Burger King's Global Expansion Strategy and Competitive Positioning

Core Competencies and Competitive Differentiation

Burger King has evolved from its 1954 InstaBurger King privately owned origins to the publicly traded company known today. The core competency of this company is its flame-broiled burgers, which it offers to consumers from nearly 12,000 restaurants worldwide. Although the company has diversified its menu from its original offerings of burgers, fries, sodas, and shakes, the main strategy has remained focused on advertising and selling its flagship burger through innovative marketing approaches.

Two major ways Burger King differentiates itself from competitors are its cooking method and customization options. The company uses a flame-broiled method rather than grills that fry, and offers customers multiple options for how they want their burgers prepared. There is no other competitor in the fast food industry that flame broils their burgers. This differentiation benefits both Burger King and consumers: Burger King gains a distinct product identity, while consumers benefit from unique burger options unavailable elsewhere (Daniels, Radebaugh, & Sullivan, 2011).

Value Chain Strategy and Franchising Model

Burger King's main value chain is centered on marketing and sales, where the company invests significant effort in understanding consumer wants and needs. Through market research, the company generates sales and builds brand awareness. Burger King has made strategic moves to market its foods effectively by creating a memorable theme and logo that distinguishes it from competitors.

The company has coordinated its value chain primarily through franchising. Over many years, Burger King has experienced multiple ownership changes, which sometimes caused the company's needs to be secondary to parent company interests. Although Burger King prefers to operate through franchising, this approach can initially be challenging because suppliers may lack familiarity with the brand. When the market shows positive potential, Burger King enters with its own operations to establish a foothold. By undertaking these coordinated steps, the company built its comprehensive value chain. Approximately 90 percent of Burger King restaurants are owned and operated by independent franchisees, many of them family owned operations that have been in business for decades (Burger King, 2014).

International Expansion: Advantages and Challenges

When expanding to overseas markets, Burger King has the advantage of entering later, as competitors have already conducted market research and identified consumer preferences. This allows Burger King to focus on what consumers actually want. However, late entry also presents disadvantages. Competition for suppliers against established businesses can be intense. In some regions, suppliers may be limited, and many countries place high value on contract fulfillment, making suppliers less likely to abandon existing relationships for higher bids from newcomers.

Entering new markets can result in either prosperous growth or failed ventures. One disadvantage is brand loyalty: some consumers may be unwilling to try new options because they prefer familiar, established brands they have grown up with. For these consumers, moving toward the unknown represents a difficult step. An additional consideration is that rising costs of living require people to work more, which may limit discretionary spending on dining.

Market Entry Strategies and Youth Demographics

Currently, the majority of Burger King's operations are located in the American region, which should remain the focus in the present unstable marketplace unless expansions take the form of franchises operated by local entrepreneurs. These individuals understand the laws, customs, and consumer preferences of their countries and can run franchises more effectively by knowing what will and will not sell locally.

The younger generation today is more technologically advanced, connected through the internet, and exposed to global influences while learning about things not normally seen in their home countries. Burger King prefers to enter countries with large youth populations and established shopping centers. This strategy is advantageous because youth in different regions are often influenced by American culture and tend to be the highest consumers of fast food. Placing a franchise in an area with numerous youth and shopping centers would likely be profitable for the company.