Competitive strategies of international fast food companies in India on the example of Domino’s and Pizza Hut

Market penetration is another strategy that could support the growth reached through franchising with minimum risk. The research showed that a large share of young population and price sensitivity of customers are among the main factors to which international QSR companies should pay attention. Market penetration strategy allows transferring these factors to the main dimensions for growth through attracting the major target audience consisted of price-sensitive customers with low prices as well as special offers and targeting youth and families through active promotion. Another argument for the relevance of market penetration strategy for Indian QSR segment in comparison with market development is that such instrument of market penetration as price reduction coincides with the core principles of competitive strategies relevant for Indian QSR segment, namely, cost leadership and operational excellence.

Concerning the product development strategy, the example of Pizza Hut that uses this strategy indicates that increasing the range of products and developing new ones allows reaching loyalty of customers and attract new target audience meeting its tastes with new products. However, implementation of product development growth strategy leads to an increase in prices for products that contradicts the product development implementation as the primary strategy. As a supportive strategy, product development allows reaching minority group of customers from the growing middle class.

Market development growth strategy is in significant extent connected with risk and substantial spending on R&D and market research that restrains the cost optimization process. Possible reasons for irrelevance and limited evidence of market development strategy implementation by international QSR companies in India could be high expenditure on market research and incompliance with the core condition of its application, namely maturity of existing market that according to high demand for fast food and rapid growth rate of the Indian QSR segment is hardly achieved in full extent.

The theoretical ground of the research indicated that such strategies for inorganic growth as mergers and acquisitions could provide rapid growth, however, they involve high risk. The researches showed that mergers and acquisitions “destroy” shareholder value in half cases due to collisions of partners` interests. Concerning the hybrid growth strategies, the statistics showed that approximately 50-70% of alliances are unsuccessful in accomplishing the partners' objectives. Joint ventures imply the creation of separate entity sharing capital and risk, however, the same restrictive factors are bilateral management and collision of interests as well as necessity to share profits. Thus, the research showed that inorganic growth strategies and most of hybrid growth strategies (except the hybrid growth through franchising) are unpopular in Indian QSR segment due to high risk and discrepancies in western and Indian corporate cultures.

The conclusion is that the specific and the preferred combination of growth strategies for an international fast food company operating in India represents the hybrid growth strategy through franchising supported by market penetration and product development organic growth strategies. Such key players of the Indian QSR segment as McDonald`s and Burger King actively use franchising accompanied with market penetration strategy through intensive advertising as well as price reductions and product development through the periodic introduction of new products. Moreover, Domino`s is the most illustrative example of successful implementation of hybrid growth through franchising supported by market penetration organic growth in Indian fast food segment. Aggressive growth through franchising program providing Domino`s with wide presence is supported by market penetration instruments, namely low price strategy and mass media engagement that increase sales at already existing market. Such a combination used by Domino`s significantly contributes to capturing the largest share in Indian QSR market.

As far as, the core mean of increasing a market share for international fast food companies operating in Indian QSR market is sales increase. Based on the research, it could be concluded that the hybrid strategy through franchising enables a company to increase sales through a wider presence by opening new outlets in different locations across India. In turn, market penetration is aimed to increase sales by attracting the major target audience, namely price-sensitive customers by price reductions and active advertising. Finally, product development is aimed to increase sales targeting customers from the growing middle class who are ready to pay extra price for a wider range of products. Thereby, the combination of the strategies above in compliance with stated priority allows reaching the maximum coverage of customers in Indian QSR segment. Hypothesis H1 is confirmed.

To sum up, being core rivals in the fast food sector of India Domino`s and Pizza Hut have their own strengths and weaknesses. On the one hand, Pizza Hut managed to capture niche in the market through its mark of quality, brand power and brand recognition, on the other side, the reasons for lagging behind its main competitor for Pizza Hut lay in positioning of the brand as premium pizza maker that doesn't yet fit the Indian consumption pattern. Meanwhile, Domino`s conquers mass market providing cheap and fast pizza for customers, having reached more extensive coverage of the target audience through its affordability and wide presence reached by the largest number of outlets in comparison with rivals. For that reason, Domino`s remains the market leader capturing the biggest market share with the largest number of outlets and sales volume as well as strong brand recognition. However, Pizza Hut case study provides a good experience on how a company should satisfy the needs of quality sensitive customers and support high quality, client base and brand power.

The fourth task is complete - the competitive and growth strategies of the leading international fast food companies operating in India are detected. The results of the task are reflected in table 3. The specific features of growth and competitive strategies of international fast food companies in India are illustrated in Appendix D.

Table 3. Strategies applied by Domino`s and Pizza Hut in the Indian QSR segment. Compiled by the author based on the conducted research

Strategies applied by Domino`s and Pizza Hut in the Indian QSR segment
	Theoretical approach	Strategies used by companies	Prioritization
		Domino`s	Pizza Hut
Competitive strategies	Porter`s generic strategies	Cost leadership	Differentiation	High
		Differentiation	Cost leadership	Low
	The Discipline of market leaders	Operational excellence	Product leadership	High
		Product leadership	Operational excellence	Low
Growth strategies	Growth strategies	Hybrid growth through franchising	Organic growth through product development	High
		Organic growth through market penetration	Hybrid growth through franchising	Low

It should also be highlighted, that the specific growth and competitive strategies implemented by international fast food companies operating in the Indian QSR market are expressed in several advantages of international QSR companies over local fast food operators. The advantages are the following:

Ш Goodwill and brand power of international players. Most customers give preference to fast food companies with an international image as a mark of quality and brand.

Ш Financial resources. International fast food operators possess reputation and more substantial capabilities for implementation of all types of the described strategies, unlike local players that could lack such attributes.

Ш International experience. Operating in different markets across the globe gives international fast food companies significant experience in the implementation of different types of strategies and managerial resources, while local companies stay on the long way of accumulating it.

Ш International experience in supply chain management. Unlike local companies, international players have experience in such vital aspect as establishing and tuning of a local supply chain in different regions.

The following paragraph is devoted to the recommendations for international fast-food companies that are going to capture a strong position in the Indian QSR market.

3.2 Recommendations for new entrants and existing companies

Even though India is already full of QSR companies, its fast food sector remains profitable and many international fast food chains are going to establish their presence in the Indian region. However, this paper is not built around the topic of entry strategies but devoted to the strategic management of the companies that have already entered the Indian market and aim to cement their position and strive to become the market leaders. Undoubtedly, competing against rivals to fight for clients and growing in size to increase market share are the main aspects that should not be underestimated in conditions of Indian QSR segment, as disregarding such aspects will probably result in pushing a company out of the market or make it get lost among competitors. Indian fast food segment is the place where companies continuously develop strategic decisions to stay afloat.

The work has the managerial implication that is expressed in particular relevance for strategic managers of international fast food companies operating in India searching for rapid growth strategy with minimum risks and competitive strategy effective for the Indian QSR segment.

The existing research and analysis of the case studies were the basis for the elaboration of the set of recommendations on competitive and growth strategies for international companies that have entered the Indian QSR sector.

Below the main recommendations for international fast food companies that have entered the Indian QSR sector are represented.

1. Implement the integrated competitive strategy with cost leadership and differentiation elements. Cost reduction operations not only increase profitability but also allows setting low prices to attract price-sensitive customers. It is hard to reach the lowest costs in Indian fast food segment once after entering, however, a company should strive for it to survive. Cost leadership strategy could be implemented through investing in technologies, reaching for economies of scale, establishing a local supply chain and centralized purchase system, ceasing operations with no cost advantage, and outsourcing of activities to companies with a cost advantage. However, successful implementation of cost leadership strategy alone is not enough to stay in the Indian fast food market. Not to get lost among competitors a company should also pay attention to differentiation strategy through the elaboration of unique selling advantage to stand out among competitors. Successful product differentiation strategy creates brand loyalty among customers and reduces the probability of substitution of the product. Product customization, unusual way of serving dishes or unordinary packaging, unique ways of cooking (Grilled whoppers in Burger King), admirably fast service (Quick delivery in Domino`s), unique offerings are the examples of how a company operating in the QSR sector of India could differentiate itself from the rivals.

2. While executing the “operational excellence” discipline the “product leadership” should not be neglected. The experience of Domino`s showed that operational excellence is a key driver for success in the fast food segment in India. However, the main company`s omission was that in operational excellence execution, namely in constant cost-cutting operations and standardized production accompanied by the aggressive growth of the chain the company sacrificed the quality of products. Moreover, some options like mobile apps for delivery stopped being improved. These mistakes were the main repulsive factors for demanding Indian consumers. The lesson is that such aspects as investments in R&D, improvement of teamwork, constant development and updating of all electronic systems including online ordering applications, investments in marketing team aimed to create unique selling proposition and organizing of educational programs for employees to enhance the quality of service are essential. It does not mean that operational excellence discipline should be left behind, but paying significant attention to the product leadership discipline is vital for capturing a strong competitive position in the Indian QSR segment. The reason is that gradually increasing standards of living in India increase middle class and more and more consumers pay attention to not only the price but quality of the products. Another argument is that Indian consumers are health concerned. The suitable option for companies that have entered Indian QSR sector is to invest not only to operational process but create and support special separate team or division responsible for market research, updating and improving of delivery system, product development and quality improvement operations.

3. Rapid growth through franchising to hold and increase the share. Taking into account that the Indian QSR sector is expected to experience growth of 8% at CAGR up to forthcoming 4-5 years, a company should expand the presence in the market with the annual growth rate of more than 8% to increase market share. Otherwise, if the growth rate of the QSR sector exceeds the growth rate of a company, its market share will be shrinking even with opening new outlets. Undoubtedly, sustaining such rapid annual growth rate is a very challenging mission for a company and requires incredible financial and managerial resources, however, a new entrant should be ready for such challenge if the management aims to hold or increase its presence in the Indian QSR segment. Thus, a company should implement such a growth strategy to sustain annual growth no less than 8% at least to remain the position and exceed 8% to increase market share. The most suitable strategy for growth in Indian fast food sector is the growth through franchising. The hybrid growth strategy through franchising requires minimum investments in capital, however, a company should have a strong and recognizable brand name to attract franchisees. Regardless of the entry mode that a company uses to establish a presence in Indian fast food sector, franchising programs could be launched right after the entrance. A rapidly growing fast food chain with the opening of new outlets allows reaching for curve effects, economies of scale, centralized purchasing system and optimized distribution system. Undoubtedly, all these factors contribute to the cost optimization process.

4. Establishing of the local supply chain. Taking into account that the key players such as McDonald's or Domino`s in India have created a local supply chain from scratch based on a cold chain, distribution system and long term contracts with farmers it is essential to follow this strategy. Establishing of an optimized local supply chain is one of the core factors for cost efficiency that is especially relevant for India. Each fast food provider has unique supply chain system, however, there are some common essential elements such as centralized purchasing system, distribution centers, cold chain system, owned or outsourced logistic means and suppliers of raw materials. Establishing of the local supply chain and its optimization should be organized around these main elements.

To sum up, following the recommendations stated above a fast food company that has just entered the Indian QSR sector has a possibility to implement appropriately the essential elements of strategic management such as competitive approach and growth strategies. The next paragraph is devoted to the recommendations for future researches.

3.3 Recommendations for future researches

Undoubtedly, the entrance of fast food companies to the Indian QSR market with the elaboration of strategic plans brings a considerable area for further researches. Rapidly growing fast food segment of the foodservice industry being one of the fastest growing industries of the Indian fast developing economy represents great interest for analysis.

Taking into account the spheres that have been already studied the crucial area for further research is strategic marketing of fast food companies operating in Indian fast food segment. Being significant forces and useful tools in such a highly competitive environment as Indian QSR sector, marketing strategies represent a separate area for further research. The significance of the marketing strategies used by international fast food companies in India is explained by the following factor. The continually growing sector is increasing primarily due to new players entering the market, which increases the already high level of competition. In such a severe environment one of the most effective tools for attracting clients and increasing sales is a marketing strategy. The purpose of such research could be the determination of the key marketing strategies for the Indian fast food segment and the features of its implementation.

Another direction for further researches is consumer behavior in Indian fast food market. This area of research is especially relevant due to changing in consumption pattern of Indian customers explained by gradually expanding of the middle class. The purpose of the research could be the analysis of spending power of modern customers in India, the determination of the spending structure and customer`s preferences as well as changes in customers` fast food consumption depending on income level.

The limitations of the research is another aspect that should be indicated. The rates of growth of the Indian QSR sector are predicted with high dispersion and many sources provide different information. As a result, the forecasts for the growth rate of the Indian QSR segment varies from 8% to 14% at CAGR annually. Furthermore, the rapidly growing QSR sector with the constant emergence of new fast food operators both local and international in Indian fast food market makes it difficult to determine market shares of the companies clearly. The dynamics of the segment allows estimating market shares of the companies operating in the Indian QSR sector only in a short-term perspective.

Besides, limitation represents the lack of information on delegation of the strategic planning functions to regional master franchisees by a parent company, especially in the development and application of the strategies examined in present work. More specifically, whether the regional owners of a master franchise are full-fledged developers of competition and growth strategies in their region or the main directives come from the headquarters of the parent company.

Another restrictive factor is unavailable information concerning financial figures of Domino`s and Pizza Hut in India such as revenues and net profit. The reason is that Domino`s and Pizza Hut in India are the parts of the master franchise companies Jubilant Foodworks and YUM! Brands correspondingly that hold master franchise of several brands. For that reason, the figures in financial reports of Jubilant Foodworks and YUM! Brands based on the activity of several brands in their portfolios making it impossible to get financial data for Domino`s and Pizza Hut separately from other brands.

Another limitation is referred to the theoretical part, in which the theories and approaches on competitive strategies are very limited. Porter's generic strategies approach is considered as the most widely used theory on competitive strategies, while other classifications of competitive strategies often deal with marketing aspects.

Conclusion

Giving a clear picture of Indian QSR sector, this paper provides practical outcomes and particularly the recommendations that allow avoiding the omissions of the first movers in Indian QSR sector as well as saving resources. The research showed that properly organized strategic management is the most decisive factor for international fast food companies operating in Indian highly competitive environment. Successful entrance to the Indian fast food segment is not enough for a company to remain the presence and market share, but competitive and growth strategies elaborated with regard to the features of Indian QSR sector determine the strategic success of the company.

Finally, the practical value of this work for the companies that have entered the Indian QSR sector represents the guidance providing concrete strategic steps aiming to push the company to the leading position in the market that is measured by brand power, market share, sales volume and other factors. Proper implementation of competitive strategies is aimed to gain such an advantage that allows attracting customers in Indian QSR market, increase and sustain sales and reach above-average returns, while growth strategies are proposed to cover larger target audience, increase market share and brand recognition, cementing the presence on the highly competitive market.

The research showed that the Indian foodservice industry has great potential for growth representing one of the main destinations for foreign direct investments due to the consumption pattern of Indian customers as well as demographical and other factors. Increase in food consumption especially in the QSR market pushes international fast food companies to enter the Indian fast food segment increasing the level of competition. While strategic approaches described in this paper remain relevant, the rising level of competition in Indian QSR sector, gradually growing middle class with changing consumption pattern, economic development and the increase of living standards will probably bring up the need for elaboration of new strategic approaches concerning competitive and growth strategies. With such a rapid pace of economic development, increasing living standards and average incomes will probably broaden the group of customers that are quality sensitive decreasing the number of price-sensitive customers. Such changes will probably push QSR companies to change the emphasis from cost leadership to differentiation strategies, from operational excellence to product leadership competitive discipline and from market penetration to product development growth strategy. However, at the present stage, the giants providing the cheapest highly localized fast food products of high quality, strong brand recognition and significant number of outlets are leading the QSR market of India.

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