week 7 BUSN620

rompt:

Prepare a strategic plan that contains the following sections:

• Executive Summary
• Company Overview (with ticker symbol)
• Company History
• Products and or services
• Operations
• Vision
• Mission Statement
• Corporate Values & Culture
• SWOT Analysis
• Competition
• Management team/Leadership
• Financial Outlook (financial predictors)
• Strategies
• Conclusion

Instructions:

• Paper must be written in 7th Edition APA format using headers, headings, in-text references, reference page, 1′ margins (use template provided below)
• Make sure you use adequate, credible and reliable APA source citations to support your work.
• This strategic plan will incorporate what you have learned over the past 7 weeks. Your company selection must be listed on either the NASDAQ or NYSE (not OTC).
• To confirm your company is on the NYSE and or NASDAQ please use the following links to conduct a search

  Nasdaq Company Search
  NYSE Company Search

• You may review the sample strategic plans shared in the resource section and use them as a guide in developing your strategic plan. Please keep in mind that you must still meet the 20% similarity scan requirements upon submission. Submittals of assignments/papers to previous courses are not accepted.
• Review the example listed below prior to submittal.
  DO NOT SIMPLY COPY AND PASTE MATERIAL FROM THE COMPANY WEBSITE.

Important Notes:

• You must include a minimum of 6-9 sources and 3-4 must be from a peer-reviewed source (library/journal articles)
• Your paper should be in essay format; not bullet format.
• Minimum 12 full pages of content (Word Document only no PDFs accepted) of strategic material (does not include cover page, executive summary nor reference pages); DO NOT GO OVER 14 pages of actual CONTENT (max content).
• All charts, graphs and pictures are to go in appendix (not a substitute for content)
• Once you submit your document to the assignment folder it will automatically be loaded to TURNTIN.COM within the course.
• Strategic Plan requires a similarity scan of 20% or less (the following will be excluded: headers, bibliography, etc. prior to instructor grading paper – focus on content of scan percentage)**
• Due Day 7, Week 7 by 11:59 pm ET.

READ AND UNDERSTAND WHAT CHEATING/PLAGIARISM/ACADEMIC DISHONESTY ENTAILS: Prohibited Student Conduct | Student Handbook American Public University (apus.edu)

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Strategic Plan: Dunkin’ Donuts LLC
Student Name
American Public University
BUSN620: Strategic Management
Instructor Name
Date
2
Executive Summary
Dunkin’s strategic plan plays a pivotal role in guiding the company’s strategic management
efforts, steering it toward the pinnacle of success as a leading omni-channel retailer. This
comprehensive plan encompasses the company’s rich history, diverse range of products,
operational strategies, vision, mission statement, corporate values and culture. Additionally, it
delves into a detailed analysis of the company’s strengths, weaknesses, opportunities, and threats
(SWOT), evaluates the competitive landscape, introduces the management and leadership team,
provides insights into the financial outlook, and outlines strategic initiatives. In the aftermath of
the COVID-19 pandemic, Dunkin’ epitomizes resilience, leveraging its strategic plan as a robust
foundation to navigate through adversity, recover, and persistently pursue growth and excellence.
3
Strategic Plan: Dunkin’ Donuts LLC
Dunkin’ Overview (NASDAQ: DNKN)
Dunkin’, established in 1950, has grown tremendously since the brand’s inception as
Dunkin’ Donuts LLC. The company established a remarkable presence by offering an ideal
combination of five-cent donuts, ten-cent cups of coffee, and swift customer service. (“Dunkin’
Donuts History,” n.d.). Today, Dunkin’ is a quick service restaurant (QSR) leader with over 13,000
stores and extensive globalization with restaurants in over 40 countries (“Dunkin’ Brands Group,
Inc.,” 2023). Dunkin’ has attained global domination as one of the world’s most recognized brands.
As a QSR leader, Dunkin’ has amassed 20,000 distribution points in over 60 countries worldwide
(“Dunkin’ Brands Reports,” 2020). Dunkin’ remains true to its origins by specializing in donuts
and coffee, yet the brand’s product portfolio has expanded in recent decades to include diversified
options ranging from bagels, muffins, breakfast sandwiches, etc. (“Dunkin’ Classics,” n.d.). The
company continually evolves by introducing new products yet remains cognizant of initial
contributors to customer loyalty and continues to exceed expectations, thus catering to a larger
demographic.
Company History
Most people have never heard of William Rosenberg’s restaurant called “Open Kettle”
which was a 1948 establishment created in Quincy, Massachusetts. The brand name invokes a
connotation of buttery cinema popcorn and films, yet the brand’s products largely differ from
theater offerings. Conversely, “Open Kettle” was the original name of a now-famous donut and
coffee franchise: Dunkin’ Donuts LLC. Fortunately, Rosenberg, the founder of “Open Kettle,”
listened to the recommendations of his executives and changed the name of his restaurant from
“Open Kettle” to “Dunkin’ Donuts” in 1950 (“Dunkin’ Donuts History,” n.d.). The brand’s name
4
changed again in January of 2019 when Dunkin’ Donuts was shortened to “Dunkin’” as one
pivotal aspect of Dunkin’s multi-faceted expansion blueprint and modernization strategy
(“Welcome to Dunkin’,” 2018).
Dunkin’ has grown immensely since its inception in 1950. Rosenberg’s business
philosophy of selling fresh, delicious donuts with rapid and courteous service proved successful
as the first franchise opened in 1955 which paved the way for the expeditious expansion of over
100 shops in ten years (“Dunkin’ Donuts History,” n.d.). Rosenberg’s philosophy remains
integral to the business’s continued success. Dunkin’s market domination is evident through the
brand’s placement as the top retailer of donuts in America with global sales exceeding 2.9 billion
(“Welcome to Dunkin’,” 2018). Dunkin’ now seeks to double its U.S. presence which will
subsequently result in over 17,000 Dunkin’ restaurants globally (“Dunkin’ Donuts History,”
n.d.).
Products
Dunkin’ offers a plethora of products suited to various age groups, health preferences,
and dietary restrictions. For instance, Dunkin’ now boasts a variety of dairy and non-dairy
options such as coconut milk, oat milk, almond milk, whole milk, skim milk, and cream to better
accommodate customers’ allergies and preferences (“Dunkin Menu,” n.d.). Dunkin’ continues to
epitomize excellence in the fast-food industry with its unwavering commitment to providing
high-quality, freshly brewed coffee, delectable donuts, and an array of mouthwatering breakfast
and snack options; the brand offers espresso, coffee, teas, frozen drinks, sandwiches, hash
browns, bagels, muffins, and donuts to specify a few (“Dunkin’ Classics,” n.d.). Dunkin has also
successfully delved into related diversification by selling coffee mugs, tumblers, and other food
service-related items. Dunkin’ diversified its portfolio through the introduction of new products
5
yet kept the expanded product lines within the brand’s current market to enable better control
and market prosperity through mutual success (Kennedy, et al., 2020). For example, the brand
effectively markets seasonal tumblers that mirror the aesthetic of the seasonal drinks the brand
launches simultaneously. Dunkin’s fall campaign, “Uppin’ the Pumpkin,” focuses on pumpkinflavored items such as the Pumpkin Spice Signature Latte and Pumpkin Bakery Items while also
adorning the shelves next to the register with cups depicting fall-themed designs (“Dunkin’
Classics,” n.d.).
Operations
The COVID-19 pandemic had an unprecedented impact on business operations
worldwide. Fortunately, Dunkin’ adapted by utilizing the rapid expansion of technological
advancement and interconnectivity, thus capitalizing on an opportunity for financial recoupment
through flexible service. Originally, Dunkin’ used the franchising model to gain market entry
and global expansion (Schmidt, & Oldfield, 1999). The brand owes much of its success to the
continuation of a 100% franchised model (“Dunkin’ Brands Reports,” 2020). Notably, Dunkin’
utilizes 20,000 distribution points in over 60 countries globally which deliver supplies directly to
retail locations (“Dunkin’ Brands Reports,” 2020). The brand developed retail-only sites while
simultaneously maximizing economies of scale in production, advertising, and equipment costs
by incorporating central production facilities as an integral part of operations (Schmidt, &
Oldfield, 1999).
Being an omni-channel restaurant, Dunkin’ offers flexibility through traditional physical
stores, to include locations in airports, malls, and gas stations, in-app ordering, online ordering,
and delivery services, thus maximizing process efficiency, experience consistency, and customer
comfortability (Chiu & Chuang, 2021). For example, Dunkin’ enhanced customer service and
6
combatted COVID-19 procedures by adopting omni-channel strategies such as partnering with
food delivery services like Uber Eats and DoorDash as well as launching its own “Dunkin’
Delivers” service (“Dunkin Menu,” n.d.). This approach ensures that the company’s operations
play a crucial role in its overall success.
Vision
A corporation’s vision statement delineates its future aspirations, encapsulating its longterm objectives and desired destination, outlining the strategic direction it aims to pursue in the
coming years. A firm’s vision statement subsequently correlates with desired performance
outcomes through employee and shareholder understanding of the company’s strategy as well as
customers’ awareness of how a firm will meet their needs (Kantabutra & Avery, 2010). Dunkin’s
vision statement is “To be always the desired place for great coffee beverages and delicious
donuts and bakery products to enjoy with family and friends” (Leonard, 2023). The vision
statement is remarkably concise. Dunkin’s articulation of its vision is straightforward, fostering
employee alignment with the company’s purpose and strategic trajectory while instilling
confidence in customers that they can anticipate enduring value from the brand.
Mission Statement
A mission statement articulates the foundational purpose and rationale behind an
organization’s existence. Thoughtfully crafted mission statements adeptly encapsulate the core
identity of an organization, offering profound insights into what an organization is and stands for.
In contrast to visions, which focus on the future of an organization, missions denote the vital
elements of an organization’s historical origins and its current standing (Kennedy, et al., 2020).
Dunkin’s mission statement is “To be the leading provider of a wide range of delicious beverages
7
and baked products in a convenient, relaxed, friendly environment that ensures the highest level
of quality products and the best value for money” (Leonard, 2023).
Corporate Values & Culture
Dunkin’ is distinguished by its focus on two key initiatives that shape its organizational
culture: sustainability and people. In its pursuit of social responsibility, Dunkin’ is deeply
committed to enhancing customer value through various initiatives. The brand has made
significant strides in driving change, particularly in the realm of sustainability. Noteworthy
actions include responsible sourcing of coffee, evident through strategic partnerships with World
Coffee Research and Sustainable Coffee Packaging. Additionally, Dunkin’ has set industry
standards by prioritizing sustainable packaging, significantly reducing foam cup waste by one
billion annually through the substitution of polystyrene cups with double-walled paper cups.
These initiatives exemplify Dunkin’s dedication to both environmental stewardship and customer
satisfaction, subsequently resulting in the brand’s fourteenth annual win as the #1 brand for
customer loyalty for the coffee category (“Dunkin’ Brands,” 2019).
Guided by its three core values—”strong,” “smart,” and “kind”—Dunkin’ adheres to a
cohesive creed that clarifies what the brand represents. “Strong” means the brand establishes a
larger market presence through bold moves such as the launches of Beyond Meat breakfast
sandwiches and sustainable packaging (“Dunkin’ Brands,” 2019). “Smart” refers to taking rapid
action to seize opportunities. “Kind” exhibits how all ambassadors of the brand should act with
generosity and kindness. This shared focus ensures that every action taken aligns with the
organization’s responsibility to its customers, employees, and investors to establish a constructive
culture. Dunkin’ cites the significant role the brand’s unique culture plays as an inhibiting
strength enabling the brand to acquire competitive advantage (“Dunkin’ Brands,” 2019).
8
Strength, Weaknesses, Opportunities, & Threats (SWOT) Analysis
Dunkin’s SWOT analysis is essential for effective strategic management, as utilizing
SWOT analysis enables corporate leadership to generate a plan that leverages strengths, minimizes
weaknesses, and embraces opportunities while protecting the firm from threats. Management must
compare internal strengths and weaknesses with external opportunities and threats to attain
success. Properly conducted SWOT analysis can subsequently maximize a firm’s ability to
capitalize on profitability, even in volatile markets, if an effective strategic plan is generated and
implemented (Kennedy, et al., 2020).
Strengths
One critical strength of Dunkin’ is the brand’s investment in marketing. Dunkin’ invested
significant resources into utilizing a multi-day omni-channel approach to marketing which sought
to maximize social outreach in 2016. Dunkin’ illuminated the necessity to shift promotional
strategies to match the platforms customers were regularly using such as embracing Snapchat’s
over 10 billion daily video views and advertising on the platform with custom Dunkin’ filters.
Dunkin’ reached its target demographic by implementing strategic multi-pronged social
engagement strategies (Samuely, n.d.). The brand continues to rely on wise marketing tactics, such
as the 2023 Dunkin’ Super Bowl commercial featuring Ben Affleck and Jennifer Lopez, to gain a
competitive advantage (“Always Runnin’, n.d.).
Weaknesses
Dunkin’ International is an internal threat to the brand’s success. Dunkin’ International
sales decreased by 14.9% in 2020 compared to 2019 sales revenues. Significant sales declines for
certain international locations, such as Latin America, Asia, and South Korea, are a succinct
9
weakness. Dunkin’s 2020 third quarter 23.1% decrease in revenues signifies how underperforming
locations can inhibit profitability (“Dunkin’ Brands Reports,” 2020).
A secondary vulnerability of Dunkin’ is the brand’s overreliance on the U.S. market.
Dunkin’s dependence on the U.S. market is currently a critical strength, yet overconfidence could
become an immense detriment if economic challenges arose. Dunkin’ relies heavily upon national
success with 46.7% of the company’s total revenues for 2019 as well as a $129.1 million
segmented profit, an increase of $1.3 million compared to the prior year, coming from the U.S
(“Dunkin’ Brands Reports,” 2020). Additionally, poor targeting outside of the U.S. results in a
lack of cultural awareness and ineffective strategy implementation that ultimately could cause
Dunkin’ to miss opportunities in emerging markets.
Opportunities
Dunkin’ can benefit from leveraging opportunities such as the growing demand for
healthier food choices, diversifying revenue streams in recognition of pandemic impacts enhancing
sustainability practices, and increasing ease of service through innovative technology.
Health Initiatives
Dunkin’ initiated “better-for-you” nutrition guidelines in 2015. The brand added healthier
menu items, reduced both the sodium and sugar content across the brand’s US menu by 10%, and
created DDSMART® guidelines which breakdown calorie, sodium, sugar, and saturated fat
thresholds (Fajon, 2015). As consumers seek healthier QSR options, Dunkin’s nutrition-focused
efforts pose an opportunity to capitalize on increased market demand to attain a competitive
advantage.
10
Diversification
The 2019 global pandemic immensely impacted standard business operations with labor
challenges, forced closure of non-essential businesses, supply chain issues, etc. Dunkin’ faced
massive difficulty amid the COVID-19 outbreak with many closed locations in high-traffic areas
such as transportation hubs, college campuses, event stadiums, and airports. Dunkin’ was able to
get back to business on October 24, 2020 with nearly 98% of U.S. locations re-opened following
the COVID-19 outbreak (“Dunkin’ Brands Reports,” 2020). Mass forced closure of primary
consumer hubs resulting from a virus was entirely unpredictable, yet it illuminated the significance
of the brand having diversified revenue streams.
Sustainability
The shift in consumer expectations for firms to exercise corporate responsibility is an
opportunity for brands to expand their customer base and increase customer loyalty through the
implementation of sustainability practices. Dunkin’ began integrating environmentally friendly
practices in 2015 when the brand identified an alternative to foam cups. Dunkin’ furthered its
mission as a means of reaching internal sustainable sourcing goals by implementing the following
practices in 2016: required palm oil to be of 100% traceable origins, opened 100 DD Green
Achievement restaurants, and sourced 10% of eggs used for U.S. breakfast sandwiches from cagefree sources. Additionally, Dunkin’ published its intent to irradicate gestation crates from the
brand’s U.S. port supply chain by 2022 (Fajon, 2015).
Innovative Technology
The global pandemic led to some positive outcomes, such as businesses enhancing
customer service by embracing innovative technologies. Global firms had to align operational
capacity to sociocultural changes to remain relevant and competitive in a changing marketplace.
11
Dunkin’ increased customer satisfaction by adapting to the rising demand for innovative
technology through the 2012 launch of Dunkin’s first mobile application and the 2021 opening of
the brand’s first digital store in Boston (“Always Runnin’, n.d.).
Threats
The issue of rising labor wages is a pressing concern, particularly for small businesses and
family-owned enterprises. For instance, family-owned businesses often find it challenging to
sustain their payroll when regional minimum wage requirements increase. This challenge is not
limited to local scales; even global firms, despite having the financial capacity to retain their staff,
face potential declines in profitability due to the increased hourly costs. The escalation in labor
expenses impacts businesses across the board, spurred by tight labor markets, mandated minimum
wage hikes, and a growing proportion of full-time employees, all contributing to a significant rise
in overall labor costs. Consequently, the uptick in minimum wages has the potential to elevate the
company’s operational expenditures, thereby impacting its profit margins (“Dunkin’ Brands Group,
Inc.,” 2016).
Competition
Competition was not mentioned under the threat section of the SWOT analysis to avoid
repetition. However, competition is a high-level, unmistakable threat to Dunkin’s success and
longevity. The QSR industry is an immensely competitive market, making Dunkin’s strategic
plan, product diversification, value to customers, and operational management vital to sustaining
a strong market presence. Although the primary competitors for Dunkin’ are other QSRs such as
Starbucks, Dunkin’ faces the unique challenge of competing with convenience stores and
restaurants for bakery, coffee, and sandwich sales (“Dunkin’ Brands Group, Inc.: Leisure and
Arts,” 2016).
12
Starbucks
Starbucks (NASDAQ: SBUX) has adeptly navigated evolving consumer preferences and
outlasted economic volatility by capitalizing on the growing demand for specialty coffee,
sustainable practices, ethical sourcing, and customization (“SBUX,” n.d.). Starbucks was
subjected to financial difficulty due to the global pandemic as indicated by the dramatic low of a
$58.03 closure in March of 2020. However, Starbucks exemplified resilience with a progressive
increase in stock price; the company closed at $102.82 in July of 2023—proof of exponential
growth from the close of $79.28 in July of 2022 (“SBUX,” n.d.). The company continues to pose
a serious threat to Dunkin’ as demonstrated by Starbucks’s record thirteen-week consolidated net
revenue increase of 11%, $8.4 billion, in the fourth quarter of 2022 (“Starbucks Reports,” 2022).
The company’s enduring success can be attributed to its relentless focus on customer experience,
innovative menu offerings, and strategic expansion into new markets.
Management and Leadership
As a result of Inspire Brands, Inc.’s acquisition of Dunkin Brands Group, Inc. in
December of 2020, Dunkin’s leadership hierarchy has changed (“Inspire Brands Completes
Acquisition, 2020). Dunkin’ now falls under Inspire Brands’ management (“History of Inspire,”
n.d.). The brand’s leadership is comprised of a diverse group of individuals possessing
substantial expertise across various domains. Their collective knowledge and skills are
instrumental in reinforcing the strategic management team, which is composed of the following
individuals: Paul Brown the Co-Founder & Chief Executive Officer, Christian Charnaux the
Chief Growth Officer, Don Crocker the Chief Development Officer, Chirstopher Fuller the Chief
Communications and Impact Officer, Christopher Held the Chief Supply Officer, Kate Jaspon
the Chief Financial Officer, John Kelly the Chief Company Restaurant Officer, Dan Lynn the
13
Chief Commercial Officer, Natalie Rothman the Chief People Officer, Raghu Sagi the Chief
Information Officer, Nils Okeson the General Counsel & Chief Administrative Officer, and Scott
Murphy the Head of Beverage Snack Category & Dunkin’ Brand President (“History of Inspire,”
n.d.). Inspire’s leaders are integral to the brand’s mission of invigorating companies and
maximizing their long-term growth.
Financial Outlook
Dunkin’s impressive financial performance, driven by its steadfast commitment to a
franchise-led business model and industry accolades, has resulted in a notable upward trajectory
in revenue. The common stock market price has been volatile since Dunkin’s initial public
offering in 2011; NASDAQ reported a substantial low of $23.24 in 2015, a significant contrast to
the 2019 high of $83.80 (“Dunkin’ Brands,” 2019). This upward trend, however, faced
unforeseen challenges during the global pandemic. Despite these hurdles, the company managed
to maintain a strong financial position, boasting U.S. sales of $9.2 billion (“Dunkin’ Brands,”
2019) total assets amounting to $3,920.02 million, and a net income of $242.02 million
(“Dunkin’ Brands Group, Inc.,” 2023). Although stock value is no longer a relevant metric for
the company, Dunkin’s financial outlook is strong given the brand’s reputation for brewing
customer loyalty and Inspire’s occupation of 58 global markets with a diversified umbrella of
brands enabling significant investment capacity (“History of Inspire,” n.d.). This resilient
performance underscores Dunkin’s ability to navigate complexities and sustain its financial
stability, a testament to its strategic acumen even in the face of unprecedented global challenges.
Strategies
Dunkin’ persistently executes its enduring growth strategy, prioritizing the augmentation
of same-store sales and net unit development growth. This strategic approach revolves around
14
four pivotal pillars: menu innovation, ensuring excellence in restaurant operations, providing
unparalleled convenience to customers, and maintaining a high level of brand relevance in the
market (“Dunkin’ Brands,” 2019). These pillars serve as the foundational framework guiding
Dunkin’s sustained efforts in cultivating a robust and evolving presence within the competitive
landscape.
Menu Innovation
Dunkin’ places significant emphasis on beverage sales, leveraging the high profitability
associated with specialty beverages, notably the Signature Lattes featuring espresso. The
espresso category presents a considerable growth opportunity, as evidenced by the steady
increase in U.S. sales, such as the notable 40% rise observed from 2019 to 2020. Dunkin’
proactively addresses evolving customer preferences by expanding its menu to include more
vegan, vegetarian, and non-dairy options, catering to diverse demographic segments. An
illustrative example of this adaptive strategy is Dunkin’s creation of a 100% plant-based patty.
The Beyond Sausage breakfast sandwich launch in 2019 marked a significant milestone as
Dunkin’ became the first U.S. QSR to offer such an option (“Dunkin’ Brands,” 2019).
Restaurant Excellence
In 2019, Dunkin’ was honored as the QSR with the fastest drive-thru service time
(“Dunkin’ Brands,” 2019). This achievement exemplifies Dunkin’s proactive approach to
maintaining operational efficiency and customer satisfaction, aligning with industry standards
and customer expectations. The brand continues to prioritize customer experience through
enhanced focus on frictionless, efficient, accurate, and rapid service (“Dunkin’ Brands,” 2019).
15
Unparalleled Convenience
Dunkin’ invested in customer convenience by expanding to allow all customers to use the
Dunkin’ application for to-go orders. The Dunkin’ application was also upgraded to support
mobile ordering, catering, delivery, and curbside pickup. Furthermore, the brand expanded its
product accessibility by introducing Consumer Packaged Goods (CPG), such as bottled lattes,
that are now available in convenience and grocery stores. This diversification strategy resulted in
substantial out-of-restaurant retail sales, with CPG sales reaching an impressive $940 million
(“Dunkin’ Brands,” 2019).
Brand Relevance
With over 70 years of experience, Dunkin’ recognizes it appeals to loyal customers.
However, the brand also acknowledges the significance of continuing to adapt to remain modern
and relevant to maintain old customers and attain new customers. Dunkin’ signifies such
awareness through NextGen designs with the following changes: tap systems, front-facing glass
bakery cases, and expanded pick-up areas. The NextGen remodeling has proven a worthwhile
strategy with double-digit category increases in the U.S. (“Dunkin’ Brands,” 2019). Dunkin’s
approach shows Dunkin’s proactive commitment to evolving with the times, ensuring relevance,
and sustaining its market presence.
Conclusion
Dunkin’ has adeptly navigated evolving consumer preferences, capitalizing on the
growing demand for specialty coffee, customization, and dietary inclusion. Moreover, their
digital initiatives, including the Dunkin’ mobile application and loyalty program, have
significantly enhanced customer engagement and convenience, driving sales both in-store and
through mobile orders. Additionally, Dunkin’s commitment to ethical sourcing and sustainability
16
practices resonates with environmentally conscious consumers, fostering brand loyalty and
positive public perception. These factors, coupled with their efficient supply chain management,
brand recognition, product diversification, customer-centric approach, strong strategic plan,
dynamic management team, and global presence, position Dunkin’ as a leader in the competitive
coffee industry.
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References
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(2016). ICD Research Reports.
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Fajon, A. (2015). The core of our corporate & social responsibility goals: Nutrition &
sustainability. Dunkin’ Donuts. https://news.dunkindonuts.com/blog/the-core-of-ourcorporate-social-responsibility-goals:-nutrition-sustainability
History of Inspire. (n.d.). Inspire. https://inspirebrands.com/about-us/
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Leonard, W. (2023). Dunkin’ Donuts mission and vision statement analysis. NCESC.

Dunkin’ Donuts Mission and Vision Statement Analysis

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SBUX advanced charting. (n.d.). Nasdaq. https://www.nasdaq.com/marketactivity/stocks/sbux/advanced-charting
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Schmidt, R. A., & Oldfield, B. M. (1999). Dunkin’ Donuts – the birth of a new distribution and
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Newswire.
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