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Panera history timeline
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The legacy of Panera Bread began in 1981 as Au Bon Pain Co., It was founded by the two friends Louise Kane and Ron Shaich. Panera’s bakery cafes are located in 44 states over the U.S. as well Ontario, Canada. In May 1999, all of Au Bon Pain Co., Inc.'s business units were sold, with the exception of Panera Bread, and the company was renamed Panera Bread. Since those transactions were completed, the company's stock has grown thirteen-fold and over $1 billion in shareholder value has been created. Panera Bread has been recognized as one of Business Week's "100 Hot Growth Companies." As reported by The Wall St. Journal's Shareholder Scorecard in 2006, Panera Bread was recognized as the top performer in the restaurant category for one-, five- and ten-year returns to shareholders. (Panera, 2013) Discuss Panera’s business level strategy. Panera operates in three different business segments; company-owned bakery-café operations, franchise operations, and fresh dough operations. As of June 2013 there were 1708 operating Panera restaurants in 44 states as well as in Ontario Canada both company owned and franchise. That’s an increase of 328 restaurants in 4 years. (Panera, 2013) The key element of Panera’s growth strategy focused on growing store profit, increasing transaction and gross profit per transaction, using its capital smartly, and putting in place drivers for concept differentiation and competitive advantage. Panera has always kept an eye on the market, the new markets as well as existing markets. In 2009 Panera had a strategy that was different than others. This is the time when the economy took a turn for the worst. Some restaurants lowered their prices to get customers, while Panera kept their prices the same. They e... ... middle of paper ... ....com/articles/2013-10-03/panera-bread-ceo-ron-shaich-on-restaurant-industry-competitiveness on November 07. 2013 Griffith University (2013). “Franchise Problems.” Retrieved from http://www.franchise.edu.au/franchise-problems.html on November 07. 2013 Gouze, E (October 24, 2012) “Competitive Landscape of Restaurant” Retrieved from http://rig001.blogspot.com/2012/10/competitive-landscape-of-restaurant.html on November 07, 2013. Panera (2013) “Why Panera” retrieved from https://www.panerabread.com/en-us/company/careers.html on November 07. 2013 Vincelette, J.P., & Fogarty, E.A. (2012) “Panera Bread Company (2010): Still Rising Fortunes?” (13th ed.). Upper Saddle River, N.J.: Pearson Prentice Hall. Wheelen, T. L., & Hunger, J. D. (2012). ‘Strategic management and business policy: toward global sustainability” (13th ed.). Upper Saddle River, N.J.: Pearson Prentice Hall.
Chick-fil-A has steadfastly remained a private company and has never had to issue stock to finance the creation of more than 1,000 restaurants across 37 states. It has done it all through internally generated cash flow and lines of credit. (www.innovativesolutions.org)
Did you know Panera Bread is one of the fastest growing franchises in America (Panera Bread Franchise)? The restaurant must have great qualities for people of all kinds to love it as much as they do. Visiting Panera Bread I had an awesome experience mainly because of its physical environment. Panera Bread has a great environment which is ideal for encouraging consistent business.
The fast food restaurant industry, which includes quick-service and fast-casual restaurants, is highly segmented with the top 50 companies accounting for only 25% of the industry’s sales. The $120 billion industry includes over 200,000 restaurants with 50% of those specializing in hamburger entrees. (hoovers.com 2008) The major competitors in the industry include McDonald’s, Burger King, Taco Bell, Subway, and KFC – Chick-fil-A’s major competitor in chicken sales. Chick-fil-A’s unique position in the market, specializing in chicken-based entrées, has lead to a competitive advantage which the company has been able to capitalize on. Recently, many competitors have added chicken entrees in order to compete in the market segment. Through marketing strategies and company initiatives, Chick-fil-A has tried to stay distant from competitors, offering a fresh alternative to the ordinary fast food restaurant.
Wheelen, T. L., & Hunger, J. D. (2010). In Concepts in Strategic Management and Business Policy Achieving Sustainability, Twelfth Edition. Pearson Education.
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.
...alented young managers in this area need to be aggressively obtained for long term growth. For a quick fix, this service should be outsourced to handle current needs. Distribution channels need to improve as well. Currently, competitor’s products are easily found at major retail channels. Nestle is in the position to gain a strong hold on the home dessert market for ice cream. Ice-fili needs to compete more aggressively in this portion of the market. In addition franchises and fast food chains should be targeted for partnerships or joint ventures so Ice-Fili’s ice cream can grow in association with a post meal dessert opposed to simply impulsive snack purchases. A key avenue to explore is an Initial Public Offering. This would generate enough funds to continue capital investment in technology desperately needed as well as promoting international market 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.
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).
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).
Wheelen, T. L., & Hunger, J. D. (2012). Strategic Management and Business Policy: Towards Global Sustainability. Upper Saddle River, NJ: Prentice Hall.
Pearce, J. A., & Robinson, R. B. (2013). Strategic management: planning for domestic & global competition (13th ed.). New York: McGraw-Hill/Irwin.
“Going forward, the company is well positioned for future growth, and Nigel and his team remain focused on driving franchisee profitability and delivering shareholder value” shares Lead Director Raul Alvar...
... the company $250 million. In addition, he gave operators a bigger say over which menu items they will push with local ad dollars. Despite all of the changes Burger King remains the No. 2 burger chain in the world. Moreover, they only have 6.1% of the fast-food sales, a far cry from McDonalds 83%. Although, they are a far second, the changes in Burger King have worked. The company has posted a 28% increase in operating profits, to $77 million, for the year ended September 30, 1994. Helping performance was the sale of 211 company-owned stores during the year to franchisees, which garnered $64 million. The continued performance improvement has impressed lenders, who have committed to issuing more than $500 million in loans and credit deals to franchisees for capital investment (Nation's Restaurant News). All this has made Burger King executives happy, but Burger King did experience another set back as James B. Adamson resigned in 1995. Robert C. Lowes former CEO of Grand Met's European food sector replaced him. Lowes is a capable replacement, but this continual change in top management continuos to hurt Burger Kings attempts to be the number one hamburger chain in the world.
By choosing to expand into markets later than other fast food restaurants Burger King hopes to avoid the problems of developing infrastructure and establishing a market base. For instance, by following McDonalds into Brazil, Burger King avoided the need to develop the infrastructure and mark...
Hitt, M., Ireland, and Hoskisson, R. (2009).Strategic management: Competitive and Globalization, Concepts and Cases. In M.Staudt & Stranz (Ed).