Burger King, often abbreviated as BK, is a global chain of hamburger fast food restaurants headquartered in unincorporated Miami-Dade County, Florida, United States. The company began in 1953 as Insta-Burger King, a Jacksonville, Florida-based restaurant chain. After Insta-Burger King ran into financial difficulties in 1955, its two Miami-based franchisees, David Edgerton and James McLamore, purchased the company and renamed it Burger King. Over the next half century the company would change hands four times, with its third set of owners, a partnership of TPG Capital, Bain Capital, and Goldman Sachs Capital Partners, taking it public in 2002. In late 2010 3G Capital of Brazil acquired a majority stake in BK in a deal valued at $3.26 billion (USD).
At the end of fiscal year 2010, Burger King reported it had more than 12,200 outlets in 73 countries; of these, 66 percent are in the United States and 90 percent are privately owned and operated. BK has historically used several variations of franchising to expand its operations. The manner in which the company licenses its franchisees varies depending on the region, with some regional franchises, known as master franchises, responsible for selling franchise sub-licenses on the company's behalf. Burger King's relationship with its franchises has not always been harmonious. Occasional spats between the two have caused numerous issues, and in several instances the company's and its licensees' relations have degenerated into precedent-setting court cases.
The Burger King menu has evolved from a basic offering of burgers, french fries, sodas and milkshakes in 1954, to a larger, more diverse set of product offerings. In 1957, the Whopper was the first major addition to the menu; it has since become Burger King's signature product. Conversely, BK has introduced many products which failed to catch hold in the marketplace. Some of these failures in the US have seen success in foreign markets, where BK has also tailored its menu for regional tastes. After the purchase of the company in 2002, Burger King began to aggressively target the 18–34 male demographic with larger products that often carried correspondingly large amounts of unhealthy fats and trans-fats. This tactic would eventually come to hurt the company's financial underpinnings and cast a negative pall on its earnings.


created position of Director of Research and Insights. Located in Zoom's New York office, Rosenfeld will lead all of Zoom's US audience measurement and campaign effectiveness studies, while working closely with top advertising clients and industry organizations to drive the adoption of research initiatives that will further fuel of the growth of digital place-based media.

Rosenfeld joins Zoom with background and experience that are particularly relevant as advertisers' adoption of digital place-based media continues to aggressively expand. Most recently with A&E Television Networks (AETN), Rosenfeld served as Manager, Program & Market Research for the History Channel, where he provided senior management, programming and advertising sales teams with ongoing insights into History's TV and online audiences. Prior to AETN, Rosenfeld held a similar position with Turner Broadcasting, where he supported the growth of Turner's entertainment TV networks and their web extensions through audience measurement, custom research and analysis of syndicated studies. Rosenfeld began his career at MediaVest Worldwide as Senior Media Research Analyst on the Kraft account, where he managed data analytics and marketing mix modeling for the Kraft Media Planning team.

Research and audience measurement have become increasingly important as advertisers have embraced digital place-based media as a component of integrated, multi-platform, video advertising campaigns. All of Zoom's digital network audiences are measured by The Nielsen Company, consistent with guidelines established by DPAA, the Digital Place-based Advertising Association. In addition, Zoom has conducted dozens of effectiveness programs that have allowed advertisers to incorporate performance metrics from Zoom's networks into their media planning and marketing mix models.

"Dan's experience and knowledge of the fundamental role that research plays in the buying and selling of digital and video media is critical to Zoom's growth strategy and business objectives," said Dan Levi, Zoom's SVP of Digital Media & Strategic Partnerships. "More and more advertisers and agencies are using digital place-based media to optimize the reach and efficiency of their video ad campaigns, and insightful, innovative research is critical in demonstrating the impact of Zoom's media. We're very excited to have Dan on board and are confident that his contribution will be felt quickly and dramatically both within Zoom and in the industry."


Fieldwork companies deal with data collection only; this can be done using interviewers (e.g. on-street interviewing or in-store interviewing) or interviewers who work within a telephone unit.

The tabulation element is the next stage of the project. After the data has been collected it needs to be verified, checked, processed and tabulated (producing computer tables showing the data generated by the survey) so that it can be analysed by the researcher.

Some companies offer both elements whilst others specialise in either discipline. If you choose this option then obviously you will need to undertake the other parts of the project yourself (the project design, the management, analysis, interpretation and reporting) or you could commission the help of a freelancer.

These types of organisations should also be members of the MRS. In addition, you should also make sure that any interviewers used are IQCS registered (ensures certain standards of quality).

ntelligence is information that has been analyzed for decision making. It is important to understand the difference between information and intelligence. Information is the starting point; it is readily available numbers, statistics, bits of data about people, companies, products, and strategies. As a matter of fact, information overload is one of the leading problems of today's executive and the top reason for needing a competitive intelligence expert. Information becomes intelligence when is it distilled and analyzed. Combining this idea with those of competition or competitors leads to the concept of gathering and analyzing information about competitors for use in making management decisions. Competitive intelligence provides a link between information and business strategies and decisions. It is the process of turning vast quantities of information into action.

The field of competitive intelligence, as a profession, is relatively new in the U.S. An indication of the importance of competitive intelligence is the growth, since 1986, of the Society of Competitor Intelligence Professionals (SCIP), an organization committed to developing, improving, and promulgating the methods, techniques, and ethical standards of the group. SCIP defines competitive intelligence as "the legal and ethical collection and analysis of information regarding the capabilities, vulnerabilities, and intentions of business competitors conducted by using information databases and other 'open sources' and through ethical inquiry." The major research firm in the field, Fuld & Company, Inc., defines it as "information that has been analyzed to the point where you can make a decision and a tool to alert management to early warning of both threats and opportunities. Competitive intelligence offers approximations and best views of the market and the competition. It is not a peek at the rival's financial books." Competitive intelligence can help managers discover new markets or businesses, beat the competition to market, foresee competitor's actions, determine which companies to acquire, learn about new products and technologies that will affect the industry, and forecast political or legislative changes that will affect the company.

EXAMPLES

Examples of competitive intelligence include stock traders who analyze the data on prices and price movements to determine the best investments. These stock traders have the same data as other traders, but analysis of the data separates them from others. Another example is the Japanese automobile industry's analysis of the U.S.-automobile market in the 1970s. High gasoline prices and smaller families created a demand in the United States for smaller, more fuel-efficient cars. Japanese automakers employed competitive intelligence methods to determine this trend and then made manufacturing decisions based on it, beating the U.S. Big Three to market with high quality, fuel-efficient cars. Another example of successful use of competitive intelligence is AT&T's database of in-company experts. Part of this service is the monitoring of companies with which their own employees are most interested. This led to some early insights of emerging competitors. A final example is how Wal-Mart stores studied problems Sears had with distribution, and built a state-of-the art distribution system so that Wal-Mart customers were not frustrated by out-of-stock items, as were Sears's customers.

ETHICAL METHODS

Competitive intelligence is not spying on the competition. It has been associated in the past with the political and military intelligence used during the Cold War era. Because of this association, many people think that competitive intelligence uses illegal, shady, or unethical means to gather information about competitors. Visions of wiretapping, bribing competitor's employees, or stealing information come to mind. This is not true today. Such techniques can damage the reputation and image of corporations and are not worth the risk. SCIP takes a strong position on the importance of ethics and developed a code of ethics for members. Note the words, "legal and ethical," and the emphasis on retrieving data from "open sources." Competitive intelligence experts use openly-available information. They do dig into public records and government databases and use the latest technology (such as satellite photoreconnaissance and software tools such as spiders) to help gather and analyze large datasets. However, the professionals and companies for which they work do not use illegal methods.
 
Burger King, often abbreviated as BK, is a global chain of hamburger fast food restaurants headquartered in unincorporated Miami-Dade County, Florida, United States. The company began in 1953 as Insta-Burger King, a Jacksonville, Florida-based restaurant chain. After Insta-Burger King ran into financial difficulties in 1955, its two Miami-based franchisees, David Edgerton and James McLamore, purchased the company and renamed it Burger King. Over the next half century the company would change hands four times, with its third set of owners, a partnership of TPG Capital, Bain Capital, and Goldman Sachs Capital Partners, taking it public in 2002. In late 2010 3G Capital of Brazil acquired a majority stake in BK in a deal valued at $3.26 billion (USD).
At the end of fiscal year 2010, Burger King reported it had more than 12,200 outlets in 73 countries; of these, 66 percent are in the United States and 90 percent are privately owned and operated. BK has historically used several variations of franchising to expand its operations. The manner in which the company licenses its franchisees varies depending on the region, with some regional franchises, known as master franchises, responsible for selling franchise sub-licenses on the company's behalf. Burger King's relationship with its franchises has not always been harmonious. Occasional spats between the two have caused numerous issues, and in several instances the company's and its licensees' relations have degenerated into precedent-setting court cases.
The Burger King menu has evolved from a basic offering of burgers, french fries, sodas and milkshakes in 1954, to a larger, more diverse set of product offerings. In 1957, the Whopper was the first major addition to the menu; it has since become Burger King's signature product. Conversely, BK has introduced many products which failed to catch hold in the marketplace. Some of these failures in the US have seen success in foreign markets, where BK has also tailored its menu for regional tastes. After the purchase of the company in 2002, Burger King began to aggressively target the 18–34 male demographic with larger products that often carried correspondingly large amounts of unhealthy fats and trans-fats. This tactic would eventually come to hurt the company's financial underpinnings and cast a negative pall on its earnings.


created position of Director of Research and Insights. Located in Zoom's New York office, Rosenfeld will lead all of Zoom's US audience measurement and campaign effectiveness studies, while working closely with top advertising clients and industry organizations to drive the adoption of research initiatives that will further fuel of the growth of digital place-based media.

Rosenfeld joins Zoom with background and experience that are particularly relevant as advertisers' adoption of digital place-based media continues to aggressively expand. Most recently with A&E Television Networks (AETN), Rosenfeld served as Manager, Program & Market Research for the History Channel, where he provided senior management, programming and advertising sales teams with ongoing insights into History's TV and online audiences. Prior to AETN, Rosenfeld held a similar position with Turner Broadcasting, where he supported the growth of Turner's entertainment TV networks and their web extensions through audience measurement, custom research and analysis of syndicated studies. Rosenfeld began his career at MediaVest Worldwide as Senior Media Research Analyst on the Kraft account, where he managed data analytics and marketing mix modeling for the Kraft Media Planning team.

Research and audience measurement have become increasingly important as advertisers have embraced digital place-based media as a component of integrated, multi-platform, video advertising campaigns. All of Zoom's digital network audiences are measured by The Nielsen Company, consistent with guidelines established by DPAA, the Digital Place-based Advertising Association. In addition, Zoom has conducted dozens of effectiveness programs that have allowed advertisers to incorporate performance metrics from Zoom's networks into their media planning and marketing mix models.

"Dan's experience and knowledge of the fundamental role that research plays in the buying and selling of digital and video media is critical to Zoom's growth strategy and business objectives," said Dan Levi, Zoom's SVP of Digital Media & Strategic Partnerships. "More and more advertisers and agencies are using digital place-based media to optimize the reach and efficiency of their video ad campaigns, and insightful, innovative research is critical in demonstrating the impact of Zoom's media. We're very excited to have Dan on board and are confident that his contribution will be felt quickly and dramatically both within Zoom and in the industry."


Fieldwork companies deal with data collection only; this can be done using interviewers (e.g. on-street interviewing or in-store interviewing) or interviewers who work within a telephone unit.

The tabulation element is the next stage of the project. After the data has been collected it needs to be verified, checked, processed and tabulated (producing computer tables showing the data generated by the survey) so that it can be analysed by the researcher.

Some companies offer both elements whilst others specialise in either discipline. If you choose this option then obviously you will need to undertake the other parts of the project yourself (the project design, the management, analysis, interpretation and reporting) or you could commission the help of a freelancer.

These types of organisations should also be members of the MRS. In addition, you should also make sure that any interviewers used are IQCS registered (ensures certain standards of quality).

ntelligence is information that has been analyzed for decision making. It is important to understand the difference between information and intelligence. Information is the starting point; it is readily available numbers, statistics, bits of data about people, companies, products, and strategies. As a matter of fact, information overload is one of the leading problems of today's executive and the top reason for needing a competitive intelligence expert. Information becomes intelligence when is it distilled and analyzed. Combining this idea with those of competition or competitors leads to the concept of gathering and analyzing information about competitors for use in making management decisions. Competitive intelligence provides a link between information and business strategies and decisions. It is the process of turning vast quantities of information into action.

The field of competitive intelligence, as a profession, is relatively new in the U.S. An indication of the importance of competitive intelligence is the growth, since 1986, of the Society of Competitor Intelligence Professionals (SCIP), an organization committed to developing, improving, and promulgating the methods, techniques, and ethical standards of the group. SCIP defines competitive intelligence as "the legal and ethical collection and analysis of information regarding the capabilities, vulnerabilities, and intentions of business competitors conducted by using information databases and other 'open sources' and through ethical inquiry." The major research firm in the field, Fuld & Company, Inc., defines it as "information that has been analyzed to the point where you can make a decision and a tool to alert management to early warning of both threats and opportunities. Competitive intelligence offers approximations and best views of the market and the competition. It is not a peek at the rival's financial books." Competitive intelligence can help managers discover new markets or businesses, beat the competition to market, foresee competitor's actions, determine which companies to acquire, learn about new products and technologies that will affect the industry, and forecast political or legislative changes that will affect the company.

EXAMPLES

Examples of competitive intelligence include stock traders who analyze the data on prices and price movements to determine the best investments. These stock traders have the same data as other traders, but analysis of the data separates them from others. Another example is the Japanese automobile industry's analysis of the U.S.-automobile market in the 1970s. High gasoline prices and smaller families created a demand in the United States for smaller, more fuel-efficient cars. Japanese automakers employed competitive intelligence methods to determine this trend and then made manufacturing decisions based on it, beating the U.S. Big Three to market with high quality, fuel-efficient cars. Another example of successful use of competitive intelligence is AT&T's database of in-company experts. Part of this service is the monitoring of companies with which their own employees are most interested. This led to some early insights of emerging competitors. A final example is how Wal-Mart stores studied problems Sears had with distribution, and built a state-of-the art distribution system so that Wal-Mart customers were not frustrated by out-of-stock items, as were Sears's customers.

ETHICAL METHODS

Competitive intelligence is not spying on the competition. It has been associated in the past with the political and military intelligence used during the Cold War era. Because of this association, many people think that competitive intelligence uses illegal, shady, or unethical means to gather information about competitors. Visions of wiretapping, bribing competitor's employees, or stealing information come to mind. This is not true today. Such techniques can damage the reputation and image of corporations and are not worth the risk. SCIP takes a strong position on the importance of ethics and developed a code of ethics for members. Note the words, "legal and ethical," and the emphasis on retrieving data from "open sources." Competitive intelligence experts use openly-available information. They do dig into public records and government databases and use the latest technology (such as satellite photoreconnaissance and software tools such as spiders) to help gather and analyze large datasets. However, the professionals and companies for which they work do not use illegal methods.

Hey netra, thanks for the information on Burger King Holdings and i read all your report. After reading your report, i thought i should also contribute something useful so that going to upload a document which would give related information on Burger King Holdings.
 

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