Kudler Fine Foods Veronica P. Sally Garner ECO365 Thursday, August 29, 2013 J. Carl Bowman * Introduction * Kathy Kudler, a passionate gourmet cook, frustrated by the inaccessibility of gourmet ingredients and cooking tools envisioned a store that would supply every grommet cooks cooking need. On June 18, 1998 Kathy Kudler became the founder of Kudler Fine Foods in La Jolla, California, making her vision a reality (“Kudler Fine Foods,” 2013). Kuddler Fine Foods throughout the San Diego metropolitan area has a dedication for providing excellent customer satisfaction, reasonable prices, and quality products (“Kudler Fine Food Virtual Organization,” 2012). As promised the shelves are stocked with the best imported and domestic
Introduction Founded in 1980, Whole Foods Market (WFM) has evolved from a local supermarket for natural and health foods, into the world’s largest chain of natural and organic food supermarkets. As of 2010, Whole Foods operated in 278 stores in 38 U.S. states and the District of Columbia, 6 stores in Canada, and 5 stores in Great Britain. WFM does business by offering customers the highest quality, least processed, most flavorful naturally preserved and fresh foods available, and marketed them in appealing store environments that made shopping at WFM enjoyable. John Mackey, the company’s cofounder and CEO, vision was for WFM to become an international brand synonymous with carrying the highest quality natural and organic foods available and being the best food retailer in every community in which WFM stores were located. WFM mission, summarized in the slogan “Whole Foods, Whole People, Whole Planet,” extended well beyond food retailing.
Being a fine foods store that specializes in foods that do not use any type of preservatives there will always be a problem with waste. To help curb this problem I propose implementing a system that allows Kathy to forecast sales by using data from previous years. This new system will not completely solve the problems with throwing away food but, it will help Kathy forecast what she needs and will help to ensure that she does not order more than necessary. The second issue which is the high-payroll problem is a little more difficult to deal with. A possible way to help compensate for these high salary positions is to allow other employees to train with the current butcher, baker, and wine
Environmental Analysis External and Internal Environmental Analysis Hope Key University of Phoenix STR/581 January 30, 2012 Rod Wells Kudler Fine Foods Kudler Fine Foods (KFF) was found by Kathy Kudler in 1998. Kathy had a desire for gourmet foods but in the area she lived in it did not have a variety of products to choose from to prepare gourmet meals. Kathy decided to open a grocery store that offers organic produce, cheese, meats, and wine. KFF is known for its gourmet cooking and providing fresh organic produce high in quality. KFF is appreciated for quality customer service and fairness to employees.
The definition of perfectly competitive is “characterized by many buyers and sellers, many products that are similar in nature and, as a result, many substitutes. Perfect competition means there are few, if any, barriers to entry for new companies, and prices are determined by supply and demand. Thus, producers in a perfectly competitive market are subject to the prices determined by the market and do not have any leverage.” (Economics Basics: Monopolies, Oligopolies and Perfect Competition ) CiCi’s falls into this category because it sells a product that has many competitors, which means many substitutes. Companies like Pizza Hut, Hungry Howies, and local family owned businesses all run pizza and salad buffets around the same price per person. With so many options for customers to pick from; CiCi’s has to be very aware of pricing (since most people are “price takers” and want the best deals), tastes of the region, and service provided to their customers.
The restaurant business was equally affected and the growth in the business was nominally adjusted for inflation | Threshold - Neutral | Market Share Trends | | | | The same store sales trend indicates that the company has been losing sales in the market it operates in. This is also significant as some of its competitors have reported positive SSS. Its food product
Over its 17 year history, Chipotle has grown incredibly quickly. As Chipotle expanded its business over the years, it has tried to position itself as the ‘ultimate fast-casual restaurant’—an alternative to traditional fast food. Doing so has yielded tremendous success, despite a fairly conservative marketing and advertising budget. The reason for this success has been Chipotle’s ability to properly identify and target multiple segments of the population. Chipotle offers tasty Mexican-style food for those customers who disdain McDonald’s, yet at a price that is low enough to capture many price-sensitive customers.
By having the mobility of the truck it gives Paper or Plastic? an advantage over fast food restaurants, convenience stores, other stores people will shop at to buy food. This is because Paper or Plastic? doesn’t need to wait for customers to come to them, rather, they can take the food to the people. Thus saving their customers time and sparing them the inconveniences and hassle of trying to get to a grocery store.
Wal-Mart’s sales were growing, and that meant that Target’s sales would go down since consumers preferred Wal-Mart for Target. The inability of Target’s managers to identify a solution to the problem of dropping sales and develop a viable course of action also affected Target’s performance. Another micro environmental factor was the thriftiness of customers all over America, which endeared them to Wal-Mart. The impatience of Target’s shareholders and the pressure they exerted on the company’s board to deliver was also a major factor. The marketing strategies that were adopted by the management also failed to turn things around.
Wal-Mart’s sales were growing, and that meant that Target’s sales would go down since consumers preferred Wal-Mart for Target. The inability of Target’s managers to identify a solution to the problem of dropping sales and develop a viable course of action also affected Target’s performance. Another micro environmental factor was the thriftiness of customers all over America, which endeared them to Wal-Mart. The impatience of Target’s shareholders and the pressure they exerted on the company’s board to deliver was also a major factor. The marketing strategies that were adopted by the management also failed to turn things around.