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.
Service Request SR-kf-013 Paper By Michel Potter, Kevin King, Marla Finnegan, Richard Martinez, Rickey Jackson, and Steven Pardus BSA/375 Fundamentals Of Business Systems Development March 24, 2013 Lisa Curry Scope Statement An executive management committee from Kudler Fine Foods has tasked our group to develop requirements for the Kudler Fine Foods Frequent Shopper Program. The goal of this program is to increase store revenue, increase the company’s customer base, and to refine processes and offerings to make them simpler and quicker. The program must be able to track customer purchases, award loyalty points redeemable by customer, and create partnerships with external companies for products/services obtainable via redemption of loyalty points. Our team is tasked to creatively design a program to meet these goals and objectives, as well as keeping the stake holders in mind while creating the program. Project Stakeholders • Kudler customers • Kudler Foods • Vendors supplying redemption rewards • Specialty food distributors Project Objectives • Business objectives with supporting measures of success for the project • A description of the current business process or system • Identification of the scope or boundaries of the project • Project constraints, including finances, time, resources, and organizational policies or culture • Business functional requirements • Description of the new business process or system – Use the process objectives model and the system objectives model.
1. What is J. M. Smucker Company’s corporate strategy? What common strategy elements are shared across its brands? Did it make sense for Smucker to expand its business lineup beyond jams, jellies, and preserves? Why or why not?
In addition, Franchising is a key component of Panera’s success. Franchising has enabled Panera to grow more rapidly because it is the strategy of the Panera that enable it to be available in such location where customer can easily find it. Till December 30, 2008, there were 725 Panera franchised bakery-cafes operating and signed commitments to open an additional 256 Panera franchised bakery-cafes. Nearly 2000 Panera Bread bakery café will be opened by 2010. According to their official site “Panera Bread serves fresh baked, handcrafted artisan breads, sweet and savory baked goods, hand-tossed salads, wholesome soups, and signature sandwiches in a distinctly warm and welcoming environment.
The company is still expanding even in this poor market and acquiring new stores and companies. Do you think John Mackey has a good strategic vision for Whole Foods? Why or why not? What do you like/dislike about the company’s mission/vision “Whole Foods, Whole People, Whole Planet” that is set forth in case Exhibit 1? Do the mission/vision and the core values underlying it (case Exhibit really matter at this company or are they just nice words and cosmetic window dressing?
According to Pearce and Robinson (2011) by thoroughly developing and exploiting its expertise in a narrowly defined competitive arena, the company achieves superiority over competitors that try to master a greater number of product and market combinations. As stated in their Declaration of Interdependence: “Whole Foods Market is a dynamic leader in the quality food business. We are a mission-driven company that aims to set the standards of excellence for food retailers. We continually experiment and innovate in order to raise our retail standards”(Whole Foods Market, 2012). Through identified niche markets, WFM can leverage some of their customary strong points by recognizing innovated uses for current goods using market penetration.
Why or why not? 2. What is your evaluation of Smucker’s business lineup and its acquisitions since 2002? How attractive is the processed foods industry? How strongly positioned are the company’s brands in each segment of the industry?
Question 14. 14. TCO 7. Outline the scope of college and university food services. What are the advantages of managing a college dining hall versus a commercial restaurant?
(Crane pg. 243) By conducting an analysis on segmentation, targeting and positioning the company was able to reposition the use and identify new uses and markets for baking soda through an effective market-driven growth strategy. Through the segmentation process Arm & Hammer segmented customers based on their needs and desired benefits (e.g. what is purchased, why is it purchased and by who?). It was important for the company to select the correct variables when determining segments and also gain insight on why home usage of baking soda is declining (e.g.
Do some number-crunching using the data in case Exhibit 1 to support your answer. Use the financial ratios presented in Table 4.1 of Chapter 4 (pages 83-86) to help you diagnose Costco’s financial performance. 7. Based on the data in case Exhibits 1, 5, and 6, is Costco’s financial performance superior to that at Sam’s Club and BJ’s Wholesale? 8.