Case26_OutbackSteakhouse - 6. How would you characterize...

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Assignment Questions 1. What are the key elements of Outback Steakhouse's strategy in 2005? Is the strategy working? 2. What is your assessment of the caliber of Outback's portfolio of restaurants? Do the different brands/restaurant themes fit well together? Does the ownership of multiple restaurant chains benefit Outback? If so, how? 3. What role do you see that Outback's Principles and Beliefs have played in the company's success? What relevance do these Principles and Beliefs have to Outback's strategy? How does the STARS program support Outback's Principles and Beliefs? 4. What do you see as the key policies and operating practices that Outback is using to execute its strategy? 5. What do you think of Outback's emphasis on "taking care of Outbackers first?" What evidence indicates that this is a successful policy or not?
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Unformatted text preview: 6. How would you characterize Outback's culture-strong, weak, healthy, unhealthy, high performance, adaptive? What are the chief components of the culture? Is the culture well-matched to the strategy? Why or why not? 7. What grade would you give Outback management for the manner in which it is trying to execute its strategy? What support can you give for assigning this grade? How close is this company to achieving operating excellence? 8. What is your assessment of Outback Steakhouse's financial performance and financial condition? Is the company in good financial condition? Why or why not? 9. What major issues and concerns is Outback facing in 2005? 10. What recommendations would you make to Bill Allen, CEO of Outback, regarding Outback's strategy and its approaches to strategy execution?...
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This note was uploaded on 07/15/2011 for the course BUS A 10001 taught by Professor All during the Spring '11 term at Shaheed Zulfiqar Ali Bhutto Institute of Science and Technology.

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