P.F. Chang's - Case - Faculty & Research - Harvard Business School

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• March 2021
• Case
• HBS Case Collection

P.F. Chang's By: Ashish Nanda, Nitin Nohria and Margaret Cross

• Format:Print
• | Language:English
• | Pages:25

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Abstract

Excited yet apprehensive after being named CEO of P.F. Chang’s beginning July 1st, 2020, Damola Adamolekun was well aware of the extraordinary challenges facing the firm. The closure of businesses deemed “nonessential” owing to the COVID-19 pandemic had devastated the restaurant industry in the United States and abroad. The shock had been particularly unwelcome to P.F. Chang’s, an upscale-casual restaurant chain known for serving made-from-scratch, wok-cooked Asian cuisine in contemporary bistros. In recent years, P.F. Chang’s had shown weak results in restaurant sales and financial performance. Investment management firm Paulson & Co. had joined hands with TriArtisan Capital Advisors to acquire the firm in 2019, determined to turn it around. However, the new leadership team had not anticipated the havoc a pandemic would soon wreak on the economy and the industry. Adamolekun felt that the opportunity to lead the firm at age 31 was extraordinary, but the future was extremely uncertain in this turbulent environment. He was acutely aware that the future of the company, the returns investors hoped for, and perhaps the trajectory of his own career were all riding on the strategic plan he was developing for P.F. Chang’s.

Keywords

Restaurants; COVID-19 Pandemic; Scenario Planning; Scenarios; Health Pandemics; Risk and Uncertainty; Strategy

Citation

Nanda, Ashish, Nitin Nohria, and Margaret Cross. "P.F. Chang's." Harvard Business School Case 721-380, March 2021.

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About The Authors

Ashish Nanda

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Nitin Nohria

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