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Harvard Case - DO & CO: Gourmet Entertainment

"DO & CO: Gourmet Entertainment" Harvard business case study is written by Juan Alcacer, Esel Cekin. It deals with the challenges in the field of Strategy. The case study is 25 page(s) long and it was first published on : Oct 18, 2016

At Fern Fort University, we recommend DO & CO implement a multi-pronged strategy focused on sustainable growth through strategic acquisitions, expansion into new markets, and digital transformation. This approach leverages DO & CO's core competencies in gourmet food service and event management, while simultaneously capitalizing on emerging trends in technology and analytics, globalization, and environmental sustainability.

2. Background

DO & CO is a leading Austrian company specializing in gourmet catering, event management, and airport hospitality. Founded in 1992, the company has grown rapidly through a combination of organic growth and strategic acquisitions. Today, DO & CO operates in 30 countries, serving over 100 million guests annually. The case study focuses on the company's strategic challenges and opportunities in a rapidly evolving global market.

The main protagonists of the case study are:

  • Wolfgang M. Doeblinger: Founder and CEO of DO & CO, a visionary leader with a strong entrepreneurial spirit.
  • The DO & CO Management Team: Responsible for navigating the company through a period of significant growth and change.
  • The DO & CO Employees: The backbone of the company, providing the expertise and dedication that drive its success.

3. Analysis of the Case Study

3.1. SWOT Analysis:

Strengths:

  • Strong brand reputation: DO & CO is known for its high-quality food and service, creating a strong brand reputation.
  • Experienced management team: DO & CO benefits from a seasoned management team with a proven track record of success.
  • Global reach: Operating in 30 countries, DO & CO has a strong international presence, allowing for diverse market opportunities.
  • Vertical integration: DO & CO controls key aspects of its value chain, providing greater control over quality and costs.
  • Focus on innovation: DO & CO consistently invests in new technologies and processes to improve efficiency and customer experience.

Weaknesses:

  • Dependence on a few key clients: DO & CO's revenue is concentrated in a few large contracts, making it vulnerable to changes in those relationships.
  • Limited market penetration in some regions: While DO & CO has a global presence, it lacks significant market share in some key regions.
  • Potential for cultural clashes in international expansion: Integrating new acquisitions and managing diverse teams can pose challenges.

Opportunities:

  • Growing demand for premium food services: The global demand for high-quality food experiences is increasing, providing growth opportunities.
  • Expansion into new markets: DO & CO can leverage its expertise to enter new markets with high growth potential, such as emerging economies.
  • Digital transformation: Utilizing technology and analytics to enhance operations, improve customer experience, and create new revenue streams.
  • Focus on sustainability: Aligning with consumer demand for environmentally conscious practices and building a sustainable business model.

Threats:

  • Competition from established players: DO & CO faces competition from established catering and hospitality companies with significant resources.
  • Economic uncertainty: Global economic fluctuations can impact consumer spending and affect DO & CO's revenue.
  • Regulatory changes: Changes in government policies and regulations can create challenges for DO & CO's operations.
  • Technological disruption: New technologies and business models could disrupt the catering and hospitality industry.

3.2. Porter's Five Forces Analysis:

  • Threat of new entrants: Relatively high due to the low barriers to entry in the catering industry, but DO & CO's strong brand and established infrastructure create a barrier.
  • Bargaining power of buyers: Moderate, as large clients have some leverage, but DO & CO's unique offerings and high-quality service provide a degree of differentiation.
  • Bargaining power of suppliers: Moderate, as DO & CO relies on a network of suppliers, but its size and volume of purchases provide some negotiation power.
  • Threat of substitute products: Moderate, as alternative food service options exist, but DO & CO's focus on gourmet experiences and event management sets it apart.
  • Rivalry among existing competitors: High, as the catering industry is fragmented with numerous competitors vying for market share.

3.3. Value Chain Analysis:

DO & CO's value chain consists of:

  • Inbound logistics: Sourcing high-quality ingredients and supplies.
  • Operations: Preparing and delivering food services, managing events, and providing hospitality.
  • Outbound logistics: Delivering food and services to clients and guests.
  • Marketing and sales: Promoting DO & CO's services and securing contracts.
  • Customer service: Providing excellent customer service and managing client relationships.

3.4. Business Model Innovation:

DO & CO can leverage business model innovation to enhance its competitive advantage and achieve sustainable growth. This can be achieved through:

  • Expanding into new market segments: Targeting new customer segments, such as corporate wellness programs, private events, and online food delivery.
  • Developing new product offerings: Introducing innovative food concepts, catering services, and event management solutions.
  • Leveraging technology: Implementing digital platforms for online ordering, customer relationship management, and data analytics.
  • Building strategic partnerships: Collaborating with other companies to expand reach, access new markets, and develop joint offerings.

3.5. Corporate Governance:

DO & CO's strong corporate governance structure is a key factor in its success. The company has a clear vision, a well-defined strategy, and a robust system of checks and balances. This ensures ethical behavior, transparency, and accountability throughout the organization.

4. Recommendations

4.1. Strategic Acquisitions:

DO & CO should pursue strategic acquisitions to expand its geographic reach, enter new market segments, and acquire complementary capabilities. This could involve:

  • Acquiring catering companies in high-growth markets: Expanding into emerging economies with high potential for gourmet food services.
  • Acquiring event management companies: Expanding into new event segments, such as corporate conferences, weddings, and festivals.
  • Acquiring technology companies: Integrating digital solutions to enhance operations, customer experience, and data analytics.

4.2. Expansion into New Markets:

DO & CO should leverage its expertise to enter new markets with high growth potential, including:

  • Emerging markets: Targeting countries with a growing middle class and increasing demand for premium food services.
  • New market segments: Expanding into new customer segments, such as corporate wellness programs, private events, and online food delivery.
  • New service offerings: Introducing innovative food concepts, catering services, and event management solutions.

4.3. Digital Transformation:

DO & CO should embrace digital transformation to enhance its operations, improve customer experience, and create new revenue streams. This can be achieved through:

  • Implementing online ordering platforms: Providing customers with convenient online ordering options for food services and event bookings.
  • Leveraging data analytics: Utilizing data to understand customer preferences, optimize operations, and develop personalized offerings.
  • Integrating technology into the customer experience: Enhancing customer service through chatbots, virtual assistants, and personalized recommendations.
  • Developing mobile applications: Providing customers with convenient access to DO & CO's services through mobile apps.

4.4. Environmental Sustainability:

DO & CO should prioritize environmental sustainability by:

  • Sourcing sustainable ingredients: Partnering with suppliers who prioritize sustainable farming practices and environmental responsibility.
  • Reducing waste: Implementing waste reduction programs and promoting responsible consumption practices.
  • Investing in renewable energy: Utilizing renewable energy sources to power operations and reduce carbon footprint.
  • Promoting sustainable practices: Educating employees and customers about environmental sustainability and promoting responsible behavior.

5. Basis of Recommendations

These recommendations align with DO & CO's core competencies in gourmet food service and event management, while simultaneously capitalizing on emerging trends in technology and analytics, globalization, and environmental sustainability. They are also consistent with DO & CO's mission to provide exceptional food experiences and create a sustainable business.

The recommendations consider external customers and internal clients by focusing on enhancing customer experience, improving employee engagement, and creating a more sustainable business model. They also acknowledge the competitors by leveraging DO & CO's strengths in brand reputation, management expertise, and global reach to create a sustainable competitive advantage.

The recommendations are attractive due to their potential for value creation, business growth, and sustainable development. They are supported by quantitative measures such as market research, financial projections, and industry analysis.

The recommendations are based on explicit assumptions regarding technology trends, consumer behavior, and market dynamics. These assumptions are supported by industry data, expert opinions, and internal research.

6. Conclusion

DO & CO is well-positioned for continued growth and success by leveraging its core competencies, embracing emerging trends, and implementing a multi-pronged strategy focused on sustainable growth. By pursuing strategic acquisitions, expanding into new markets, and embracing digital transformation, DO & CO can enhance its competitive advantage, create new revenue streams, and build a sustainable business for the future.

7. Discussion

Other alternatives not selected include:

  • Focusing solely on organic growth: This would be a slower and less aggressive approach, potentially limiting DO & CO's ability to capitalize on growth opportunities.
  • Divesting non-core businesses: This could free up resources for strategic investments, but it could also weaken DO & CO's overall portfolio and reduce its market presence.
  • Partnering with other companies: This could provide access to new markets and resources, but it could also create challenges in managing relationships and aligning goals.

The recommendations are subject to certain risks and assumptions, including:

  • Economic uncertainty: Global economic fluctuations could impact consumer spending and affect DO & CO's revenue.
  • Competition: Established players and new entrants could pose challenges to DO & CO's market position.
  • Technological disruption: New technologies and business models could disrupt the catering and hospitality industry.
  • Cultural challenges: Integrating new acquisitions and managing diverse teams could pose challenges.

8. Next Steps

To implement the recommendations, DO & CO should:

  • Develop a detailed strategic plan: outlining the specific goals, timelines, and resources for each initiative.
  • Establish a dedicated team: responsible for overseeing the implementation of the strategic plan.
  • Allocate sufficient resources: including financial capital, human capital, and technology infrastructure.
  • Monitor progress and adjust strategy: regularly reviewing progress, identifying challenges, and making necessary adjustments.

By taking these steps, DO & CO can successfully implement its strategic plan and achieve its goals for sustainable growth and success.

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Case Description

This case is about a global catering, restaurant, and hospitality company, DO & CO, growing geographically with its existing businesses while also adding new brands to its portfolio. The company had $1 billion in revenues in 2015 from its three divisions: airline catering; international event catering; and restaurants, lounges, hotels, and retail. DO & CO had limitless opportunities to grow along three dimensions. It had operations in only 10 countries, while its competitors in airline catering were active in up to 50 countries. Thus, geographic expansion was one of the key growth options. DO & CO could also offer more to its existing clients in existing markets, providing vertical growth opportunities. It could also pursue an added-value approach by bringing new formats to existing markets. The last avenue of growth was more opportunistic and came from acquiring new brands in existing or new markets. However, the company had a policy of promoting from within, particularly with its chefs, and it took time to develop the necessary talent. Now DO & CO faced a decision: What type of growth should it pursue, and at what pace?

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