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A celebrity chef goes global : the business of eating

Jones, Marc T. 2009, A celebrity chef goes global : the business of eating, Journal of business strategy, vol. 30, no. 5, pp. 14-23, doi: 10.1108/02756660910987572.

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Title A celebrity chef goes global : the business of eating
Author(s) Jones, Marc T.
Journal name Journal of business strategy
Volume number 30
Issue number 5
Start page 14
End page 23
Publisher Emerald Group Publishing
Place of publication Bingley, England
Publication date 2009
ISSN 0275-6668
Keyword(s) competitive advantage
entrepreneurialism
international business
management strategy
Summary Purpose – This paper examines the internationalization strategy of Gordon Ramsay Holdings Ltd (GRH) from its base in London. While a substantial body of research on the strategic prerequisites for successful internationalization already exists, little attention has been given within this literature to the international growth of small, informally organized and entrepreneurially-driven firms. The discussion also identifies the challenges facing GRH as it strives to continue its international expansion.

Design/methodology/approach –
The paper utilizes various published sources from the general press, business press and trade journals to examine the international expansion of GRH on the back of the personal brand the charismatic Gordon Ramsay has achieved in culinary and media circles. The growth of the GRH organization is interpreted through a theoretical framework of strategic capabilities and relationships.

Findings –
The analysis illustrates how critical resources and capabilities, branded reputation, and strategic relationships established in GRH's home market have been leveraged effectively overseas. The most fundamental challenge facing GRH going forward is balancing the opportunities and pressures for growth against the need to maintain the highest levels of quality in existing establishments. This “balancing act” has to unfold within an empire in which the entrepreneur-emperor (Ramsay) has less and less time to devote to any particular activity or establishment.

Originality/value –
The case illustrates the importance of developing and leveraging strategic capabilities and relationships in support of successful international expansion. Some of the unique challenges associated with the internationalization of small, informally organized and entrepreneurially-driven (and branded) firms are addressed in terms of both problems and solutions.
Notes Reproduced with the specific permission of the copyright owner.
Language eng
DOI 10.1108/02756660910987572
Field of Research 150399 Business and Management not elsewhere classified
Socio Economic Objective 910499 Management and Productivity not elsewhere classified
HERDC Research category C1.1 Refereed article in a scholarly journal
Copyright notice ©2009, Emerald Group Publishing Limited
Persistent URL http://hdl.handle.net/10536/DRO/DU:30032807

Document type: Journal Article
Collections: Deakin Graduate School of Business
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.