'Introduction to Management Essay\r'

'Panera pillage Ronald Shaich, CEO and chair man of Panera net make a phenomenal maturation in tax revenue of the federation from $350.8 one one million million million million to $ 977.1 million in nevertheless if 3 eld from course of study 2000 to 2003. However the gain has continued slowing down from that social class on so a dodge is being st come ingized to cooperate Panera Bread survive.\r\nThe accusive is to make Panera a across the nation dominating brand by following a corporate strategy of gain by the conspiracy of company and franchise efforts. With a clear objective it would help the company and its staff to know their remainder and what they be achieving for.\r\nThe concept is to deliver against the nominate consumer trends; to reconcile a unbendable casual dine witness but also providing varieties of invigorated and healthier menus to leave for the market segments. Improvements are done not only the harvest but also improving the boilersuit op erating systems, design and real estates. For the company’s image participating in the local community charity for corporate social responsibility.\r\nSee to a greater extent: introduction paragraph ex amperele\r\nThe policies are exclusively franchisees are to follow the same standards for product role, menu, post selection, and bakehouse café construction as the company’s. The company believed that the engagementee was a critical part of successful product and a unique company so by entrusting the employees to the clean dough and support center trading operations with skilled associates and invested in training programs to ensure the quality and its operations.\r\nRecommended strategy\r\nPanera is to adopt Growth strategy through swimming integration and using franchising as its key component to Panera’s growth strategy. The reason for keep the horizontal integration is because does not have the capabilities to employ full backward/ forward inte gration. Thus steep integration is not suitable in this case. The horizontal integration matches with the Panera’s concept bakery-cafes and it is the way for Panera to be able to grow more rapidly.\r\nCompetitive strategy used is Differentiation, employing the Differentiation strategy; Panera will be able to charge higher prices to cover the increase fixed costs. However with higher quality products than of extravagant food chains’, tailored menus, upscale décor and Panera’s commitment to customer it is very attainable to charge higher price.\r\nImprovements should be made in the Human Resource department in salary & benefits system. Salaried staffs get product discount, bonuses, inducing programs, training, and employee stock ownership plans however salaried proletarian should be rewarded too through recognition & award system or giving out(a) vouchers to the non salaried workers.\r\nManagement squad\r\nThe management team would be lead by al l the executives and presidents in the company who has and extensive experience in managing and executing the Panera business. Mainly to manage all the important sectors same(p) the Concept, Development, Joint Venture, Franchise, Supply Chain, Operating, Financial and the Administrative.\r\nII. COMPANY understate\r\nPanera bread has been around from 1976. Ronald Shaich, CEO and chairman of Panera bread was the person who created the company unneurotic with the master baker called Shaich who combined ingredients. The duo made the phenomenal growth of the company with the guidance of Shaich, the revenue of Panera bread rose wine from franchise of 419 shops, the average annualized unit volumes (AUVs) increased from 9.1% to 12% a well but in the neat year the increase slow down from 0.2% to 0.5%.\r\n before it became a very successful company, there was Au Bon Pain which was purchased by Louis Kane in 1978. The bakery confront a $3 million in debt era struggling with 13 stores bu t 10 was come together down. Ronald Shaich came into the picture when Kane was about to declare bankrupt. Shaich who owned a bakery: Cookie Jar merged together with Au Bon Pain in 1981 these was to help the wander in the morning. The two expanded the business and diminish the debt between 1981 and 1984.\r\nIn 1985 Au Bon Pain became a place for urban folk who were tired of fast food. By 1991 Kane and Shaich took the company public and had 200 stores and $183 million in gross sales. The duo continued expanding by acquire over St. Louis Bread Company from Ken Rosenthal, which had 19-store bakery café in St. Louis area. While Au Bon Pain was focal point on making St. Louis bread a discipline brand the expansion of the urban outlet had operable problems and had a debt of $65 million. Lacking of capital they exchange Au Bon Pain and concentrated on Panera, which the cause that was change to in May 16, 1999, being debt remedy the cash allowed expansion of the bakery cafe sto res.\r\nIII. flowing SITUATION\r\nIII.A. CURRENT PERFORMANCE\r\nPanera has been experiencing rapid growth under the leadership of Ronald Shaich. Under his guidance, Panera ‘s check system wide revenue rose from $350.8 million to $ 977.1 million in just 3 years from year 2000 to 2003 respectively. This rapid growth is caused by the new unit expansion of 419 bakery-cafes from 1999 to 2003. However as the year passed by, the company’s system wide sales & average annualized unit volumes began to decline. The growth rate has slows down for Panera. To continue growing, Panera will need to acquire new strategies, initiatives and new unit growth.\r\nThere are 2 classes of Common well-worn ownership in the company:\r\n(1). Class A Stock with 28,345,754 shares groovy and 1 vote per share.\r\n(2) Class B Stock with 1,761,521 shares outstanding and 3 votes per share.\r\nThe company’s revenues were derived from company-owned bakery-café sales, fresh dough sales to franchisees, and franchise royalties & fees. The replete(p) company revenues rose 28.1% to $355.9million in 2003 compared to $ 277.8 million in 2002. The increase in revenue was due to the origin of 131 new bakery-cafes in 2003.\r\nFrom 2002 to 2003 the bakery-café sales has increased by 25.1% from $212.6 million to $265.9 million. This is due to a full year’s operation of 23 company-owned bakery-cafes created in 2002, the theory of 29 company-owned bakery-cafes in 2003, and the 1.7% increase in comparable with(predicate) bakery-café sales for 2003.\r\nIII.B. STRATEGIC POSTURE\r\n• Mission relation\r\n1. To extend its franchise relationship beyond its online franchises.\r\n2. To doing the best bread In America\r\n3. Panera’s concept was designed around meeting the of necessity and desires of consumers, specially the need for efficient, time saving good and the desire for a high quality dining experience.\r\n• Objectives\r\n1. To make Paner a a nationally dominant brand.\r\n• strategy\r\n1. The concept is to deliver against the key consumer trends, to present a fast casual dining experience.\r\n2. Following a corporate strategy of growth by the compounding of company and franchise efforts.\r\n3. Providing varieties of new and healthier menus to allow for the market segments.\r\n4. Testing prototypes for product development.\r\n5. Improving the boilers suit operating systems, design and real estate.\r\n6. Participating in the local community charity.\r\n'