Marketing Management

Week 6 Case Analysis Completion

Running head: KRISPY KREME DOUGHNUTS, INC.: A CASE ANALYSIS

Krispy Kreme Doughnuts, Inc.: A Case Analysis

Presented to

By

October 09, 2009

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Table of Contents
Table of Contents 2

III. Executive Summary 3

IV. Situational Analysis 5

A. Environment...................................................................................................................5
B. Industry Analysis............................................................................................................5
C. The Organization............................................................................................................7
D. The Marketing Strategy.................................................................................................8
V. Problems Found in Situational Analysis 10

A. Statement of primary problem. .................................................................................10

B. Statement of secondary problem ................................................................................11
C. Statement of tertiary problem. .....................................................................................12
VI. Formulate, evaluate, and record alternative course(s) of action 13

A. Strategic Alternative 1 ................................................................................................13

1. Benefits ...................................................................................................................13
2. Costs .........................................................................................................................14
B. Strategic Alternative 2 .................................................................................................15
1. Benefits.....................................................................................................................15
2. Costs..........................................................................................................................17
C. Strategic Alternative 3 .................................................................................................18
1. Benefits.....................................................................................................................18
2. Costs..........................................................................................................................19
VII. Selection of Strategic Alternative and Implementation 20

A. Statement of Selected Strategy....................................................................................20

B. Justification of Selected Strategy.................................................................................21
C. Description of the implementation of strategy. ...........................................................21
VIII. Summary 26

IX. Appendices 26

A. Financial Analysis and Selected Tables.......................................................................26

B. Reference List..............................................................................................................30
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III. Executive Summary

Krispy Kreme Doughnuts, Inc., began as a family-owned business back in 1937, as an

expansion of a pre-existing business, when Vernon Rudolph purchased a doughnut shop

along with the now-famous secret recipe for making yeast-raised doughnuts. His

doughnuts, which he delivered to grocery stores in the Winston-Salem, North Carolina

area, quickly became immensely popular with customers. So popular in fact, that he cut a

hole in the wall of his shop so that he could sell hot doughnuts to potential customers

passing by on the street. (Peter and Donnelly, 2009, Page 690). Who knows, but this may

have been one of the first “drive-thru/walk-up” windows in the restaurant business! And

that is just one example of Mr. Rudolph’s and his early partner, Mike Harding’s, forward-

thinking marketing ideas for that era. The idea of making all of the shops look the same, so

that they would be recognized by patrons wherever they traveled, as well as the viewing

windows for watching the doughnuts being made, were good examples of marketing

promotional strategies. These strategies are still considered by Krispy Kreme to be “Brand

Elements” as reported in current, annual financial reports. By keeping control of the recipe

and the doughnut-making process, they also maintained product standards and reduced,

while not completely eliminating, the competition through the uniqueness of their product.

In fact, attempts to change the recipe, or even the look of the shops, in later years met with

negative reactions from customers and the company quickly returned to the original taste

and feel of the “original” Krispy Kreme.

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The company and its doughnut became synonymous with a particular look, taste and

feeling. This emotion that became associated with Krispy Kreme, described as “a feel-

good business” and one that “created an experience” as opposed to just selling doughnuts

(Peter and Donnelly, 2007), became the core of the company’s marketing strategy, and just

maybe, one of the prime reasons for its subsequent struggles in the early 2000’s. Selling a

“feeling” or “experience” can be a successful marketing tool. But that’s just one of the

tools that a successful marketing plan must encompass. The company must also be

prepared to grow with the times and change with that growth. That is, the marketing

strategy of one time and place may not necessarily translate and/or work in another.

Financial systems of one era will not suffice for another and in this age of advanced access

to information, inaccuracies can be extremely damaging to investor confidence.

This analysis of the Krispy Kreme Doughnut, Inc. case study will attempt to uncover some

of the reasons for the company’s challenges, suggest some potential strategies and possible

solutions as well the steps for implementing those strategies.

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IV. Situational Analysis

A. Environment

Krispy Kreme Doughnuts, Inc. was founded in 1937 and is headquartered in

Winston-Salem, North Carolina. Krispy Kreme is a major competitor in the

restaurant industry, known primarily for its donuts. Near the end of 2004

and the beginning of 2005, the economy began to slow. Other business in

competition with Krispy Kreme began to crowd into its market and

expansion plans that Krispy Kreme had projected had to be scaled back due

to falling sales. Consumer interest in reduced carbohydrate consumption,

including ,but not limited to, the interest in and popularity of low

carbohydrate diets, such as the “Atkins” and “South Beach” diet plans have

been blamed for declining sales in pre-packaged (grocery store) donuts.

B. Industry Analysis

Their leading competitors are “Dunkin Donuts”, with worldwide sales of

$2.7 billion (2002) 5200 outlets worldwide and a 45% market share based

on dollar sales volume, and “Tim Hortons”, a Canadian-based company,

which has expanded in the U.S. Markets. “Tim Hortons” sales in 2002 in the

U.S. (160 outlets) and Canada (2300 outlets) were a combined $651 million.

A major strategy that “Dunkin Donuts” has used successfully is to

emphasize its coffee sales more than its donut sales. Their drive-thru
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service makes it convenient for patrons to pick up a cup of coffee on the go,

and maybe while they’re there, pick up a donut, too! They also have donuts

with “better” nutritional value, i.e., are lower in calories, fat and sugar. One

of their major strengths as a competitor is its name recognition and market

saturation. Its ad campaign slogan of “Time to make the donuts!” was very

popular and made for memorable ads. “Dunkin Donuts” is viewed by many

patrons as more modern and more convenient because of their drive through

windows. “Tom Horton”, on the other hand, while well-known in Canada is

not as recognizable in the United States as “Dunkin Donuts”, although it

does seem to have gained a foot-hold in states along the border, such as

Maine, New York , Ohio, etc., and other select locations in the eastern U.S..

There are constant threats of new competitors in this industry. In addition to

coffee retailers and cafes, such as “Starbucks”, “Seattle’s Best” and other

distributors, competition from other bakery retailers, such as “Winchell’s

Donut House” and “LaMar’s Donuts” appear to be the chief new threats.

However, current expansion plans for those firms appear to have fallen short

of projections, perhaps due to over-saturation of the markets and the slowing

economy. Competitors are always coming up with substitute products to

attract customers. Specialty items, such as bagels, muffins, breakfast

sandwiches and other items that may not be as sweet as donuts are popular

and/or are easier to eat on the go. Specialty drinks, both hot and cold,
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particularly high-end coffees are always popular with customers and a threat

to Krispy Kreme’s coffee, which has received mixed reviews from patrons.

Outside suppliers have relatively little impact on the firm’s business as

Krispy Kreme manufactures the mixes for the donuts, and the donut-

making equipment, and is the coffee supplier for use in the company-owned

and franchised stores. However, the “KK Manufacturing and Distribution”

segment of the company, as it’s known, generates a substantial portion of

the company’s earnings.

C. The Organization

Krispy Kreme’s vision statement, as shown on their website, is “To be the

global leader in doughnuts and complementary products, while creating

magic moments worldwide.” Krispy Kreme’s business strategy is focused

on revenue from their company-owned stores, royalties and franchises fees ,

and sales of the mixes, specialty coffees and donut making equipment. Their

organizational structure was simple. They felt strongly that the franchising

was the best way to go, as it involved little risk for them, provided income,

and at the same time, put more of the responsibility on the franchise holders.

In 2001, cash flow return on equity investment for franchises was at 91%, so

attracting franchises was not a problem. In 2003, the company’s business

strategy was to add enough new stores and increase sales enough to achieve

20% annual revenue growth and 25% annual growth in earnings per share.
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However, they failed to invest in product development beyond the “let’s try

that” stage. By all appearances, strategies do not appear to be capable of

maintaining a competitive advantage for very long, as their products were

easy to replicate sufficiently for most customers. As a matter of fact, many

of their competitors considered it an advantage when Krispy Kreme came to

town, as it brought attention to donuts, which resulted in increasing their

own sales! In July of 2004, the company announced that the SEC was

“launching an inquiry into the company’s accounting practices. Later that

year, in December of 2004, they announced still more “accounting errors”

that could reduce the net income for FY 2004 anywhere from 2.7% to 8.6%.

By then, their stock had fallen from $40 a share in March of 2004 down to

$10-13 in December.

D. The Marketing Strategy

It is difficult to determine where the marketing department resides within

the organization, as very little evidence of market research exists. Krispy

Kreme’s marketing plan seems simple on the surface; they don’t appear to

have put much effort into marketing their product. The company spent very

little on advertising, depending largely on word of mouth, and local

publicity. Store openings were popular events in the communities, so often

newspapers and other media provided free publicity for the events. This
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strategy seems to still work well for new store openings, but would not be

sufficient to generate continuing business. This is evidenced by the fact that

even while new stores are opening, older stores within the same market are

having to close. In short, the company’s marketing strategy appeared to

consist merely of allowing its product to sell itself. The product’s superior

reputation, the firm’s operational techniques, i.e., their training, facilities

management and franchise management, appears to be appear to be the

Krispy Kreme’s major strengths. When adding the coffee product to the

organization, they also included it within the “vertical integration supply

chain to control costs. They felt that this would ensure quality and

consistency in the product. When Krispy Kreme purchased the Montana

Mills Bread Company, there seemed to be a sense that this was just a logical

next step. In fact, the CEO considered this acquisition as the “natural

outgrowth” in the continuing process of vertically integrating an entire range

of products and services for “flour-based”, short-shelf life products. Again,

failure to do appropriate and effective market research, Krispy Kreme

missed the identifying the new trends toward reduced carbohydrate

consumption patterns in the general public. As a result, Krispy Kreme

acquired a company in 2003 that by the end of fiscal year 2004, had lost $2

million dollars.
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V. Problems Found in Situational Analysis

A. Statement of primary problem.

The primary, and most critical, problem area is the lack of a cohesive

marketing structure within or a strategic marketing plan for the organization.

Flawed or absent marketing research has resulted in store closings and or

expansions that were not backed up by market data or evidence that this

investment would be feasible. The “Montana Mills” acquisitions was based

on the CEO’s “feeling” that the services for “flour-based”, short-shelf life

products investment was a logical fit with their current process of vertically

integrating an services for “flour-based”, short-shelf life products. Market

research would have the identified the new trends toward reduced

carbohydrate consumption patterns in the general public. The company

spent very little on advertising, depending largely on word of mouth, and

local publicity. Store openings were popular events in the communities, so

often newspapers and other media provided free publicity for the events.

This strategy seems to still work well for new store openings, but would not

be sufficient to generate continuing business. As a result, Krispy Kreme

acquired a company in 2003 that by the end of fiscal year 2004, had lost $2

million dollars. While Krispy Kreme later divested itself of the Montana

Mills operation, this entailed a write-off of $34 million initially; with further

write-offs of $2-$4 million in subsequent quarters. This bad investment, in

addition to slumping sales resulting from the trend toward low carbohydrate
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diets resulted in the company’s reporting a $24.4 million loss for the quarter

of fiscal year 2005. This is evidenced by the fact that even while new stores

are opening, older stores within the same market have to close. In short, the

company’s marketing strategy appeared to consist merely of allowing its

product to sell itself.

B. Statement of secondary problem

The secondary problem is their insistence on using a vertically integrated

supply chain whereby it manufactured the mixes and the proprietary

doughnut-making equipment, as well supplying the coffee for use in their

stores. While this KK Manufacturing and Distribution division of Krispy

Kreme generally provided substantial revenues and earnings to the business,

this too, began to slip along with other revenues, and also contributed to

Krispy Kreme’s lack of current market data. Analysis of revenues for fiscal

year ending February 1, 2004, showed KK Manufacturing and Distribution

revenues at $193,129,000. Revenues by October 31, 2004 had dropped to

$142,288,000.

Another, perhaps incidental side-effect of this dependence on internal

supply chain could be that the “isolation” from outside suppliers prevented

an additional source of market information. While not mentioned in the

textbook case analysis information, one could surmise that regular

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communication, provided by contact with the “outside business world” via

sales representatives, would have provided Krispy Kreme with a decent

source of “incidental”, secondary market research on their competitors.

Sales representatives must, by necessity, know what is going on in the

marketplace, so they can make decisions on how best to supply their

customers’ needs. Krispy Kreme had cut itself off from a good source of

valuable, but free, market information.

C. Statement of tertiary problem.

Krispy Kremes’s financial accounting systems appear to be inadequate for

accurately reporting the financial information that is necessary to make

management decisions. This also serves to erode public confidence and

trust; making them reluctant to invest in the company.

In July of 2004, the U.S Securities and Exchange Commission launched an

inquiry into the company’s accounting practices regarding certain franchise

buybacks. In December 2004, the company announced that it had identified

accounting errors related to two franchise buybacks that could reduce net

income for FY2004 by 2.7 percent to 8.6 percent. The company’s outside

auditor refused to complete reviews of the company’s financial performance

until a special committee of the company’s board of directors had completed

its review of the bookkeeping problems. By late December 2004, Krispy

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Kreme’s stock had fallen from $40 per share in March 2004, down to @$10-

$13 per share.

VI. Formulate, evaluate, and record alternative course(s)

of action

A. Strategic Alternative 1

Strategic Alternative 1 would be to conduct a corporate-wide financial and

operational audit of random stores, both company-owned and franchised to

determine causes of negative ratio of revenues to expenses.

1. Benefits

The Quarterly Operating Performance (Peter and Donnelly, 2009)

tables demonstrated that from Fiscal Year 2004 to Fiscal Year 2005,

performance declined in both venues. However, this information

does not detail either the reason for the decline, or why the report

indicated that the company-owned stores’ performance declined at a

faster rate than did the other franchisee operations. (Page 711). The

benefit(s) of conducting this audit would be that it would assist

management in identifying causes of increased operating expenses in

corporate stores vs. the franchise operations. Another benefit would

be in discovering the accounting errors in existing systems that

resulted in reduction of net income by from 2.7% - 8.6%.

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Management needs clear and accurate information in order to make

appropriate operating decisions for the company. By itself, the fact

that this reduction had to be stated by a percentage range, rather than

a specific percentage, would indicate that accounting methods are

not accurate enough to provide this critical information. Finally, this

independent audit may serve to revitalize investor confidence in the

company. Regardless of the struggles, if the information put forth in

the market is believed to be accurate, investors may be more willing

to take a chance in the company.

2. Costs

The cost(s) of the audit would be the financial investment of hiring,

accountants to audit the books, as well as operational efficiency experts to

audit the systems for operational issues. In the case of the operational

efficiency experts, there may be an additional cost (temporary) associated

with down time of equipment for examination, as well as the lost production

time of personnel involved in the process. There also is the potential cost of

additional loss of investor confidence as (if) results from these internal

audits are made public. However, it is expected that this last “cost” would be

temporary and impact could be minimized by appropriate management

response regarding next steps.

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B. Strategic Alternative 2

Strategic Alternative 2 would be the development or enhancement of the

marketing department

1. Benefits

As discovered during the situational analysis, probably the primary, and

most critical, problem in the operational area is in the lack of a cohesive

marketing structure within or a strategic marketing plan for the organization.

Flawed or absent marketing research has resulted in store closings and or

expansions that were not backed up by market data or evidence that this

investment would be feasible. This is needs to be counteracted quickly by

the development or enhancement of the marketing department. This should

be done by recruitment of competent in-house marketing specialists to

develop a marketing plan and carry it out either through in-house efforts, or

(preferably), through the use of an external marketing firm. This marketing

plan must contain elements addressing appropriate marketing research of

industry environment and a marketing strategy addressing current and

possible future competition.

Secondary Sources for marketing research are often a good place to obtain

base-level data at minimum financial outlay. This kind of data for the

restaurant and food service industry can be obtained through online sources
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such as “Market Research.com”. For example, the “2009 Restaurant, Food

& Beverage Market Research Handbook”, by Richard K. Miller &

Associates, can be downloaded for a nominal cost of $285. The benefit of

this item is that it could be used as a tool to assist senior management in

understanding what the marketing research plan will attempt to address and

accomplish. It also would provide a broad look at the industry environment

and issues currently faced. Other secondary sources, such as the “Restaurant

Marketing Group™ (RMG)”should also be investigated. This firm has

various methods that it uses for conducting consumer research, one of

which, the “Food Actually” study is described as “...a measure of a

consumer's perception of the ingredients a brand uses.” Research for the

study was conducted as an online survey focused on each brand’s Food

Actually® rating, the factors contributing to the Food Actually® rating, and

how significant Food Actually® is in relation to other brand considerations.

A Food Actually® rating is given to each of the 128 brands included in the

study using a ten point scale to determine the consumer’s perception of, and

confidence in, a brand’s food. This report costs a mere $99, but could

provide valuable insight into consumer’s decision-making process.

However, in the case of Krispy Kreme™, secondary sources of data are not

sufficient for developing a cohesive marketing strategy. Primary data must

be obtained about the current industry, customers and competition, both

current and potential. While collection of primary data, could theoretically

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be done by in-house marketing personnel, hiring an experienced marketing

firm that focuses on the restaurant and food service industry would be more

effective and efficient in the long run. The firm mentioned above also

provides a service called “Rapid Ad Feedback” which delivers a

quantitative-qualitative feedback on upcoming campaigns before they go

“live” to ensure the message is effective. This can tell the marketing

department if potential consumers understood the main message of the ad

and if not, what was confusing. It can also provide information on what

respondents perceived about the brand (based on what they saw in the ad

and what might motivate them based on the ad). A competent market firm

should be able to provide all both quantitative and qualitative data such as

market research, customer profiling & loyalty, focus group moderating, and

local store marketing. This last item assists the operation audit mentioned

above by providing valuable primary data on an ongoing basis. Of course,

the firm mentioned above is just an example of the type and services one

would for in a marketing firm.

2. Costs

Since cost is a consideration in Krispy Kreme’s current financial situation, a

competitive bid process for selection of the marketing firm might be a

recommendation.
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C. Strategic Alternative 3

Strategic Alternative 3 would be to conduct a cost-effectiveness analysis of

the supply chain.

1. Benefits

Since Krispy Kreme has a long history of using this method, there would be

more than ample data to be able to set the pre-determined standard of

service necessary for the benefits side of the equation (which is held

constant), and then compare various options for providing that standard of

service, with the least-cost method identified as the preferred option. It

most likely will not be cost-beneficial (or even necessary) to attempt to

outsource the manufacturing of the donut-making equipment, although this

could be studied later. Although KK Manufacturing and Distribution

division of Krispy Kreme generally provides a substantial portion of the

revenues and earnings to the business, it may not be the most efficient

method over time.

Krispy Kreme should investigate other supply chain methods for coffee and

flour products. Simply based on the amount of flour that Krispy Kreme

would be purchasing, many suppliers would provide volume discounts,

which could benefit the company by lowering operating costs. A side

benefit, which was mentioned in the earlier situational analysis, would be

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the access to market data from outside sales personnel, bringing the market

“gossip” with them. This will provide Krispy Kreme with some

“incidental”, secondary market research on their competitors. Krispy Kreme

is known for donuts, not for coffee, and historically has suffered from mixed

reviews. It might be beneficial for Krispy Kreme to investigate linking up

with a well-known coffee vendor, such as Starbucks, Caribou or some other

supplier. This “partnership” could prove beneficial to both companies. For

example, Krispy Kreme could take advantage of the reputation for superior

coffee by advertising, “Now serving Starbucks™ coffee!” And Starbucks

could advertise, “Starbucks™ coffee now available at Krispy Kreme stores

everywhere!”

2. Costs

The cost of this study would most likely be minimal as it could (and should)

be done simultaneously with the independent financial and operational

audit. The benefits of this could be tremendous cost-savings over time.

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VII. Selection of Strategic Alternative and

Implementation
A. Statement of Selected Strategy

Having examined and evaluated the possible alternative courses of action

aimed at righting the future course of the Krispy Kreme Doughnuts, Inc., we

believe that the most immediate need is (Alternative A), to conduct a

corporate-wide financial and operational audit, including but not limited to,

company-owned and franchised stores to determine causes of the negative

ratio of revenues to expenses. It is this analyst’s opinion that ample data

exists to, simultaneously and as part of this audit, conduct a cost-

effectiveness analysis of the company’s supply chain, i.e., their use of a

vertically integrated supply chain, to determine if this method is, and will

continue to be, the most efficient method over time (Alternative C). While

enhancements to the marketing department and subsequent development of

a marketing plan (Alternative B), are indeed critical elements in the

company’s recovery and future development, without a clear picture of the

company’s financial status and an analysis of operating processes and

capabilities, any marketing strategies would for all practical purposes,

amount to a “shot in the dark”, and would not result in the best use of

company assets.
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B. Justification of Selected Strategy

It is believed that the results of this audit would provide senior management

with the clear and accurate information required to make appropriate

financial and operating decisions for the company. Additionally, operations

information would provide critical data to all levels of management, from

the most senior levels to line supervisors at corporate headquarters, as well

as providing useful information to franchisees to guide them in their

financial and operational decisions. This in turn could result in higher

revenues and lower expenses at all levels which would benefit both the

franchisees and the Krispy Kreme Doughnuts, Inc. According to The Center

for Audit Quality (CAQ), “Auditors conduct a systematic examination to

consider whether the financial statements are fairly presented and free from

material misstatements.” (2009, page 3). Therefore, it is also believed that,

regardless of the outcome from the audit reports, potential investors’

confidence will be enhanced if information is believed to be accurate as

released.

C. Description of the implementation of strategy.

The company’s current outside auditing firm, Pricewaterhouse-Coopers,

LLP, has refused to complete reviews until the bookkeeping problems were

reviewed. Therefore, the first step would be to select an outside accounting

firm to work with the firm’s board of directors, selected managers and the
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accounting department to conduct a review of the company’s general

accounting processes and controls. Method of selection shall be by

competitive contract, with predetermined evaluation factors. Accounting

controls expertise and certifications shall be scored as paramount for

selection. Consideration will also be given based on the firm’s previous

experience with companies of similar industries, size, breadth and corporate

issues. Consideration of the fairness and reasonableness of costs proposed

shall be a consideration, but as a deciding factor only in case of a tied bid

evaluation score.

Once the auditing team has been selected, the next step is to begin the

preparation for the audit. This preparation begins with a meeting of the

corporate members of the audit committee to begin creation of an audit

framework. This framework will document all the steps in process, as well

as the expectations of outside accounting (contracted) firm.

Next, a meeting with the outside accounting firm will be held to outline the

audit procedures, timelines, fees and all other expectations, such as access to

information and information security. Simultaneously, meeting(s) will be

held with committee members responsible for conducting operation

inspections and interviews at company-owned facilities. Pre-planning will

be for contact with franchises to request interviews and access to their

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facilities for analysis of operations pertaining to that aspect of the ‘audit’.

Collection of internal cost data for supply chain analysis will also begin at

this stage.

The audit process begins by examining corporate level general controls. The

board of directors and their direct reports shall be responsible for reviewing

areas regarding the company’s control environment, e.g., effectiveness of

the company’s formal ethics and audit committee, its ongoing activities,

such as training and communication. Business and marketing plans shall be

reviewed by department heads for current status, i.e., whether it is being

reviewed regularly, signed off on, updated, etc. Management planning

reports are reviewed by department heads of appropriate divisions for

current status. Methods for use of information contained in operations

reports, and for updating as necessary, are reviewed and documented.

Financial Management Office divisions and staff shall review systems to

ensure their capability to maintain and store all transactional and accounting

data required to produce financial statements for each division. External

accounting firm associates will begin audits of financial data for all

company-owned and the randomly-selected franchise stores. Since the

marketing department has expertise at developing surveys, they will

contribute to the effort by development of formative research tools to collect

primary data from franchisees and from outside suppliers. This data can be
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used by auditors to assist in the cost-effectiveness analysis. Marketing

department personnel will also collect information based on available

secondary data sources to obtain base-level data at minimum financial

outlay.

The next step will be to complete the final review of the books as of the pre-

selected “close-out” date, review the results, and prepare the audited

financial reports. Based on information already at hand through previous

internal “probes” as well as the inquiries by U.S. Securities and Exchange

Commission, it is expected that these financial reports will differ

substantially from previously released reports. However, due to the scrutiny

and meticulousness of the audit, these reports will prove their value by

enabling management at all levels to use the information contained therein

to make critical business decisions. Final written reports from operations

analysis will identify key areas of success and key challenges to future

growth of the company. Formative research data will also serve to

strengthen this analysis by upholding the findings and recommendations

from this report. This data may also play a key role the development of a

marketing plan for future growth.

The success (or failure) of this alternative will be measured by the

preciseness of the data collected, by the applicability of the information

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collected and by the report’s ability to pinpoint areas of concern. This audit

must serve three purposes:

a) to identify the problem areas;

b) to examine the cause(s) of the problems, and

c) to suggest possible solutions to prevent recurrences.

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VIII. Summary

Based on the information provided as well as data obtained through additional research, it

is evident that the past five years, specifically late 2004 – 2009, have been extremely

problematic for Krispy Kreme Doughnuts, Inc.. Issues with their financial management

systems which have resulted in unclear and unauditable financial reports, have dealt a

major blow to investor confidence, which only compounds the financial problems with

which the company is dealing. Lack of investment in and innovative approaches to their

marketing strategies have left the company without good, solid marketing plans for their

recovery and future development. Assumptions have continued to be made about customer

desires, without appropriate data to back up those assumptions. Assumptions also continue

to be made about supply chain and other company operating methods.

It is apparent based on the analysis of available information for this case that while there

are many potential issues that can forestall the above-mentioned recovery and future

development. However, it is believed by this reviewer that by taking the appropriate steps

correct the identified problems and begin to implement the proposed solutions, the Krispy

Kreme Doughnuts, Inc. can once again thrive in today’s restaurant industry markets.

IX. Appendices
A. Financial Analysis and Selected Tables
 KRISPY KREME DOUGHNUTS, INC.: A CASE ANALYSIS
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According to a financial statement filed by Krispy Kreme Doughnuts, Inc. filed 10/31/06

for the Period Ending 01/29/06, lower average weekly sales had a disproportionately

adverse impact on company store profitability due to the significant fixed or semi-fixed, as

a result, the Company closed 14 stores in fiscal 2005 and 47 stores in fiscal 2006. The

lower sales in the franchise stores had a direct impact on the revenues of the Krispy Kreme

Manufacturing & Distribution (KKM&D), as well as revenues from royalties. According

to this financial statement, Krispy Kreme Doughnuts, Inc. is “...vertically integrated to help

maintain the consistency and quality of products throughout the Krispy Kreme system.”

A loss incurred in fiscal 2005 reflects impairment charges of approximately $159.0 million

related to goodwill, other intangible assets and property and equipment associated with the

Company Stores business segment, and approximately $35.1 million related to the

Company’s discontinued Montana Mills segment. According to the report, “The Company

incurred a loss from continuing operations of $157.1 million in fiscal 2005 compared to

income from continuing operations of $49.8 million in fiscal 2004. Table 1 below,

“Selected Financial Data” is taken from the above referenced financial statement filed by

Krispy Kreme Doughnuts, Inc. filed 10/31/06 for the Period Ending 01/29/06.”

Table 1: SELECTED FINANCIAL DATA.

 KRISPY KREME DOUGHNUTS, INC.: A CASE ANALYSIS
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Table 2 below summarizes the Company’s cash flows from operating, investing and

financing activities for fiscal years 2004, 2005, and 2006:

Table 2

Liquidity and Capital Resources Jan. 29, Jan. 30, Feb. 1,

2006 2005 2004
(In thousands)

Net cash provided by operating activities $1,865 $84,921 $82,665

 KRISPY KREME DOUGHNUTS, INC.: A CASE ANALYSIS
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Net cash (used for) investing activities ($11,688) ($47,607) ($169,949)

Net cash provided by (used for) financing activities $138 ($34,214) $76,110
Effect of exchange rate changes on cash ($10) $340 —
Cash balances of subsidiaries at date of consolidation — $3,217 —
Cash balances of subsidiaries at date of
deconsolidation ($1,011) — —

Net increase (decrease) in cash and cash equivalents ($10,706) $ 6,657 $ (11,174)
 KRISPY KREME DOUGHNUTS, INC.: A CASE ANALYSIS
30

B. Reference List

Peter, J., Donnelly, J., (2009). Marketing Management: knowledge and skills, 9th edition

Retrieved October 9, 2009, New York: McGraw-Hill/Irwin.

The Center for Audit Quality (CAQ), ( May 2009), “Guide to public company

auditing”,

http://www.thecaq.org/newsroom/pdfs/GuidetoPublicCompanyAuditing.pdf,

Retrieved October 3, 2009.

EDGAR Online, Inc, (2008), Annual Report on Krispy Kreme Doughnuts, Inc., (2006),

Retrieved on October 10, 2009, http://www.edgar-online.com