Abstract
Quick is the largest European chain of fast service restaurants. But if we compare quickly with its main competitors – Mc Donald's and Burger King – we could say its major risk is to be eaten by those two “big burgers”. This report is going to treat the difficulties for such a “small” company to expand oversees by analyzing two majors risks.
Enterprise-wide risk management is a key issue for boards of directors worldwide and Quick does not escape to this view. Its proper implementation ensures transparent governance with all stakeholders' interests integrated into the strategic equation. Furthermore, risk quantification is the cornerstone of effective risk management, at the strategic and tactical level, covering finance as well as ethics considerations.
That is is why, in this report we are going to analyze first the situation of QuIck, which could be considered as a “baby” on the fastfood market. With 423 restaurants worldwide and existing since 30 years, Quick really needs to expand in order to remain and be competitive on the international market. Purchased by a french OPA in 2006 – OPA realized by the CDC CI, which a French financial organism – Quick is then in a strategy of internationalization. Thus, in this report, I am going to analyze two major risks Quick has to be face. First risk I analyze is the risk of European disease and the second risk is the strategy of internationalization – I use Quick Russian project of expansion as an example. Both downside and upside risks are assessed to select the most efficient risk control measures and to set up efficient risk financing mechanisms.
