Introduction Mission and vision Panera Bread Company’s mission intent was to make great bread broadly available to consumers across the United States. The vision was to create a specialty café anchored by an authentic, fresh-dough artisan bakery and upscale quick-service menu selections. Business model Management’s long-term objective and strategic intent was to make Panera Bread a nationally recognized brand name and to be the dominant restaurant operator in the specialty bakery-café segment. The company was trying to succeed by “being better than the guys across the street” and making the experience of dining at Panera so attractive that customers would be willing to pass by the outlets of other fast-casual restaurant competitors to dine at a nearby Panera Bread bakery-café. Panera’s target market was urban workers and suburban dwellers looking for a quick- service meal and a more aesthetically pleasing dining experience than that offered by traditional fast food restaurants.
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.
Panera bread company Panera Bread’s strategy is “to provide a premium specialty bakery and café experience to urban workers and suburban dwellers.” This strategy is most closely aligned with a broad differentiation strategy, or being unique in ways that a broad range of consumers find appealing. Prior to taking the Panera concept nationwide, the owners performed cross-country market research and concluded that consumers could get excited about a quick, high quality dining experience. The concept is a mix between fast food and casual dining, or fast casual. By choosing this strategy, Panera is attempting to achieve competitive advantage in the unique offerings it provides, offerings that rivals don’t have and can’t afford to match. In this case, delicious handcrafted bread arriving fresh daily, served in an inviting atmosphere is the company’s competitive advantage and core competency.
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.
I would recommend Kayem Foods, Inc. to continue with the "Buzz" marketing campaign because the Buzz marketing campaign for Al Fresco was an overall success. The BzzAgents reported that they enjoyed the product and thought of it as a healthy alternative to regular sausages. They also reported that the people who tried Al Fresco enjoyed it and that the recipes which were given out were a success. While explaining where and when the agents had shared their Al Fresco, they sounded enthusiastic and genuine about how they felt about the product. The one thing that the agents complained about was the fact that the product was very difficult to find in their favorite supermarkets.
Medium High: This product is not only popular with mothers, but is a low cost, high protein food for those that are limited in income Cash Cow Continue to develop new flavors and product packaging to match today’s busy lifestyles and variety needs, such as almond butter. Positioning for Jif Peanut Butter Jif Peanut Butter can be categorized on the Boston Consulting Group’s matrix as a “cash cow”. Since J.M. Smucker, Co. acquired the Jif brand in 2002 from Proctor & Gamble, they have reinvested profits and more than doubled its market share size based upon an increase in consumer demand. Peanut butter is a highly nutritious, relatively low cost food.
Chapter 4 AOL 2 1. Panera Bread operates more than 1,600 bakery- cafés in 44 states and Canada. How many of the four tests of the competitive power of a resource does the store network pass? Explain your answer. Valuable- Panera’s menu options are critical to its success because it offers high quality food at a lower price, and customers can enjoy it without waiting too long.
Rings of dough are raised into yeast balls which are then baked, deep fried, flipped and lastly glazed for perfection. Krispy Kreme's competitors include Dunkin Donuts and Starbucks. Krispy Kreme has had a stable reputation for providing a high quality and original product since 1937. One can say the great taste of a glazed sugary treat it what keeps customers coming back for more. However in a declining economic it is hard to predict how Krispy Kreme will fair epically when so many have become heath conscious in all areas of eating.
Even if the employee only wants a simple coffee or a refreshing latte, we are conveniently right here to serve them. DigiFast Café will be proud to say they have a wonderful lunch service provided by a professional food preparer. With daily specials. We are not only open to employees, but to whomever visit’s our Café. It has been proven that with a well balanced meal, and a full and satisfied employee, more productivity is highly likely.
He has been successful in the past by founding the calorie cautious “100 calorie packs” thus allowing the job offering to make sense. Krispy Kreme Doughnuts is looking for change. In the past, KKD has shown to be an incredible company. This is why they show a significant amount of potential to become a powerhouse food company like they once were. But until they can do this, Daryl Brewster has an exceedingly amount of “dirty work” to do.