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Canada's Greek Pizza Restaurant Named "Boston

The Beginning of a Great Thing

In 1964, Greek immigrant Gus Agioritis opened the Boston Pizza and Spaghetti House in Edmonton, Alberta, Canada. Within four years, he began offering franchise opportunities. Noting its success and popularity, Jim Treliving quit the police force and opened his first Boston Pizza franchise in Penticton, British Columbia, Canada. Five years later, Jim and his accountant at the time, George Melville, became business partners and opened more than a dozen Boston Pizza restaurants throughout the province of British Columbia over the next decade. Finally, in 1983, the pair bought the company and divested themselves of the franchises they owned to other franchisees, keeping one and converting it into a corporate training centre. The duo planned to turn the successful franchise operation into a fast-growing company and move into new markets. Jim and George are known for their open communication style and have never argued. When they set up a corporate office, the pair decided they would have no doors on their own offices to encourage each other to walk in at any time. Their communicative business relationship was demonstrated after Jim relocated to Toronto and hadn't contacted George in three days. According to Jim, George called, "You haven't phoned me in three days?what's going on down there?" Jim replied, "George, I'm busy." George said it didn't matter how busy they were, and he boarded a plane for Toronto to meet with his business partner.

National Expansion

In 1989, the company decided it was time to begin expanding. Jim and George set their sights on

eastern Canada but failed. The three restaurants they opened were closed within six years, and

the company retreated to western Canada. Analyzing the failed expansion, they realized they

needed someone senior out east to lead the expansion effort; essentially, they had to treat the

eastern Canada market as a new market. The pair tried again in 1997, and this time they opened a new corporate office in Mississauga, Ontario. Jim uprooted his life and moved east to neighbouring Toronto, along with Mark Pacinda, a new hire who would run the eastern Canada office.

Jim and Mark found that people in Toronto had different patterns from those out west. In the western

city of Vancouver, most families go out for dinner after 6:00 p.m., but in the Toronto suburbs, shift

workers would pick up their children at 3:00 p.m. and go directly to a restaurant. There were many examples, proving to the company's senior team that it was doing the right thing by opening a corporate office in the east. In addition to staffing levels, the company began customizing the restaurant menu, the bar menu and the style of service provided in some areas. The strategy was a success, and today, Boston Pizza is the largest casual dining chain in Canada, with 365 restaurants across the nation. Each restaurant boasts a family dining and a sports bar side and typically has a large patio for dining and socializing in the summer. Most of its training has been moved online to provide consistency across franchises. Franchisees are provided with a great deal of support and resources, ranging from assistance when purchasing a property to having a team from the head office travel to the new location and stay there for four weeks after launch. In its experience, the company's senior team has realized that a strong opening is critical to a new restaurant's success.

International Expansion

As Boston Pizza continued to grow throughout Canada, the decision was made to expand south

and begin opening Boston Pizza restaurants in the United States. In 1998, the first Boston's The

Gourmet Pizza restaurant was opened in Tempe, Arizona. The first openings in the U.S. market

were not highly successful, so again, Jim relocated to Dallas, Texas, where he had recently opened a corporate office for the newly created Boston Pizza International.

In an interview with the Globe and Mail newspaper, Jim explains the reasons for the move. He

describes feeling out of touch with the community in the U.S. and that he had wrongly assumed

the company's successful expansion in Canada would follow in the States. To turn around the

American locations, the management team added more salespeople and worked on establishing

the "right" culture from the beginning. He says, "I got in, started meeting people, and found out what I needed to do. The people may look similar to us and speak the same language, but from there on, it is completely different." Once again, getting senior people on the ground proved wise, and today there are over fifty locations throughout the U.S.

In 2003, the team took the chain even farther south, and the first Boston franchise opened in Mrida, Yucatn, Mexico. Ron Jones, then the Boston Pizza vice-president of operations, noted that the move was not part of a grand plan; the franchise had gained some attention in Mexico while expanding in the southern U.S. This time, Jim remained. As the first restaurants opened in Mexico, new franchisees received the same assistance as those in the

The United States and Canada yet were experiencing challenges. Mexican families are typically larger than families in Canada. As a result, the restaurants were full of children, without much to entertain them. When a family goes out for dinner in Mexico, it is an event. They like to take their time, which can pose a challenge for many children to keep happy. A wide selection of kids' menu items, some crayons and an easy-going atmosphere were enough to attract Canadian families, but something more was needed in Mexico. The team decided to build glassed-in play areas with finger painting, books, and movies. With the first play areas made, the company decided to try placing a nanny in one?a professional who would look after the children playing there while their parents ate, drank and talked. The nanny solution worked exceptionally well, and the company very quickly placed nannies in all of Boston's restaurants in Mexico.

What's Next?

Boston Pizza established the Boston Pizza Foundation over 25 years ago, and it has raised and

donated over CAD 30 million to charities in communities across Canada and around the world. In

2014, it began a program called "Future Prospects" to ensure all children have the opportunity to

have a positive role model. This and other charitable projects are different facets of the

business of which Jim and George are proud and hope to continue for years.

The duo is still at the helm of the franchise and has plans to continue expanding within the three

countries where they currently operate, building on the knowledge and success they have

discovered during their almost fifty years of business together.

• 5. Recommended solutions (The framework on how to do the recommended solutions is attached with the text at the bottom. The recommended Solutions Should be based on The Alternatives Given below)

1. Develop alternatives (options).

Throughout its many stages of growth and expansion, Boston Pizza has encountered a number of challenges. To address these issues, the company has developed a number of options, and it is up to the corporation to determine which one is best for its circumstances. It is critical to remember that whatever solution is chosen will be costly and time-consuming. As a result, it is critical that the company carefully consider all of its options before taking any action.

1. Eastern Canada's failed expansion:

? Alternative 1:

Conduct a market research study to gain a better understanding of the factors that contributed to the expansion's failure and to identify potential solutions for future expansion in the region.

? Alternative 2:

Collaborate with a local franchisee who has a better understanding of the local market and can provide insights into customer preferences and preferences.

1. Difficulties adapting to different markets and customer preferences:

? Alternative 1:

Hire a market research firm to examine customer preferences and industry trends in various regions so that you can gain a better understanding of regional tastes and preferences.

? Alternative 2:

Create a menu that is adaptable and can be changed to meet the needs of various locations, and then frequently revise the menu considering customer comments and suggestions, as well as general trends in the area.

1. The demand for personalised menus and services:

? Alternative 1:

Allow customers to create their own meals by allowing them to choose their own toppings and ingredients from a menu.

? Alternative 2:

Make dishes that are unique to a particular location and cater to the preferences and tastes of the locals.

1. Increased competition:

? Alternative 1:

Investing in marketing and advertising initiatives will help raise your brand's profile and bring in new customers.

? Alternative 2:

To differentiate the company's services from those of its competitors, consider offering unique menu items, improving customer service, and utilising technology to enhance the dining experience.

1. Analyze choices (benefits and drawbacks)
2. East Canada's failed expansion:

Alternative 1:

Conducting a market research study to better understand why the expansion failed and to identify potential solutions for future expansion in the area would provide insightful information about the local market and could assist the business in identifying potential future expansion opportunities. There is no guarantee that the remedies discovered will be effective, and this could be costly and time-consuming.

Alternative 2:

By collaborating with a local franchisee who is familiar with the market and can offer insights into customer preferences, the corporation may be able to better understand local tastes and preferences. However, doing so could be costly and time-consuming, and it may be difficult to find a franchisee willing to collaborate with the company.

1. Having difficulty adjusting to different markets and customer preferences:

Alternative 1:

The company would gain valuable insights into the local market by hiring a market research firm to examine consumer preferences and industry trends in various locations in order to better understand regional tastes and preferences. However, there is no guarantee that the research will be dependable or useful, and doing so may be costly and time-consuming.

Alternative 2:

The company could adapt to changing tastes and preferences by creating a menu that is flexible and adaptable to the needs of various locations, and then updating the menu on a regular basis in response to client feedback and ideas, as well as local trends. However, this can be costly and time-consuming, and it may be difficult to ensure that the menu is always up to date.

1. The demand for personalised services and menus:

Alternative 1:

Allowing customers to design their own meals by selecting their own toppings and components from a menu would allow the company to adapt to the specific needs of each customer. If the ingredients are of inferior quality, it may cause consumer dissatisfaction, make cost, and inventory management difficult.

Alternative 2:

The company could provide customised menu options by creating dishes that are unique to a location and take into account the residents' preferences and tastes. However, doing so may be costly, time-consuming, and difficult to ensure that the food is of high quality.

1. Increased competition:

Alternative 1:

Investing in marketing and advertising initiatives will help you increase your company's visibility and attract new customers. More exposure and customers would be beneficial to the company. There is no guarantee that it will be successful, and it may be costly and time-consuming.

Alternative 2:

To differentiate the company's offerings from those of its competitors, consider including exclusive menu items, improving customer service, and incorporating technology to enhance the dining experience. By doing so, the company will be able to differentiate itself from competitors and provide clients with a unique experience. However, doing so may be costly, time-consuming, and difficult to ensure that the activities are successful. Based on the analysis of the numerous options, there is no one-size-fits-all solution to the problems that Boston Pizza faces. Every solution has advantages and disadvantages, and it is up to the business to select the one that is best for their needs. It is critical to remember that whichever solution is chosen will most likely be costly and time-consuming. As a result, before taking any action, the company must carefully consider all its options.

P AutoSave off Case analysis method (3) - Protected. . Saved to this PC Search Mohamed Akhil MA X File Home Insert Draw Design Transitions Animations Slide Show Record Review View Help Record Present in Teams Share i PROTECTED VIEW This file has been verified by Microsoft Defender Advanced Threat Protection and it hasn't detected any threats. If you need to edit this file, click enable editing. Enable Editing 24 3. Develop the alternatives 25 4. Analyze alternative: - Sittroute beenwan fact and agtion. 5. Recommended solutions RECOMMENDED - The optimum choice is the one that provides the best balance 26 S. Recommended solutions between profit opportunities and the risks and costs of failure. - They should be realistic and feasible . 27 6. Specify on action plan (implementation) - Explain how the selected recommendations fit with the strategic objectives of the organization and within the economic environmental context. 28 "Get more information" is not an acceptable solution to a business case. - Business decisions are almost always made under conditions of 29 6. Specify an action plan (implementation) uncertainty. 30 7. Monitor and control (evaluation) Prepared by Corrine Chen 31 8. Develop emergency plans Slide 26 of 36 English (India) Notes 19 -+ 97% W P ENG 7:09 AM Clear Q Search IN 2023-04-02