The Anti-chain Strategy of Shake Shack
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Case Code: BSTR456 Case Length: 18 Pages Period: 2001 - 2014 Pub Date: 2014 Teaching Note: Not Available |
Price: Rs.500 Organization: Shake Shack Industry: Fast Food Industry Countries: US,Global Themes: Brand Management, Business Strategy |
Abstract Case Intro 1 Case Intro 2 Excerpts
Introduction
In March 2014, Shake Shack, a small fast casual restaurant chain that was touted by The New York Times as one of the "Most Influential Restaurants of the Past Decade", announced that it would be opening new outlets on the East Coast of the US. The new store openings marked the slow expansion of a restaurant chain which called itself the 'anti-chain'. Snake Shack put in a great deal of deliberation in opening new outlets as it did not want to dilute its brand identity of being a community gathering place that offered quality food and hospitality.
In 2001, Danny Meyer (Meyer), a renowned New York-based fine-dining restaurateur, set up a hot dog cart in New York's Madison Square Park to raise funds to conserve the park. The hot dog cart, unlike others of its ilk, served a variety of hot dogs that were freshly made by a crew of four people who used premium ingredients. This novel approach to serving fast food led to the cart becoming highly successful within a short span of three years.
In 2004, when the Madison Park authorities decided to set up a food kiosk in the park, Meyer won the bid and the Shake Shack outlet came into existence. Over a period of time, Shake Shack became a must-visit place for food lovers and was characterized by long lines of people waiting to be served...
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