Panera Bread Case Study

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Panera Bread Case Study Introduction Panera Bread is expanding quickly across North America, operating 1,388 company-owned and franchise-operated bakery-cafes in 40 states and in Ontario Canada as of March 30, 2010, under the Panera Bread®, Saint Louis Bread Co. ® and Paradise Bakery & Café® names. Panera Bread reported sales of 829 million dollars and met income of 58.8 million dollars in 2006. Panera Bread bakery-cafes totaled 1.2 billion dollars in 2006. In 2005, for the fourth consecutive year, Panera Bread was rated among the best o f 121 competitors in the Sandleman&Associates national customer satisfaction survey of more than 62000 consumers. Current Situation Mission Statement: - A loaf of bread in every arm. Strategy Elements: - To provide a premium specialty bakery and café experience to urban workers and suburban dwellers. The concept is a mix between fast food and casual dining, or fast casual. The objective was for customers to view dining at Panera as being a good value-meaning high quality food at reasonable prices. Panera’s strategic approach to keep customers coming is; providing distinctive menu, signature café design, inviting ambience, operating systems, and unit location strategy. Panera Bread’s growth strategy was to capitalize on Panera’s market potential by opening both company-owned and franchised Panera Bread location as fast as was prudent. Competitive Strategy - Competitive approach; Panera Bread is doing Broad Differentiation Strategy. Panera Bread’s competitive strategy is providing quick service meal and a more aesthetically pleasing dining experience than that offered by traditional fast food restaurant to its’ targets. Providing better products in better environment with great service is Panera Bread’s competitive advantage. Business Model - The company generates revenue through sales from company-operated stores, fees

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