Mrs. Kudler recognizes the importance of word of mouth promotion, which re-enforces the idea of in store gatherings and cooking classes. Over time, the organization will increase profitability if these events are positive and properly promoted. This is best done when attempting to increase the customer’s value chain. Catering and the Local Growers Both the catering service and direct buying from local growers will potentially increase profit for Kudler Fine Foods. Making good use of real estate (using the in store kitchen for catering cooking) and improving efficiency/lowering cost (agile inventory system) gives the organization a competitive advantage in the gourmet food industry.
IST 530 Case Study : Business intelligence at CKE restaurants Wong Tsz Wun, Raymond California InterContinental University Abstract The article is about how the CKE Company used Business Intelligence System (BIS), known inside the company as CPR, to rescue itself from bankruptcy in 2000 and started turning into profit in 2003. When introducing its new product, the Monster Thickburger, across the US market, CKE was confident that it was going to boost the sales and profits at restaurants without affecting sales of other burgers. By using CPR model, CKE was able to monitor the performance of its Monster Thickburger in test markets, and after the results exceeded initial expectation, CKE decided to launch this product on the market. Sales increased immediately. It was obvious that BIS was needed for CKE in making strategic decisions about monitoring food costs, closure of underperforming stores, improving data quality, and thus enhancing operations and bottom lines.
This helped launch Chipotle nationwide piggybacking off the distribution system and customer database of McDonald’s. By 2008, Chipotle split from its parent company, however, has grown to over 1,000 stores in the U.S., Canada and London with more than $1.3 billion in revenue. It has plans to take on global expansion and has recently started implementing delivery service What sets Chipotle apart in today’s restaurant and/fast food restaurant is offering fast dining with food of high quality ingredients and great fast service at a minimal cost. “Steve Ells, founder and chief executive of Chipotle Mexican Grill (CMG), is not a man on a mission. He's actually on two of them: one, to run the hottest fast-food chain in the nation; two, to offer what he terms "food with integrity" to the mass market.” ('Integrity', 2007).
Adaptation Strategy Wal-Mart has recognized the shift in the spending habits of our consumers. They have realized that many consumers no longer purchase the products they want, but strictly the products they need. Wal-Mart’s strategy is to provide the products in high demand at the lowest possible cost. The company adhered to their strategy by implementing tactics such as, increasing the inventory in areas of necessity, such as food, health, and beauty, and decreasing the inventory on items such as apparel and home décor. Food consumption is not an option; it is essential.
Assignment 1 SWOT Analysis – Chipotle Mexican Grill Christie Brake Dr. Timothy Sherman Business 101 October 28, 2013 Chipotle Mexican Grill is a “fast-casual” restaurant that was established in 1993. They offer high-quality raw ingredients all while cooking in a more conventional way unlike you normal “fast food” facility. They pride themselves in many aspects of their business such as the design of their restaurants, the quality of their food, the fresh organic products that they use. It is stated that the interior of their facilities are designed as a high end establishment, making a more welcoming atmosphere to a higher end corporate crowd, but also having it to be o the edgy side in order to no leave out the simplest of the college kids. As for their food supply, they have made a point to become aware of where all of the sources of their products so that they can be sure they are providing the best of quality foods.
Fortunately for McDonalds, they are a big enough corporate themselves which enabled them to make this deal with Boston Market, whereas the other indirect competitors (local sub shops, Chinese restaurants, etc.) were not in a financial position to do so. So far, McDonalds has done a great job with the company and Boston Market stores are still functional and selling rotisserie chicken today. Backing up a little bit, in 1997 when the stock price had plunged more than 50% in three months, the company needed to make some serious changes. Stockholders were displeased because the financials and reported profits were misleading and losses were recorded on the books of the franchises “area developers” and not in the corporation’s statements.
9-505-031 REV: DECEMBER 5, 2005 JOHN DEIGHTON Nectar: Making Loyalty Pay Persuading British households to do anything was not easy, yet, in the 18 months leading up to March 2004, Loyalty Management UK (LMUK) had induced over 54% of them to try collecting Nectar points and 40% to persist, making Nectar Britain’s largest rewards program. Each week it added 50,000 new members (whom Nectar called collectors). Rob Gierkink, CEO of LMUK, was pleased with his team’s accomplishment. In March 2004 Justin King had just taken over as group chief executive at Sainsbury’s, the supermarket chain that was Nectar’s largest issuer of points. He saw that more than half of Sainsbury’s 240 million pound (₤) annual marketing budget went to Nectar and said: “Nectar represents a significant investment for Sainsbury’s, and I can’t help but feel that if we put the investment into more staff in our stores we’d see a better return.
Their business strategy focuses on revenue from their on-premise sales, off-premise sales, manufacturing and distribution, and franchise royalties and fees. Almost 60% of the sales at Krispy Kreme were attributed to the glazed doughnut. After doing well, Krispy Kreme decided to expand; they increased the number of stores by 500. They did so at the cost of product development and quickly lost their competitive advantage. In 2004, the SEC launched an investigation into the company’s accounting practices.
Opening a Mexican restaurant is a valuable way to express my cultural food traditions so one day they will not be lost into future generations. I am considering in opening a traditional authentic Mexican restaurant not only because I want to share my culture with others but also because I enjoy cooking. I have learned how to cook by just observing my mother in the kitchen. She always has me help her prepare dinner and sometimes make lunch. I want to begin a new business in a little community that I love to be in and also be able to see a stronger bond between my community.
Chris Sullivan and the founders of Outback Steakhouse, Inc., developed a unique vision for a restaurant concept and the management system that would make it work. Sullivan insists that one key for a successful restaurant is for the local team to have fun. Local Outback managers have noted that one of the first questions Sullivan asks them when visiting their location is, "Are you still having fun?" Management’s casual style and its fiercely entrepreneurial culture echo the corporate motto: "No rules, just right." Organizing is deciding where decision will be made, who will do what jobs and tasks, and who will work from whom in the company.