The paper “ Nando’ s International - Strengths and Weaknesses of the Business Based on Service Industry" is a breathtaking version of a case study on marketing. Organizations are controlled by philosophies and ideologies of people who started the organization. The success of many of the organizations is the contributions of the stakeholders and other numerous interested parties. The organisation develops over a long period with some succeeding while others fail to fulfil its goals. An example of an organisation that is successful is Nando’ s International that was established in South Africa.
Thus, the aim of this report is to analyse and discuss Nando’ s International within the context of its history and development, product/service offerings, characteristics of service marketing, challenges, and some recommendations. Brief Overview of Nando’ s InternationalFernando Duarte and Robert Brozin established the organisation after they bought a small Portuguese cafe in Johannesburg – South Africa. Brodin tasted his first best chicken in this cafe, and he decided to purchase it, behind his mind was the feeling of passion, courage, pride, family and integrity associated with the products offered by the cafe.
Brodin was motivated and decided the business would be successful and may expand to oversee countries; and actually, his inspiration resulted in the organisation expanding to many continents. Brodin also knew that marketing was important and thus was a crucial component in Nando’ s International strategy. This resulted in the employment of experienced Josi McKenzie in 1992, and she became a marketing director. She introduced and focused on brand equality with the help of the irreverent style of advertising. She achieved this by combining humour and culture of any country that they have selected (locations of the outlets) (Wits Business School, 2004). By 1996, Nando’ s International entered Southeast Asia markets, specifically Indonesia, Malaysia, and Singapore.
In 1997, eight outlets were outside South Africa - even though only one of them was profitable (Wits Business School, 2004). However, in 1995 Brozin established Nando’ s International and employed Mike Denoon-Stevens who was a development strategist (Wits Business School, 2004). His main role was to develop infrastructure; he formulated different methodologies that focused on such markets as the United Kingdom, Australia and Canada. The numerous strategies and methodologies ensured that the local markets would be understood and developed products and services based on that market. To fulfil successfully its obligations, Nando’ s International championed the use of critical masses in that they favoured between five and fifteen outlets in each country.
By 2000, Nando’ s International had 258 outlets in which 147 were in South Africa, and also at this time, Nando’ s International had expanded to 15 countries (Wits Business School, 2004). In 2000, Nando’ s International introduced a strategy that determined the way the organisation selects outlets countries and the relationship between the organisation and partners.
Between 1997 and 2003, the marketing strategy was based on championing the brand. Thus, they formulated specific strategies based/depending on countries; this cemented the brand image f Nando’ s International. McKenzie and Denoon-Stevens were influential in the way the organisation developed. They introduced the concept of 80% service, 20% product (Wits Business School, 2004). To succeed in a competitive market, Nando’ s International identified out-of-the-ordinary elements that made them unique, this propelled organisation accomplishment.