Table of Contents
ABSTRACT .................................................................................................................................................3
INTRODUCTION....................................................................................................................................4
ANALYSIS OF BUFFALO WILD WINGS DOMESTIC ENVIRONMENT ...........................4
History of Buffalo Wild Wings ...................................................................................................................................4
Competitive Analysis ...................................................................................................................................................6
Product Mix .................................................................................................................................................................8
Chicken Wings ...........................................................................................................................................................8
Table 3 Menu - ..........................................................................................................................................................9
Source: buffalowildwings.com .................................................................................................................................. 10
Promotion Mix ........................................................................................................................................................... 11
Layout......................................................................................................................................................................11
TV and Print Advertisements ...................................................................................................................................12
In-store Promotion ..................................................................................................................................................13
Endorsers ................................................................................................................................................................16
A COMPARISON OF MARKET OPPORTUNITIES ................................................................ 17
Marketing Opportunities in Kenya .......................................................................................................................... 18
Marketing Opportunities in India ............................................................................................................................ 20
Marketing Opportunities in Chile ............................................................................................................................ 21
Market Potential Index Comparison ....................................................................................................................... 23
A Comparison of the Government Forces ...............................................................................................................27
A Comparison of Social-Cultural Forces ................................................................................................................29
A Comparison of Competitive Forces .....................................................................................................................32
RECOMMENDATIONS ..................................................................................................................... 33
A NEW MARKETING STRATEGY FOR CHILE ............................................................................... 34
CHILE MARKETING ENTRY STRATEGY ............................................................................... 36
1
INCREMENTAL INTERNATIONALIZATION MODEL........................................................ 39
Where Buffalo Wild Wings will expand its restaurant in Chile ............................................................................ 42
Adoptions to the Marketing Mix .............................................................................................................................. 45
Promotions Adoptions ............................................................................................................................................... 51
Where Should Buffalo Wild Wings Position the Restaurant. ................................................................................ 53
Sponsorship Activities.............................................................................................................................................55
Print Advertisement ................................................................................................................................................57
Celebrity Endorsers .................................................................................................................................................58
Recognizing Cultural Value Differences .................................................................................................................61
CONCLUSION ...................................................................................................................................... 61
WORKS CITED .................................................................................................................................... 62
2
Abstract
The analysis provides a detailed report and recommendations for future geographic expansion into Chile. We
have evaluated three potential markets for Buffalo Wild Wings. Although Kenya and India were good choices based off
of our analysis Chile is the market we choose to enter. The marketing plan that is provided will make sure Buffalo Wild
Wings will be successful in Chile. The standardization component includes franchising, changes in the brand name, and
also alterations with menu items. However, we thought it will be feasible to keep the American taste and add additional
Spanish food items to the menu to appeal to Chile’s culture.
As far as promotions we have chosen two Spanish, Latin American entertainers to represent both the United
States and Chilean markets. We also decided to create relationships with local beer companies and soccer teams to bring
awareness to Buffalo Wild Wings.
Furthermore, our research shows strong potential for Buffalo Wild Wings to expand its restaurant into the
Chilean market. However, to ensure success, Buffalo Wild Wings must appeal to the local market and provide adaptations
to meet the standards and cultural differences in the Chilean market.
3
INTRODUCTION
Buffalo Wild Wings was founded by two men from Kent, Ohio who missed the taste of
wings from Buffalo, New York. The original name was Buffalo Wild Wings & Weck but later
they dropped the last word Weck to Grill & Bar, which was made official in 1998
(buffalowildwings.com). Since they opened their first restaurant in Ohio, signs of growth have
been substantial over the last twenty seven years. Consequently, Buffalo Wild Wings has been
working on entering into airports as well as small and large cities.
This report is a proposal for our company to expand into a foreign market. This report
will discuss on who, where, and how we are going to penetrate our new markets. The goal is to
“WOW people every day,” which is Buffalo Wild Wings’ company slogan.
The report is divided into three sections. The first part is the domestic environment,
which goes into a brief detail on the company’s history, competitive analysis, the product mix,
and the promotion mix. The next part is the analysis of three potential countries, Chile, Kenya,
and India. The analysis will cover the countries’ opportunities and constraints, which will lead to
its recommendation of the best country out of the three for Buffalo Wild Wings to expand its
company into the international market.
ANALYSIS OF BUFFALO WILD WINGS DOMESTIC ENVIRONMENT
History of Buffalo Wild Wings
The story of Buffalo Wild Wings started with two wing craving men from Buffalo, New
York. They had moved to Kent, Ohio and soon realized there were no local stores that sold New
4
York style chicken wings. This led the two entrepreneurs, Jim Disbrow and Scott Lowery to
open up their first wing joint, Buffalo Wild Wings & Weck, in Columbus, Ohio in 1982. The
original name is where the nickname BW3 came from and below is an image of the logo. The
following is the original logo, circa 1982.
Figure 1 Time Line
Table 1 presents the following timeline given on Buffalo Wild Wings’ website which enumerates
the highest achievements in the company’s history.
Table 1
1981
1982
1992
1994
Two guys driven by hunger
1st Restaurant open near campus of The Ohio State University
8 company restaurants are open
First franchised location opens
Sally Smith joins Company
Transitioned to professional management -focus on concept repositioning
35 locations are now open
1999
Private placement
2003
Initial Public Offering
2004
300th restaurant opens in December
2006
Launch of first national ad campaign on ESPN, CBS Sports, and WestwoodOne
2007
25th anniversary & Grand opening of new flagship restaurant in Columbus, OH
2008
500+ restaurants are open—half way to goal of 1,000 in U.S
2009
Buffalo Wild Wings rings the Closing Bell at the NASDAQ in celebration of Super Bowl Sunday
Source: http://www.buffalowildwings.com/downloads/pdf/CompanyFactSheet.pdf
5
From the timeline, we can see how Buffalo Wild Wings is known as one of the top 10 fastest
growing restaurant chains in America. Three hundred restaurants were opened within the first 22
years. As of July 2009, there are over 600 Buffalo Wild Wings restaurants open in across 40
states. Below is a figure of the restaurant’s logo after it became publicly opened in the stock
market.
Figure 2Buffalo Wild Wings Logo
Competitive Analysis
There are about 500,000 restaurants in the restaurant industry with combined annual
revenue of $400 billion. Companies that hold the largest shares in the restaurant industry include
McDonald’s, YUM! Brands; and Darden Restaurants. YUM! Brands include restaurants like
KFC, Pizza Hut, and Taco Bell. Darden Restaurants include Olive Garden and Red Lobster. This
industry is still considered to be highly fragmented because the 50 largest companies only hold
about 20% of the market (Hoovers.com).
6
Buffalo Wild Wings’ top competitors include Brinker International, which consists of
Chili, Maggiano’s Little Italy, and On the Border, Carlson Restaurants, and Hooters. Other
competitors include the following restaurants: Applebee’s, Damon’s, Darden, Dave & Buster’s,
Family Sports Concepts, Fox & Hound Restaurant, Houlihan’s, Rock Bottom Restaurants, Ruby
Tuesday, Wingstop, and Zaxby’s. Below is a chart that compares Buffalo Wild Wings to Brinker
International. The following table shows Buffalo Wild Wings’ annual sales, employees and
market against those of Brinker International Company, Yum! Brands, and Darden Restaurants.
Table 2 Financial Statements
Buffalo Wild
Brinker
Yum!
Darden
Wings
International
Brands
Restaurants
11,279.0
7,217.5
422.4
3,620.6
12,000
77,100
336,000
179,000
-
4,351.8
748.4
1,430.0
Annual Sales
($ mil)
Employees
Market Capital
($ mil.)
Source: Hoovers.com
7
Product Mix
Chicken Wings
Buffalo Wild Wings offers a variety of products; however, they are best known for their
signature wings that come in two types-- traditional and boneless. A big appeal for the
restaurant’s wings is the different sauce choices. Buffalo Wild Wings offers the following
fourteen signature sauces ranging from sweet to blazin: Sweet Barbeque, Teriyaki, Mild,
Parmesan Garlic, Medium, Honey Barbeque, Spicy Garlic, Asian Zing, Caribbean Jerk, Hot
BBQ, Hot, Mango Habanero, Wild, and Blazing.1 Buffalo Wild Wings discontinued the
following sauces from their product mix: Curry, Lemon Pepper, Smokey Southwest, Thai,
Captain Morgan, and Southwest Chipotle.
Figure 3 twelve signature sauces
1
Buffalo Wild Wings Menu accessed on September 27, 2009 <www.buffalowildwings.com>
8
Buffalo Wild Wings also offers five different dressings that complement the wings.
These dressings include ranch, blue cheese, honey mustard, southwest ranch, and sour cream.
You can purchase wings in eight different bundles; you can order 4, 6, 8, 12, 18, 24, 50, or 100
wings. Blue cheese ranch dressing and celery sticks are available with an additional cost. Below
on Table 3 provides a summary of the food that Buffalo Wild Wings serve on their menu.
Figure 4 product mix
Table 3 Menu -
9
Appetizers
Mozzarella Sticks, Onion Rings, French Fries, Potato Wedges, Popcorn Shrimp, Mini
Corndogs, Chicken Tenders, Nachos, Roasted Garlic Mushrooms, Chicken Quesadilla,
Pulled Pork Slammers, Cheeseburger Slammers, Crispy Southwest Dippers and Chili
Salads
Honey BBQ Chicken, Chicken Tender, Grilled Blackened Chicken, Grilled Chicken,
Chicken Caesar, and Garden Salad
Burgers
Classic Cheeseburger, Big Jack Daddy Burger
(Served on Kaiser rolls with lettuce, tomatoes, onions, and fries)
Wraps/flatbreads
(Tortilla chips and Salsa included)
Sandwiches
(Served on Kaiser rolls)
Pizza
Honey BBQ Chicken, Parmesan Garlic Chicken, and Buffalo Chicken
Ribs and Combo
½ lb ribs -Combo with popcorn shrimp, traditional or boneless wings, or ½ lb of ribs
(Cole slaw, fries, and BWW sauce)
Kids Menu
Cheeseburger slammers, mini corn dogs, traditional or boneless wings, naked or breaded
chicken tenders, or macaroni & cheese.
(Fries and small drink included)
Non-Alcoholic
Coca-Cola’s products (includes coke, diet coke, and sprite)
Beverages
Iced tea and coffee
Alcoholic
50 beers- ex. Budweiser, Miller, Heineken, Blue Moon, 321, etc
Beverages
(Select variety in bottle or tap form)
Special Mixed drinks- Bloody Mary
Desserts
Chocolate fudge cake, New York cheesecake, Deep-dish apple pie
Source: buffalowildwings.com
10
Promotion Mix
Layout
Buffalo Wild Wings is a restaurant with a bar and grill theme. Their typical store layout
contains 4 sections, which are the take out section, the family section, the bar section, and the
arcade section. The take out section is near the entrance that is in the hallway that leads to the
family and bar section. The family section has booth seats that can seat 6 adult size customers
and there are both circular and square tables that can be manually arranged to seat more than 6
people. The bar section have the same tables that are in the family section and have tall circular
tables with tall stools on the floor. By the wall is a bar with stools for customers to sit on. The
arcade section is located either in between or split in the family and bar section. Throughout the
store, there are big and small screen televisions that have sports, news, or card games displayed.
The interior has a sport theme design, with lots of sports pictures, jerseys, and neon beer signs.
The interior has a light colored wood paneling throughout the store and is painted with a dark
blue paint. Shown in figure 5 is one sample of a store layout for Buffalo Wild Wings.
Figure 5Buffalo Wild Wings Inside Layout
11
Buffalo Wild Wings target market is consumers that are between ages 18-35 who love to
watch sports and enjoy socializing with friends and family. Therefore, the company uses a broad
differentiating market strategy. Buffalo Wild Wings uses many types of media to promote their
restaurant. A further explanation of TV ads, print ads, endorsers, in-store promotion, and the
internet are explained next.
TV and Print Advertisements
The most common used media are TV commercials and print ads. The advertisements are
shown on channels or magazines that are mostly viewed by a male audience, such as sports
related media. The commercials presents Buffalo Wild Wings as the best place to be to watch
sports, play games, and enjoy great meals with friends and family. At the end of the
commercials, Buffalo Wild Wings catch phrase “You Have To Be Here,” is advertised
underneath their name and logo, illustrated in Figure 6. The company also hosted a contest for
film students to create and submit their own commercials that can be viewed on the company
website. For print ads, they are focused on the food and alcoholic beverages. Since, Buffalo
Wild Wings serves alcoholic beverages and are famous for their wings dipped in a choice of 14
different types of sauces.
Figure 6 Buffalo wild Wings Logo
12
Figure 7 Coupons
In-store Promotion
Print ads are also used throughout the inside of the restaurant. The ads are displayed on
the windows, doors, podium, restrooms, and in take out counter. Buffalo Wild Wings also have
promotions displayed about their great deals on food and drinks every day of the week, such as
their 25 and 45 cent special offers on Tuesdays and Thursdays for its famous traditional and
boneless wings (Select towns). Another promotion it has is night hunger specials and specials
that are related to the new sports season. During every sports season, the restaurant will have a
contest placed by the entrance where customers can enter in to win prizes. To receive email
13
updates on events and promotions, customers can join the Buffalo Circle by signing up in store
or on the company’s website.
Internet
Buffalo Wild Wings website allows customers to interactively click around to find
company information, events and promotions, the menu, gift shop, and the latest news (Figure
8). It offers free games, such as wing ball (Figure 9), sauce and slide, 3 point challenge, and
night hunger, free downloads for their computer, such as wallpaper for desktops, icon buddies,
posters, free advice on how to leave work early (like fake excuses and a free method to search
the nearest location). The website offers links to Facebook, where customers can follow up on
what other customers’ post, and Twitter, where fans can follow up on the company. During
sports seasons, the website offers additional links. Such related links in football is Fantasy
Football All-Star Bloggers, where customers can follow up on the Buffalo Wild Wings Football
leagues.
Figure 8 Interactive Website
14
Figure 9 Wing Ball
15
Endorsers
For every sports season, the company has a new endorser. Trey Wingo, the host on
ESPN’s NFL Live, is the Buffalo Wild Wings celebrity endorser during the football season. He
posts updates on twitter and serves as the representative for the Buffalo Wild Wings Fantasy
Football All-Star League. Also, Buffalo Wild Wings’ very own customers serve as endorsers.
They are walking advertisements that would display in public. Consumers can purchase clothes
and products on the company’s website or get a chance to buy a special t-shirt in the restaurant.
To purchase the t-shirt in the restaurant, they must participate in the “Blazin’ Challenge.” They
must succeed in eating 12 wings dipped in the hottest sauce under 6 minutes.
16
Figure 10 Customers
Figure 11 Blazing Wings Eating Contest
From the product mix, promotion mix, history, and competitive analysis, Buffalo Wild Wings is
a strong company that maintains competitive in the restaurant industry. Even though the
restaurant has great domestic success, Buffalo Wild Wings has never expanded outside the
United States. This will be the first opportunity the company will have to analyze where and how
they can expand globally.
A Comparison of Market Opportunities
In the next section, we will determine the most valuable market for Buffalo Wild Wings
to expand its restaurants. We followed the framework of Hult, which suggests examining market
opportunities by evaluating a market’s economic forces, governmental forces, social-cultural
forces, and competitive forces. This process will also include environmental analysis by
CZinkota, Ronkainen, and Donath. In addition, included in this analysis is Global Edge’s
17
framework for evaluating emerging marketing potential based on our analysis and evaluation of
each of the four environmental forces. Therefore, we will recommend Kenya, Chile, or India as a
market to enter into. We will then recommend the country that seems to hold the most potential
for expansion of Buffalo Wild Wings. We will begin by providing a country profile of the target
markets followed by our analysis.
Marketing Opportunities in Kenya
Kenya borders the Indian Ocean and covers an area of 224,960 square miles. To
the south lies Tanzania and Kenya, which shares a border with Sudan and Ethiopia? With
its tropical location you may expect the country to be hot and wet, however, weather
varies from steaming tropics to desert areas and the average temperature is 79 degrees
Fahrenheit. Kenya has two seasons, summer and winter; that has variation of vegetation
and climate. Kenya’s major source of energy is petroleum but, unfortunately the countries
entire supply is imported. This country increases its value with the amount of oil it
contains. Kenya’s physical geography is diverse and it has large areas of good farmland.
Nairobi is the largest city in Kenya with one of the finest climates in the world and it’s
the capital of Kenya which is governed by its own council. Kenya became an
independent country on December 12, 1963. In the following year the country became a
republic, as Jomo Kenyatta was elected president. Today, the chief of state is President
Mwai Kibaki and the head of government Prime Minister, Raila Odinga. Despite the
changes in the political system and ethnic turmoil in 2008, Kenya held democratic and
open elections which were judged free and fair. According to Global Edge.com Growth
should slow slightly by 4% in 2008 that is a growth drop from 6% to 4% from 2007 to
2008 .However, this will -not affect banking or telecommunications and Agriculture
18
remains a crucial sector of the economy, generating 25 per cent of Gross Domestic
Product. In addition to overall share, GDP has declined 40% in the 1960’s to about 20%
by 2001. GDP per capita is $1,700 in 2007 and the inflation rate is 9.8%; at the same time
the service sector increased to 39% to 62%. The service industry accounts for 62% of
Kenya’s GDP. This category includes services provided by restaurants, hotel, and safari
industries and also government services. Mining and construction combined total is 19%
of GDP in 2000. Electricity is the second most important energy source. As Over 71% of
Kenya’s electric is generated by hydroelectric plants in the Tana River basin, in their
neighbor Uganda. With the rise of fuel and food, inflation should remain over the 5%
target. Even though Kenya suffered political problems it has survived as a political stable
country. Kenya belongs to Commonwealth of Nations, an association headed by Great
Britain. Kenya and Britain consult one another on economic, educational, scientific,
financial, and military matters.
Map of Kenya
19
Marketing Opportunities in India
India is shaped like a giant pear and the seventh largest nation in terms of land
area. The people in India show cultural diversity and they speak 16 major languages. The
main language is known as Hindi. India is surrounded by villages although 30% of its
population lives in cities and towns. India has many major cities but the most popular are
Delhi, Bombay, and Mumbai. India country shows a growth rate of 9% and GDP of 906
billion. There GDP PPP is 3,362,960 trillion; however, India is a low income poverty
country and has thousands of people unemployment. Measured by value of a year’s
output of goods and services, India has an enormous economy, and is ranked the twelve
largest countries in the world. In regards to capita income per person, India ranks the
poorest in the world. India’s constitution was adapted in 1950 and India is a union of
states and has federally administered territories. India has no major power bloc and most
20
of their difficulties have been with Pakistan and China. India began reexamining its
policies toward Western nations after the breakup of the Soviet in 1991.The residing
president in India today is Smt Pratibha Devisingh Patil, Education level, seems to be
good in the country, about 61% adult male and female can read and write.
Map of India
Marketing Opportunities in Chile
Chile is located on the southwestern coast of South America, with the Pacific
Ocean to the west and Argentina and Bolivia to the east. Chile’s total area is 292,260
21
square miles and is slightly smaller than Texas. Chile’s main resources are rich in copper,
fruits, forest, and fish. Chile climates include hot, desert temperatures that decrease at
increasingly higher latitudes. The coast range affects the middle of Chile’s Mediterranean
climate. Temperatures in Chile can reach 90 degrees fareinheight. The average annual
temperature is just 44 degrees. Bernardo O Higgins, sometimes known as the George
Washington of Chile, led rebels to victory in Chile’s war of independence with Spain that
lasted from 1810-1818. In addition, a power struggle was taking place between the
president and congress. Chile is now run by Michelle Bachelet, the fourth president in
Chile to win an election. Despite Chile’s progress, the 19th century ended on an unstable
note and the economy was beginning to fail. The number of unemployment nitrate miners
and landless mestizos was growing. GDP per capita is $13,900 and inflation rate is 4.4%
since 2007.Chile has purchasing power of 231.1billion and a 5% real GDP growth rate.
Household income or consumption by percentage is at its lowest and highest at 10%. The
labor force rate in Chile is 6.97 million as the unemployment rate is 7%. Chile’s external
debt is at 49.65 billion, however, Chile seems to have a strong economy with its 3.326
million telephone and 13.955 million cellar phones. Chile has 4.156 million internet users
and Chile’s transportation includes railways, highways, and airports.
Map of Chile
22
Market Potential Index Comparison
According to Global Edge, marketers face the challenge of determining which
international market to enter and the appropriate marketing strategies for those markets.
The market Index chart listed below is useful for comparing market potential in emerging
markets. By comparing countries on seven factors, marketers entering international
markets can determine market potential. However, this analysis does not include country
risk. According to Table 3, from an economic wealth perspective India has power over
both Kenya, and Chile. In addition India would be the first choice if you were evaluating
Market size, growth rate, and Market Intensity. Chile would come in second with Kenya
23
being the smallest market. Even though India is a stronger competitor than Chile, Chile
still has a potential growth, and market size and potential. GDP growth numbers are
strong in India, however, Chile has had good growth numbers and Kenya has the least
amount of growth. Based on the analysis, India appears the strongest but we must do
further analysis to determine between India and Chile.
Table 3 Market Potential Index Comparison 2003-2008
Market Size(Population)
Largest City Size
Market growth rate (GDP
Kenya
Chile
India
38,534,000
16,601,000
1,660,000,000
582,646
756,096
437.7
1.7%
3.2%
6.6%
$857
$10,124
$2,900
0.4
44.9
34.0
1.9
0.2
1.5
11.07
57.61
30.5
Growth rate)
Market intensity(GDP
PPP/Capita)
Commercial Infracture (PCs +
cellular Phone Subscribers/per
capita)
Economic Freedom (2009)
Market Receptivity (per capita
imports $$$)
CIA.com
A Comparison of Economic Forces
24
In table 4, we will compare the economic environment in the three potential
markets. Data was taken from the economic freedom index, in 2009 and Chiles score is at
77.3. Slightly more economically advanced than Kenya at 74.0 then India at 69.3. India’s
index score is the lowest with a score of 44. And Kenya, has a score of 65, however,
Chile has the highest index score at 100. Chile has the largest GDP/Capita (10,124) by
continent according to Global Property Guide, Which suggests they have more buying
power over India (1,016) and Kenya (857) Chile. India’s Gini score is lower compared to
Kenya’s and Chiles. This means a more equal wealth in Chile than in India. If Pc and cell
phone usage were added in the equation GDP will increase consumption power. In Table
3 Chile has a higher cell phone usage (44.9%) than India (34.0 %) and Kenya (0.4%),
which will be important for buffalo Wild Wings promotion strategy in Chile.
Finally, two other attributes are useful when comparing level of economic
development. First, the UN’s Development Programme developed the Human
Development Index (HDI).
One advantage with the index is that it exposed some
countries with relatively high GDP/Capita if they are lagging in healthcare and education.
Therefore, in regards to our previous analysis Chile is slightly stronger than India and
significantly stronger over Kenya. Second, the Economist Intelligence Unit (EIU)
developed an even broader quality-of-life index. In addition to material well being
(GDP/capita), it also captures health, political stability and security, family life,
community life, climate, and geography, job security, political freedom, and gender
equality (Economist, 2005). According to the EIU Quality-life index Chile has a quality
life, score of 6.78 and rank of 31, GDP per person is 10,124 and rank at 44. Compared to
India quality life score at 5.75 and rank 25 their GDP person is 1,016. Excluding Kenya
25
from the chart Chile seems to have the better quality of life than India as stated in our
previous analysis.
Table 4 A Comparison of the Economic Environment
(Average 2003-2008)
Kenya
Chile
India
Population
39,002,772
16,601,707
1,166,079,217
Labor Force
17,370,000,00
7,000,267,000
523,500,000
26.3%
8.7%
8.3%
Total GDP (US$M)
53,600,000,000
214,100,000,000
1,100,000,000,000
GDP PPP(US$M)
$34,504,000,000
$183,286,000,000
$3,362,960,000
$857
$10,124
$1,016
7%
5.1%
9%
GDP Growth
6.1%
3.2%
6.6%
FDI Inflow
(US$M)
Total Exports
(US$M)
Total Imports
(US$M)
Distribution
of Income
(Gini)Index)
PCs/Capita/phone
5.7%
7.7%
4.5%
$4,958,000,000
66,460,000,000
$176,400,000,000
11,070,000,000
57,610,000,000
305,500,000,000
42.5%
54.9%
36.8%
0.541
0.878
0.612
Rank 31
Rank 23
Rank 25
Score 49
Score 13
Score 2
(High)
(Low)
(Low)
Rate of Inflation
GDP/Capita
GDP PPP/Capita
Human
Development index
Quality of life
index
CIA.com
26
A Comparison of the Government Forces
According to the EIU’s (index of democracy) it evaluates a country’s level of
democratic stability in a greater depth. If a country qualifies as a “full democracy”, it
means that it has a strong government system. Therefore, Chile has a flawed democracy
with a rank of 30 and score of 7.89. India’s rank is 35 and score of 7.68 compared to
Kenya’s rank of 101 and score 5.08. According to the HDI index, Chile is still slightly
higher in democracy over India. Chile has a political freedom score of 1 and civil rights
score at 2 and is free. India’s political freedom score is a 2 and civil rights score 4 partly
free. Kenya has a political score at 5 and civil rights score of 4 and they too are partly
free. Our analysis of government forces is summarized in Table 5. Kenya’s the youngest
country; however, they didn’t receive independence until 1963. Mwai Kibaki is now
residing as standing President in the Republic/Democratic country. India is the second
youngest and declared their independence in 1950 Smt Pratibha Devisingh Patil is
president of India. Chile being the youngest republic country gained independence in
1980 and is ran and governed by Michelle Bachelet. The EIU’s index is based on the
following: Electoral process and pluralism, free and fair elections, functioning of
government, how decisions are implemented and forced, political culture where the
majority rule is expected, how well citizens in the county can freely participate in
elections, and civil liberties, human rights, free speech, expression, press, freedom of
religion, and right to the judicial process. The EIU’s democracy index suggests that
Kenya is a country of large political risk and unstable government. India and Chile are
about equal in their political government however, Chile seems to be the strongest
27
government due to widespread corruption in India. All countries are members of the
Regional Trade Bloc, Chile, is a Free trade country which (NAFTA), is an agreement
signed by the United States, Canada, and Mexico creating a trilateral trade bloc in North
America. Kenya belongs to the East Africa Free Trade Zone. It’s an organization of
African Union states establishing grounds for mutual economic development among the
majority of African States. India belongs to the SAARS Asian Pacific Economic
Cooperation, where 21 Pacific Rim countries cooperate on regional trade and investment
Liberalization and facilitation
Table 5 A Comparison of government Forces
Independenc
e
Government
Type
Kenya
Chile
India
1963
1980
1950
Republic/
Republic
Union Republic
democratic
Legal System
Government
Kadhis Muslim Law
Ordinary
Common Law
Law
Regional
Trade Bloc
East African Free
NAFTA
APEC SAARS
Rank 101
Rank 30
Rank 35
Score 5.08
Score
Score 7.68
Trade Zone
Index of
democracy
7.89
Global Edge.com
28
A Comparison of Social-Cultural Forces
Our analysis on culture begins with a comparison of cultural values based on
Hofstede’s (1980) culture framework. Hofstede’s conceptualization of culture suggest
that surface-level differences in consumer tastes, behavior, language, housing, clothing,
can be traced to differences in his five core cultural values: Individualism vs.
Collectivism, Power distance, Masculinity vs. Femininity, Uncertainty Avoidance, and
Long-Term orientation. Figure 16 graphs the three potential target markets cultural value
scores. The graph indicates differences in cultural values that Buffalo Wild Wings must
oblige by.
Figure 16 cultural value Difference
Cultural value Difference
LTO
UAI
India
Chile
MAS
Kenya
IND
PDI
0
50
100
150
Hofstede.com
29
200
Table 6 extends this line of inquiry by calculating a summative cultural distance
score from the United States. India is the most culturally different of the three countries,
followed by Kenya and Chile. With an agreement with the United States and Chile it’s
understandable why they will have more in common cultural values with the United
States opposed to India. India has the lowest level of uncertainty avoidance meaning they
are the strictest of the three countries. Kenyans, next with a score of 52, however, Chile
has the highest score at 86. In comparison to Individualism, Chile has a lower score over
India at 23, and then India at 48 and Kenya at 27. This could mean that Chileans have a
hesitation to try new products which may cause problems when foreigners are trying to
enter. India has the highest Individualism and the lowest uncertainly which means their
willing to try new products.
Table 6
Cultural Value
Comparison
Power
Distance
IndividualismCollectivism
Kenya
Chile
India
64
63
77
27
23
48
MasculinityFemininity
Uncertainty
Avoidance
Long Term
Orientation
Cultural value
Difference
Hofstede.com
41
28
56
52
86
40
25
0
61
105
153
140
30
Table 7 shows that education and life expectancy are lagging significantly in
Kenya, which may be due to the high poverty and AIDS academic. Although Kenya
seems to have a younger population over Chile and India, Chile seems to have the highest
Life expectancy, literacy rate, School life expectancy and population growth. According
to HDI life expectancy chart Kenya, life expectancy for male is 52 and female is 56.73.
Female life expectancy for India is male 67.46 and female 72.61. Chile has male life
expectancy rate of 74.07 and female 80.77 making them the oldest growing population in
comparison to the other two. Chile has a literacy rate of 96.5 which is higher than Kenya
second 73.6 and India third at 61.0 according to HDI life expectancy chart. According to
the chart for education, Kenya is definitely last at 0.690 compared to Chile at 0.918 and
India at 0.638 from the Index chart shows Chile, being more political stable at 0.56 than
Kenya -1.25 and India -0.99 when it comes to political freedom and government (- 2.5
was being the worst, 0 average, and 2.5 best). Compared to the data collected it still looks
as if Chile will be a better fit to market.
31
Table 7
Comparison of Social Cultural Forces
Kenya
Chile
India
Life Expectancy
57.86
77.34
69.89
Literacy rate
73.6%
96.5%
61.0%
4.3
13.5
10
Largest Religion
Islam
Catholic
Hindi
Population Growth rate
1.5%
0.97%
4.1
School Life Expectancy
Age structure
0-14 years
42.1%
25.2%
1.047%
15-64 years
55.2%
66.7%
0.998
65+ years
8.2%
2.6%
0.72%
CIA.com
A Comparison of Competitive Forces
The final environmental force that we will analyze is the competitive situation
that exists in each country. For all three countries, there seems to be an equal amount of
low competitive environment. There are not any foreign restaurants that serve hot
flavored wings which indicate an open market for the product. In the three countries
listed, they all seem to have the same foreign restaurants such as Pizza Hut, and
McDonalds, these are hamburger and pizza places. Buffalo Wild Wings is a wings
restaurant so there is no competition existing in either country. Chileans’ tend to eat
Chicken, beef, pig, and rabbit. Kenyans like to eat live cattle such as curry goat and
vegetables. Indians diets consist of non vegetarian foods like rice and breads, so bringing
chicken to India would not seem reasonable.
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Table 8 Competitive Forces
Major Fast Food Brands
Kenya
Chile
India
Pizza Hut
Hooters
Pizza Hut
McDonalds
KFC
MC Donald’s
Recommendations
After collecting all our data and analyzing three potential countries based on
statistic data from Marketing Potential Index as well as reviewing the economic,
government, social cultural and competitive environment, we recommend that Buffalo
Wild Wings should target Chile for future geographic expansion. India is one of the three
markets that are running a strong competition with Chile, however based on our analysis
Chile showed more promising on factors such as, economic climate, political stable
ability, and the competition risk is low in Chile due to not as many foreign restaurants
present in country. India has more economic wealth than Chile but Chile shows continued
growth and has a free trade policy established with the United States. GDP per capita in
Chile is 12,000 opposed to 3,000 per person for India. India may show a stronger
purchasing power however, income is distributed among the country and that makes
India’s country poorest when conducting the analysis. When comparing cultural
differences India ranked low among the other two and Chile had the highest ranking.
Indians have a different diet and they are mostly vegetarians so bringing meat to that
market would not seem feasible. Chile already has a established foreign relations and
they like to eat chicken making them a stronger market to enter. Kenya has ranked low in
all categories and it does not seem fit to enter the market at this time. They have a very
33
weak and poor economy and wealth partly due to the AIDS academic that is affecting its
country. Their political system has corruption and it has low political ties to the United
States making them a low competitor to compete. Some disadvantages to entering Chile
are that based on their cultural values from Hosted’s theory, they are not likely to try new
things. With not many foreign restaurants, it could be a challenge to become recognized.
Mc Donald’s and Pizza Hut already have a presents in the country so bringing a different
restaurant to the market may seem plausible at this time and chicken is already included
in their diet this has a competitive advantage for Buffalo Wild Wings to make be the first
chicken restaurant in Chile. After doing our analysis of the three competitive markets, in
the next section we will analyze and determine the most appropriate entry strategy for
Buffalo Wild Wings in Chile. We will also develop a marketing plan accounting for
cultural differences in Chiles’ market and producing recommendations for products and
promotions adaption.
A New Marketing Strategy for Chile
After, deciding that Chile is the best suitable market, where Buffalo Wild Wings
will expand its restaurants. In the upcoming section it will describe how Buffalo Wild
Wings will modify its domestic marketing strategy to be a successful restaurant in Chile.
In addition, it will include the appropriate entry strategy, and what modifications will be
needed to the product. This section will discuss and develop a promotional plan; also it
will include the store layout, menu items and operation process. Table 8 and 7 are
pictures of Chile.
34
Table 7 Santiago City
35
Table 8 Santiago
Chile Marketing Entry Strategy
In the beginning it was mentioned that Buffalo Wild Wings was founded by two
men from Kent, Ohio. Buffalo Wild Wings was made official when they opened their
first restaurant in 1998, since they opened their fist restaurant they have shown twenty
years of services. Now, there are 600 owned and operated franchises in 41 states. Buffalo
Wild Wings has been able to be competitive in the United States by using product
adaption. Now is the first time they can franchise into Chile with the opportunity to
compete within their franchising market, with 113 franchises and a 15% growth rate
using a product adoption strategy. Therefore, we will compare and contrast franchising
versus wholly owned- operation in the Chile market.
36
In table nine, it compares the advantages and disadvantages of franchising versus
wholly-owned subsidies. The disadvantages of WOS are that it can be extremely costly
and requires a strong knowledge of the business environment and language. It will
require the knowledge of how to read and write the language, which is Spanish. The
advantages are that wholly- owned subsidiaries firms can gain full control of business
and protect its brand image in the process. The risk of doing business in another country
is pragmatic due to the culture barriers such as language, advertising, and cost of doing
business. Moreover, franchising seems to be a method that is less risky and have more
advantages. However, franchising is a challenge in Chile if one goes outside the capital of
Santiago. Fast food franchises are the largest of the local markets, and foreign
investments are protected equally in comparison to local business. There are higher labor
wages and taxes on foreign investments such as the withholding tax at 30% and VAT as
high as 19%. In Table 9 below you will see a chart depicting the advantages and
disadvantages discussed using the analysis above.
In addition, Table 10 will show the costs of Buffalo Wild Wings and its
competitors KFC and Hooters, who both already have a strong presence in Chile.
Furthermore, it will be beneficial to know the financial investments that will be needed to
start each restaurant. Therefore; the Franchisor will know how much is needed in upfront
costs.
37
Table 9 A Comparison of Franchising versus Wholly- Owned Subsidiary
Franchising
Advantages
Disadvantages
Free trade no restrictions
Removal of capital
controls
Fast Food 29% market
(highest)
Same protection as local
business
Duty Free Tariffs’ for
United States
Geography(stable
ability)
Low cost (financing)
Language barrier product
must be labeled in Spanish
Local Trade Laws
Franchises are a challenge
Higher labor wages
energy
Financial costs withholding
tax
Value added tax
Low corruption
Absolute protection
Wholly- owned
Subsidiary
Control
Cultural barriers
Protect brand Name
Language barrier
costly
location
Risk learning to do business
in new culture
Losing control (technology)
38
Table 10 Comparisons of Franchise Fees
Franchise
Fee
Buffalo Wild
Wings
$32,000-
KFC
Hooters
$45,000
$75,000
$42,000
Basic
Royalty
Advertising
5%
5%
$2,000,000,000
N/A
5%
N/A
Royalty
5%
5%
N/A
Start up Fee
$500,000-
$1,379,900-
800,00-
$1,000,000
$2,391,000
1,500,000
Incremental Internationalization Model
There are two frameworks that help firms determine which, are the most
appropriate strategy developed by Johanson and Vahln. These two frameworks are the
Internationalization Framework model that suggests how firms should enter in a
incremental fashion and minimize risk. So the first objective is to test the models
responsive toward foreign markets and then investigate the firms, industry, and hosting
country responsiveness. The Incremental Model approach is based off of historical data
and a firm’s operation progression.
39
Buffalo Wild Wings has no International stores, thus, the first Buffalo Wild
Wings opened as a corporation. However, it has evolved into franchises. It will be the
first franchise to enter Chile, and the best strategy will be to franchise rather than using
WOS or Joint venture; based on our previous analysis and the Incremental Model data,
the fact that all of the Buffalo Wild Wing’s restaurants are franchises. Since most of the
restaurants in Chile are franchises, they will use the appropriate strategy to franchise best.
To enter as a wholly owned it will take the knowledge of economics about the country
and to know the language. A Joint venture will lose the brand name and risk the
company’s reputation. Additionally, Chile has a great economy for service firms and
manufacturing firms. Their service industry is stable, and after further analysis and
evaluating the Incremental Internalization Model. It has been proven to show that Buffalo
Wild Wings can compete in the open market. Chileans are in need for more American
restaurant a franchise, a chicken diet is popular. Buffalo Wild Wings would fit into their
market because franchises are a growing business and have low start up costs. After
doing the resource analysis framework in the previous section, it suggests that Buffalo
Wild Wings will be able to sell and set up a retail location in Chile. As mentioned
earlier, the question was whether to open a wholly owned or Franchise model given the
language, cultural, and legal differences between the United States and Chile. Given
these facts, we recommend that Buffalo Wild Wings enter as a franchising operation in
Chile.
There are disadvantages for Buffalo Wild Wings to enter the Chile franchise
market. One of the disadvantages is that Buffalo Wild Wings would have to find an
investor with money who has the knowledge of the country to own and operate the
40
business. However, Hooters and KFC have an advantage over Buffalo Wild Wings in that
they already have franchises internationally, and this will be Buffalo Wild Wing’s first
entry into an international country. Although, Buffalo Wild Wings is a corporate owned
company such as its competitors, so the capital and company size make them a candidate
to learn global strategies due to the difficulties for franchises to compete.
41
Figure 17 Incremental Internationalization Model
Domestic
Sales
Stage1
Franchising
Stage 2
WOS
Where Buffalo Wild Wings will expand its restaurant in Chile
Where
Initially, Buffalo Wild Wings first expansion thus, is important to determine the entry
strategy for location. Nearly all Chileans live in cities; thus Santiago is the largest city in
Chile and it is the nation’s capital. Santiago has a growing city population that includes
offices, malls, streets, parking lots, and movie theaters. In relation Santiago continues to
grow there are developments taking place in the downtown area. Santiago has a fastpaced lifestyle surrounded by intersections, and there are subway lines that connect from
suburbs to downtown. Santiago’s downtown area has three income groups: the groups
consist of very rich, middle class, and poor. These social classes will be important when
determining a location because Buffalo Wild Wings wants to expand in an economy
42
where the citizens can afford the product. The three groups include the wealthiest 20% of
the countries’ households and 40% of the nation’s annual income, plus the individual
GDP per capita is continuing to grow. So expanding to downtown Santiago will be in the
best interest of Buffalo Wild Wings due to the increase of the population. The job
growth indeed, are growing because having the ability to have a quick meal is
multiplying and women are entering the work force so they have less time to prepare
traditional meals at home. In addition, Chileans are accepting towards American foods
and fast food. The location will be situated in Town Square, one of the basic elements of
Chile’s towns and cities. Therefore, 90% of all retail food takes place in large shopping
malls within the town square where Chileans go to socialize because of the central
position. It is the perfect place for Chileans to reminisce, gossip, discuss issues, or relax
together. Chileans consider the Town Square to be the central place for gatherings and
meetings. In Figure 18, is a map of Santiago’s central location to further illustrate, Figure
19 is showing where Buffalo Wild Wings will be located in Santiago. Therefore, now that
we know exactly where Buffalo Wild Wings is located, we will shift our focus on our
promotional plan in Chile.
43
Figure 18 Map of Santiago
Figure 18 Santiago City
44
Figure 19 Zoomed in map of Santiago Rd/Town Square
Adoptions to the Marketing Mix
Product Mix
Today, Buffalo Wild Wings has 600 franchise locations in 41 states. It currently
does not have any international restaurants or franchises so this will be Buffalo Wild
Wing’s first expansion.
Buffalo Wild Wing’s goal is to provide a standardization
marketing strategy with incremental changes and modifications to the local culture. In
the next section we will discuss what modifications are recommended for Chile.
Product Adoptions
We recommend that Buffalo Wild Wings changes its store layout and add slight
modifications to its brand logo to appeal to Chile’s market. In figure 20, it shows a menu
developed for Chiles Market. So, the main language that is predominating in Chile is
45
Spanish, Knowing that information is important so the menu is written with the main
language Spanish. However, local laws require that all products be labeled in English and
Spanish to accommodate that law our menu will be written in both languages.
Chile is not a vegetarian territory, so keeping all of Buffalo Wild Wings original
food furthermore it’s important to add Spanish dishes to the menu such as corn, black
beans, noodles, and potato-based breads would be food items which enjoyed by Chileans.
Keep in mind that Chileans prefer meat as a main dish, and Buffalo Wild Wing’s main
dish is Chicken and beef, plus Chileans also enjoy. Also, barbeque slabs are one of
Buffalo Wild Wing’s popular food choices. Chileans accept American foods, so we think
just adding some Spanish items to the menu that are choices Chileans prefer. With that
said refer to tables’ figure 20 A and B to view the menus.
Figure 20 Spanish menu
46
Figure 21 Additional Spanish Items
47
Figure 22 English Menus
48
In doing their further analysis, we think Buffalo Wild Wings would benefit more
by changing the culture and atmosphere (lay out) of the restaurant. It stays mild in Chile
all year around, and the average temperature is between 31 and 51 degrees fareinheight.
So, they thought by adding a back yard patio to the restaurant, in connection to the indoor
section will appeal to Chileans’. In the United States most stores are enclosed, so adding
patios will enhance the experience for Chileans considering the temperature and the fact
that they like to socialize. Instead of a sports theme like in America Buffalo Wild Wings,
will change the logo to read Spanish” Bar and create a Spanish ambient feel to appear to
the culture. In addition, Chileans use metric, rather than the English system of weights
and measures. Grams and kilograms will be used to measure food and placed on
packages for labeling purposes. Furthermore, the Chilean time zone is four hours behind
the United States, and unlike the United States, they do not have daylight savings time.
This difference means Chileans do not need to set their clocks back, however, they do
turn their clocks ahead an hour in the spring and back an hour in the fall. As a result, we
will have to change the hours of operation if its 3:00 pm in the United States its 12:00 pm
in Chile so it will be opened at 12:00 pm Chile time zone and close at 5:00 am opposed to
11:00 am to 1:00 am in the United States. Chileans public holidays such as Labor Day,
Good Friday, and Easter are also reserved in Chile when compared along with the United
States cultural holidays. We don’t think it will affect our hours of operation, we will
actually benefit by spending however, and we do not open on those days because
Chileans will be socializing with friends and families. Table 23 shows Buffalo Wild
Wing’s current Layout in addition to Table 24 depicting the change to store layout.
49
Figure 23 Layout
Figure 24 layout
50
Promotions Adoptions
Promotional
Knowing that we have included product adoptions, we will now focus our
attention on a promotional plan for Chile. The goal for Chile is the same promotional
strategy of United States but it will not include the usage of the internet just yet. Due to
the inefficient technology and skills in Chile, not many have adapted the technology
skills of the United States so we do not think that the internet will be appropriate at this
time.
The promotional methods that Buffalo Wild Wings will be using are print
advertising, store promotions, and sponsorship activities. Moreover, when technology
increases, the need to add the internet will be considered at a later time. Next we will
begin by describing the desired positioning image. Table Figure 25 is the channel Buffalo
Wild Wings will run advertisements. Furthermore, In Table 26, 27, and 28 is
advertisements such as magazines and billboard ads Buffalo Wild Wings will use to bring
awareness to the brand.
Figure 25 Chile TV
51
Figure 26 Chile Advertisement
Figure 27 Chile Magazine
52
Where Should Buffalo Wild Wings Position the Restaurant.
Positioning
In the United States, Buffalo Wild Wings is positioned as a Sports bar restaurant.
In Chile we recommend they position themselves as a Spanish Restaurant because
Chilean’s views of sports are different from the United States. Chile’s only popular sport
is soccer, so bringing one theme to a restaurant sports bar is unreasonable. The second
recommendation is that Buffalo Wild Wings be known for its American taste. Keeping
most of the original items is important because we want to bring an American taste to
Chile’s market. However, we will add additional Spanish food items to the menu. Buffalo
Wild Wings wants to position itself as an American food restaurant where Chileans can
come and socialize and enjoy meals. Table 28 and 29 illustrate the changes that will be
made to the store layout.
53
Figure 28 Back Patio added to Buffalo Wild Wings
Figure 29 American Tastes in Chile
54
Sponsorship Activities
Sponsorships
To build awareness for our international expansion, we would like to include
sponsorship activities. Since Buffalo Wild Wings is a bar we want to build relationships
with different beer manufactures and wine sellers. These relationships will allow Buffalo
Wild Wings to offer games, contest, and coupons using their products that are sold
through retail stores. We will also have close relationships with soccer teams and host
annual celebrations at soccer games to create awareness for Buffalo Wild Wings. Table
30 and 31 is an example of sponsorships.
Table 30 Soccer Sponsorship
55
Table 31 Local Beer Company
56
Print Advertisement
Newspapers and Magazines
Like citizens in the United States, Chileans have a range of newspapers and
magazines that readers read more than the people of the United States. There are 30
national newspapers, of the 30 newspapers the most popular is EL Mercurio published in
Santiago. This 50 page dialer paper is comparable to the Chicago Tribune, or the popular
New York Times. The Santiago Times is the English news papers. Thus, magazines are
just as popular with that said newspapers the most popular weekly magazines are Que
Pasa and the Ercilla which are similar to Times and Newsweek. Running print ads in the
daily newspapers are important to create awareness to Buffalo Wild Wings and gain new
customers as well. Buffalo Wild Wings will run local ads in all printing methods
mentioned to further the awareness aspect. Table 32 is an example of print advertisement
used in Chile.
57
Table 32 Print Advertisement
Celebrity Endorsers
Jennifer and George Lopez
To bring awareness to the brand buffalo Wild Wings will include Jennifer and
Mario Lopez to be sponsors for their products. They both are from Spanish decent and
are famous celebrities in the U.S. and Latin America. We think they can create brand
awareness using their Spanish heritage and celebrity background. For that reason they
will surpass the American Buffalo wild Wings restaurant with their celebrity endorsers.
Table 33 and 34 are Buffalo Wild Wings celebrity endorsers.
58
Figure 33 Jennifer Lopez
59
Figure 34 George Lopez
60
Recognizing Cultural Value Differences
Cultural Value Difference in Chile
In order to be successful in Chile’s market Buffalo Wild Wings must recognize
the cultural differences and adapt all their promotional methods to become favorable to
the market. Also, bringing the appropriate celebrity endorsers to the market is suitable for
the culture’s sponsorships, endorsements, and awareness to the brand.
Conclusion
Closing
After introducing Buffalo Wild Wings restaurant and evaluating three markets to enter
Chile was chosen out of two choices India and Kenya. Once doing careful analysis of the
market Chile was assessed for market strength based on economic conditions. Then
Buffalo Wild Wings found a location in Town Square Santiago to locate their restaurant.
In addition, changes were made to the logo, layout, atmosphere, hours, menu, and
cultural differences. Sponsorships were chosen from Chile local market which includes
beer companies and soccer sports. Two Latin America celebrities were chosen to
represent the brand and create awareness. Lastly, when chosen an International market to
enter Buffalo Wild Wings must recognize all cultural differences and tailor their products
to meet the standards of the country. In order for Buffalo Wild Wings to be successful
and compete, they will need to find a local investor who has the capital to open a
franchise and have knowledge of the local market.
61
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