Krispy Kreme Stores
Essay by people • July 18, 2011 • Case Study • 527 Words (3 Pages) • 1,749 Views
Overview
With 181 Krispy Kreme stores in 28 states, Krispy Kreme Doughnuts in 2001 was rapidly building something of a cult following for its light,warm, melt-in-your-mouth doughnuts. Sales were on an impressive
climb, exceeding 3.5 million doughnuts a day. The company's business
model called for 20 percent annual revenue growth, mid-single digit
comparable store sales growth, and 25 percent annual growth in
earnings per share.
Krispy Kreme had created a flurry of excitement with its expansion
into metropolitan markets outside the Southeast--its grand openings in
newly entered markets attracted long lines of customers and created
traffic jams around its store sites. The first new store in San Diego
racked up $365,000 in sales the first week, with 5 TV crews covering
the opening day event. The first store in Denver produced first-week
revenues of $369,000, drew 50,000 visitors, and had $1,000,000 in
sales the first 22 days; the crowds were so large that three off-duty
deputy sheriffs were hired to direct traffic from 5 a.m. to 11 p.m.
during the Tuesday-Saturday period of grand opening week--one
night there were 150 cars in line at the drive-thru window at 1:30 a.m.
But despite the enthusiastic reception that Krispy Kreme stores were
getting, a number of securities analysts were dubious whether the
company's strategy and growth potential merited a stock price nearly
70 times projected 2002 earnings per share of $0.69 and 85 times
actual 2001 earnings of $0.55 per share. The company's stock, which
was trading in the $46-$50 range and had been as high as $54, had
been a favorite of short sellers for several months--the 2.5 million
shorted shares in May 2001 represented nearly 10 percent of the
company's outstanding shares.
While there are legions of loyal doughnut-lovers (sales in the U.S. alone amount to an estimated 10
billion annually), the doughnut industry has been growing rather slowly, partly because the product is
not "nutritionally correct." Yet several doughnut chains had rather ambitious objectives and strategies
to grow revenues and profits. Krispy Kreme believed that its product had global appeal and was laying
plans
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