Publications
Publications
- May 1994 (Revised July 1995)
- HBS Case Collection
Taco Bell--1994
Abstract
Taco Bell CEO, John Martin, boldly proclaims a growth goal of 200,000 points of access by the year 2000 (the company had approximately 3,600 in 1991). To realize such growth, Martin embraces a philosophy of continual change. The implications for Taco Bell are dramatic changes in organizational structure, culture, human resources, technology, and communications. In redefining its market and "thinking outside the box" in all aspects of its business, Taco Bell hopes to become a "super brand"--transcending not only categories but industries as well.
Keywords
Information Technology; Food; Organizational Structure; Organizational Culture; Human Resources; Brands and Branding; Organizational Change and Adaptation; Goals and Objectives; Change Management; Expansion; Business Growth and Maturation; Communication; Growth and Development Strategy; Retail Industry; Food and Beverage Industry; United States
Citation
Schlesinger, Leonard A. "Taco Bell--1994." Harvard Business School Case 694-076, May 1994. (Revised July 1995.)