15 P a g e 30 Competitive Profile Matrix CPM Krispy Kreme Dunkin Donuts

15 p a g e 30 competitive profile matrix cpm krispy

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15 | P a g e
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3.0 Competitive Profile Matrix (CPM) Krispy Kreme Dunkin’ Donuts Starbucks Critical Success Factors Weight Ratin g Scor e Ratin g Score Ratin g Score Advertising 0.10 3 0.30 4 0.40 3 0.30 Product Quality 0.15 4 0.60 3 0.45 3 0.45 Product Diversity 0.12 1 0.12 3 0.36 2 0.24 Price Competitive 0.08 3 0.24 3 0.24 2 0.16 Management experience 0.11 2 0.22 3 0.33 3 0.33 Financial Position 0.07 2 0.14 3 0.21 3 0.21 Customer service 0.10 4 0.40 3 0.30 3 0.30 Market Expansion 0.12 1 0.12 3 0.36 4 0.52 Market Share 0.10 2 0.20 3 0.30 3 0.30 Sales Distribution 0.05 4 0.20 2 0.10 3 0.15 Total 1.00 2.54 3.05 2.96 Table 3.1: Competitive matrix profile of Krispy Kreme Doughnuts Analysis: 16 | P a g e
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A competitive profile matrix is a useful tools to compares a company and its rivals. The matrix reveals strengths and weaknesses for each company, and critical success factors show areas of success or areas for improvement. According to the scores of the critical success factors in the competitive profile matrix (CPM) on the above, the overall score is obtain by the Dunkin’s Donuts is the highest (3.05), follow by the Starbucks (2.96) and Krispy Kreme Donuts (2.54). It rivals that KKD need to have some improvement on their critical successful factor. We can conclude that Krispy Kreme Donuts providing a competitively better product quality and provide good customer service for its customers. It means that Krispy Kreme Donuts has to gain competitive advantage compare with its competitors. However, the company requires a global expansion plan apart from the CPM matrix in order to increase its effectiveness with more strength. In addition, the company also needs to diversify its product line to become competitively stronger. As shown at CPM table, the main competitors of the Krispy Kreme are Dunkin' Donuts and Starbucks. Hence, Krispy Kreme need to have an improvement on the aspect their lack in order to gain early advantage to become the number one in the industry. 17 | P a g e
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4.0 External Factor Evaluation (EFE) Key External Factors Weight Rating Weighted Score Opportunities 1. Customers can purchase the products at both Keurig and KKD websites. 0.08 2 0.16 2. The company is also expanding its footprint internationally. 0.10 3 0.30 3. United States, Asia or Pacific and Middle East and Europe are market to conquer. 0.07 3 0.21 4 KKD and Keurig Green Mountain Coffee agreed to create both decaf and regular Krispy Kreme coffee for Keurig coffee makers. 0.12 2 0.24 5. The company has plans to grow international stores to 900 by January 2017. 0.08 2 0.16 6. KKD has expanded and become a global brand. 0.07 4 0.28 Threats 1. People are becoming more health- conscious, in their diet and food choices. Dunkin Brands and Starbucks have already diversified their menu with healthier choices. 0.07 3 0.21 2. Starbucks is the world’s largest specialty coffee retailer with over 18,000 stores in 60 different countries. 0.08 2 0.16 3. Dunkin’ Brands accounts for much of these sales with their popular coffee offerings as well at doughnuts market 0.10 3 0.30 4. The global market looks promising for American donut firms and Canadian- bases Tim Hortons.
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  • Spring '17
  • nadhirah
  • Strategic Management, Business Policy, Krispy Kreme Doughnuts, Krispy Kreme Doughnuts Inc.

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