Strategic Choice and Evaluation

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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. Strategy and strategic vision must be fully employed to overcome an already crowded market. The utilization and study of value discipline, generic strategy and grand strategy must be examined more closely. Strategies First Slice Bread Kitchen will examine value disciple, generic strategy, and a grand strategy to find the best fit in each category. There are “…three value disciplines: operational excellence, customer intimacy, or product leadership” (Pearce & Robinson. 2011. p. 185.). Generic strategies include “low cost, differentiation, or focus strategies” (Pearce & Robinson. 2011. p. 13). Finally, grand strategies encompass “…15 basic approaches can be identified: concentration, market development, product development, innovation, horizontal integration, vertical integration, joint venture, strategic alliances, consortia, concentric diversification, conglomerate diversification, turnaround, divestiture, bankruptcy, and liquidation” (Pearce & Robinson. 2011. p. 14). Value Discipline On a basis of cost, First Slice Bread is not likely to find a competitive advantage with larger chain stores such as Panera Bread through operational excellence. While product leadership is a goal of First Slice Bread Company, any unique product offering is easily duplicated and can be offered for a cheaper price by larger competition quick service restaurants. First Slice Bread Company must

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