A Swot Analysis Of Wendy's

Weaknesses:

1) - In 2002 most fast food chains were desperately slashing prices in a bid to go increasingly lower.

2) - The lack of an easily recognizable product comparable to McDonald 's big Mac or Burger King 's whopper.

3) - Wendy 's moved into the future without founder Dave Thomas. Strengths: 1) - It reported higher in revenues in 2002. 2) - It had over 9,000 restaurants in 33 countries worldwide.

3) – It was third largest fast –food hamburger business in the world.

Threat:

1) - The Burger King 's menu also offered a few items that set it apart from other fast – food restaurants.

2)- Wendy 's overlooked the shift in consumer preferences from indoor dining to drive – through windows at its restaurants.

Specifically, SWOT is a basic, straightforward model that assesses what an organization can and cannot do as well as its potential opportunities and threats. The method of SWOT analysis is to take the information from an environmental analysis and separate it into internal (strengths and weaknesses) and external issues (opportunities and threats).

Wendy 's International has a number of strengths; it was third largest fast- food hamburger business in the world. It reported higher in revenues in 2002. A further strength for Wendy 's International, It had over 9,000 restaurants in 33 countries world wide.

Whilst the Wendy 's International has much strength , it also has weaknesses. In 2002 most fast – food chains were desperately slashing prices in a bid to go increasingly lower . The lack of an easily recognizable product comparable to McDonald 's big Mac or burger king whopper . A further weakness, Wendy 's moved into the future without founder Dave Thomas.

Organizations such as Wendy 's International face numerous threats. The Burger King 's menu also offered a few items that set it apart from other fast- food restaurants . A Further threat for Wendy 's International, Wendy 's overlooked the shift in consumer preferences from indoor dining to drive – through windows at its

Forward vertical integration through Starbucks retail stores. Forward vertical integration through joint ventures, and licensing. Agreements to market and distribute Starbucks products in new channels. Starbucks chose to buy a coffee farm in China, an area that showed tremendous growth in the number of coffee drinkers. At the same time, there was increased competition among companies selling coffee, such as McDonald 's and other chains such as Costa Coffee. Adding so many new coffee drinkers to the market creates competition for high-quality beans, with every coffee shop needing to buy them. Competition for high-quality beans means that some competitors will not receive them at all and that those who do will pay a high price driven up by competition. By backward vertically integrating by buying a coffee farm, Starbucks ensures that it will have a bean supply and that it will receive it at a reasonable price. Starbucks and Ferrari are attempting to mitigate supply risk. Starbucks buys and roasts its own coffee because it does not trust industry suppliers to provide the quality its main business requires. When it bought a hazelnut processor, Ferrero broke its long-standing refusal of M&A because it feared a disruption in its supply of the essential ingredient in its most important