Leonard A. Schlesinger, Dena Votroubek
Harvard Business School (694076-PDF-ENG)
May 02, 1994
Taco Bell CEO John Martin boldly proclaims a growth target of 200,000 access points by the year 2000 (the company had about 3,600 in 1991). To achieve such growth, Martin pursues a philosophy of continual change. The consequences for Taco Bell are dramatic changes in organizational structure, culture, human resources, technology, and communication. By redefining its market and thinking outside the box in all aspects of its business, Taco Bell hopes to become a “super brand” that transcends not only categories but also industries.
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