Growing from a passive investment in a delicatessen in Chicago in 1978 in a national food service companies of 2007, Levy Restaurants (Levy) around 63 million customers per year to more than 85 different restaurants and sports and entertainment facilities. Levy then extended his fine dining restaurant business in the sports and entertainment venues such unexpected places like Disney World. Levy grew at over 20% compounded growth rates between 1999 and 2007 due to a variety of … Read more »

Growing from a passive investment in a delicatessen in Chicago in 1978 in a national food service companies of 2007, Levy Restaurants (Levy) around 63 million customers per year to more than 85 different restaurants and sports and entertainment facilities. Levy then extended his fine dining restaurant business in the sports and entertainment venues such unexpected places like Disney World. Levy grew at over 20% compounded growth rates between 1999 and 2007 due to a plethora of newly constructed baseball, football, basketball and hockey arenas and stadiums. When construction growth leveled off, Levy responded by expanding into entertainment. How could Levy maintain their stellar growth? Levy’s answer to this question depended in part on how it defines its core competencies, it is needed to decide whether it is a fine-dining company or a food service company and how its customer value proposition differed from his competitors was. Levy had to determine to what extend new customer segments and whether to grow to obtain, or shrink its gastronomy.
«Hide

from
Edward D. Hess
Shizuka Modica
Source: Darden School of Business
21 pages.
Release Date: 6 March 2009. Prod #: UV1323-PDF-ENG
Levy Restaurants HBR case solution

[related_post themes="flat"]