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Different environmental scanning techniques
Different environmental scanning techniques
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Kudler Fine Foods Environmental Scan This paper will discuss the west coast based specialty grocery store, Kudler Fine Foods in terms of their background long term goals. An environmental scan will be performed in order to illustrate their positioning in the current marketplace relative to their goal of growth and eventual expansion. Kathy Kudler opened here first store in La Jolla, CA in 1998 and has since expanded to two more locations in both Del Mar and Encinitas over the subsequent years. Kudler Fine Foods has a niche in supplying freshest gourmet foods in five major areas of concern to include bakery, wine, meats, produce, cheese and dairy. The specialty store has enjoyed measureable success creating avenues for its potential expansion to key Southern California locations. In Gaining and Sustaining Competitive Advantage, the strategic management process details significant phases that any business must undertake when planning such tactic for the future. An environmental scan is such a phase that encompasses a critical analysis of a company’s Strengths, Weaknesses, Op...
Every company has internal and external forces that effect how they operate within the community in which they are located and also within their own walls. These internal and external forces play a strong impact on the company’s profitability and success. These forces have an effect on what consumers they attract or ignore and how they are perceived by those who have the buying power. A mistake any analyzing and implementing measures to assist with these factors could greatly affects a company’s bottom line and success. This is why any company wanting to grow and be successful will need to take all of these forces; sociocultural, technological, economic, environmental and political-legal into consideration in creating their strategic plan.
Kudler Fine Foods is a store unlike any in the grocery industry. Kudler Fine Foods represents a store that could possibly spark a new era within the grocery world. The owner of Kudler Fine Foods, Kathy Kudler, has watched her dream of owning and operating a grocery store that specializes in fine quality food grow within a short period of time. The success of Kudler Fine Foods can be attributed to the innovative ideas, effective leadership, and organizational structure. The overall mission of Kudler Fine Food's "is to provide our customers the finest in selected foodstuffs, wines, and related needs in an unparallel consumer environment. Our selections coupled with our experienced, helpful and knowledgeable staff, merge to offer each customer a delightful and pleasing shopping outing" (Apollo Group, 2003). Kudler has managed to maintain its mission statement by providing its customers with the best and as a result the company has flourished. "Kathy considers one of her key responsibilities to be that of identification of new gourmet items that can be offered in her stores (Apollo Group, 2003)." Therefore, Kathy is considering plans to contract with local growers of organic produce to yet obtain the best in quality products for her consumers and take her business to the next step. If Kathy makes the decision to contract with local growers then changes could be introduced into the company's overall structural organization. Each aspect of Kudler Fine Food's organizational structure from basic business process to the supply chain and quality control process will be affected by the formation of a contractual relationship with local organic growers.
Oliver’s opened its second store in April of 2000 in Santa Rosa, CA fashioning it after Woodlands Market, another Organic Health food store. Unfortunately, in the early 2000’s with the increase of discount superstores, club stores, dollar stores and drugstores, there was a decline in the traditional retailers’ market share from 82.3 percent down to 69.2 percent. Increases in giant retailers will be one of Oliver’s biggest competitive pressur...
Arthur, A., Thompson, Margaret, A., Peteraf, John, E. Gamble, A., J., Strickland III. (2014). Crafting & Executing Strategy: The Quest for Competitive Advantage 19e: Concepts & Cases. C6-C25.
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.”
A strategic analysis provides an examination of both the internal and external factors impacting on the organisation (Papulova & Gazova, 2016). City
Dynamic strategic management encompasses the approaches, tools and activities organizations utilize to determine direction, increasing the likelihood of organizational goal attainment. It is an approach that suggests organizations operating in uncertain environments require a flexible plan to minimize risk and take advantage of opportunity As a tool developed to analyze a firm’s position within its operating environment, a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis provides insight into how internal and external factors are inhibiting or facilitating advancement toward reaching organizational objectives within a dynamic environment. This paper aims to understand how a SWOT analysis assisted the Calgary International Airport Authority create a competitive business plan for their future in an uncertain environment.
Kroger Timeline. (2013). In Progressive Grocer, 92(10), 30-52. Retrieved January 28, 2014. Retrieved from http://web.ebscohost.com.southuniversity.libproxy.edmc.edu/ehost/detail?sid=e0985541-de1c-4587-93a3-fa8be9bac40f%40sessionmgr114&vid=1&hid=127&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=91527502
Strategic issues have been defined as ‘environmental trends and possible events that may have a major and discontinuous impact of the firm’ and early research focused on identifying and assessing these important phenomena (Ansoff, 1975, p. 24-25, 1980). Later scholars introduced the concept of strategic issue diagnosis: the evaluation and infusion with meaning of environmental data with the intent of generating organizational momentum to respond (Dutton & Duncan 1987b; Dutton et al., 1983; Dutton & Jackson, 1987), a process that involves the following steps (Julian & Ofori-Dankwa, 2008). Decision makers scan the environment in attempts to detect signals of potential importance to the firm, collating and reifying a variety of related stimuli into a “strategic issue” (Dutton et al., 1983). This issue joins similar issues in the “strategic issue array,” the list of different strategic issues being potentially considered at any given time (Dutton & Duncan, 1987a; Dutton, 1997). Based upon their interests, beliefs and inclinations, different individual executives and managers, as well as groups, attempt to sell, promote and champion a particular strategic issue’s significance by means of different diagnoses (Dutton & Ashford, 1993; McMullen et al., 2009). By means of analysis and negotiation, the upper echelon of the firm comes to a more or less commonly agreed upon diagnosis of the issue in question as to its nature and possible effects (Dutton et al., 1983; Dutton, 1993, 1997). Once more or less established, the strategic issue’s diagnosis influences the formulation and implementation of a response, which may unfold over time and which itself may lead to further altered diagnoses (Dutton, 1997; Chatto...
The ability of management to collect both internal and external information and use the analysis to respond to emerging patterns and trends in the target market is critical to the company’s competitiveness. As an ongoing process, environmental scanning is used by management to investigate the interdependency of the various sectors of the target market and their respective patterns and trends. The results of the environmental scan should translate into the company’s guidelines for planning and decision-making. In comparing the environmental scans of the United States and that of Zambia, it was found that monitoring and understanding the target market’s dynamics in the legal system, crime situation, international membership focus, and economic environment is essential in the formulation of management’s response strategy.
Environmental scanning is the acquisition and use of information about events, trends and relationships in the organization’s external environment (Choo, 2001). This information can then be used in the planning of future actions for an organization. There are many variables that contribute to environmental scanning, including, natural, societal and task environments (Wheelen & Hunger, 2012). In the case of Yahoo, Inc. the following external factors had major influence in the struggle the company has faced recently: technology advancement, changing pace of life, and competitor analysis.
Our group approached a set of critical analyses to examine the company’s competitive advantages, to analyse the oppor...
Environmental scanning is the process of gathering information about events and their relationships within an organization's internal and external environments. The basic purpose of environmental scanning is to help management determine the future direction of the organization (Barnat, 2004). For a business to succeed, it is important to study the business environment of the firm that consists external and internal influences that affect the firm’s decisions and performance (Grant, 2010). Environmental scanning includes the assessment of Macro and Micro environmental analysis.
Pearce, J. A., & Robinson, R. B. (2013). Strategic management: planning for domestic & global competition (13th ed.). New York: McGraw-Hill/Irwin.
This is a crucial part of a strategic analysis because ‘…organisations do not exist in a vacuum, they are part of a complex world’ (Bowman 1987:61) and many factors can influence operations, beneficially and unfavourably. However, these can be difficult to comprehend due to their complexity, diversity and fast changing nature. Necessarily a number of techniques have been developed to facilitate the process and to ‘…contribute to answering the key managerial question…’of what ‘…opportunities and threats might arise in the future’ (Johnson & Scholes 2002:99).