The crisis and the firm: the case of h3

• Author(s): Santos, João Pedro Baia Ribeiro dos
• Date: 2014
• Persistent ID: http://hdl.handle.net/10362/11806
• Origin: Repositório Institucional da UNL
• Subject(s): Strategy; Entrepreneurship; Resilience; Crisis; Café3; h3; Fast food
• Document Type: Master thesis
• Language: English
• Advisor(s): Silva, Álvaro Ferreira da
• Contributor(s): RUN

Description

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

In times of crisis, firms need to take measures to survive and prepare for the economic recovery. Nevertheless, many are the firms that simply retract during crisis and hope for it to pass. The present case study gives the successful example of Café3 Restauração S.A., a Portuguese food service firm that was able to grow during the recession that occurred in Portugal in the past years, thanks to the launch of a new fast food concept. The central questions of the case, and its relevance, relate to opportunities that downturns and changing consumer behaviours bring to entrepreneurial projects. Using its previous experience the firm was able to bring novelties to a market that offered better possibilities of growth. Between 2007 and 2012, the firm multiplied its revenues by eight and more than fifty outlets were opened, including overseas and other brands' outlets. The case discusses the introduction of standardised procedures and their implications in the operational efficiencies, as well as employee motivation. Moreover, it implies that the firm's success is due to the sum of each action and that h3 was the first of more casual dining fast food concepts.