Rosie’s Pizzeria is a privately-held chain of neighborhoodpizzerias with over 50 locations in the Midwest that offersfull-service dine-in, carryout, and home delivery. Rosie’s competesagainst such national chains as Pizza Hut, Papa John’s, and otherlocal restaurants, yet holds a 45 to 50 percent share in its marketarea. As part of a new strategic planning process, Rosie’sidentified growth as a key strategic goal. Because the local marketwas essentially saturated, however, the executive management teamworked on strategies for growing the company for three years andproduced no tangible results. One of the reasons for the impassewas the lack of sound, factual data. The executive
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