41
https://India.39
https://CA$0.85).38
https://country.36
https://population.34
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some industry experts. This was because the rapid expansion of shopping malls was expected to provide
significant real estate for fast food, while young people traditionally were more likely to purchase fast food.
In fact, market research in Russia revealed that 50 per cent of Russian men and women between the ages
of 16 and 50 purchased fast food at least once a week. Furthermore, this group considered location and cost
to be the most important factors, while quality and cleanliness were thought to be secondary factors.42
A considerable fast food presence had existed for years in Russia. By May 2018, the market leader was
McDonald’s, with approximately 609 restaurants in over a dozen cities. McDonald’s seemed to have more
growth in mind for the Russian market, as the company had stated that it wanted to open a restaurant at
every metro stop in Moscow. Other competitors were also present in Russia; Burger King had opened
approximately 500 restaurants and had plans to open over 100 more restaurants in May 2018. Carl’s Jr. had
opened 17 restaurants in St. Petersburg and Novosibirsk.43
In addition to the traditional North American competitors, there were a number of Russian competitors.
Most Russian fast food operators could be found in street-side kiosks. The market leaders were Teremok,
which offered a variety of commonly known Russian delicacies; Kroshka-Kartoshka (stuffed baked
potatoes); Stardog (hot dogs); and Russkoe Blini (filled Russian pancakes). Three of these four competitors
had a strong presence across the country: by May 2018, Stardog had approximately 700 restaurants,
Teremok operated approximately 400 units, and Kroshka-Kartoshka had approximately 300 outlets.44
Emerging Markets
Research by The Hongkong and Shanghai Banking Corporation Limited revealed that the middle class of
emerging markets was expected to grow substantially—up to 1.2 billion people by 2030. This would
represent a 950 million person increase in the size of the middle class from the year 2000.45A large and
growing middle class was considered critical for the success of fast food, as when people reached middle
class, they had enough disposable income to eat at restaurants. The following nations were expected to be
critical to the growth of the middle class in emerging markets:
Colombia
Colombia, a large South American country with approximately 49 million inhabitants, had become a more
stable market, as crime in the country had decreased. In May 2018, the most common language spoken in
Colombia was English, while the country’s predominant religion was Christianity. Colombia had
established itself as a multi-party democracy. Its economy was typically reliant on oil reserves, gold, silver,
emeralds, platinum, and coal.46 In recent years, the country’s consumers had experienced growing incomes,
and there was greater participation by women in the workforce. With larger disposable incomes, as well as
increasingly busy lifestyles, more and more Colombians were eating out. Further, the country’s consumers
were expressing an openness towards new menus and foods. In May 2018, all of these factors pointed to
potentially high growth for fast food in Colombia in the coming years. Further helping matters was that at
that time, the restaurant industry was not overly saturated, as the country had only about 65,000 restaurants
(roughly the same number of outlets as in New York or California).47
In May 2018, there were fewer American fast food chains in Colombia than in many other foreign countries.
McDonald’s entered this market in 1995 and grew to approximately 80 restaurants,48 while Burger King
entered the market in 2008 and by May 2018 had approximately 40 restaurants in operation with plans to
open another 80 restaurants. There was also competition from local fast food chains. Hamburguesas El
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https://California).47
https://outlets.44
https://Novosibirsk.43
https://factors.42
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Corral, a fast food chain that featured mainly hamburgers and hot dogs, and Preso, which mainly served
hamburgers, had established a strong presence in most cities.49
Vietnam
By May 2018, Vietnam’s population had reached approximately 95 million. Further, 70 per cent of this
population was under the age of 35, and approximately 13 per cent of it was part of an emerging middle
class. The most widely spoken language was Vietnamese, and the most widely practiced religion was
Buddhism. In May 2018, Vietnam was still a one-party communist nation, but it was also a nation whose
economic growth and development over the last 30 years had led to its transformation from one of the
world’s poorest countries to a lower-middle-income country. Vietnam’s economy had typically relied on a
variety of industries, such as food processing, garments, textiles, mining, coal, and steel.50 The country’s
economy was growing, the government had a favourable attitude towards foreign direct investment, and
consumers were experiencing busier lifestyles and showing greater interest in fast food than ever before.
All of these factors pointed to sustained growth in the fast food sector. Further, as of May 2018, the
country’s restaurant industry remained largely untapped: there were approximately 530,000 food service
establishments in the country, but approximately 430,000 of them were street stalls. Further, few high-
profile chains existed; the largest chain was a coffee company, Trung Nguyen, with approximately 1,000
units. The second-largest chain was also a coffee company, Highlands Coffee.51
As far as fast food was concerned, there were far fewer American fast food franchises in Vietnam than in
most parts of the world. McDonald’s entered Vietnam in 2014 and crafted an ambitious expansion plan
consisting of opening 100 restaurants in the next 10 years. However, growth was slower than expected, and
as of May 2018 McDonald’s had only about 16 restaurants in Vietnam. Burger King entered Vietnam in
2012, and it too had an ambitious plan of opening 60 restaurants in the next five years. However, Burger
King had only 16 restaurants (as of 2016) in operation in Vietnam. Carl’s Jr. entered Vietnam in 2010 and
had a plan to eventually open 25 restaurants in the country.52 Significant competition existed from foreign
fast food chains such as Jollibee Foods Corporation (Jollibee), MOS Food Services, Inc. (Mos Burger), and
Lotteria. Jollibee, a Filipino chain featuring hamburgers and ice cream, operated approximately 140
restaurants in Vietnam. Mos Burger, a Japanese fast food chain offering mainly burgers, and Lotteria,
another Japanese fast food chain that featured mainly burgers and fried chicken, also had a strong presence
in Vietnam.53
WHAT SHOULD BE DONE NEXT
Wendy’s was well established in the United States but had a weak international presence. Faced with strong
competition and a stagnating market in the United States, the company’s best chance to increase revenues
and profits seemed to be foreign markets, where fast food was still growing. Which foreign market(s) should
Wendy’s chief executive officer, Penegor, target, and how many restaurants should he open in each market?
For the exclusive use of C. Vidal, 2020.
This document is authorized for use only by Carina Vidal in MBA613 Spring 2020-ap-01a taught by SHIRLEY YE SHENG, Barry University from Jan 2020 to May 2020.
https://Vietnam.53
https://country.52
https://Coffee.51
https://steel.50
https://cities.49
Page 9 9B18A052
EXHIBIT 1: WENDY’S INTERNATIONAL LOCATIONS
Region Countries with a Wendy’s
North America
Aruba, Bahamas, Canada, Curacao, Dominican Republic, El Salvador, Cayman
Islands, Guatemala, Honduras, Jamaica, Mexico, Panama, Puerto Rico, Trinidad and
Tobago, United States, U.S. Virgin Islands
Asia United Arab Emirates, India, Indonesia, Japan, Kuwait, Malaysia, Philippines
Europe Georgia
Oceania Guam, New Zealand
South
America Argentina, Brazil, Chile, Ecuador, Venezuela
Source: Adapted from “Number of Wendy’s Restaurants in International Locations in 2017, by Country,” Statista, accessed
March 29, 2018, https://www.statista.com/statistics/261557/number-of-wendys-restaurants-in-international-locations/.
EXHIBIT 2: MARKET SELECTION—MAJOR ECONOMIC INDICATORS
Country Population
(in millions)
GNI per Capita,
Atlas Method
(current US$)*
Wealth of
Consumers: GNI
per Capita PPP
(current
international $)**
Future Growth Rate:
GDP per Capita
Average Annual
Growth Rate 2018–
2023
Egypt 92.0 3,410 11,000 5.75%
South Africa 50.7 5,480 12,880 1.73%
Ghana 29.6 1,380 4,160 5.47%
Kenya 48.5 1,380 3,130 6.12%
India 1,324.0 1,670 6,500 7.92%
Russia 142.7 9,720 22,540 1.53%
Colombia 49.0 6,310 13,920 3.38%
Vietnam 95.0 2,060 6,170 6.52%
Note: GNI = gross national income; PPP = purchasing power parity; GDP = gross domestic product; *GNI per capita refers to
the dollar value of the country’s final income in a year, divided by its population; **PPP GNI refers to GNI converted to
international dollars using PPP rates; An international dollar has the same purchasing power over GNI as a U.S. dollar has in
the United States.
Source: “GNI per Capita, Atlas Method (Current US$),” The World Bank, 2018, accessed June 15, 2018,
https://data.worldbank.org/indicator/NY.GNP.PCAP.CD; “GNI per Capita, PPP (Current International $) – Country Ranking,”
indexmundi, 2016, accessed June 15, 2018, https://www.indexmundi.com/facts/indicators/NY.GNP.PCAP.PP.CD; “Real GDP
Growth,” International Monetary Fund, 2018, accessed June 15, 2018,
www.imf.org/external/datamapper/NGDP_RPCH@WEO/OEMDC/ADVEC/WEOWORLD/GHA.
For the exclusive use of C. Vidal, 2020.
This document is authorized for use only by Carina Vidal in MBA613 Spring 2020-ap-01a taught by SHIRLEY YE SHENG, Barry University from Jan 2020 to May 2020.
www.imf.org/external/datamapper/NGDP_RPCH@WEO/OEMDC/ADVEC/WEOWORLD/GHA
https://www.indexmundi.com/facts/indicators/NY.GNP.PCAP.PP.CD
https://data.worldbank.org/indicator/NY.GNP.PCAP.CD
https://www.statista.com/statistics/261557/number-of-wendys-restaurants-in-international-locations
Page 10 9B18A052
EXHIBIT 3: MARKET SELECTION—MAJOR POLITICAL, LEGAL, AND COMMERCIAL
CHARACTERISTICS
Country
Political System: Voice
and Accountability
(−2.5 to +2.5)*
Legal System: Rule of
Law (0–1)**
Commercial System:
Ease of Doing Business
(1–190)***
Egypt −1.23 0.36 128
South Africa 0.64 0.59 82
Ghana 0.64 0.59 120
Kenya −0.15 0.45 80
India 0.41 0.52 100
Russia −1.21 0.47 35
Colombia 0.10 0.50 59
Vietnam −1.41 0.50 68
Note: *Voice and Accountability: This captures the extent to which citizens of a country are able to participate in the selection
of its government, as well as freedom of expression, freedom of association, and a free media. Voice and Accountability is
measured using an index that ranges from −2.5 to +2.5. A score of −2.5 reflects the lowest possible Voice and Accountability
score, while a score of +2.5 reflects the highest possible Voice and Accountability score; **Rule of Law: Rule of Law measures
the extent to which people obey the rules of society. Rule of Law is measured on a scale from 0 to 1, where 0 represents the
weakest adherence to the rule of law, while 1 represents the highest adherence to the rule of law; ***Ease of Doing Business:
This is defined as the extent to which the regulatory environment is conducive to starting and operating a business. Ease of
Doing Business is measured on a ranking system from 1 to 190. A lower number reflects a higher ease of doing business,
while a higher number reflects a lower ease of doing business.
Source: “Voice and Accountability – Country Rankings,” The Global Economy, 2016, accessed June 15, 2018,
https://www.theglobaleconomy.com/rankings/wb_voice_accountability/; World Justice Project, World Justice Project Rule of
Law Index, 2017–2018, accessed June 15, 2018, https://worldjusticeproject.org/sites/default/files/documents/WJP-ROLI-
2018-June-Online-Edition_0 ; “Doing Business – Economy Rankings,” The World Bank, 2017, accessed June 15, 2018,
www.doingbusiness.org/rankings.
For the exclusive use of C. Vidal, 2020.
This document is authorized for use only by Carina Vidal in MBA613 Spring 2020-ap-01a taught by SHIRLEY YE SHENG, Barry University from Jan 2020 to May 2020.
www.doingbusiness.org/rankings
https://worldjusticeproject.org/sites/default/files/documents/WJP-ROLI
https://www.theglobaleconomy.com/rankings/wb_voice_accountability
Page 11 9B18A052
ENDNOTES
1 This case has been written on the basis of published sources only. Consequently, the interpretation and perspectives
presented in this case are not necessarily those of Wendy’s or any of its employees.
2 “Number of Wendy’s Restaurants Worldwide from 2011 to 2017, by Mode of Operation,” Statista, 2018, accessed May 8,
2018, https://www.statista.com/statistics/221967/number-of-wendys-restaurants/.
3 “The Wendy’s Story,” Wendy’s, accessed January 28, 2018, https://www.wendys.com/en-us/about-wendys/the-wendys-story;
International Directory of Company Histories, “Wendy’s International, Inc.,” Encyclopedia.com, 2018, accessed January 28,
2018, https://www.encyclopedia.com/social-sciences-and-law/economics-business-and-labor/businesses-and-
occupations/wendys; “Number of Wendy’s Restaurants Worldwide from 2011 to 2017, by Mode of Operation,” op. cit.;
“Franchise FAQs,” Wendy’s, accessed May 8, 2018, https://www.wendys.com/franchise-faqs.
4 Ibid.
5 “Explore Our Food,” Wendy’s, accessed February 2, 2018, https://www.wendys.com/en_US/explore/; “The Wendy’s Story,”
op. cit.; John M. Edwards, “Reality Check: Wendy’s New Hot ‘N Juicy,” Serious Eats, September 30, 2011, accessed May 8,
2018, https://aht.seriouseats.com/2011/09/reality-check-wendys-new-hot-n-juicy-review.html#comments-77434.
6 Jenn Wohletz, “Wendy’s New Breakfast Menu – Not Quite McDonald’s, but Reason to Rise and Shine,” Westword, August 23,
2012, accessed May 8, 2018, www.westword.com/restaurants/wendys-new-breakfast-menu-not-quite-mcdonalds-but-reason-to-
rise-and-shine-5744902; Bret Thorn, “Wendy’s Introduces Ciabatta Bacon Cheeseburger,” Nation’s Restaurant News, January
23, 2014, accessed May 8, 2018, www.nrn.com/food-trends/wendys-introduces-ciabatta-bacon-cheeseburger; Jolinda
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https://www.thespruceeats.com/vegan-burgers-available-at-wendys-3378499.
7 The Wendy’s Company, “Respect the Bacon: Wendy’s Baconator and New Baconator Fries,” news release, PR Newswire, June
29, 2015, accessed May 8, 2018, https://www.prnewswire.com/news-releases/respect-the-bacon-wendys-baconator-and-new-
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15 Whitehead, op. cit.
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Page 12 9B18A052
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Page 13 9B18A052
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- Structure Bookmarks
WENDY’S: A PLAN FOR INTERNATIONAL EXPANSION1
HISTORY OF WENDY’S
Basic Information and Product Menu
International Locations
POTENTIAL INTERNATIONAL MARKETS FOR A WENDY’S EXPANSION
Africa
India
Russia
Emerging Markets
WHAT SHOULD BE DONE NEXT
EXHIBIT 1: WENDY’S INTERNATIONAL LOCATIONS
EXHIBIT 2: MARKET SELECTION—MAJOR ECONOMIC INDICATORS
EXHIBIT 3: MARKET SELECTION—MAJOR POLITICAL, LEGAL, AND COMMERCIAL CHARACTERISTICS
ENDNOTES