My decision would result in the reduction of the Bullwhip effect, which Barilla is experiencing. It would also reduce the variable demand that is causing inefficiencies and increasing costs. This will give Barilla more control in every stage of their supply chain, allowing the company to operate at its fullest potential. Background Barilla SPA, an Italy based company, is the world’s largest Pasta manufacturer. They make 35 percent of market share in Italy and 22 percent market share in Europe.
By far, the restaurant has the most locations in the fine dining steak house industry category beating its closest rival by nearly 30 locations. Enjoying its success, The company decided to go public with an IPO offering in 2005 that raised over $154 million in new equity capital. As expected, the company now faced high expectation of increasing share holder equity through expansion and profitability. Dan Hannah, vice president of business development was responsible for development of a new business strategy focused on continued growth of the company owned restaurants as well as franchisee owned. He saw major opportunities in expanding abroad and regularly fields inquiries from prospective franchise owners around the world.
Assignment 1: Take –Home case analysis Rueben Owens Professor: Dr. Ephraim Okoro Course Title: Eng 115-English Composition Tuesday, 5:45-9:30 p.m. Quarter; summer 2013 July 16, 2013 Sysco, one of the largest food suppliers here in Northern America, serving many institutions such as, restaurants, healthcare and educational facilities, lodging establishments and many other small businesses. Sysco is the global leader in selling, marketing and distributing food; its family of products also include equipment and supplies for the food service and hospitality industries. The company is headquartered in the Energy Corridor district of Houston, Texas. Sysco was founded in 1964 by Mr. Stanley E. Lankford, Jr, who began by selling potatoes
Teaching Case Note 08 - Panera Bread Company CASE TEACHING NOTE 8 Panera Bread Company OVERVIEW As Panera Bread Company headed into 2007, it was continuing to swiftly expand its market presence. The companys strategic intent was to make great bread broadly available to consumers across the United States. It had opened 155 new company-owned and franchised bakery-cafes in 2006, bringing its total to 1,027 units in 36 states. Plans were in place to open another 170 to180 caf locations in 2007 and to have nearly 2,000 Panera Bread bakery-cafs open by the end of 2010. Management was confident that Panera Breads attractive menu and the dining ambiance of its bakerycafs provided significant growth opportunity, despite the fiercely competitive nature of the restaurant industry.
PANERA BREAD Current Situation Panera Bread Company is a leader in the easy casual restaurant industry with multiple café-bakeries located in 36 states, of the United States. Panera operates under the banner of Panera and Saint Louis Bread Company. Almost 400 of its 1,027 bakeries are company-operated and the remainders are franchisees. Panera Bread’s core competencies are in their market niche, offering a premium specialty bakery and café experience to suburban and urban residents. Panera’s focus is offering their customers with better than their rivals, making the dining experience so attractive to their customers will pass up their competitors in outlets of other easy casual restaurants to dine at the nearest Panera Bread A strategic issues is substitutes and threats of substitutes in Panera Bread Company’s distinctive competencies, their menu.
Business Analysis Strengths 1- GCP has the most customer-centric management team in the frozen foods industry. They anticipated trends such as the emergence of dual-career families, increases in commute times and less time available for meal preparation. 2- FFD has consistently delivered on the promise of convenient, good-tasting food at a reasonable price to its growing customer base. They offer better quality products than their competitors. 3- FFD has a 43% national market share (by revenues) in the "Italian frozen dinners and entrées offerings" subcategory.
Their annual production rate increasing exponentially between 1914 and 1929, going from just 1’300 typewriters to 13’000. Through a careful cultivation of direct and personal relationships, and fostering of a sense of community and trust with his employees the factory went from strength to strength, even during the beginning of the 1920’s when strikes and protests were rampant in Italy. The active interest in the welfare and education of their workers became an important symbol for their company throughout the
Shultz not only tried to simulate the atmosphere of an Italian culture house but also inspired by Italian baristas and their skills in making, serving and offering coffee products; later on, he tried to implement this experiences in Starbucks organization culture, especially in training his employees. 2- What drove Starbucks to start expanding internationally? How is the company creating value for its shareholders by pursuing an international expansion strategy? Why Japan was attractive for Starbucks? Starbucks International expansion has its roots in successful results from their three-year geographic
Barilla SpA is the world’s largest pasta manufacturing company based in Italy. It is a family owned, began as small shop in Parma and evolved into a large vertically integrated corporation. Barilla sells variety of pasta products in highly competitive environment, 2000 other Italian pasta manufactures, using its high quality and innovative marketing programs. They are organized into seven divisions: three pasta divisions, the Bakery division, the Fresh Bread division, the Catering division and the International division. The products are shipped from the plant to one of the two, Barilla owned, central distribution centers (CDC’s), from where they are shipped to either the Barilla-owned depots, or are purchased by distributors, or independent agents, who then transfer the goods to retail stores or final consumers.
Making Decisions Based on Demand and Forecasting – Domino’s Pizza Introduction Domino’s Pizza is an American franchise pizza delivery corporation headquartered in Ann Arbor, Michigan. The company was founded in 1960 and is the second largest pizza chain, after Pizza Hut (dominosbiz.com). In 2010, Domino’s opened its 9000th location and currently 95% of their store locations are franchise-owned. Domino’s delivers over 1 million pizzas a day worldwide, with Super Bowl Sunday being their busiest day of the year, and the demand continues to drive the opening of addition store locations (Wikipedia.org). In determining whether to open a new location, it is prudent to conduct a thorough demand analysis to determine if the need in a particular area can sustain an additional store presence.