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The Scale Stage
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alliance with Yorkshire Global Restaurants, the owners of Long John Silver s and A&W All-American Food Restaurants Over the next several months, Yum! and Yorkshire opened 83 KFC/A&Ws, six KFC/Long John Silver s, and three Taco Bell/Long John Silver s Consumer acceptance was so great that Yum! ended up acquiring Yorkshire in early 2002 As David C Novak, Yum! Chairman and CEO, said in the press release announcing the merger, One of our major strategies is to drive global growth by leading the way in multibranding innovation offering the consumer two brands and more choice in one restaurant We are confident multibranding is a key enabler for accelerating the renewal of our existing asset base and adding new units with excellent returns for our shareholders McDonald s also is branching out It has acquired Donato s Pizza, Chipotle Mexican Grill, Aroma Caf , and Boston Market (formerly Boston Chicken) restaurant properties McDonald s has failed with most of these menu items as dinner offerings on its regular restaurant menus Why Because, as Al Reis and Jack Trout constantly remind us in their books on positioning, Once you have a position in the mind of the consumer, it is terribly hard to change it And you shouldn t try anyway McDonald s is hamburgers and fries Why fight it Simply make the best-tasting, fastest, most consistent and inexpensive hamburgers and fries What is the marketing value of Donato s Pizza, Chipotle Mexican Grill, Aroma Caf , and Boston Market to McDonald s As brands, their value is just so-so As line extensions, these are competing restaurants Nevertheless, these acquisitions may be strategically brilliant They can leverage McDonald s immense buying power, its management base, and its financial resources In other words, McDonald s has the potential to keep non-hamburger and fries customers in its fold Staying Ahead of the Curve: Strategic Lessons for the Scale Stage Reinforce core strengths In the Scale Stage, companies run the risk of losing a hold on their core culture as new acquisitions are brought into the fold Consequently, they must pay close attention to
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Winning the Merger Endgame
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fostering a strong culture that can absorb acquired companies, yet still maintain their original strengths and characteristics Also, because key employees are often the most valuable assets of a newly acquired company, retaining them is critical At the heart of a successful cultural integration is a strong management team that can build on the unifying features of the two companies and remove the differences Building an information technology platform that is scalable, can rapidly integrate acquired companies, and causes minimal disruption to operations and customer service will also go far in paving the path up the curve With internal strength and stability under control, a company is in a stronger position to craft its Focus Stage Endgames strategy Attention must turn to building superior insight based upon other industry players monitoring what their competitive strategies are and finding ways to beat them up the curve Much of this insight depends on gathering the right information Today, approximately 10% to 20% of information is gathered externally; this proportion should be doubled Build momentum The imperative is simple: consolidate the industry by growing with maximum speed Inherently, this must involve a high rate of acquisitions because organic growth alone won t get you there A company jockeying to reach Stage 3 must be among the first players in the industry to capture the major competitors in the most important markets The deals toward the end of the Scale Phase move beyond small acquisitions and should instead lead to quantum-leap jumps in scale Become a consolidation leader Companies must build up the deepest integration know-how in the industry, using internal as well as external sources The idea here is to build a merger integration model that clearly documents a proven methodology There should also be a critical mass of experienced employees who can perform the necessary tasks, in addition to a regular influx of new employees Soon, the company will master the skills to take over operational control of the main functions of an acquired company in less than three months Additionally, choosing the right targets should also become routine: Warren Buffett is famous for saying yes or no to deals within five min-
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