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Panera bread company case study
Panera bread company case study
Panera s business strategy
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According to the Panera Bread website (2011), the company mission is simply “A loaf of bread in every arm.” (para 7). Panera Bread Company is a bakery-café that serves specialty sandwiches, gourmet soups, and sweet treats. The founders of Panera, Shaich and Kane, have consistently developed the company around a strategy of growth. The Shaich and Kane initially operated Au Bon Pain; a bakery served large urban areas. Seeking to extend into other markets, the pair obtained St. Louis Bread Company, seeing the benefits of acquiring an already established enterprise. The niche market that Au Bon Pain had enjoyed previously, had become a strategic weakness as it became limiting. The bakery-café culture developed in the St. Louis Bread Company was too costly to implement at the Au Bon Pain locations. Shaich, the remaining founder, sold Au Bon Pain which left no debt and cash reserves to expand the St. Louis Bread Company, known as Panera Bread Company outside the St. Louis area. Strategy Growth According to Wheelen & Hunger (2010), Panera management believed that its specialty bakery-café concept had significant growth potential, which it hoped to realize through a combination of owned, franchised, and joint venture-operated stores. Franchising was a key component of the company’s growth strategy. (p. 29-10). Demand for Panera franchising opportunities was very high, which allowed Panera to be picky about where and with whom they would do business. Panera determined where bakery-café locations could be. The franchisees bore the cost of opening new locations, and were required to obtain their ingredients from the home company. Expansion using the franchise model provided many upside benefits for Panera, while limiting the downside r... ... middle of paper ... ...d research and development with regard to menu items. Offering dinner menu items and consistently updating seasonal items has proven to be beneficial to Panera. Panera seems poised to continue to dominate the bakery-café market and continued sustainable growth is very likely. Works Cited “Annual Report.” (2010). Retrieved from http://www.panerabread.com/pdf/10k-2010.pdf “Company Overview.” (2011). Retrieved from http://www.panerabread.com/about/company/ “News Release.” (2010). Retrieved from http://www.panerabread.com/pdf/pr-20100826.pdf Rockwood, Kate. (2009, October). Rising Dough. Fast Company,(139), 69-70,73,16. Retrieved from Research Library. (Document ID: 1870795761). Wheelen, Thomas L. & Hunger, J. David, (2010). Strategic management and business policy: achieving sustainability.(12th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
The founhder of the company, Godfrey Keebler, started with jus a small bakery in Philadelphia, PA in 1853. During the next two generations, local bakeries popped up around the country, including Strietmann, Hekman, Supreme and Bowman. With the introduction of cars and trucks (carrying the Keebler logo), bakery goods could be distributed beyond the neighborhood and regional distribution began.
Moore, L 1997, The Flight to Franchising, US News & World Report. June 10, pp. 78-81.
Chick-fil-A is affected by numerous external forces which challenge upper management’s ability to make Chick-fil-A "America’s best quick-service restaurant". Through intense strategic planning, based upon the vision, mission and corporate values, Chick-fil-A has been able to establish a unique position in a very competitive industry. The corporate purpose of Chick-fil-A, "To glorify God by being a faithful steward of all that is entrusted to us and to have a positive influence on all who come into contact witch Chick-fil-A", their commitment to family and the community, and their sound business decisions, have made Chick-fil-A one of the most profitable and fastest growing quick-service restaurants in the nation.
Despite the economically uncertainty Pret A Manger keeps on thriving in the U.S. fast food market. It’s growing fast, with huge success. Pret is proving to the world its a big threat in the sandwich industry. In 2011, U.S. sales up 40% from the year before, “the company’s overall profits grew by 37% in 2010, and annual workforce turnover is only 60%, compared to fast food industry averages of 300-400%.” (Smart Advantage)
The fast-casual restaurant is one of the most competitive and fastest growing industries in the world. Chipotle has thought to have reinvented this category and this has led to their explosive growth in the early stages of the company. As it has leveled off, however, one can see where mistakes have been made leading to the sharp decline in their sales and stock. Starbucks has continued to grow, but has also seen declines in their stock. Comparing these companies, one can see how each have went from standalone stores to market leading companies. They must continue to innovate otherwise they will be seen as just another restaurant and no longer see growth.
PepsiCo can potentially acquire California Pizza Kitchen and integrate it in the company’s decentralized management approach. Since PepsiCo executives have experience in the quick service food industry, it should not be a reach for the company to successfully run this casual dining restaurant. For this venture to be successful, it is imperative that management cut down the operating costs at California Pizza Kitchen through the PepsiCo Food Systems distribution network and improve on the 3.1% operating margin that California Pizza Kitchen is currently operating at.
Panera Bread is a US food chain featuring bakery products, sandwiches and salads. They are a bakery-cafe in a fast casual restaurant setting. Panera Breads mission statement is "A loaf of bread in every arm". Panera bread also has a "bread leadership goal": "With the single goal of making great bread bread broadly available to consumers across America, Panera Bread freshly bakes more bread each day than any bakery-cafe concept in the country. Started its company in 1981 as Au Bon Pain Co. Inc. Founder Louis Kane and Ron Shaich expanded there along the east coast of the United States and started expanding internationally in the 1980s and 1990s. In 1993, Au Bon Pain Co. Inc. purchased a local bread company in the Saint Louis area, Saint Louis Bread Company. The company then managed a comprehensive re-staging of the Saint Louis Bread Company. Ultimately the concept's name was changed to Panera Bread. By 1997 it was clear that Panera Bread had the potential to become one of the leading brands in the nation.
The Panera Bread Company began in 1981 as Au Bon Pain Co., Inc. Founded by Ron Shaich and Louis Kane, the company thrived along the east coast of the United States and internationally throughout the 1980’s and 1990’s and became the dominant operator within the bakery-café category. In the early 1990’s, Saint Louis Bread company, a chain of 20 bakery-cafes were acquired by the Au Bon Pain Co. Following this purchase, the company redesigned the newly acquired company and increased unit volumes by 75%. This new concept was named Panera Bread. Top management chose to sell their previous bakery-café known as Au Bon Pain Co. due to the financial and managerial needs of Panera. In order for Panera to become the success top management visualized all resources needed to become available for Panera. Panera Bread is now the most successful bakery-café in the category in which there are currently 1,777 bakery-cafes in 45 states and in Ontario Canada (Panera Bread).
The then pastry kitchen organization was called Au Bon Pain Co., Inc. It had units in the shopping center, malls, and airplane terminals along the East Coast. The business took off truly well and turned into the overwhelming administrator inside the pastry shop 'bistro classification. By 1994 -1995 Ron Shaich and his group of troughs used that year voyaging and mulling over the business of fast food and snappy magnificent administration. Their vision was that the client likely would be pulled in to higher-quality eating background than the normal fast food spots like Mcdonalds, Burger King, Subway just to name a couple. So the directors and additionally the originators made a strength bistro moored by valid, new batter, artisan pastry shop, and upscale, brisk administration menu choices. Their vision was an incredible effect that they expanded benefit by 75 percent which than would permit them to open around 100 extra restaurants. By 1997 the name was changed to Panera
The main challenge is to determine how Panera Bread can continue to achieve high growth rates in the future. Panera Bread is operating in an extremely high competitive restaurant market which forces the company to improve and to grow steadily for staying profitable. The company’s mission statement of putting “a loaf of bread in every arm” is just underlying Panera’s commitment for growing. They are now in a good financial situation and facing growth rates of up to 20% per year in a niche market that has a great growth potential. In the next 7 years the fast-casual market is expected to grow by 500% in sales to a total of $30 billion.
Since going public in 2000, Krispy Kreme Doughnuts has posted strong growth in same-store sales each quarter, with a consistency that would make most competitors envious. According to the Krispy Kreme’s most recent quarter, which ended August 3, 2003, it posted an 11.3 percents rise in system wide same-store sales, including 15.6 percents growth at company operated units (Peters, 2003). From the financial report of second quarter in 2003, it could foretell there would be more earnings growth in the future as long as Krispy Kreme finds more new markets in which to launch doughnut shops. Its average weekly sales are in large determined by newly opened stores. This also demonstrates that the doughnuts specialist’s soaring results and rise to the top echelon of industry performers can be attributed to successful expansion.
Not having to answer to a corporate boss is the dream of many and the flexibility that owning a business franchise creates provides this option. Success is not reached by simply creating a business, however. The level of success is measured by the size and efficiency of the business. Business growth is the driving force of the economy. The additional jobs and revenues created when a business expands allow the economy to grow at exponential rates. One of the fastest and most popular ways to increase the size of a business is to turn it into a franchise, which can then be purchased by individuals. Franchising provides opportunities that are beneficial to both the parent company and the purchaser. The company that owns the business can expand without having to pay such a large initial cost to open a new store since the franchise purchaser pays a cost to open the business. As well, the company can regulate many of the business activities so that there is a sense of consistency throughout all of the locations. The purchaser is allowed to use the trademarks and goods of the franchise which already have a large market presence. As well, they are provided with training and work standards by the company to help their business run smoothly (Kalnins & Lafontaine, 2004, p.761). Looking at the business model of the world’s largest food retailer, McDonald’s, provides great insight into franchising and business growth in general as well a better understanding of a global business that utilizes the franchising technique.
A franchise is simply investing money in a location or store, and then having the store become your own business after learning how to manage the entire business. You earn the majority of the profits, and you also don't have to worry about operations. You'll be taught by the company on how it run the entire business, and this is the reason why this is a huge and very easy way to become rich. Franchises require quite a hefty investment depending on the business you plan to buy. However, if the business is in high demand, there is profits to be made. Take for exMple the Cold Stone Creamery business. Countless people purchase one of their many franchises. The money is very good, the opportunities are endless, and the fact that there is no more need for advertising is what makes this more worth the investment in the long
Burger King uses a dispersed configuration for day to day operations as the majority of their restaurants are franchises with local suppliers. Yet Burger King Headquarters uses a concentrated configuration for marketing and development of products, as well as pricing. This centralization of marketing assists all franchises worldwide and provides the greatest value for the company, but the direction of available products and pricing has proven detrimental to the overall success of the firm. An article on CNNMoney.com describes the failure of the $1 double cheese burger to stimulate sales and how a number of franchisees filed lawsuits against the headquarters due to being forced to sell the double cheese burger at less than cost in order to boost revenues for the headquarters and shareholders and not the franchisees.
...leader in its selected markets through creativity and superior customer service. The Group is continuing to focus many efforts to expand its presence in global food and ingredients markets and its consumer foods businesses in Europe and abroad.