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Therefore, strategy must be undertaken that will hold and grow market share as the company moves forward.
INNOVATION- it is important to understand that the dietary desires of consumers have changed a great deal in recent years, and will surely do so even more in the coming years. Because of this, every effort must be made for strategy to be developed that will lead to new market positioning, product offerings, and so forth, measured against an accurate evaluation of the consumer's perception of value delivered and how that will likely change in the future.
QUALITY Management- Beyond the perceived value of Panera's offerings, strategy must be undertaken to assure quality in people, products and processes- a sort of total quality management strategy. This will serve to control costs, add value to operations, and foster future success.
Conclusion
Panera Bread finds itself at the crossroads of tremendous opportunity and challenge; this being understood, properly enacted, the strategy detailed in this research affords Panera Bread the chance to turn challenge into opportunity, and enhance the entire organization.
References
Dalbor, M.C., & Sullivan, M.J. (2005). The Initial Public Offerings of Restaurant Firms: The Case of Industry-Specific Micromarket Capitalization Offerings. Journal of Small Business Management, 43(3), 226+.
Dewar, J.A. (2002). Assumption-Based Planning: A Tool for Reducing Avoidable...
Cambridge, England: Cambridge University Press.
Gilliard, D.J., & Khandekar, R. (2004). Panera Bread Company. Metropolitan State College-Denver.
Gubman, E., & Russell, S. (2006). "Think Big, Start Small, Scale Fast": Growing Customer Innovation at McDonald's. Human Resource Planning, 29(3), 21+.
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Talwar, J.P. (2002). Fast Food, Fast Track: Immigrants, Big Business, and the American Dream. Boulder, CO: Westview Press.
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Strategic Management
References
Dalbor, M.C., & Sullivan, M.J. (2005). The Initial Public Offerings of Restaurant Firms: The Case of Industry-Specific Micromarket Capitalization Offerings. Journal of Small Business Management, 43(3), 226+.
Dewar, J.A. (2002). Assumption-Based Planning: A Tool for Reducing Avoidable Surprises. Cambridge, England: Cambridge University Press.
Gilliard, D.J., & Khandekar, R. (2004). Panera Bread Company. Metropolitan State College-Denver.
Gubman, E., & Russell, S. (2006). "Think Big, Start Small, Scale Fast": Growing Customer Innovation at McDonald's. Human Resource Planning, 29(3), 21+.
Panera Bread Company-Growth in a Difficult Economy Panera Bread Company - Growth in a Difficult Economy What is Panera Bread's strategy? Which of the five generic competitive strategies & #8230; What type of competitive advantage is Panera Bread trying to achieve? Panera Bread's business strategy was to make the bread company a brand recognized nationally and to be a dominant restaurant in the specialty bakery-cafe segment. This was to be achieved by using
The franchisee program should continue to draw new potential owners due to the growth and strength of the Panera brand. Geographic growth opportunities are also strong. The company has many unsaturated markets. If the company can achieve St. Louis-level saturation (1 store per 67,000 people) in all major markets, there is room for strong domestic growth for many years to come. The firm will need to begin expanding into the
3. Panera is doing well financially. Its revenues and profits have been growing steadily for the past five years. The gross margin is 61.4% and its net margin is 7.46%. Panera is liquid, with a current ratio of 1.59 and a debt to equity ratio of 0.52. Inventory turns over 13 times per year. The ROA is 14.9%, the ROE 22.93% and the ROC 19.3% (MSN Moneycentral, 2012). In general,
Panera Bread Company Ron Shaich and Louis Kane started Panera Bread in 1981 as Au Bon Pain Company. The company prospered internationally throughout 1980s and 1990s along the east coast of U.S.. It became the dominant and best operator within the bakery-cafe category. The company purchased St. Louis Bread Company, which was a chain twenty bakery-cafes in St. Louis area. After the purchase, St. Louis Company was re-staged and managed comprehensively.
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2007). By identifying the demand for quickly available meals that were both more diverse and healthier than those offered by established fast food chains, the owners of the baking company that would be Panera showed early on their ability to innovate with the times, and in moving from simply baking to providing finished food products to consumers the company has been able to achieve an astounding amount of growth