QuestionQuestion

Case Analysis: Outback Steakhouse: Going International (must be at least 1000 words)
1. Does Outback Steakhouse have any substantial impacts for their growth expansion plans?
2. Identify Outback Steakhouse performance surrounding these key issues:
o Restaurant expansion
o Operating efficiency
o Growth strategy
o Customer retention
o Cultural Considerations
o Restaurant sales
o Competition
3. Conduct additional research as necessary to provide the most up to date perspective on this case. Search for the following information:
o Annual Report
o SEC Form 10-K
o Annual Shareholders Proxy Statement
o Competitive/Industry Information
4. Use the written case analysis format to present findings from the case analysis. The case analysis should :
o Include the following 5 sections:
o Executive Summary
o Statement of the Problem
o Causes of the Problem
o Decision Criteria and Alternative SolutionsRecommended Solution, Implementation and Justification
o Be double spaced and the pages should be numbered
o Have 1 inch margins – top bottom left and right
o Use 12 point font size
o Be free of spelling errors
o Use an established referencing system – Including 3 to 5 external sources (in addition to your textbook) should be referenced to support the recommendations or to identify issues. This information would be ideally sourced in current journals, magazines and newspapers and should reflect current management thought or practice with respect to the issues identified.
o Present the executive summary on the first page of the assignment along with your name (s), student number(s), course section and due date
For additional information on formatting the case analysis, see Student Handout: Format For Written Case Analysis (attached)

Discussion (must be at least 200 words)
The Icarus Paradox
Read the following information and discuss, "How can a corporation keep from sliding into the Decline stage of the organizational life cycle?" Use examples from "The Icarus Paradox: Trajectories of Decline".
The Icarus Paradox: Trajectories of Decline
In The Icarus Paradox, Miller proposes that companies go into decline because the very characteristics that helped make them successful tend to be taken to extremes over time and eventually cause a decrease in performance. A successful firm develops a theme based on a mission and a mutually supportive configuration composed of strategies, policies, structure, and culture. Success creates momentum, causing organizations to keep extending their theme and configuration until they push too far and eventually start to decline. Based on studying over 100 companies, Miller found four very common "trajectories" of decline.
• Focusing trajectory turns quality driven Craftsmen with masterful engineers and excellent operations into rigidly controlled, detail obsessed Tinkerers making perfect products with little appeal to the marketplace. By focusing on perfection and not on the marketplace, they alienate customers. By the end of World War II and before Daniel Krumm broadened the company’s product lines, Maytag was probably well on its way to becoming a niche-oriented tinkerer of high quality washing machines.
• Venturing trajectory converts growth driven, entrepreneurial Builders with imaginative leaders and brilliant financial staffs into impulsive, greedy Imperialists who squander their resources by expanding helterskelter into businesses they know nothing about. ITT under Harold Geneen was first a brilliant success in conglomerate diversification, but eventually could not keep track of all its acquisitions and went into decline.
• Inventing trajectory turns Pioneers with unexcelled R&D and state of the art products into utopian Escapists, dominated by cults of free spirited scientists in pursuit of interesting inventions with little market appeal. Polaroid under Dr. Land became an escapist firm when it continued to develop wonderfully innovative products, but forgot about the marketplace.
• Decoupling trajectory converts Salesmen with superior market skills and prominent brand names into aimless, bureaucratic Drifters whose sales orientation ignores product development and produces a stale and disjointed line of "metoo" products. For years, Xerox took advantage of its patented technology to make and sell high quality copy machines. Its focus on current sales and profits allowed it to ignore innovative developments in computers at its Palo Alto Research Center.
Read The Icarus Paradox (Attached): Trajectories of Decline and address the following questions. How can a corporation keep from sliding into the Decline stage of the organizational life cycle? Based on current research, provide an example of a corporation that may be experiencing the Icarus Paradox. Please be sure to explain why.

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These solutions may offer step-by-step problem-solving explanations or good writing examples that include modern styles of formatting and construction of bibliographies out of text citations and references. Students may use these solutions for personal skill-building and practice. Unethical use is strictly forbidden.

In 1988, three entrepreneurs Chris Sullivan, Bob Basham and Tim Gannon opened the first two Outback Steakhouses in Tampa, Florida. Within a period of seven years, the company had managed to open up over 200 stores throughout the United States, thus becoming one of the fastest growing food chain companies in the country. With this kind of success, international expansion was the next obvious step for the chain. In 1994, Hugh Connerty was made President of Outback Steakhouse International with the mandate to oversee the company’s overseas expansion as management realized that this was a very critical move for the organization.
Bloomin' Brands, the current owners of Outback Steakhouse, has shown an increase in net income from $100 million in 2011 to $208.3 million in 2013. This shows that the company is financially strong. Bloomin' Brands also has total assets of $3.3 billion in 2013. It is in a strong position to go international. Its sales revenues are $4.1 billion. Additional research shows that all competing steakhouses namely Sizzler, Ponderosa, Golden Corral, Western Sizzlin, and Bonanza have international operations. Sizzler has more than 119 international locations. There are direct competitors in the United States such a LongHorn Steakhouse, Sizzler, Ponderosa, Golden Corral, Western Sizzlin, and Bonanza.
In the international market, Outback Steakhouse faces competition from local steak restaurants and from global fast-food restaurants. Some of these restaurants are well entrenched. The globalization had encouraged the management of Outback Steakhouse to adopt a global marketing strategy. Many organizations like Marriott International, InterContinental Hotels Group, and Hilton Worldwide have also entered into the global market because the US market had begun to saturate in the 1990s. The president of Outback Steakhouse at the time decided to enter into the international market by starting new outlets in various countries.
Currently, Outback Steakhouse is operating in 23 countries with over 1,200 locations (Outback Steakhouse, 2015). If an organization does not grow consistently...

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