Panera Bread is a company with distinctive and effective concept and strategy which has given them a competitive advantage over its competitors in the submarket industry. Panera Bread’s strategy includes providing specialty bakery and café experience to urban workers and suburban dwellers. They specialize in fresh baked bread that made with quality and detail, made to order sandwiches, custom roasted coffees and other café beverage. Panera Bread has unique style to its menu, café design, inviting ambience with the decoration of its café locations. Panera offers their customers the chance to come in the café to order breakfast, lunch, daytime and the “chill out”- time between the breakfast and lunch and between lunch and dinner.
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.
Strategic Choice and Evaluation In this paper, the author will evaluate alternatives for First Slice Bread Kitchen to realize growth. In addition, the best value discipline, generic strategy and grand strategy for First Slice Bread Kitchen will be identified. Finally the strategy or combination of strategies will be recommended for implementation. Realizing Growth First Slice Bread Kitchen must realize growth in order to survive. Quick-service restaurants are highly competitive.
If the company wants to be successful, the store must decide what market the product will thrive in, what the competition is and how to market the product given the retailer’s available resources (Marketing considerations for small-scale specialty food producers, 2007). With Kudler Fine Foods’ emphasis on gourmet items, they have created a niche market for their products. Niche marketing allows companies to target a very specific audience and to give them exactly what they want or need (Levinson & Lautenslager, 2005). By conducting market research, Kudler Fine Foods can narrow in on the wants and needs of its customers. Market research is not something a company should do on its own.
For Promotions, the sales and marketing department need to work together, since a good promotion of a new or existing product will bring more revenues to Kudler Fine Foods. Sales department has to come up with a group of strategic objectives that will help target the financial goals of the company as well as sales. By doing a good marketing program towards the cooking class parties that the company holds, that will bring more customers that will purchase the same products use in the party and will look around to other options that the store gives them. Now with Place Kathy already tested the waters by opening two other stores in 2000 and in 2003, and even though is a good idea for her to keep expanding, is also important and healthy for the company that she improve the actual stores like is mentioned, that way the company is better known and eventually the same customers in other regions will request the opening of a new store in their area that they will
These options are going public through an IPO (or initial public offering), acquiring another company in the same industry, or merging with another company. In order to determine this strategy this group must examine where Kudler Fine Foods stands on its own and which will benefit them the most. With the desire to expand, choosing to go IPO is desirable as it would raise capital to allow KFF to grow. This capital could be used for development, working capital, or to pay off debts. It would also increase the awareness of the company beyond the three locations which could exponentially expand the demand for the products and services of KFF, leading to online sales and more brick and mortar locations.
Firms in the fast food industry and home meal replacements have to continuously innovate to maintain various product differentiations and high quality of food and service in order to stand out against competitors. Otherwise, their product is easily substituted. Bargaining power of buyers: The bargaining power of buyers is high since customers have low switching costs. Thus, each firm within the industry is susceptible to losing customers. To address this,
One of the main strengths that I feel they hold is the relationship that the company holds with the suppliers. They have always used a better quality of food and more conventional ways of cooking then their competitors, but they have evolved within their supplies. With growing as much as they have and to keep their customer base they have become more aware of where it is that their food is coming from. This allowing them to be sure that they are still offering the best of
While the economy is still low, sales of these retail products will likely remain high as consumers purchase lunch meats and other foods rather than eating out and frozen desserts rather than purchasing from a more expensive local bakery. Food service will also likely remain an attractive industry as most of the national chains listed as consumers in the case study are directed at value-conscious consumers who also desire quality. International beverage is a growing industry, as consumers move toward making their favorite coffee (and other) beverages at home rather than spending $5 a cup at their favorite chain. With the development of single serve coffee makers, this industry has grown even further and it no longer takes special skill to make a decent cup of coffee. The two remaining industries, North American and International bakeries seem less attractive, but these may pick up again down the road.
MEMORANDUM Current vision: “Livoria will be the first choice of Dawkin residents who are seeking a variety of high-quality fresh sandwiches at reasonable prices “ Stated mission: “We are the highest-quality sandwich shop in Dawkins because of our legendary sandwich-making processes and our commitment to using the highest-quality ingredients” Stakeholders’ Preferences: Paul Livoria * Consider franchising to increase market share and growth Sam Livoria * Expand menu to include vegetarian food Key successful factors * Excellent customer services and loyal customers * Easy access to ingredient and raw materials * High population growth and disposable household income in Dawkins * High staff retention rate