Bojangles' made-from-scratch biscuits are their primary product and driver of differentiation, leading to breakfast sales making up almost 40% of revenues. While ranked 12th in sales per unit among QSRs, Bojangles' is 27th overall and poised to become 4th in the chicken segment, indicating operational efficiency. Bojangles' status reflects economic and sociocultural changes, and they should leverage name recognition through digital technologies to attract younger customers and adapt to industry changes regarding health and regulations.

1. Executive Summary
More so than any other QSR, the Bojangles’ “made from scratch” biscuit is the primary staple
across its menu landscape throughout the three-day parts and is the main driver of the restaurant’s
differentiation. This has led to present day breakfast time sales making up almost 40% of Bojangles’
revenues.
Among all QSRs, Bojangles’ is 12th
when it comes to 2013 U.S. average sales per unit.
Bojangles’ is ranked 27 overall and soon to be 4th
in the QSR chicken segment, so its efficiency in
operations is indicative of its stable foothold in the industry.
Bojangles’ present day status, externally speaking, is a composite of the effects of the
economy’s fluctuations, new century technological advances, the consumer and workplace driven
legal-political environment, and socio-cultural influences that in many ways are staples in Bojangles’
competitive advantage.
Bojangles’ should take advantage of their prominent name recognition to more fully exploit the
QSR market growth and changing consumer tastes by utilizing digital and social media technologies,
especially in its attempts at attracting younger patrons.
The competition among QSR’s for the millennial market is fierce, but necessary for survival.
More so than with Millennials, targeting Generation Z represents a long play, leveraging the high
numbers of households with children under age 17 that predominate in Bojangles’ core and adjacent
state markets.
Control driven healthier product strategy alternatives over the next year, continued value
pricing, collaborative supply chains emphasizing employee empowerment, and digitally augmented ad

2. strategies – segmented, but with a consistent overall message, will be the focus on marketing
initiatives.
Situational Analysis – Internal Status and Customer Analysis
Stated concisely, the current marketing goals for Bojangles’ are (1) to establish a new more
middle of the road brand positioning, (2) capturing the purchasing allegiance and brand recognition of
Millennials (ages 18 – 34) and Generation Z (toddler – 18), and (3) increasing restaurant presence and
awareness of brand in the adjacent markets, specifically Florida, Georgia, and Alabama. The marketing
objectives designed to allow Bojangles’ to meet these goals are (1) transitioning from “Jester” to
“Everyman” brand positioning strategy, (2) increasing the company’s digital advertising and social
media presence, and (3) improving the image of its restaurants with more healthy menu options,
updated décor, musical ambiance, while at the same time retaining Bojangles’ familiar old school
nostalgia feel.
Bojangles’ core menu is currently the same as when the restaurant first opened and consists of
biscuits and fried chicken, along with sides and variations of their biscuits for different times of the day.
The company prides itself on their signature made-from-scratch biscuits and friendly southern-style
atmosphere.
There are three different attributes that Bojangles’ saw that the market lacked when they first
started. These attributes include having “a distinct flavor profile; wholesome, high quality products
made from scratch; and a fun festive restaurant design with fast friendly service.” Also, Bojangles’ has
used advertising campaigns around a family dinner and offering items on the menu that would feed a
family or enough food for tailgating at a sporting event. Bojangles’ pricing has also helped them win
over part of the market because of the value that you get with the quality food that they serve. These

3. attributes fare consistent with the company’s mission: “The entire Bojangles’ organization is committed
to ensuring that our guests always get the best-tasting, highest-quality products possible, served quickly
by friendly people in a clean and pleasant environment. If customer research and sales are any
indication, our continued success proves that people appreciate the Bojangles’ difference” (Bojangles’,
2015).
The Bojangles’ customer is generally a fried chicken lover, with a biscuit on the side. That is the
restaurant’s staple. Aside from the ham, sausage, chicken, and egg components of the breakfast meal,
customers choose the complimentary side items for lunch and dinner like the dirty rice, beans, and fries
with their main chicken course.
As previously stated, 60% of sales take place at the drive-thru. While this is a staple of Bojangles’
consumers’ behavior, an increase in in-store purchases would yield a higher customer dollar spent per
visit.
The major focus and factor to consider when developing a new marketing plan for Bojangles’ is
the change in target customers over the next several years. As Baby Boomers are aging and therefore
consuming less fast food, Millennials are stepping in and taking their place as Bojangles’ new core
customers. Advertisements, locations, atmosphere, and menu items must appeal to customers currently
ranging from age 18 – 34 and make Bojangles’ become part of their consideration set. Marketing
strategies must include ways to attract Generation Z customers (toddler – 18) and keep them loyal to
the brand for years to come.

4. Situational Analysis – External Environment
Bojangles’ will do well to stay in touch with the value tenets that have allowed their sales to
withstand, and in fact, flourish during recent economic downturns. As the economy continues to
improve, the company will be pressed to keep up, if not lead the way in the QSR industry, with
continued value and growth. More efficiency with regard to managing overhead will allow Bojangles’
to effectively compete in the challenging environment in the years ahead.
Other economic factors that affected Bojangles’ include changes in income and consumer
spending patterns. Consumer spending patterns include how households divide up their income, for
housing expenses, food, etc. If there is an increase in unemployment or interest rates it is likely that
consumers are going to decrease their spending. If these rates are not forecasted, the unforeseen
decrease in sales could have a major impact on Bojangles’ restaurants. The sales tax revenues have
increased across the region, signaling an improvement in consumer confidence (FRB Atlanta, 2015).
Enhanced utilization of discreet technology, whether it be ground based, as in new age person-to-
person training which creates more support for new skill retention and implementation; or cloud based,
as in Point of Sale advanced tracking where team members ranging from shift manager to the CEO of
the company are able to go more in depth from within a specific store location or from a wide remote
view of the company’s stable of restaurants; is where Bojangles’ is today in its efforts of successfully
navigating the demands of being more efficient. While social media entrées have shown successes,
there is much room for growth and competitive presence. This includes more focus on online
advertising and the institution of mobile applications.
Gaining ground with regard to sales and consumer attitude is indeed a Bojangles’ challenge,
what with the current regulatory environment and its emphasis on nutritional transparency with
customers and lower calorie menu selections. In addition to the time honored government restrictions,

5. regulations, and laws, there have been recent initiatives that are specifically geared towards QSR’s
workers and customers that relate to workplace hazards, food safety, training, and restaurant
inspections.
Bojangles’ stock and trade is a southern oriented menu for the southern consumer. That’s been its
calling card and point of competitive advantage, both in offerings and identity. And while the majority
of consumers are middle class and below, maintaining allegiance of those value-seeking customers is
paramount.
These customers will be partial to recipes that cater more to tastes that were molded from parts
of the country, particularly the northeast, where they migrated from. This will consequently call for
tweaks in the menus of the QSR’s in the region. Also, to the extent that Bojangles’ in particular can
attract the growing Hispanic population, offering meals that appeal to them, such as grilled, will go a
long way in marketing to this lucrative group.
The education level of the customers of Bojangles’ varies; the majority of the people that eat at
Bojangles have had some college education. The level of education customers have is important
because it affects the type of advertisements that need to be used. The fact that Bojangles’ customers
have some college education means that they may be more likely to like advertisements with details
and explanations versus visuals. The type of language used is also important because you want to use
language that appeals to the customer. Because Bojangles’ customers are in the south, using southern
accents and southern language will be relatable for them.
One of the social factors that apply to Bojangles’ customers is family because the majority of
their customers are married. Even if a married couple doesn’t have children, they have to worry about
feeding more than just one person, which is a part of family life. The amount of children and extended
family members in a household will directly affect their buying decisions and where they eat.

6. With the society and various cultures moving rapidly towards more healthy options with menu
choices, both at home and while eating out, and with regulations and laws in place to support them, the
QSR industry is at a crossroads regarding many of their respective staple menu offerings. This may
mean venturing into unfamiliar and heretofore unthought-of food choices if trends continue a decade
hence. It also may entail a redefinition of quick serve restaurants to the extent that they may be
unrecognizable to fast food patrons of present day.

7. With the society and various cultures moving rapidly towards more healthy options with menu
choices, both at home and while eating out, and with regulations and laws in place to support them, the
QSR industry is at a crossroads regarding many of their respective staple menu offerings. This may
mean venturing into unfamiliar and heretofore unthought-of food choices if trends continue a decade
hence. It also may entail a redefinition of quick serve restaurants to the extent that they may be
unrecognizable to fast food patrons of present day.