Strategy Research Paper (Buffalo Wild Wings)
Buffalo Wild Wings could best be described as a comfort food restaurant. It offers mid-priced, simple food in a relaxed atmosphere. Unlike Applebee's, a restaurant in a similar price category, Buffalo Wild Wings' targets a slightly younger demographic. Its core market is that of males who wish to watch sports on the many screens which decorate the walls of the various franchises in the chain. Football, baseball, NCAA basketball and NBA basketball are the main sports promoted by the chain and along with the menu, fans of Buffalo Wild Wings can look up the schedule of their favorite sport as well as different foods on the online menu.

The attraction of Buffalo Wild Wings is similar to that of many chains. It offers consistent pricing, tastes, and menu offerings for the many restaurant-goers who do not want to stray from what is familiar when they go to a local sports bar. Also, some individuals living in the suburbs do not necessarily have a place where they can go locally to watch sports, other than a chain restaurant. The menu of the restaurant is largely focused on wings, burgers, and other forms of junk food with a strong adolescent appeal. Unlike some other restaurants in the same demographic category, Buffalo Wild Wings has very few healthy menu selections other than some salads (and one of those is a prime rib salad). There are no vegan, gluten-free, or any special diets to be catered to, reflecting the beliefs of the chain that the demographic is relatively narrow and that sports-obsessed males, even with dates, will have little interest in lighter fare.
The market niche to which Buffalo Wild Wings belongs has been struggling in recent years. Although fast food still remains popular because of its cheapness and convenience, mid-range comfort dining has struggled to stay relevant, as many diners who traditionally patronized these restaurants are looking for cheaper food elsewhere, including gourmet fast food like Five Guys. Upper-middle-class consumers have the ability to patronize higher-end restaurants with more snob appeal. "Americans have been told for decades, in cheery voiceovers, that inexpensive sit-down meals at national chains meant...a Chili's, an Olive Garden or an Applebee's" sometimes all three. Yet the casual-dining industry has largely worn out its welcome. Customer traffic to these restaurants has declined in nine of the past 13 years." There has also been an explosion of so-called fast casual restaurants like Panera which promise restaurant-quality food at near-fast food prices without waiters and waitresses.
Buffalo Wild Wings has struggled to stay alive by targeting a specific differentiated customer interested in sports-related entertainment. It is similar to the demographic targeted by Hooters, only instead of luring in young males with scantily-clad women, Buffalo Wild Wings does so with sports. This could give Buffalo Wild Wings a potential edge upon its competition, given that rather than casting a broad, generic net for middle-class customers, the restaurant offers additional value with its sports bar atmosphere. Also, a sports bar's social atmosphere and ability to watch the games with other fans cannot be provided by a higher-end fast food establishment.
Using a differentiated strategy is one of management guru Michael Porter's suggested generic strategies to provide a value statement for consumers. Unlike a niche strategy, which targets a narrow market segment, a differentiated strategy still targets a relatively broad group of individuals (in this case, males who like sports and wings and have little concern with nutrition). A differentiated strategy attempts to distinguish the product but still attract a wide customer base. "Differentiated goods and services satisfy the needs of customers through a sustainable competitive advantage. This allows companies to desensitize prices and focus on value that generates a comparatively higher price and a better margin." In other words, this relieves some of the pressure on Buffalo Wild Wings to keep prices down, which is vital in the restaurant industry where profit margins are razor-thin. "The differentiating organization will incur additional costs in creating their competitive advantage. These costs must be offset by the increase in revenue generated by sales" (Friesner). Buffalo Wild Wings must sustain its competitive advantage by maintaining a franchise where it is inviting for sports fans to hang out and which has additional promotions to draw them in during big games and peak viewing times.
Despite deploying a differentiated strategy, Buffalo Wild Wings has been struggling in recent years. Although its sales and revenue have been increasing, it has not offset its increased operational costs. In 2015, "
revenue climbed 22% year over year to $455.5 million...in spite of a shift in the sports calendar versus the year-ago period, resulting in one less week of football and fewer pay-per-view events to draw in diners" (Symington). However, as is common with companies which pursue a differentiated strategy, ensuring the value proposition of the organization distinguishes it from competitors has proved to be more expensive than the balance sheet of the organization can bear. Due to "a combination of rising costs of sales and labor, and additional depreciation, amortization, and expenses related to its $160 million acquisition of 41 franchises during the quarter, Buffalo Wild Wings' earnings fell 12.3% year over year to $1.00 per diluted share," making it an unattractive investment prospect.
Buffalo Wild Wings continues to expand its franchises and is a dominant presence in malls and strip malls all over the country. However, whether its revenue can support its differentiated business model remains uncertain. The company's value proposition is not just based upon offering good food but upon its atmosphere and interest in going out to watch sports, versus remaining at home. Its narrower demographic target also definitively ties the future of the company to the spending habits of young, sports-crazy males.
Works CitedFriesner, Tim. "Marketing Strategies." Marketing Teacher.
Santoli, Michael. "Olive Garden, Applebee's struggle to stay relevant as consumers change dining habits."
Symington, Steve. "Why Buffalo Wild Wings stock dropped today." The Motley Fool.