Internal Analysis:
Maintaining a strong mission culture, Blue Apron’s goals are clearly defined as giving employees a strong sense of the direction the organization is going (refer to Exhibit _). Their official goals can be easily identified through the mission statement and operative goals, such as lowering margins and improving internal operations are made transparent by top management. To achieve these goals, Blue Apron has taken on a differentiation strategy. Their unique marketing strategies, high-quality non-GMO ingredients, and innovative recipes help to set them apart from the competition. However, due to recent struggles, they have retrenched and have begun to pursue a defender strategy. Amidst growing competition, Blue Apron has
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The company currently employs a functional structure, electing to group employees by function (refer to Exhibit _). This is most likely brought upon by being in the formalization stage of the organization life cycle. The rapid growth of their company must be facilitated by the installation of more rules and procedures to stay organized resulting in a more bureaucratic business. Though this type of structure makes sense with their current strategy, it creates difficulties in achieving the strong horizontal collaboration that is necessary to survive in their …show more content…
R&D, engineering, system analysis). We have designed a five stage implementation plan to put this recommendation into action. First, the necessary resources must be set aside for the new departments. Next, internal employee capabilities should be analyzed to find candidates suitable for the new positions. Once the changes have been made, Blue Apron should evaluate the effectiveness of the new structure. An issue that may arise during this process is the new ideas coming from the new departments are not improving the state of the business. If this occurs, Blue Apron should look to hire external talent rather than keeping their search internal. This will give them the opportunity to bring in fresh ideas and a new outlook into the company. Another issue is the existing business being opposing the changes being proposed by the creative departments. To combat this, Blue Apron can create more horizontal linkages, in particular a cross-functional team between both parts of the organization, improving collaboration efforts even
Secondly, CP should incorporate a more flexible environment using an organic structure while incorporating a horizontal approach that will allow them to delegate authority and responsibility. The organic structure would require CP to “depend heavily on an informal structure of employee networks. Astute managers are keenly aware of these interactions, and they encourage employees to work more as teammates than as subordinates who take orders from the boss”
In today’s world even with the economy suffering and individual income declining, the food industry is still up and running. Chain restaurants, mom and pop establishments, and fast food restaurants that are learning to market their products cheaper and more reasonable to the consumer are still going strong in the United States. They are offering healthier meals due to the consumer wanting to become healthier. They have their ups and downs like any business but are learning to give the consumer what they need and desire. That is the way restaurants keep their customer happy, by buying products from company like Sysco, Gordon’s Food Service, (GFS), and other restaurant suppliers. However; Sysco is the number one supplier to restaurants and hospitals, making them the most profitable company in the world (Sysco.com, 2011).
The vision of Panera was to make Panera Bread a nationally recognized brand name as well as becoming the dominant restaurant operator in upscale, quick-service dining. The top management believed for their vision to become a reality they must depend on being better than the guys across the street. In addition Panera wanted to offer a unique dining experience at Panera so attractive that customers are passing by other fast casual restaurants to dine at their nearest Panera Bread Company. Management further implemented this strategy by following a blueprint for attracting and retaining customers. This blueprint called, Concept Essence underpinned Panera’s strategy and embraced several themes that, taken togethe...
2. J&J wished to increase both the number and quality of strategic choices for creating its future. Groups are often more successful than individuals in developing creative solutions due to the increased diversity of ideas available to the members. J&J managers attempted to benchmark high performance activities by investigating processes at its three internal and three external organizations. With a focus of identifying and implementing the new processes into J&J, the program "What's New" was the focus of the collection of J&J’s executive and senior management team. By mixing managers from different organizations within J&J, the executive board hoped to manage knowledge in a manner that supports new ideas. A manager from one area may be able to shed considerable insight into the problems of a manager from another section of the company and as a result, organizational learning is increased through a free exchange of ideas.
To most consumers Whole Foods is known as a chain grocery store specializing in organic and natural foods. Some may go as far as say the name is synonymous with quality. This comparison is the result of Whole Foods’ marketing their brand successfully to consumers demanding their specialized foods. As with any organization, Whole Foods may consider evaluating their strategic objectives and decide if necessary course corrections are needed to reach their objectives and goals. Through a fundamental and technical analysis, I will discuss Whole Foods’ mission, vision, and goals, their competitive environment, and some factors within their strength, weakness, opportunity, and threat analysis. With such data and information I will recommend, if needed, and strategic changes in order to sustain a competitive advantage.
Panera seems poised to continue to dominate the bakery-café market and continued sustainable growth is very likely. Works Cited The “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.”
Panera Breads supply chain relationships show how they have changed their company to accommodate the paradigm shift in the industry. The relationships that Panera Bread has with their suppliers appears to be an excellent fit for their company. Throughout the changes in the food industry due to the paradigm shift, Panera has worked closely with their suppliers to help make their business adjust to the changes. For example, “Panera Bread Co. said it is progressing on its commitment to remove artificial additives by publishing a list of artificial colors, flavors, sweeteners and preservatives it has eliminated or intends to remove from its Panera Bread and St. Louis Bread Co. food menus by the end of 2016.” (Panera Bread).
Corning is a decentralized company currently being plagued by both external and internal threats, such as market uncertainty and poor communication and planning systems. The company has just recently started to recover from a large layoff in 1975, which reduced worker job confidence. The Houghton family has a preference for an informal workplace with an ambiguous leadership style that contradicts the formal and strict resource allocation system designed for their international strategy. The current strategy being employed differs with the owner’s philosophy, which is important, since the President must buy into the plan to understand and communicate it effectively. This miscommunication creates goal incongruence, which is exemplified by the confusion of corporate divisions about whether they should be focusing on reducing cost or being an innovator. Also, each officer has been described as having work that overlaps, showing no focus and a lack of efficiency. The fact that each of the over 150 businesses groups have to write up a resource allocation request and business strategy creates the issue of finding time to read each report.
The Consumer and Industrial Products, Inc a company where their headquarters is based in the United States , also doing business internationally with facilities in Europe, Asia and South America. They are a manufacturing company what produced well known products to individuals and industries. This company is experiencing a great deal of trouble with their internal Payable Audit System (PAS) and how it would purchase goods; receive goods and pays for them. They are challenged with the redundancy and the lack of productivity to their system. They were finding ways to lower costs and eliminating steps in how these processes are getting accomplished. They decided that they needed to change their system and the way they did things at their business. There are some people, their roles and departments that will be closely involved with the process of this project. Some of these important roles will come from Ted Anderson director of disbursements, Peter Shaw the user project manager and Linda Watkins project director for the Payable Audit System (PAS). In addition, the Steering Group and the IS management department will have some important roles to the project too. Finally, there will be several major problems with the development of the project and how the one person would deal with these issues.
In essence, Whole Foods’ mission is to highlight, “Whole Foods, Whole People, Whole Planet…” while it simultaneously meets, “…customer satisfaction, team member happiness, and excellence, return on capital investment, improvement in the state of the environment and local and larger community support” (Whole Foods, 2017). Whole Foods distinguishes itself from its competitors by championing a sustainability pledge, which guarantees that future generations will be afforded the chance to exist in a world that, “…Values human creativity, diversity, and individual choice” (Whole Foods, 2017). Furthermore, Whole Foods drafted its corporate strategies to align with the longevity of quality health for its consumers as well as the planet, specifically through the realm of organic food. Such a corporate-level strategy definitely aligns with the long-term success of the company because it informs consumers that it is interested in advancing their personal health.
The only way to even begin to fix this problem is to understanding the organizational structure
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.
Individuals have their own personalities that can influence their enthusiasm and productivity within an organization. In addition, individuals also form groups and are part of teams that work together to reach a common goal within organization. According to Gibson, Ivancevich, Donnelly, and Konopaske (2009) dedicated and cohesive teams can have a tremendous impact on organizations effectiveness and the global market. However, all of this happens within the frame-work of office politics and can hinder or enhance the organization’s effectiveness. Therefore, it is important to not only understand individuals, but also groups, teams and office politics within the organization. This will help leaders to plan, organize and motive individuals and groups for the best possible outcome for the organization.
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
Understanding the structure of an organization plays a vital role in laying the blueprint for how a company will be managed and organized. It provides a well-defined framework that outlines the roles and responsibilities of each employee in a particular company. It shows how each employee interacts and works one another in achieving the goals of a company. In other words, organizational structure is a reflection of the working relationships that govern the workflow of the company. It has a profound effect on a company’s structural dimensions, which includes formalization, specialization, hierarchy and centralization.