Case Study: Opening Your New Dunkin’ Donuts Locations

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I had already submitted this assignment for grading. However, my professor advised that it came back 64% for similarity check. She said that she’ll let me rewrite the paper. However I have a busy week ahead of me. I will attach the instructions and the paper that I had submitted that my instructor said needs to be rewritten. Along with the grading rubric

INSTRUCTIONS:

Prior to completing this assignment, review the pertinent sections of Chapter 3. You have been the manager of a Dunkin’ Donuts store in the Midwest for the past two years. The store is owned by a Dunkin’ Donuts franchisee who owns 20 other Dunkin’ Donuts locations. Your employer took an employee inventory and examined all current employees. It has been noted by the owner that you have a highly successful track record. You have been recognized for doing an exceptional job staffing, leading, training, coaching, and managing people. You have been recognized for successfully managing all key components of your store and have successfully managed key business drivers such as cash, profits, growth, asset utilization, and people. In regards to the metrics that are used to measure their stores for sales, quality, and customer service, your store is the top performing store in their system.

Congratulations! You have just been promoted to district manager! The Dunkin’ Donuts franchisee sees your growth potential and the growth potential in your geographic area. The owner now has committed significant capital and plans to open five new locations over the next two years. You will be given complete autonomy, authority, and responsibility to structure, staff, and operate these five new locations. You will be playing a key role in this expansion for growth.

For this assignment, you will prepare a four to five-page paper in which you explain your chosen job design and organizational design as the new District Manager for Dunkin’ Donuts.

 
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Alternative Solutions

In order to limit the impact of e-cigarettes on the sales of tobacco cigarettes, tobacco companies can lobby for additional regulation of this new product category. Increased regulation will help to “level the playing field” and reduce the advantages enjoyed by e-cigs as a consequence of their largely unrestricted marketing. Among the areas for increased regulation of e-cigarettes, the tobacco companies can lobby federal, state, and local governments to ban television and radio broadcasting of e-cig advertising, prohibit online sales of this product category, and proscribe e-cig use in public places. These changes will reduce some of the advantages of e-cigs over tobacco products, thereby presumably slowing the market acceptance of this product category.

The tobacco companies can also lobby the federal government to regulate e-cigarettes as an over-the-counter pharmaceutical. The Food and Drug Administration (FDA) would then regulate product approvals and monitor the distribution of e-cigs across the United States. Compliance, in the form of application submissions, clinical testing, and pre-market approvals, will be costly for applicants. This will likely limit the number of new entrants in this market, and will therefore help to reduce the intensity of market competition.

In order to further blunt the effect of new entrants in the marketplace, tobacco companies can acquire any promising e-cig brands in order to manage the marketing communications and distribution of these products – or perhaps to simply discontinue these lines. Lorillard acquired Blue eCigs and is seeking to grow this product without cannibalizing the sales of its tobacco cigarettes. Similarly, Altria and Reynolds American could acquire existing product lines in order to manage competition in the tobacco industry.

 
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