Introduction
Red Lobster Hospitality LLC is an American casual dining restaurant chain headquartered in Orlando, Florida. The company has operations across most of the United States (including Puerto Rico and Guam) and Canada, as well as in China, Ecuador, Hong Kong, Japan, Malaysia, Mexico, Philippines, Turkey and the United Arab Emirates; as of June 23, 2020, the company had 719 locations worldwide. Golden Gate Capital became Red Lobster's parent company when it was acquired from Darden Restaurants on July 28, 2014. Seafood supplier Thai Union acquired a 25 percent stake in the company in 2016 for a reported $575 million, and in 2020 purchased the remaining portion from GGC.On August 6, 2014, Red Lobster announced its new headquarters location in CNL Center City Commons in Orlando. On March 6, 2015, Red Lobster officially opened the Restaurant Support Center.
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Lobster Duo
We chose this company because one of our group members used to work here, and between the fact that many of our group members had no work experience as well as being from abroad, we chose this company to get faster and easier interviews for the next stage.In summary, Red Lobster is a major player in full-service casual dining, focused on providing an enjoyable and affordable seafood dining experience to customers through its global restaurant locations, food quality, and marketing. The core operations and strategy of Red Lobster rely heavily on the integration of these information systems across the value chain. Information System enables and drives many aspects of the customer experience, supply chain, and internal operations for the business. that's how it relates to IS.
Business Strategy
Threat of New Entrants (Low):
- High capital requirements to open new full-service seafood restaurants.
- Brand loyalty and a strong reputation make it difficult for new entrants.
- Red Lobster has economies of scale advantages.
Bargaining Power of Suppliers (Moderate):
- Reliant on fresh seafood, which can have volatile prices.
- Many substituted suppliers of seafood and other ingredients.
- Suppliers have moderate negotiating power.
Bargaining Power of Buyers (Moderate):
- Customers have many substitute full-service restaurant options.
- Customers are price-sensitive and desire value.
- Customers have moderate negotiating leverage.
Threat of Substitutes (High):
- Many substitute dining options like casual dining, fast food, etc.
- Consumer taste preferences are shifting.
- Convenience and price of substitutes are a threat.
Competitive Rivalry (High):
- Full-service dining segment is highly competitive.
- Competes directly against national and regional chains.
- Must differentiate on food, service, and ambiance.
- Promotions and discounting erode profits.
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| Lobster Duo |
We chose this company because one of our group members used to work here, and between the fact that many of our group members had no work experience as well as being from abroad, we chose this company to get faster and easier interviews for the next stage.In summary, Red Lobster is a major player in full-service casual dining, focused on providing an enjoyable and affordable seafood dining experience to customers through its global restaurant locations, food quality, and marketing. The core operations and strategy of Red Lobster rely heavily on the integration of these information systems across the value chain. Information System enables and drives many aspects of the customer experience, supply chain, and internal operations for the business. that's how it relates to IS.
Business Strategy
Threat of New Entrants (Low):
- High capital requirements to open new full-service seafood restaurants.
- Brand loyalty and a strong reputation make it difficult for new entrants.
- Red Lobster has economies of scale advantages.
Bargaining Power of Suppliers (Moderate):
- Reliant on fresh seafood, which can have volatile prices.
- Many substituted suppliers of seafood and other ingredients.
- Suppliers have moderate negotiating power.
Bargaining Power of Buyers (Moderate):
- Customers have many substitute full-service restaurant options.
- Customers are price-sensitive and desire value.
- Customers have moderate negotiating leverage.
Threat of Substitutes (High):
- Many substitute dining options like casual dining, fast food, etc.
- Consumer taste preferences are shifting.
- Convenience and price of substitutes are a threat.
Competitive Rivalry (High):
- Full-service dining segment is highly competitive.
- Competes directly against national and regional chains.
- Must differentiate on food, service, and ambiance.
- Promotions and discounting erode profits.
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