The group is therefore involved in the establishment of new businesses, marketing and advertising the brands and operational support of the franchised restaurants.

Vision

The overall objective of the group is the become one of the largest integrated franchise companies in Africa by 2010, driven by organic and acquisitive growth.

Mission

To develop brands into a dominant market position through leading operational and marketing activities, while retaining their unique retail formulas. In doing this we will ensure franchisee profitability, brand dominance and consumer satisfaction.

Strategic Intent

• Taste is a South African based management group that is invested in a portfolio of mostly franchised, category specialist and formula driven, quick service restaurant and retail brands that have the following characteristics:
• 
  "Invested in a portfolio" – we dont run the brands day to day. They are led by individuals with the autonomy and ability to lead these brands and deliver returns to shareholders above that of the JSE retail index.
  
  "mostly franchised" – Taste owns the brands and predominantly licenses the use of the brand and the system to franchisees, who are responsible for the set up of the store and the capital expenditure associated with this.
  
  "formula driven" – the brands and their retail formulas must be formula driven. We've got to be able to bottle the brand and what it stands for; how it derives its competitive edge; why consumers prefer its product to a competitors and how franchisees make money. Only then can we transfer these skills to new franchisees.
• They are sustainably and compellingly branded, where the brand itself is an important differentiating factor;
• 
  "sustainably and compellingly branded" – Taste focuses on leading brands within their sector; on brands that have the potential to be the preferred brand in its sector and that have a product focus that gives consumers what they want. The brands should have sustainable and competitive marketing funds to promote and build the brand. "differentiating factor" – each brand has to have a competitive edge as well as operate in an environment where the brand itself is important in the purchase decision. This could be better service in an underserviced market. It could be better pricing in a value market. It could be the brand itself.
• They can reasonably be developed to be the South African customer’s first choice in the categories in which they trade;
• 
  "first choice in the categories in which they trade" – each of the brands will have the potential to be dominant where it trades, as either market leader or challenger brand in its category.
• They maintain value leadership through operational excellence supported by high volumes relative to the segment in which they trade;
• 
  "relatively high volume" - our brands do not sell exclusive goods within the target LSM sectors. Our stores and their systems are geared to high volumes, relative to the sector, of the products they sell. "operational excellence" - we strive for relative operational excellence and efficiency in our franchisees' outlets. We utilise technology where it reduces costs and increases efficiency.
• They offer good quality, great value products to customers in the broad middle market;
• 
  "good quality" – the products will always have the perception of good quality and attention to detail. "great value products" – the overall consumer experience will be underpinned by value and efficient service. Our brands will exceed consumers’ expectations within the sector and we will always keep our promises. We will constantly strive to make our customers lives easier through product or service innovation.
• On balance, they offer sustainable returns to franchisees commensurate with the capital investment, risk, and effort incurred to own and operate an individual outlet;
• 
  "profitability" – profitable franchisees are vital to the success of the Taste strategy.
• Each format is appropriately differentiated but complimentary, relative to the balance of the Taste portfolio;
• Each format offers opportunities for vertical integration such that material profit streams can reasonably be expected from sourcing & distribution, franchise management royalties and company store ownership;
• 
  "offers opportunities" – there must be the opportunity to participate in the revenue streams both at store ownership level and at the sourcing, manufacturing and distribution level. It doesn't mean we’ll always do it from the get-go, but it should have the opportunity.
• Each format will both add and derive value from being part of the Taste portfolio greater than would be possible as a standalone entity;
• 
  "add and derive value" – active collaboration across brands, aimed at finding solutions to common business problems in a creative way is part of the Taste way. Collaboration is incentivised, but differentiation is revered. This sharing is what allows brands to have lower costs by utilising shared services where these are not brand specific. Where appropriate, shared channels are utilised to lower costs to both the brands and franchisees, as well as to open opportunities for growth.