Case | HBS Case Collection | 1999 (Revised from original version)

Taco Bell Corporation (Abridged Update)

Abstract

Taco Bell's management has developed plans to establish 100,000 points of service for its fast food business. Clearly, this will require significantly different approaches to management and organization.

Keywords: Business Plan; Growth and Development Strategy; Service Delivery; Organizations; Food and Beverage Industry;

Language: English

Format: Print

3 pages

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Citation:

Heskett, James L. "Taco Bell Corporation (Abridged Update)." Harvard Business School Case 395-010, January 1999. (Revised from original August 1994 version.)

This is the fourth in a 35-year series of HBS cases on an organization that has changed the rules of the game globally for an entire industry by offering both differentiated and low-price service. The focus of the case is on whether Southwest Airlines should buy gates and slots to initiate service to New York's LaGuardia airport, which does not fit the airline's profile for cost, ease of service, and other factors. The bigger issue is how the organization should deal with competition that has successfully emulated more and more of what it does in an operating environment that has changed significantly. Hence the subtitle, which was suggested by Herb Kelleher, Southwest's Chairman and CEO, Emeritus.

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