Dunkin Brands Italy - boyd-home.comboyd-home.com/stonehill1/bus465/BUS465 grp...

Dunkin Brands ItalyDalton, Jon, Mike, Travis, Yoei

Parent Company Overview:

Dunkin Brands

Location - Canton, Massachusetts

CEO - Nigel Travis (January 2009)

Annual Revenue - 748 million dollars

Number of Locations - 18,054

Type of Business - Food and Beverage

Parent Company Organization Chart

International Management Strategy

Franchise our stores to qualified entrepreneurs

Adapting store layout to environment/space available

Conduct thorough market analyses

Establish 50-75 franchise locations in and around most populous cities in Italy

Refine menu to fewer, higher quality options

Monitor and record all data Readjust

Keep open channels of communication

Italian Division Structure

Compensation of Executives of Italian Franchise Operations

Tracking and Recording Results

Most important daily metrics will be sent in live-time to managers and executives

Any other data can be sent weekly

Monthly meetings of Italian Operations executives

Mostly quantitative data, but some qualitative responses

Current International Presence

Changes We Need To Make

Most places outside of New England view us as only a donut shop Heavily market our coffee options

Adapt to the customer preferences in Italy Offering coffee and pastries they want

Cultural Considerations

1st Meeting with potential franchisees Proper etiquette

Cross cultural awareness will improve our business relations

2nd: Working hours in Italy 8am-1pm and 3pm-7pm

3rd: How do Italians like their coffee In Italy, people prefer to sit and drink their coffee

Ensure that our franchises all have comfortable seating areas

Political Considerations

Italy is the 69th most corrupt country

Limited system of checks and balances for the government

Still signs of bribes and "favors" from organized crime

Most of the major political problems will have little to no effect on our company

Franchising Act

Formal written agreement

Minimum agreement time

Allow for the amortization of the investment

No less than 3 years

Basic information

Royalties

Territorial Exclusivity

Economic Considerations

Recession in 2008 destroyed the economy

GDP for 2014 was 2.2 trillion in USD

High Unemployment rate of 12.5% ~7.5million people without work

Especially women and teenagers

Economy is at 58% of pre-recession levels

Workforce and Labor Considerations

Franchisees will be able to find workers These are jobs that will require a lot of skill Strong labor laws in Italy

Require 1 paid day off per week

No minimum wage in Italy All wages are negotiated in Italy

We have the bargaining power in these negotiations Ensure all wages and working conditions are the same across the

board

Service - 65% Manufacturing - 31% Agriculture - 4%

Geographic Considerations

Financial Considerations

The Euro

We already have operations in Europe conversion will not be a problem

Current exchange rate: $1 = €.92

Financial reporting

30% tax rate

Yearly audit

International Management Process

Franchising Application

Strict Requirements

Working with Franchisors

Not afraid to change product line

Create a brand!

How Policies Impact International Management

Limits control we have over but limits risk

Allows us to gain knowledge of markets without paying for it

Creating Brand in new market

Financial Aspects

Financial Aspects

Majority of cost will come from three areas;

Research and Development

Finding qualified franchisee's

Re-arranging franchise layouts Cappuccinos

Cannoli's

Other beverages

International Management Metrics

Three core variables will be analyzed: Finance Data

Personnel Data

Quality Data

Finance Data Cost Data

Research expenses

Franchise expenses

Salaries

Sales Data Beverage sales

Food sales

Personnel Data

Employees Training

Relationship between Managers and Employees

Customer feedback on experience

Quality Data

Data from Suppliers

Customer Feedback on food & Beverages

Success

Short TermFranchise Agreements within 12 months

Middle TermFranchises open within 24-36 months

Long-TermPositive Cash flows within 3-5 years from

franchises

Financial Goals

Average Revenues per Franchise

$600,000

Growth in International Sales

5% per year for the next 5 years

Jon Finnerty, Travis Army, Johannes Toensing, Dalton Weir, Mike Krupczak

1.Company Overview Dunkin Donuts, a subsidiary of Dunkin Brands was founded in 1950 when Bill Rosenberg opened the first shop in Quincy, Massachusetts. His goal was to "make and serve the freshest, most delicious coffee and donuts quickly and courteously in modern, well-merchandised stores.”1 Soon after in 1955 Dunkin Donuts began to license franchises out to interested businesspeople. Currently, Dunkin Brands is headquartered in Canton, Massachusetts which makes sense considering that Dunkin Donuts uses slogans such as “New England runs on Dunkin”, while the company continuously sponsors all of the professional New England sports teams. If you go into Dunkin Donuts restaurants in New England, you are bound to see large cut outs of players like David Ortiz or Rob Gronkowski with iced coffees or sandwiches in their hands. Dunkin Donuts has run promotions offering up a chance to win breakfast with Gronkowski (pictured below) amongst other things.

Dunkin Donuts menu is primarily focused on a combination between drinks such as coffee, iced coffee, lattes and other drinks that get people going in the morning. They also focus their food menu or breakfast items with options such as donuts, muffins, bagels, and breakfast sandwiches. While breakfast remains the focus of their menu, they also offer items that are geared towards lunch as well by offering basic sandwiches like chicken and turkey. According to the Dunkin Brands website, Dunkin Donuts is acknowledged in the industry as being number one in iced, regular, decaf flavored coffee, as well as number one in hot regular, and decaf flavored coffee. As far as food goes they are also recognized as number one in the donut category as well as number one in bagel and muffin categories, while they take the number 2 spot in breakfast sandwich servings category. This summer, local website Boston.com, which is a news outlet that covers everything New England ranked the top selling donuts that Dunkin Donuts offered by the company. The five top sellers were chocolate glazed, glazed, jelly filled, Boston crème, and chocolate frosted. While food will always be popular among customers, according to Forbes, Dunkin Donuts is focusing on their drink selection in order to compete with major competitors like Starbucks. Forbes reported that in 2012 over 58% of sales within the company came from drinks. Dunkin Brands also reports that on average, they sell 30 cups of coffee every second. Globally, over an entire year they sell about 1.7 billion cups of hot and iced coffee and Dunkin Brands also states that there are over 15,000 different ways to order your coffee at Dunkin Donuts. Pictured below is a typical menu you would see at Dunkin Donuts locations.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiI2pnX87jJAhVFjz4KHUw1DxAQjRwIBw&url=http://nesn.com/2013/09/rob-gronkowski-dunkin-donuts-unveil-epic-online-game-chance-to-eat-breakfast-with-tight-end/&bvm=bv.108194040,d.cWw&psig=AFQjCNEpuwIZR3lQhUl3evWjCOP2Pm_few&ust=1448998847767210


Dunkin Donuts has more than 11,500 locations worldwide and they continue to expand and grow every year. In America alone Dunkin Donuts has around 8,000 locations over 41 different states. Now, these locations are not very spread out yet. Dunkin Donuts obviously dominates the Northeast market with locations on pretty much every corner. However, as they continue to combat against Starbucks, Dunkin Donuts continues to expand west towards California, Nevada and Washington to name a few states. Below, the map shows the comparison between Dunkin Donuts and Starbucks in terms of locations in a region.

As is apparent, Dunkin Donuts dominates the Northeast in whole with dark purple coloring all of New England. It also appears that Dunkin Donuts is beginning to get a bit of a stronghold on the eastern seaboard as well, with Florida seeming to become very populated with Dunkin locations. If you look all the way down the eastern seaboard, it appears Dunkin Donuts is trying to take hold of the market before Starbucks has the chance to open up shop. In contrast, Starbucks has a hold on the west, more specifically, California and Washington which is why Dunkin Donuts is beginning the Westward trend.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjHhejL-rjJAhXEaD4KHTumCQQQjRwIBw&url=http://www.maguzz.com/dunkin-donuts-menu.html&psig=AFQjCNEUzEg67FcEVGSPtjUNVbqJQWdWhw&ust=1449000749473514

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjvwvDT_LjJAhVDND4KHVwHDRkQjRwIBw&url=http://www.theblaze.com/stories/2015/01/12/starbucks-or-dunkin-donuts-this-map-shows-where-americans-get-their-coffee-fix/&psig=AFQjCNHYyMjBrRoCNOwMnrr0ldvEhhnoVw&ust=1449001083387644


As previously mentioned, Dunkin Donuts restaurants are franchises; therefore, each location could be owned by a different individual. The owner of the franchise is responsible for many tasks, and therefore has to perform numerous jobs to make sure operations are flowing smoothly. “Franchise owners usually have management experience, particularly in the food service industry, before acquiring the Dunkin’ Donuts franchise. During a day at the restaurant, they will lead a high performing team of workers. The owner may work behind the counter at times when the store has a shortage of employees due to sudden illness or absence of an employee. The owner may have to handle duties of a worker or manager using customer service skills and deal with any complaints. Aside from actually working in the restaurant at times, the franchise owner takes care of the store inventory, keeping a record of food, beverages and materials to reorder items when necessary. Duties also include handling employee payroll, maintaining and updating employee health and financial benefits and overseeing the hiring or firing of employees. The franchise owner also provides sales and accounting reports to the Dunkin’ Donuts corporation.”2 Obviously, the franchise owner is responsible for pretty much everything that involves smooth operation, as well as reporting the sales and accounting to Dunkin corporate. As far as store employees go, Dunkin Donuts hires low wage and low skilled workers to work the registers and other routine tasks that attribute to smooth operations. According to the job recruiting website Glassdoor, a cashier at Dunkin Donuts makes around $8.34 per hour.3 Now this rate is just an average of the responses they have gotten from employees because wages are different in every state, but entry level positions appear to be slightly above minimum wage. If an employee shows strong work ethic and continues to grow and improve within the company, they can be promoted into store assistant managers and managers. The next quote explains a few things that are asked of Dunkin employees, from the franchise owner’s perspective. “A day at a restaurant includes making sure customers are satisfied with friendly service from employees. The owner also makes sure his employees are efficient at making the foods and drinks properly in a timely manner so the products meet the customers’ needs.”4 This shows that although Dunkin Donuts is not looking for skilled workers, you must show an aptitude to learn in order to make food and drinks correctly, all while performing quality customer service. 2. Parent Company Organizational Chart


3. Company International Management Strategy In order to understand the strategies our company has chosen to implement, you must understand

the basic reasoning for strategizing. Our pursuit of international growth, specifically new growth in Italy, will require us to complete the basic steps of international management: “applying management concepts and techniques in a multinational environment and adapting management practices to different economic, political, and cultural contexts.”5 As Dunkin Brand and, more specifically, Dunkin Donuts, grows as a Multi-National Corporation, the requirements of economic success will grow along with the business, thus making an international strategy even more important.

As of 2014, “only” $20 million of the $568 million in revenue generated came from international markets for Dunkin Donuts6. The growth potential for the company is just as enormous as it will be important in future growth for Dunkin. Luthans & Doh state general, yet important, facts that “Economic integration and the rapid growth of emerging markets are creating a shifting international economic landscape”7. These reiterate the necessity for Dunkin Donuts to delve into foreign markets. It is logical to think that the Italian coffee, café, and pastry industry may be difficult to penetrate, but our strategy and financial backing leads us to believe we will be successful. It’s important to note that “Customer relations, associated with how national culture reacts to organizational cultures, reflect how the local community views the company from a customer service and employee satisfaction perspective;”8 this tells us that diversity of our operations and employees will carry great importance, and the ability of Dunkin Donuts to adapt, even when having a sound strategy, is crucial. “According to many international consultants and managers, diverse and global teams are one of the most consistent sources of competitive advantage for any organization,”9 so with this knowledge in hand, our desire for a competitive advantage in the Italian coffee market will be reluctant on establishing a diverse foundational workplace, united by the desire to better the Dunkin brand.

Culture is another important aspect of general international management that must be understood to create a strong strategy. Culture is “acquired knowledge that people use to interpret experience and generate social behavior,”10 and may be our biggest obstacle when entering Italy. Culture can shape, affect, and change how the Italian consumers behave, thus affecting our sales potential. The most difficult barrier to knock down will be due to the Italians specific coffee desires in regards to preparation, quality, taste, and sourcing. Again, it will be most important for Dunkin Donuts to create a well thought-out strategic international management plan do avoid failure. Communication between executives, lower-level employees, and even consumers must be a primary focus of our international strategy. There are ways to hurt your business easily, due to the fact that “there are a great many problems in the international arena that can result in the failure to transfer meanings correctly,”11 thus we must remain vigilant when examining this change. Non-verbal communication can be very important in Italy, explaining why it is a high-context culture. From the upper executive level, our communication is almost exclusively to the franchisees (not their employees) due to the structure of our business model. We anticipate that nearly all of these franchisees will be Italians, and we must be conscientious that the communication leaves no room for error. Explicit and implicit dialogue and orders should be carefully thought out and communicated, as both American-cultured individuals will be frequently working with Italian-cultured individuals. Of course our communication via advertisements will be heavily studied and monitored so that the Dunkin brand is being portrayed in the best light possible. We can certainly have mechanisms for taking consumer feedback and making changes when necessary, thus becoming the best company we can be, in Italy. The text examines franchising and its highly adaptable processes that can quickly lead to fortune. It illustrates that the arrangement is “very adaptable to the international arena, and with some minor adjustments for the local market, it can result in a highly profitable business,”12 which bolsters our desire to continue this method internationally as our business does in America and 30 other foreign countries. Dunkin Donuts sees this as a mutually beneficial expansion as “It provides [us] the franchisor with a new stream of income and the franchisee with a time-proven concept and products or services that can be quickly brought to market.”13 Another potential perk of this arrangement is the ability for us to sell whatever equipment, products, or any other materials to our franchisees. We understand that certain adaptations will be needed in out Italian stores, so those materials that differ from what we currently sell to franchisees can easily be gotten by them, in country. Our continued franchising approach will resonate well with our strategy of going into Italy. The final aspect of international strategy to understand is that it is “the process of determining an organization’s basic mission and long-term objectives and then implementing a plan of action for pursuing


this mission and attaining these objectives.”14 Not only do we as a brand want to attain such objectives, but maintaining them is crucial to our success as well. There will be added dimensions of complexity to account for at all times. We will plan to the fullest extent that is determined helpful and efficient, and leave the rest of our operations up to reacting to tastes and changes in our Italian target market. With all of these considerations in mind and knowledge that our employees yield, our strategies will be as follows: - Franchise the Dunkin Donuts brand and products to qualified franchisees - Open 50-75 franchises in and around 10-20 highest trafficked cities in Italy - Offer a slightly more limited menu that focuses on higher quality options, not higher quantity - Conduct substantial market research, covering various aspects of Italy, to produce best franchise model - If needed, pursue best way to penetrate traditional coffee market in Italy - Monitor and record results carefully, then suggest constructive changes based on data - If needed, alter cost coverages by Dunkin Brands to entice new franchisees - Keep open channel of communication with franchisees to ensure highest profits achievable This international management strategy will be our best chance at creating and keeping successful franchises in Italy, a nation in which we currently do not operate. As stated multiple times, we as Dunkin have proven success with our franchising method and truly have strong relationships with our franchisees. We see a good fit with potential Italian entrepreneurs that will know our future customers as best as possible; this can help our company adapt at a steady pace. Our CEO Nigel Travis has even said before that “Our approach is to grow contiguously instead of all over the place,”15 which shows that whether it’s domestically or internationally, we will continue to have this approach. We have identified Italy’s most populous cities, benefitting from the additional tourist traffic in many cases, as our target markets for our franchises. We feel as though getting the Dunkin Donuts brand name and products into these areas with high volume is a high-risk, high-reward strategy. We recognize the possibility of our brand taking some “getting used to” but remain confident that our franchisees will be valuable enough to create our strong foundation. Our plan of reduced menu offerings that are gauged to the Italian likes and dislikes, specifically beverages, will be very helpful to our franchises. In order to win popularity, strong brand recognition, and market share in Italy, we must make sure our offerings are what the consumers want, right away. We will get people to try our beverages and food options, and the first impression will carry great importance. Focusing our efforts on a smaller number of high quality products means for an easier learning curve and overall training experience for our franchisees too. We hope to develop what products will sell best, including (but not limited to) cappuccinos, lattes, espresso, and macchiato, based off of many rounds of research. In any company’s case entering a new foreign market, there will be extensive research before any tangible work is done. In our case, it’s astronomically important that we as Dunkin Donuts figure out the right tastes and success factors, due to our pursuit of the very specific, and demanding Italian coffee market. Lastly, Dunkin’s constant communication of opinions, results, data, etc. will allow our company to track results and make alterations to any aspect of business. Just as important as implementing solutions is the feedback we receive once we have carried out certain choices. The sensitive Italian coffee market will yield much information on how well our franchises are doing. We cannot allow our franchisees or ourselves to overlook the data we gain from this foreign expansion.


4. International Management Organizational Chart

Director of Dunkin

Director of Dunkin Italy

VP of Marketing - Italy

VP of Sales - Italy

VP of Operations -

Manager of Human Resources

Manager of Accounting

Manager of Legal Issues

Territory Marketing Managers

Territory Sales Managers


Role Annual

Compensation ($)

Annual Benefits/Bonuses

($) Total Cost ($)

Director of Dunkin: Italy

(1) $650,000 $20,000 $670,000

VP of Marketing:

Italy (1) $575,000 $20,000 $595,000

VP of Sales: Italy (1)

$575,000 $20,000 $595,000

VP of Operations:

Italy (1) $600,000 $20,000 $620,000

Territory Marketing

Managers (8) $135,000 $8,000 $1,144,000

Territory Sales

Managers (8) $135,000 $8,000 $1,144,000

HR Managers (4)

$105,000 $8,000 $452,000

Accounting Managers (3)

$100,000 $10,000 $330,000

Legal Managers (3) $120,000 $10,000 $390,00

As mentioned before, it will be very important to keep track of our strategic management plan, and to make sure that the Italian Dunkin Donuts franchises are on track. Much of this responsibility can fall on the requirements of the executives listed above, with results ultimately being reported daily or weekly to the director and vice presidents of the company’s national executives. Without proper care for goal setting and performance tracking, the effectiveness of our franchises in Italy would be in jeopardy. Total Quality Management, which “covers the full gamut, from strategy formulation to implementation,”16 is certainly a large factor that will be carefully weighed out by managers in our new foreign expansion. The overbearing point that is being made is that Dunkin Donut’s push into the Italian market will be difficult, but the growth potential and chance to win Italian’s over, something Starbucks has failed to do, can be hugely positive. It is


necessary to formulate our strategic plan, ensure a sound, efficient implementation of this plan, and consistently observe and react to any changes that will be needed. The measurable data that can be gained from our franchisees performance will be done mostly in a quantitative fashion. Daily metrics such as sales, traffic, number of each product sold, amount of products per transaction, hourly sales, lost product (though difficult to track), and other important numbers of the like will be kept in real-time, and sent to all executives in both Italy, and Canton headquarters. Data of a qualitative nature would likely result from customer feedback that could not be measured by numerical surveys or tools of the like. Qualitative data should not be overlooked though, especially in a country like Italy that cares deeply about coffee. Their answers to our questions will resonate that passion, and better help our strategic management plan stay on track, if not improve. At the end of the day, our planning and ability to adapt and advance will be the most imperative aspect of our venture into Italy. 5. International Management Issues The national structure of Italy is not dissimilar to that of our home country’s region. The Italian Republic is organized as a centralized state divided into regions, provinces, and municipalities.17 The president of the republic is elected for a term of seven years by the Parliament. The legislature is comprised of two chambers, the Chamber of Deputies and the Senate of the Republic. Also similar to the structure of the United States, both houses must pass all laws. This is an organized system that provides no ambiguity about how things operate on the federal level. These factors will be important in the early phases of our business in Italy. Things such as incorporating ourselves, franchising, labor laws, and financial reporting will be discussed further. The political and legal considerations are similar to those that we must account for here in the United States.

Italy is ranked 69th out of 175 countries according to the national transparency index for corruption.18 Much of its low ranking on this index is due to the fact that there is not much separation of the executive and legislative branches.19 This allows for the executive branch not being held to the accountability that it should. Another reason for the low ranking is that there is no limit on the amount of corporate donations for political campaigns. This can be left to interpretation but there are no outstanding examples of corporate-political corruption in Italy. Much corruption comes from large groups of organized crime taking part in things like giving loans to struggling citizens and paying off government agencies to turn the other cheek.20 Our company will not have much interaction with the Italian government other than paying taxes and obeying local laws and policies. We can expect that the somewhat overpowering government will not have much effect on us because of our franchising strategy that takes away much of the risk involved. Although, we would be more at ease if there were increases in the overall checks and balances of the system.

The best way to describe the processes of setting up a business in Italy would be formal. Many of the processes could be done without but the culture there requires them to do them anyway. To register and incorporate our business in Italy there are a few “hoops” to go through. The first is to execute a public deed of incorporation.21 This is to be done in front of and signed off by a public notary. During this phase company bylaws are established in accordance with the state and local laws. The fees involved are a EUR 200 payment registration fee and a commission for the notary ranging from .6%-1.4% of the total startup costs of the company.22 This step is finished in one day and for us is considered to be inexpensive and necessary to do business. The second step also completed in one day is the purchase of corporate and accounting books.23 This is also inexpensive and the number of pages we need as a company for our books determines the cost. The third step also done on the first day is paying the government tax. There are different amount to be paid to the government is determined by the amount of our social capital in the country.24 We will have over the highest threshold of EUR 516,456 and therefore have to pay EUR 520 tax to the government. The fourth step takes an additional two days and involves our company receiving our tax identification number and registering with the social security administration.25 This step costs and additional EUR 250 for both registrations. The final step has no cost and takes less than a day and only involves our company notifying the Competent Employing Office of the employment of workers for our company.

Dunkin’ Donuts is in the food and beverage industry and provides the service of coffee and pastries, and because of the close interaction with customers, we rely heavily on our employees. One of the most important things to note about Italy is that it is a democratic republic founded on labor. Specifically, the right for every citizen to work and because of this, the republic strongly protects the rights of all workers. We will not be directly hiring employees for our stores. However, we do realize that the wages paid to employees are one of the highest costs for the franchisees and it will have a greater effect on the profit margin than here in


the United States. Therefore, we need to pay attention to any changes in Italian labor policies because the more money we are able to take from the top line the better it is for us at corporate.

The maximum workweek any employee can be expected to work is no more than eight hours a day or 40 hours per week. Any work performed after the 40-hour limit is considered overtime in Italy. The rate for overtime in a workweek is no less than 10% more of the regular rate.26 There is also protection for childhood labor in Italy that does not allow anyone under the age of 15 to work.

Currently and to our surprise, Italy does not have a minimum wage law. In fact there are six other countries in the European Union without minimum wage laws. Instead there are labor contracts achieved through the process of bargaining with an employer.27 This will affect our company greatly because we need to make sure all employees are receiving equal pay at all of our locations. That is something we will need to agree on with our franchisees. The only disparity would be in the contracts of our managers and executives. We feel that we have significant bargaining power over employees because we offer stable work and an environment that is not difficult to work in. These employment contracts should be in writing and must outline specific terms like, job title, place of work, holiday and sick time, working hours, whether the position is part time or full time, and salary. Furthermore, all employees are entitled to a minimum of one paid day off per week as four weeks paid vacation per year. As mentioned before this requirement in Italy will add to the already highest cost of our business.

An important consideration for our industry is the service workforce. Our industry does not require strenuous tasks, but it does rely highly on customer service quality. We would need anywhere from 2-5 employees per store with the competency to use a cash register and serve coffee and pastries. We should have no problem finding suitable employees to fit those positions. In Italy 98% of the over 4million companies employ less than 19 employees and the average is 4 employees per company. Italy does have a high unemployment rate of 12.6% and that is mainly due to the large number of unemployed women and young people. This is a very good business for both of those demographics that are underrepresented in the workforce. Much if that underrepresentation is because of the inequality that exists between men and women in Italy and is currently a hot topic throughout the country. We will be looking for ambitious entrepreneurs to manage each Dunkin’ Donuts location and will rely on their judgment in the industry. The U.S. is much different than Italy in this specific industry and we do not want to exercise too much American influence because we feel that it will not sit well with the local citizens.

When meeting with the franchisees that will run our stores we will need to adapt to the culturally excepted meeting practices in Italy. In business meetings Italians prefer to be face to face with direct eye contact and women and older people are always introduced first.28 The way you dress is highly criticized in Italy and to look fashionable and professional is considered a sign of wealth and success. Punctuality is not overly important in Italy and it is not uncommon to arrive ten minutes late to a meeting. Hospitality is considered extremely important and refusing a dinner invitation is considered insulting. When any deal is being discussed it is common that each side presents a small gift to the other. This is a sign of friendship and the establishment of a relationship.29

Another consideration is the geographic location of our coffee shops. Mainland Italy has 5 cities with more than 500,000 citizens and many more with more than 100,000. These areas are densely populated and will be the target locations of our stores simply because there are large amounts of people in a small area. These urban areas should be very profitable if our brand catches on with the locals and provides quality coffee and service.

Italy has a diversified industrial economy in the Northern regions, which drive the Italian economy.30 The main sectors are: food, textiles, machinery, iron and steel, clothing, footwear and ceramics. The Southern Regions, on the contrary, show an obvious economic gap between north and south, where the economy is based on small enterprises mainly agricultural and manufacturing, and the tourism sector.31

There are a few financial considerations we must pay deep attention to n Italy regarding currency, financial reporting, and FDI costs. In Italy, the currency that is used is the Euro. Currently the U.S. dollar is very strong around the world but in Italy the dollar is of just about equal value. This is beneficial to us because we don’t have to worry about significant changes in numbers once the Euro is converted back into the U.S. dollar. We will have to account for the franchise tax rate in Italy of 30%. This is in fact much better for us than the current 40% corporate tax rate here in the U.S.32

Our company must be audited if we exceed profits from sales of 8.8million EUR or report over 4.4million EUR for two consecutive years.33 We expect that we will surpass this threshold after two years. We have decided to audit our financial statements after the first year even though it is not required in order


to present the most accurate information to our management and to the SEC of Italy. The need to purchase Italian financial reporting books for official record keeping had been discussed earlier and it is noted that they use the international financial reporting standards (IFRS), which wee currently use in some of our other international locations. Our corporate management should easily integrate our business in Italy into our consolidated financial statements.

From 2008-2014 Italy faced a great recession, which greatly affected the amount of FDI throughout the country. That is to be expected but currently the pre crisis level of FDI has only achieved a 58% recovery.34 Now is a good time to invest because there are many policies in place to encourage investment and spending to jumpstart the economy. We hope to grow as a company as Italy grows stronger economically as a country.


Cultural Factor:

UNITED STATES

ITALY

RELIGION

Christianity

Christianity

EDUCATION

99% Literacy

Mandatory K-12 (16 dropout age)

99% Literacy

Mandatory ages 6-16 Public Schooling

ECONOMICS

Developed Country, GDP: $17trillion

5.5% Unemployment

Developed Country GDP: $2.2trilion

12.6% unemployment

POLITICS

Federal Republic 3 Branches of Government President: Barack Obama

Federal Republic 3 Branches of Government

President: Sergio Mattarella

FAMILY

Average of 2.54 people per household.

Important to make time for family but still be committed to

work

Average of 2.58 people per household. Family is always more important than

work

CLASS

STRUCTURE

Social Structure Consisting of 3 classes: Upper, middle, lower

Social Structure Consisting of 6, more defined classes:

LANGUAGES

English

Italian

HISTORY

About 240 years old established in 1776

Long European and ancient history of thousands of years. Italy was unified

in 1861

NATUAL RESOURCES/ GEOGRAPHY

Largest coal reserves in the world.

Mountainous and open plains

Coal, Mercury, Zinc. Large fruit and vegetable industry.

Is a peninsula and largely mountainous


7. International Management Growth Process Dunkin Donuts has established itself in many countries internationally. They are currently in Korea,

Sweden, Indonesia, Russia, and many more. They already have an established strategy that has worked in other countries. There are requirements that must be met by candidates to fulfill. Candidates must have experience in working with quick service restaurants, food service, or retail. They also must have long term plan for developing the brand in the new area and they obviously must also have the capital to run a minimum number of restaurants based on the location. In wealthier regions Dunkin Donuts requires possible franchisers to be able to have enough capital for a minimum of twenty restaurants. The minimum net worth needed for assets is $1.5 million. All of these things are vital for the franchise to succeed. This is one reason they have been successful in the international region because they have such strict requirements to be a franchisor. Franchisors must have knowledge of the market so that they understand the industry. This helps ensure growth from the new locations. Due to the fact that people already have knowledge it will limit growing pains and mistakes that would be made by someone that doesn’t have the same human capital. Some companies might just look for franchisors that have a lot of money but Dunkin Donuts has a specific set of plans that must be met by candidates. This helps ensure that they are getting the best franchisors. It is also vital that there are plans to build the brand. If a company doesn’t try to establish their brand in a new market they won’t have any chance to succeed. For example Dunkin Donuts went to Sweden and the franchisors had plans to build their donut brand in the international market. This was also used around different stores in Europe. Europeans have different taste then Americans so moving into this area it is important that they continue to learn from the new market. With the help from franchisors they came up with products that would please the market. One of the new products they created is a Donut filled with Nutella and also a drink inspired by a popular cocktail in Sweden (Boyle, Ewing). This is one of the reasons they have been so successful internationally is that they will change their products based on the market to continue to build a brand in the new market. Franchises have been able to be successful for Dunkin Donuts because they are so strict about the people they trust with the brand they have built so much. This is the strategy that needs to continue to be used. These requirements must be followed as Dunkin Donuts moves to Italy. It is vital to continue to follow the same plans that and restrictions that have already worked in Europe and other places around the world. Dunkin Donuts can’t rush into a deal with the first person that fronts the capital in Italy. It is important to wait and make sure that they have an understanding of the marker and industry. As mentioned before Dunkin Donuts has strict restrictions for who can franchise. We must continue to follow these restrictions as we plan to move to Italy. Dunkin Donuts has done a great job of being innovative and changing their products even as they move to new international markets. This has largely been in part because they are finding the right people to franchise with. They will continue to follow these restrictions even as there are plans to move into Italy. With the continued growth of Dunkin Donuts there is no need to alter or change the franchising plans that have already seen so much success. The most important thing is that Dunkin Donuts isn’t afraid to change their product to fit the taste of the consumers in the new market. In Italy a lot of people like to drink their coffee at a bar while they have a chat or read a newspaper (Just Landed). Dunkin Donuts is a quick service restaurant, but they may have to create an atmosphere where people will feel comfortable and sit for a little. This is one change that a franchisor might make. However Dunkin Donuts has to find people that know the market and understand what Italians want in a coffee joint. This is where the strict franchising restrictions will help. The right candidate will make these changes to create a brand in a new market that Dunkin Donuts has never been in. The internationally franchising practice allows for companies to have partner with people who have an understanding of the market. It also helps grow the brand with low cost because someone else is paying the fee to grow run the shop for you. The franchising method has paid dividends in the past for Dunkin Donuts and will continue to. This will allow someone else to use the Dunkin Donuts logo, brand, operational strategies, product line, and more (313). Dunkin Donuts will give all the assistance they need while allowing the franchisor to make the adjustments to the product line so that it fits what the people want. This helps save money because you don’t have to pay someone to research the market, the franchisor already will have an area of expertise (313). This is very beneficial to both sides of the party and the main reason Dunkin Donuts has been so successful international. They save money on research and development while still gaining access and knowledge of international markets. The existing policies set by Dunkin Donuts will help with our international plane. Growing into Italy’s market we will franchise with people who know what this market needs. We can correlate our plan with


some of their ideas to create a plan to attack the market. We can’t just move the same stores we have in America and expect to see success in Italy. We will work with our new franchisors to implement our ideas into the new market. This has worked in every market that we have been in and we will continue to use the franchising strategy. We are implementing new products that haven’t been used in other international markets. Every market is different and we will work with our franchisors to create the products that best fit that market. Our plan to move to Italy follows the similar strategy that has been used in the past. 7. How our process will affect International Management

The plans of operations and growth will have a positive impact on management. Our franchising plans will make it so the people in charge of our stores understand the people and the environment they are working in. They will be able to relate to the workers and know the best management strategies to use. If a franchisor passes the strict qualifications to use the Dunkin Brands they have an understanding and experience for running a food business in that market. The requirements for our franchise application require a back round and knowledge of the food service or retail market. This helps us gain access to people who have experience in a culture we don’t know. This will have a positive impact and put employees in a positive position with successful managers in the field. It will limit growing pains from working across cultures because the franchisors will already understand that culture and how to manage in it. On negative side of our international growth method is that we give up a lot of control. Franchising takes away our day-to-day control. This has worked in the past but could cause problems in the future. The franchisors are reflections of our company as a whole. This lack of control is a small price to pay for the limited risk and knowledge we gain of the market from franchising. Our internationally growth strategy allows us to grow our business with limited risk. It has worked fro Dunkin Donuts in the past and will continue to work as we take our operations to Italy. Giving up control is a small price to pay and has worked in the past. The knowledge we gain from the franchisors about the new market will help us be successful in Italy. Our new products introduced will help grow the brand with our new franchisors. This will give is the ability to grow a brand in Italy. The franchising technique has been used and successful internationally. Working with the franchisor to create the best product for the market. One example of this strategy working is in New Delhi, India. They needed to create a product to fit the new market. They worked with the franchisors, which had an understanding of the market, and created products that fit the market. In India some people don’t even know they serve donuts (Rana). One of the main reasons people go to Dunkin Donuts in India is to get a chicken burger. In the USA people wouldn’t be able to imagine getting a chicken burger from Dunkin Donuts, but when working in a new international markets it is important to create a brand. They have done this by creating an environment and products that attract the customers in that region. “The Massachusetts-based chain has had to radically rework its menu in India and rebrand itself through an advertising campaign to let consumers know it offers more than a Bavarian Cream and coffee” (Rana) Dunkin Donuts worked with franchisor to create the products that will best fit that market. This is the same thing we plan do bring to Italy. We are creating a brand in Italy of a customer friendly environment and products. This franchising technique has worked in the past and will work for us in Italy. 8. Financial Aspects In terms of the financial aspects of the Dunkin’ Donuts move into Italy there are many things to be considered. The first is the overall cost that the company is going to bear in this venture. Our suggested plan of using franchising to enter the Italian market will have a big impact on the costs that the company will be facing. If Dunkin Donuts was going to enter the market by building and staffing its own stores then the project would become very capital intensive to undertake. The costs of a North American Dunkin Donuts are provided in the chart below for reference.


As depicted above the cost of establishing and constructing a Dunkin Donuts ranges from around $272,000 in the low end up to $1.5 million in the higher end35. One can assume that a franchise in Italy would most likely be priced in the higher end of the range due to the exchange rate of the U.S Dollar to the Euro. The chart above indicates the costs to the franchise owner who is looking to open a Dunkin Donuts. With our suggested entry strategy of using franchising to enter the market and country, the company would avoid these large start-up costs and would be generating cash flows from the opening of new stores. Not only does the franchisee have to cover these startup costs, the company also takes a 5% franchising fee as well as a 5.9% advertising fee36. This is where the attraction of franchising comes into play; the company provides the brand name and connections to suppliers for the franchise, as well as advertising for the franchises in the location. This allows the company to take a low risk approach to entering a new market; the franchise owner assumes the majority of the risk in this scenario37. The largest costs that Dunkin Donuts will be bearing are those of researching and filtering out qualified candidates to franchise too, another large cost will be conducting consumer research to find out what products will be best suited for the Italian market. Due to the inherently different tastes between American consumers and Italian consumers it is Dunkin Donuts responsibility to conduct the proper market research about Italians food and beverage preferences38. This process, called customization, is used by companies to cater to local and cultural preferences in order to sell their products in new marketplaces39. In order for Dunkin Donuts to compete in the Italian marketplace they must alter their menu to tailor to the Italian preferences. Dunkin Donuts can expect this process to be the most important and the most costly. Once the consumer preferences are determined Dunkin Donuts will most likely have to make adjustments to what equipment and supplies are going to be required to best serve the preferences of the consumers40. An example that Dunkin Donuts could expect to encounter is the need for more espresso machines than classic drip coffee machines. Italians tend to prefer espresso coffees, a stronger and bitterer coffee, over the typical American preferences of mild drip brewed coffee. Due to this preference Dunkin Donuts should expect to have more espresso machines in their franchises in Italy then they would typically have in their North


American locations. It is examples like this that will be the largest costs facing Dunkin Donuts in their move to expanding into Italy. When it comes to revenues and sales for Dunkin Donuts as mentioned earlier with the use of the franchising strategy the majority of the revenues will come from the franchise dues that are owed by the franchise owners to continuously operate under the brand name41. On top of these fees Dunkin Donuts also takes around 10% of gross profit as part of their franchise contract. Through these methods Dunkin Donuts makes significant profits off of their franchises. The catch here is that with the majority of their revenues coming from taking a percentage of franchise sales, they are invested into ensuring that their franchises are successful, because if their franchises don’t make money neither do they. This is why we believe it is important to conduct market research and customize the Italian franchises in order to maximize profits for the new locations. 9. International Management Metrics Report: In order for there to be a successful implementation of our recommended international business plan, the plan must be measured through the use of analytical research and metrics. Through the process of analyzing gathered data, a company is more likely to succeed in future strategies and therefore ultimately increase their profits. There are many measures that can be used to gauge the success of a company’s operations within a variety of areas. Through the conduction of these evaluations a company is able to compute the degree of their success, while analyzing their weak points so that they can be improved upon. Expanding business operations into other countries requires performance criteria to be measured regularly due to the differing cultural differences that companies experience when entering new markets42. In efforts to expand to Italy, Dunkin Donuts must measure and analyze the sales in their franchises, the costs of the international locations, and any other managerial data that impacts the franchises in order to improve and further succeed in their international operations. In order for Dunkin Donuts to evaluate their franchise’s performance the company must use the most accurate variables in order to get the most relevant data. These variables must allow Dunkin Donuts to utilize the data in a way that they can make decisions and adjustments to their managerial approaches based of the results pulled from the process. In order to keep the company on track to meet their objectives it is important to have these variables defined. The three most common and popular variable are personnel, quality, and financial. Collecting and analyzing data on these three variables will allow Dunkin Donuts to effectively enter and compete in the Italian marketplace43. It is our belief that the most important variable of three listed is that of financial performance. Many companies have had superior products and services yet have failed to sustain operations because they forgot about the most important aspect of a business; making a profit. Therefore it is in Dunkin Donuts’ interest to make sure that revenue streams of their franchises are being tracked month to month. With the companies franchising strategy the revenue streams to corporate only come when the franchises make money. Therefore it is important for Dunkin Donuts to be monitoring the profits, sales, and costs of the franchises, as their revenues depend on it. An interesting factor that Dunkin Donuts should be aware of is that the profits and fees paid to the company by the franchises are going to be paid in Euros. This will be a benefit for Dunkin Donuts as the Euro has been at a higher value than the U.S. Dollar is recent history. Through the use of the exchange rate and currency transactions it will be in Dunkin Donuts favor that they are receiving profits for their franchises in a stronger currency44. The second variable that needs to be analyzed and addressed is that of quality control. There are many different aspects of quality management and control. These aspects can range from the quality of employees, training, and technology in the franchise. In terms of our business plan we believe it is the most important thing that fast food and fast casual food options have an incredibly high level of quality control. What this implies is that no matter where a customer goes to a Dunkin Donuts they will receive the same quality product in any of those locations45. This is important for maintaining market share and brand loyalty; the reason customers may prefer Dunkin Donuts products over a small local company are that they know what they are getting when they order a product. There cannot be a surprise to the customer at a Dunkin Donuts, whether the Dunkin Donuts is in Rome or Milan, the same product has to be served at both locations to ensure a high level of quality control46. In order to ensure this Dunkin Donuts must provide the franchises with the company’s suppliers. Using company mandated suppliers will ensure that the products being sent and distributed to every franchise are of the same quality; therefore the desired goal of quality control is reached.


The third variable that must be analyzed and acted upon is that of our personnel. The personnel at Dunkin Franchises will range from the sales associate to the district or regional manager; therefore it is important that our personnel are managed effectively. One of the most important aspects of personnel that we at Dunkin Donuts will utilize is that of creating uniformity within all the franchises across the country. Making sure that all of franchise owners are training and hiring in a uniform manner will allow the franchises to maintain a similar level of quality to one another47. It is just as important that our Dunkin Donuts locations have employees trained and versed in the same way. This ensures that the customer service experience that our customers receive is the same no matter where they enter a Dunkin Donuts. A particular technique we will have our franchise owners utilize is that of Quality Control Circles; a strategy focused on gathering all employees and discussing what changes can be made to the process in order to make it better and more efficient for not just the employees but more satisfactory for the customer. As our entry strategy is franchising we want to make sure we provide our franchise owners with all the tools necessary to ensure that their location will be successful. Through the collection of franchise personnel data, which can be gathered by routine visits by corporate quality managers, we can work directly with the franchise owners on the best practices and techniques to ensure that the personnel are prepared to offer the best customer service experience possible48. Through the utilization of gathering and analyzing franchise data we can effectively work with the franchise owners to create the most efficient franchises possible49. The financial data will allow us to keep track of how sales and costs are fluctuating within the franchises, and therefore create plans to address revenue losses or to keep our profits high. With our corporate mandated suppliers we will be able to control and monitor the quality of the supplies being distributed to the franchises in the country. This ensures that the quality of the food is at an acceptable level for the company50. Along with the other two variables, data and performance metrics on the employees and personnel will be gathered using site visits and employee job testing. Analyzing the data on these three variables will allow us to maximize the efficiency of the franchises in order to help the franchisee make the largest returns possible; with the franchise making money, so does the corporate office51. 10. Determinants of Success: We will consider our business plan to be a success when we have franchise agreements with ten to fifteen individual’s and the franchises are open and are producing cash flows to the firm. The success will be gauged on multiple time horizons; we would like to first off have agreements with franchisees within the next twelve months, secondly, the franchises open within the next 24 to 36 months, and finally, positive cash flows within the next three to four years down the road. Ultimately our end goal would be to become to most dominant fast casual coffee and food provider in Italy. Through the use of the Metrics Report plan listed above we hope to provide all the necessary resources to our franchisees in order make sure we reach these short and long term goals for the company. We view this entry into the Italian market as another step towards making Dunkin Donuts an international brand that provides quality food and beverages to people all over the world. 11. Executive Summary

In summary, we here at Dunkin Donuts Brand are looking to expand our international operations and presence into the country of Italy. We believe that there is a demand for a convenient and reliable coffee shop in the country. We will be offering a simple menu which will include options that are particular to the country and the preferences of the consumers within the country. We will come to an agreement with all the franchise owners to standardize all employee contracts throughout Italy. This will allow us to maintain our desired level of quality across our franchises as well as maintaining formal contracts with the franchises. In terms of our management approach we will be appointing directors and managers of the country and regions within in. This will allow us to maintain proper oversight of the operations in the country. We at Dunkin Donuts will give all the assistance the franchisor needs while allowing the franchisor to make the adjustments to the product line so that it fits what the people want. While we realize that a franchising strategy requires us to give up control of the operations directly, it allows our company to mitigate the risk involved with entering a new market. With our entrance into the country of Italy we will be accomplishing our corporate goal of expanding and continuing to become a global brand. Through these processes we will accomplish our goals of having agreements with franchisees within the next twelve months, the franchises open within the next 24 to 36 months, and finally, positive cash flows within the next three to four years down the road. Ultimately our end goal would be to become to most dominant fast casual coffee and food provider in Italy.

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