Gyg's Business Strategy: Game-Changing Burritos

As identified by Steven Marks, GyGs core business strategy is, “to be different from their competitors”. Porter’s differentiation strategy is well demonstrated as they are providing this unique product for their consumers that is “different and superior from its competition” (Monahan & Rahman, 2011, pp. 26-37). This is demonstrated in their goal to stand out and present Australia with ‘game-changing burritos’ through providing unique authentic Mexican food, of high-quality. As well as using perfected recipes that have been tested multiple times, ensuring they invest in creating a memorable experience for their customers (Walsh, 2017).

Their mission to “redefine fast food in Australia” demonstrates the prospector side of the business world.

GyG’s pattern has been developed under a traditional system as seen below in figure 1, under a control based approached through (Shields, 2016, p.70) the vertical communication channels and top-down decision making, made by Steven and his team, to provide guidance to owners of the GyG stores. Franchise owners are supplied all of the procedures such as; recruitment and selection, induction training, product knowledge as well as other various procedures for franchisees to follow. Although GyG doesn’t follow an entirely traditional

This is important as Steven strives to give franchise owners the power to encourage staff members and boost morale. Using extrinsic techniques such as an employee of the month and opportunities to be promoted into a team leader position.

GyG also enjoys providing authentic a Mexican feel to their stores through, adding in the Mexican/Latin feel to the restaurant with local street art displayed to give off a positive colourful vibe within the restaurants.

Analysis of Issues

The analysis conducted has brought my attention to a few areas within Shields, (2007) performance management (PM) cycle in Appendix 1 for the store to run at the maximum performance. Franchise owner Harrison acted responsibly in asking for assistance to further identify the issues of the cycle that need attention and further improvement. Currently, his store (Toowoomba) is underperforming and is related to lack of motivation, poor performance systems and the absence of learning and development within the store which will be analysed in the following section of the report.