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.
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.
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.
DQ 2 : "Panera Bread" Please respond to the following: Evaluate Panera Bread’s strategy and its effectiveness with executing the strategy within the competitive fast-casual restaurant marketplace. Discuss the pitfalls to this strategy and the potential impact to the performance of Panera Bread. Select one of Panera Bread’s competitors and discuss a disadvantage that Panera has with the competitor and how this disadvantage may be overcome. Week
It enjoys a strong position in the market and is viewed to grow more rapidly in the future. The case study brings out the unique propositions, which have worked in the favor of Morrison’s relative to its competition. Company Strategy: A visit to the company’s website brings out the “no frills” approach of the organization, its strategy is simple, the website quotes, “Keeping things simple: Our vision to be the ‘Food Specialist for Everyone’ is now well advanced. Our constant focus on freshness, great value and outstanding service is appealing to more and more people.” This focus on fresh offerings to the consumers at the most competitive price, along with exceptional customer service has differentiated Morrison’s from its competitors. Business model of Morrisons’s: The Company has grown steadily over the years and apart from the recent Safeway takeover, it had only acquired Whelan discount stores.
Panera Bread is operation in 41 countries and it has as 1325 stores across US and recently Canada. Roughly, about 900 of the Panera Bread stores are franchisees and the remaining are owned by the company. Panera’s focus was on the urban workers and suburban dwellers in the past decade, while today it is aiming for the entire communities. 2. Identification of Business Model Since the existence of Panera Bread, the market for bakery-café is substantially growing, mainly because it is a “niche” market, and companies within this market have been enjoying high revenues and profits for a long time.
First, to increase its market share in existing markets and secondly, to open stores in new markets. McDonald’s objective is to become a leading and fast food brand in each of its target markets by selling the first quality fast food and
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
Employment had increased tenfold. Sales had grown from $1 billion in 1980, to $26 billion. The 21st century – one of the most successful retailers in the world Today, 8,576 stores and club locations in 15 countries employ more than 2.1 million associates, serving more than 176 million customers a year. Our history is a perfect example of how to manage growth without losing sight of your values. Our most basic value has always been, and always will be, customer service.
Question 1: Does Food4U, Inc., enjoy any competitive advantages or core competencies? Core competencies or also known as distinctive competencies can be defined as the special attributes or abilities that give an organization a competitive edge (Stevenson & Chuong). In other words competitive advantage is the advantage that an organization has compared to its other competitors which make it gain more sales as well as gaining and retaining more customers. The advantages can be in the form of a few aspects. For example product and service design.