1.

CASE BACKGROUND:
Burger King is the worlds second largest fast food hamburger restaurant (FFHR) company. The
BKW system includes over 12,600 restaurants in the U.S. and more than 80 other countries
worldwide, with 95% of the system currently operated under a franchised business model.
Burger King Corporation was founded in 1954 in Miami, Florida, by James McLamore and
David Edgerton.
McLamore and Edgerton, both of whom had extensive experience in the restaurant business
before starting their joint venture, believed in the simple concept of providing the customer with
reasonably priced quality food served quickly in attractive, clean surroundings.
The success and size of Burger King Corporation is the result of a tradition of leadership within
the fast-food industry in such areas as product development, restaurant operation, decor, service,
and advertising.
At the end of its fiscal year 2007, Burger King reported that there are more than 11,300 outlets in
69 countries, 66% are in the United States and 90% are privately owned and operated. The
company has more than 37,000 employees serving approximately 11.4 million customers daily.
The company's two largest franchisees are Carrols Corporation with over 325 restaurants in
United States, and Hungry Jack's, which exclusively owns, operates or sub-licenses over 300
restaurants in Australia.
In 2010, 3G Capital, a global multi-million dollar investment firm focused on long term value
creation, purchased Burger King Corporation, making it a privately-held company.
The buyout marks the largest leveraged acquisition of a fast-food chain ever, and the second for
Burger King in the last eight years. The whopper-makers possible new owner, 3G Capital, is
backed by a number of wealthy Brazilians, including billionaire and a sport celebrity (tennis
player). 3G plans to expand Burger Kings foothold internationally, especially in Latin America
and Asia.

Burger King Holdings Ltd. is based in Florida. It operates and franchises fast food hamburger
restaurants through its subsidiary, Burger King Corporation. In Philippines, it operates through
PERF restaurants and has 23 locations. It has been in Philippines since last 11 years and its major
offerings are Burgers, Fries and Dessert. Its unique selling propositions are its range of
Whoppers. Its main differentiation point is its American flavor.
Current Performance:

Burger King was the second largest fast-food hamburger restaurant chain in the world as
measured by the total number of restaurants and system wide sales. As of June 30, 2010,
the company owned or franchised 12,174 restaurants in 76 countries and U.S. territories,
of which 1,387 were company-owned and 10,787 were owned by franchisees. Of Burger

Kings restaurant total, 7,258 or 60% were located in the United States.
Approximately 90% of Burger King restaurants were franchised, a higher percentage than

other competitors in the fast-food hamburger category.

Franchisees in the United States and Canada paid an average of 3.9% of sales to the
company in 2010. In addition, these franchisees contributed 4% of gross sales per month

to the advertising fund.

Management touted its business strategy as growing the brand, running great restaurants,
investing wisely, and focusing on its people. Specifically, management planned to
accelerate growth between 2010 and 2015 so that international restaurants would

comprise 50% of the total number.

Management was also working to update the restaurants by implementing its new 20/20
design and complementary Whopper Bar design introduced in 2008. By 2010, more than
200 Burger King restaurants had adopted the new 20/20 design that evoked the industrial
look of corrugated metal, brick, wood, and concrete. The new design was to be

introduced in 95 company-owned restaurants during fiscal 2011.

Management continued to look for ways to reduce costs and boost efficiency. By June 30,
2010, point-of-sale cash register systems had been installed in all company-owned, and
57% of franchise-owned, restaurants. It had also installed a flexible batch broiler to
maximize cooking flexibility and facilitate a broader menu selection while reducing
energy costs. By June 30, 2010, the flexible broiler was in 89% of company-owned
restaurants and 68% of franchise restaurants.

2. ENVIRONMENTAL ANALYSIS
A. General Environment:
OPPURTUNITIES:
SOCIO-CULTURAL ENVIRONMENT
Spending Trends
As of the end of 2008 the economic downturn, leads to lower consumer spending.
Fast food restaurants become alternatives to full service restaurants because they are cheaper
Lifestyle Trends
Home cooked meals are becoming less prevalent
Changes in lifestyle such as homes with two working parents, an aging population, increased
hours spent working, and an increase in commuting time are driving more consumers into the
restaurants.
Demographic Trends
Demographic changes have been pushing consumers towards fewer meals, a preference for
less meal preparation time, and more frequent snacking in lieu of sit-down meals.
Low income neighborhoods have a higher density of fast-food restaurants.
ECONOMIC ENVIRONMENT
Market Volume Forecast
In 2011, the global fast food market is forecast to have a volume of 86.4 billion
transactions, an increase of 7.6% since 2006. (Datamonitor)
Market Value Forecast
In 2011, the global fast food market is forecast to have a value of $125.4 billion, an
increase of 22.2% since 2006. (Datamonitor)

POLITICAL/LEGAL ENVIRONMENT
The Government was proposing a policy that was business and investor friendly by
opening Philippine economy
Allowing 100% foreign ownership in all the sectors of the economy
Investor-Friendly Policies In recent years, business prospects in the Philippines have
improved at an encouraging pace. The nation has opened its markets by allowing 100%

foreign ownership in almost all sectors of the economy. It has braced its capital markets
and deregulated the banking, insurance, as well as the shipping and telecommunication
sectors, removing most, if not all, the monopoly structures. Attractive incentive packages
are on hand to qualified business enterprises in the countrys numerous Special Economic
Zones and Industrial Estates. The Special Economic Zones are being fostered to develop
into balanced agricultural, industrial, commercial and recreational centers of activity.
This would entail more investment in the retail food sector like the increase in the
number of franchises
TECHNOLOGICAL Environment

People are getting more on social media in communications and more reliable on
technology like WIFI and surfing the world wide website.

Treats:
1. Increase in Health consciousness
2. Competition in Fast Food chain has been increased

B. INDUSTRY ENVIRONMENT:

Five Forces Analysis

Competition within the Existing Players: Jollibee, Wendys, and McDonalds are the main
competitors of this fast food industry. McDonald's is their largest competitor in fast food
hamburger restaurants in terms of number of locations. BK is the second largest competitor in
fast food restaurants. Wendy's is the third largest competitor in fast food hamburger restaurants in
terms of number of locations. Jollibee is the leading fast food chain in the Philippines.

Potential New Entrants: The threat of new entrants is low. There are high capital requirements for
doing business in fast food industry since franchises are high fixed cost investments that require
economies of scale in order to be profitable. These existing competitors are also more likely to
have stronger supplier relations, which allow them to enjoy cost advantages that new entrants
cannot. Additionally the entrants are unlikely to have the same access to financial intermediaries.
Substitutes: The substitute in this sector is high. It is because of innovation of foods today and
variation of food available in the market like hotdogs, pizza, and/or pasta. And in the Philippines
where rice as the countrys traditional staple.
Buyers power: Brand choice is typically a no compensatory process, which means that
consumers focus on whether a brand has one or more attributes that are important to them, rather
than a compensatory process where all attributes are traded off against each other. Here
customers are the buyers and the business depends on their evaluation of taste and price.
Suppliers: As a global brand Burger King Corporation is committed to maintaining a diverse
portfolio of suppliers. Restaurant Services, Inc. (RSI), is the exclusive purchasing agent for the
vast majority of products and services used by Burger King restaurant owners in the United
States and is manager of the system's supply chain. Founded in 1991, as an independent,
member-owned cooperative, RSI acts on behalf of BK to achieve the best commercial terms for
food, packaging, premiums, promotion products, supplies, equipment, distribution, and related
services on behalf of its members. RSI works closely with restaurant owners, Burger King
Corporation, food and packaging suppliers, marketing agencies, equipment vendors, distributors,
and information systems providers to streamline and improve the supply-chain efficiency of the
system, ensuring a continuous and reliable supply of products and services to restaurants at the
best cost and at established performance standards.

C. INTERNAL ENVIRONMENT ANALYSIS

Strengths:
a. BRAND NAME. Burger King is known for its strong brand. Throughout the years it has
survived in the industry and has built a strong brand in the US and worldwide.

b. GOOD QULAITY PRODUCTS. It has its authentic American taste and Innovative side
orders, giving high quality product.
c. EXCELLENT SUPPLY CHAIN
d. EXCELLENT AMBIANCE and Tech-savvy outlets
e. Burger Kings new owner, 3G Capital, is backed by a number of wealthy Brazilians,
including billionaire and a sport celebrity (tennis player). 3G plans to expand Burger
Kings foothold internationally, especially in Latin America and Asia.
Weakness:
a. LOW BRAND AWARENESS. Jollibee had the highest brand recall amongst fast
food brands and McDonalds as the second, with other smaller niche fast food
chains like KFC, Chowking and Greenwich.
b. HIGH PRICE. Larger variety and cheaper prices where what people wanted from
Burger King.
c. PLACE. It has lesser visibility and limited outlets. It only has 23 franchises
mostly in metro manila. These franchises are seen frequently at malls.

3. PROBLEM STATEMENT
The major problem identified for Burger King is communicating Burger King's value proposition
to its target market. The company's current communication efforts have not been able to increase
its brand awareness. It is also facing tough competition from the leading player Jollibee and
McDonald's. In fact, in light of this competition, the management is contemplating the retention
of its main differentiation point i.e. its American flavor.
Burger King lacks a clear brand image and has fallen short in giving consumers a valid brand
experience. Consumers aren't loyal to Burger King and they fail to see positive differentiation
between Burger King and other competitors.

Despite having strengths as superior product, higher quality, great ambiance, etc., burger king
brand awareness was pretty low.
OBJECTIVE: The basic premise of the suggested solution is to increase Burger King's brand
value and the proposition it offers to the consumers. These suggested recommendations are
targeted with a premise to increase the brand recall of Burger King.

4. ALTERNATIVE COURSES OF ACTION

For potential solutions, we went back to marketing basics. We looked at the 4 P's of Burger King
and analyzed potential upsides of them. Some of our recommendations are as follows ACA1: Introduce new low price menu items.
This is because Burger King is perceived as being more expensive than its competitors.
An average price of a meal at Burger King was 175 PHP. As per the Market research
findings, consumers are clamoring for larger variety and cheaper prices from Burger
King. In a price sensitive place like Philippines, only a particular section of society would
be able to splurge on Burger King. Even the market research finding has indicated that
Price is one of the primary factors taken into consideration before choosing a restaurant.

ADVANTAGE:
Number of customers will increase at their sales/profit may be increase due to the volume
wise buying.

DISADVANTAGE:
Reducing the price or introduction of low priced items may lower the brand equity of

Burger King.
The low end burgers may be considered as 'Not worth it' by consumers.
This is partly hard to the management because this is new to them. And it will have a fear
attach.

ACA2: Place

Burger King is suffering from a constraint of having just 23 locations which are
positioned in malls with high footfalls. This makes sense as these malls attract the richest
consumers. However, if the financials and operations allow it, Burger King can look at
expanding its current place from malls to strategic places near colleges or offices. This
mandates that these demographic section of society may be willing to experience Burger
King but is unable to do so because of location and time constraints.

ADVANTAGE:
Consumers are very satisfied with Burger King's quality, ambience and additional
service. Hence, this positive feature can be extended to more locations and more

segments of the society like large families.

More number of outlets help in brand building, creating loyalty and improved the access.

DISADVANTAGE:
More locations would mean more human and financial resources. Human resources
would need to be trained. Location acquiring may take time as in the South East Asia
region.

ACA3: Increase promotion and advertisement

Burger King has limited promotion and advertisement compared to its competitors. For a
brand to be remembered it needs to be visible to the public. Burger King should highlight
its product in order to position it on the minds of the customers using mass media. The
whopper sub brand is a unique sub brand associated with Burger King and is its most sold
product. Our recommendation is to project the Burger King product as a great taste that
the consumer can afford rather than a quick getaway food. Burger King does not make
you sacrifice taste for value and satisfaction. Whenever consumers think of Burger King,
they think of big, satisfying and juicy burgers.
ADVANTAGE:

It will build brand awareness and recognition of the product

It will have differentiation to its other competitors

DISADVANTAGE:
It will take deep research and several time of brainstorming if the promotion that they
will introduce will be a big boom to the customers/public.

It will be costly and it will need some time to be perfect before it will appear to the
media.

5. RECOMMENDED ALTERNATIVE AND ACTION PLAN

The researcher recommends that ACA 3 will be the best strategy in solving the
problem of increasing brand recall of Burger King. Although ACA 1 will increase the
volume of customers buying, it will also lower the brand equity of Burger King and the
low end burgers may be considered as 'Not worth it' by consumers.
ACA 2, consumers are very satisfied with Burger King's quality, ambience and
additional service like free wifi. Hence, this positive feature can be extended to more
locations and more segments of the society like large families. More number of outlets
help in brand building, creating loyalty and improved the access. Burger King is suffering
from a constraint of having just 23 locations which are positioned in malls with high
footfalls.
The disadvantage of more locations would mean more human and financial
resources. Human resources would need to be trained. Location acquiring may take time
as in the South East Asia region and will be very costly. Furthermore, Jollibee and
McDonalds have already increased outlets around the Philippines. Burger King having
less brand recall will end up having lesser visits.
ACA 3 is the best strategy for it has the higher chances of making or building
brand recall of burger king. Highlighting its product through intense advertisement. Mass
Media is the best way to access wide audience. Using advertisement will help build its
brand awareness and recall to the Filipino public. Burger King should also use
promotional scheme.
Action Plan:
FUNCTIONAL

OBJECTIVES

STRATEGIES

TIME

AREA
MARKETING

FRAME
1)Increase

1) ADVERTISEMENT: We

brand

will promote

awareness

and through

our brand

different

medium

BUDGET

brand recall

which will include:

2)Increase sales A) Television

and profit.

ABS-CBN

9 MONTHS
1,112,904,900.00

GMA

938,250,000.00

TV5
B) Billboard

599,400,000.00
1 YEAR
200,000.00

EDSA(50FT X 70FT)

389,000.00

SLEX/NLEX( 30FT X 80FT)

C) NEWSPAPER

9 MONTHS

BROADSHEET

8,100,000.00

(COLORED)
TABLOID

3,200,000.00

2)PROMOTIONAL
SCHEME:
A) PREMIUM ITEMS:
Every kid meal will include a

3 MONTHS 10,000,000.00

toy. After the collection of

total six toys you will receive
a free happy meal.
B) COUPONS
C) CONSUMER

3 MONTHS 500,000.00
2 MONTHS

CONTEST: The contest will

consist of putting up a picture
on facebook on how a king
eats a burger in their own
creative way. The contestant
with the most like in facebook
shall win. The price will be a
free party treat in burger king
of the franchise you bought
your burger king. (3 winners)
Commercial of Contest
(3 NETWORKS)
Prize
3) PUBLICITY: We will
perform social services to

100,000,000.00
600,000.00
100,000,000.00

gain the wide consumer

acceptance. Social services
will include planting of trees,
building benches with shades
in parks and on bus stands and
build recycle bins all around
the city to keep it clean.
***ABS-CBN --- 824,374 PER 30 SECONDS; GMA --- 695,000 PER 30 SECONDS;
TV5 --- 444,000 PER 30 SECONDS (PRIMETIME)

BILLBOARD

COUPON SAMPLE

Cash
Flow
Statement
for
December 31, 2011 to September 30, 2014

Burger

King

Worldwide

All numbers in Thousands

09-2014 (Q3) 06-2014 (Q2) 03-2014 (Q1) 12-2013 (Q4)
Cash at Beginning of Period

786,900

786,900

786,900

Cash Flow From Operations

375,600 213,100 125,300 325,200

Net Income or Loss

112,000 135,500 60,400 233,700

546,700

Depreciation & Amortization Adjustments

92,000 60,700 30,500 120,000

Depreciation

48,700 32,200 16,400 65,800

Amortization

43,300 28,500 14,100 54,200

Amortization of Intangibles

Adjustments for Deferred Income Taxes

-59,100 5,000 9,100 32,100

Change in Accruals

88,400 2,400 18,200 -62,000

Change in Receivabes

10,000 11,400 12,600 -7,600

Change in Inventories

Change in Prepaid Expenses

10,800 7,700 6,000

-7,800

Inc

(BKW)

Change in Other Current Assets

Change in Payables

1,800 -8,400 9,900

Change in Other Current Liabilities

65,800 -8,300 -10,300 -16,000

Change in Other Working Capital

-30,600

-30,600

Change in Other Non-Cash Items

-7,800 -5,900 -1,200 16,800

Change in Income Taxes

Realized Investment Gains
Investment Securities Gain
Provision for Loan Losses
Net Policy Acquisition Costs

Other Non Cash Items

-7,800 -5,900 -1,200 16,800

Net Cash from Discontinued Operations

Other Operating Changes

150,100 15,400 8,300 15,200

Cash Flow from Investing Activities

-9,800 -6,600 -4,200 43,000

Purchase of Fixed Assets

-5,900 -6,600 -4,200 54,900

Sale of Fixed Assets

Fixed Assets from Acquisitions

-3,900 -

-11,900

Purchase of Investments
0000
Purchase of Short Term Investments - - - Purchase of Long Term Investments - - - Sale of Investments

11,600 7,700 3,900 0

Sale of Short Term Investments

Sale of Long Term Investments

11,600 7,700 3,900 -

Other Investment Changes

-11,600 -7,700 -3,900 0

Cash from Discontinued Investing Activities

Cash Flow from Financing

Change of Short Term Debt

134,4 -87,600
00
-

Issuance of Long-Term Debt

-43,700

132,700

Repayment of Long-Term Debt

-57,300

-38,300 -19,100 -57,200

Issuance of Stock

100

Payment of Cash Dividends

-77,400

-49,300 -24,600 -84,300

Other Financing Changes

200

2,800

Cash from Discontinued Financing Activities

Other Changes in Cash

-4,600

-1,100 -1,200 4,700

Net Change in Cash

226,800

117,800 76,200 240,200

Cash at End of Period

1,013,700 904,700 863,100 786,900

6,000

Burger King Worldwide Inc is a public company that operates in the full-service restaurants
industry. Burger King Worldwide Inc's net change in cash flows in the quarter ending September
30, 2014 was $227 Million. This positive cash flow indicates that Burger King Worldwide Inc is
generating enough cash to fund all of its operations.
Cash Flow from Operating Activities
In the quarter ending September 30, 2014, Burger King Worldwide Inc generated $376 Million in
cash from its core business operations. Investors tend to prefer companies with positive cash
flow from operations (though not always: some high growth companies may show negative cash
flow from operations when they are first starting out).
Cash Flow from Investing Activities
In the quarter ending September 30, 2014, Burger King Worldwide Inc used $9.8 Million in cash
for investing activities. This indicates that Burger King Worldwide Inc is investing in new assets,
which is fairly typical for a growing, stable company.
Cash Flow from Financing Activities
In the quarter ending September 30, 2014, Burger King Worldwide Inc used $134.4 Million in
cash for financing activities. This negative financing cash flow indicates that Burger King

Worldwide Inc is using its cash flow from operations to pay dividends and/or pay off external
financing.

Income
Statement
for
Burger
December 31, 2011 to September 30, 2014

King

Worldwide

All numbers in Thousands

09-2014 (Q3) 06-2014 (Q2) 03-2014 (Q1) 12-2013 (Q4)
Total Revenue

278,900 261,200 240,900 265,200

Cost of Revenue

57,900 51,400 52,900 56,600

Gross Profit

221,000 209,800 188,000 208,600

Operating Expenses

220,100 58,300 56,700 67,500

Operating Income

900

Interest Expense

51,300 51,700 50,900 41,200

Other Income/Loss

151,500 131,300 141,100

1,100

900

-9,500

(BKW)

Pre-Tax Income

-50,400 100,900 81,300 90,400

Income Tax Expense

-26,900 25,800 20,900 23,600

Net Income from Continuing Operations

-23,500 75,100 60,400 66,800

Non-Recurring Gains or Losses

Minority Interest

0
-

0
-

Total Net Income

-23,500 75,100 60,400 66,800

Preferred Dividends

Net Income Available to Common

-23,500 75,100 60,400 66,800

0
-

0
-

Burger King Worldwide is a publicly traded company on the NYSE market. The company's
operations are primarily focused in the Full-Service Restaurants industry. In the quarter ending
September 30, 2014, Burger King Worldwide reported net income of -$23.5 Million. Net income
represents the profit after all expenses (including taxes and interest) have been paid.
Operating Profit
In the quarter ending September 30, 2014, Burger King Worldwide reported an operating profit
of $900,000. Operating profit is calculated by subtracting cost of goods sold and selling, general
& administrative expenses from revenue. It is the profit that takes into account the cost of
operations, including marketing, utility, and technology expenses, in addition to the cost of goods
sold. Burger King Worldwide's positive operating profit indicates that it has money left over
from operations to pay taxes and other indiret costs.
Analyzing Burger King Worldwide Using the Income Statement
When analyzing Burger King Worldwide's profits, it is important to put them into context: use
the graphs below to compare current margins with margins from previous years and be sure to
check out the margins of competitors. Typical margins vary by industry. A company with low
profit margins can do well if it has high inventory turnover.

Fiscal year is Jan - Dec.

Cash
Marketable Securities
Receivables
Inventory
Raw Materials
Work In Progress
Finished Goods
Notes Receivable
Other Current Assets
Burger King Total Current Assets

2014-Q3 2014-Q2 2014-Q1 2013-Q4 2013-Q3 2013-Q2

1.01B 904.7M 863.1M 786.9M 764.3M 654.1M
167.6M 170.4M 168.5M 179.7M 164.6M 171.7M
181.3M 102.4M 115.4M 107.8M 137.6M 141.4M
1.36B

1.18B

1.15B

1.07B

1.07B

967.2M

Property Plant & Equipment

991.2M 995.8M 991.1M 989.4M 978.2M 980.6M
Accumulated Depreciation
216.9M 209.7M 199M 187.9M 173.6M 162.5M
Burger King Net Property Plant & Equipment
774.3M 786.1M 792.1M 801.5M 804.6M 818.1M
Investment & Advances
Other Non-Current Assets
Deferred Charges

145.1M 151.4M 156.4M 163.1M 167.4M 171.4M

-

Intangibles
Deposits & Other Assets
Burger King Total Assets

3.31B 3.4B
3.42B 3.43B 3.43B 3.39B
215.1M 236.4M 297.2M 363.5M 306.9M 313M
5.8B

5.75B

5.81B

5.83B

5.77B

5.66B

Notes Payable
Accounts Payable
Current Portion Long-Term Debt
Current Portion Capital Leases
Accrued Expenses
Income Taxes Payable
Other Current Liabilities
Burger King Total Current Liabilities

34M
100.2M
470.9M
-

24.1M
94.1M
229.2M
-

41.7M
87.6M
243.9M
-

31.1M
81.4M
233.5M
-

25.8M
75M
283.2M
-

41.5M
68.5M
257.3M
-

605.1M 347.4M 373.2M 346M

384M

367.3M

Mortgages
Deferred Taxes/Income
Convertible Debt
Long-Term Debt
Non-Current Capital Leases
Other Long-Term Liabilities
Burger King Total Liabilities

630.7M
2.85B
66.5M
269.4M

638.4M
2.86B
70M
300.8M

662.8M
2.87B
72.1M
308.9M

692.8M
2.88B
75.4M
317.9M

664.5M
2.89B
78.5M
354.8M

661.3M
2.9B
80.8M
343.2M

4.42B

4.22B

4.29B

4.31B

4.37B

4.35B

Minority Interest
Preferred Stock
Common Stock Net
Capital Surplus
Retained Earnings
Treasury Stock
Other Liabilities
Burger King Shareholders Equity

3.5M
1.25B
260.1M
7.3M
-128M

3.5M
1.25B
311.7M
7.3M
-19.4M

3.5M
1.25B
261.3M
7.3M
20.3M

3.5M
1.24B
225.5M
7.3M
54.6M

3.5M
1.22B
183.3M
-11.2M

3.5M
1.22B
136.2M
-43.9M

1.38B

1.54B

1.52B

1.52B

1.4B

1.32B

5.75B

5.81B

5.83B

5.77B

5.66B

Burger King Total Liabilities & Shareholders

Equity
5.8B

Burger King historical stock prices and Burger King stock price can tell how the stock price has
moved, whereas Burger King PE ratio chart shows if its shares are overpriced in comparison to
industry. The important things to look for in a balance sheet are:

Assets: An asset is a resource that a corporation like Burger King owns and has monetary
significance. BKW assets grew from 5.75B in 2014-Q2 to 5.8B in 2014-Q3 . Assets can
be of two types: fixed assets like real estate, plant and machinery; and current assets
which includes cash, accounts receivable etc. Tech stocks typically don't have too many
assets.

Liabilities: This item on the balance sheet implies the firm's, in this case Burger King's,
legal obligations including loans, accounts payable, deferred revenue, accrued expenses
and mortgages. The total liabilities for BKW stock is 4.42B.

PHILIPPINE CHRISTIAN UNIVERSITY

GRADUATE SCHOOL
MASTER IN MANAGEMENT MAJOR IN PUBLIC ADMINISTRATION

THEORY AND PRACTICE IN PUBLIC ADMINISTRATION

CASE STUDY
BURGER KING

SUBMITTED BY: JACKIE LOU G. DIMATULAC

SUBMITTED TO: DR. ENRIQUE D. RODRIGO