Papa John's operated in the highly competitive pizza restaurant market. In 2007 the company had sales...

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Papa John's operated in the highly competitive pizza restaurant market. In 2007 the company had sales of $2.0 billion in the $13.50 billion pizza market. The company operated 2,600 locations in the US and had another 500 international locations. However, the U.S. economy had changed over the two decades that Papa John's had been in business. An aging population and a severe economic crisis faced the nation starting in 2008. This impacted Papa John's growth and profitability - though Papa John's was profitable it was enjoying only incremental growth in the 21st century. Despite the challenges, the leadership at Papa John's believed that the company had developed some important advantages that could be leveraged for high growth in either the U.S. or international markets or perhaps even in activities that went beyond pizza. In May 2007, John Schnatter stepped down as the executive chairman of Papa John's to serve just as the head of the board of directors. Schnatter was optimistic about the future of Papa John's. He wanted to see Papa John's get back on the path of opening 200 to 300 stores per year. The question facing Papa John's executives was which path would produce rapid but profitable growth. Study Questions: Question 1: Compare the prices for Papa John's, Little Caesars, and Domino's for a large pepperoni pizza. You may have to go online or call local franchises to get this information. It is not in the case. Question 2: What is your assessment of Papa John's differentiation strategy? On what bases does the company differentiate? Question 3: Is Papa John's strategy sustainable? What is your assessment based on a VRIO analysis? Question 4 : What do you recommend Papa John's do to achieve its growth goals? Papa John's operated in the highly competitive pizza restaurant market. In 2007 the company had sales of $2.0 billion in the $13.50 billion pizza market. The company operated 2,600 locations in the US and had another 500 international locations. However, the U.S. economy had changed over the two decades that Papa John's had been in business. An aging population and a severe economic crisis faced the nation starting in 2008. This impacted Papa John's growth and profitability - though Papa John's was profitable it was enjoying only incremental growth in the 21st century. Despite the challenges, the leadership at Papa John's believed that the company had developed some important advantages that could be leveraged for high growth in either the U.S. or international markets or perhaps even in activities that went beyond pizza. In May 2007, John Schnatter stepped down as the executive chairman of Papa John's to serve just as the head of the board of directors. Schnatter was optimistic about the future of Papa John's. He wanted to see Papa John's get back on the path of opening 200 to 300 stores per year. The question facing Papa John's executives was which path would produce rapid but profitable growth. Study Questions: Question 1: Compare the prices for Papa John's, Little Caesars, and Domino's for a large pepperoni pizza. You may have to go online or call local franchises to get this information. It is not in the case. Question 2: What is your assessment of Papa John's differentiation strategy? On what bases does the company differentiate? Question 3: Is Papa John's strategy sustainable? What is your assessment based on a VRIO analysis? Question 4 : What do you recommend Papa John's do to achieve its growth goals?

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ANSWER Case Analysis Papa Johns International Inc is a global leader in the pizza delivery and carryout market Founded in 1984 by John Schnatter the company has grown to become one of the largest pizz... View the full answer