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Opportunity
Opportunity Opportunity Opportunity Opportunity Opportunity Opportunity None
2
5 4 4 3 1 2
Sociocultural
Opportunity
0.2
0.01
0.2 0.1 0.03 0.01 0.02
0
4 2 4 5 4
0
0.8 0.2 0.12 0.05 0.08
No expansion in foreign markets opened average 83 new stores each year no data Rated best in tech mags for free offering accurate inventory tracker main product offering
Threats long term leases selective locations hitting the mark with consumers Quality product no negative outcomes at this time concern could have negative inpact on image and financial burden on buyback questionable variable factor questionable variable factor
Real Estate costs Competition with other specialty foods and casual dining restaurants litigation for product defects
4 4 3
Franchise failures Food costs rise Distribution costs rise Total Scores
3 4 4
1. North American market mature and global market maturing - consumers demand alternative to the typical fast food agenda as well as different type of dining. 2. Industry is expanding globally as North American firms continue to expand internationally 3. Restaurant continues to grow in pleasing the customer with more of an experience than typical fast food and consumer desire a different style food and dining 4. Rivalry High. Chipotle, Einstein Brothers , Starbucks are all major companies in competition as well as fast food chains and other fast casual chains. 5. Buyers Power Low. The menu and processes of creating the food is ever changing 6. Power of Other Stakeholders Medium. Only on member of the board was internal the rest were outside the company they received a onetime grant for stock options. 7. Distrubtors Power Low. Owned their own facilities for making all there fresh goods and has only three main suppliers 8. Threat of Substitutes Low. Due to fast casual dining experience. 9. Entry Barriers Low. New entrants unexpected due to dining experience.
Realized the quality of employees is critical to a successful and unique company. (S) Invested in training programs to ensure quality of its operations. (S) Provides employees with stock ownership opportunities. (S) Rewards well managed and successfully operated locations with bonuses for managers as well as ownership of minority interest in a bakery-cafe. (S)
The essential ingredient: Panera Care. Warmth and caring are the fundamentals of Panera Bread culture. (S) Corporate culture is based on founder Ronald Shaichs commitment to doing the best bread in America; quality, tradition, specialization, leadership, caring for employees & family, customers, and the community. (S) Good employee relations with high retention rates. (S) One of the top ten fast food chains rated excellent for Quick Track studies according to Sandleman & Associates. (S) All 1,453 Company owned and franchise-operated bakery cafes in 40 states and Ontario, Canada adhere to Panera Bread Culture. (S)
IFAS Table
Internal Factors
Weight
Rating
Weighted Score
Comments
Strengths Great Corporate Culture 0.2 5 1 Internal Integration and Team cohesiveness.
0.25
4.5
1.13
Experienced Managers/Leadership
0.15
3.5
0.53
0.2 0.2
4 5
0.8 1
High rentention rates & employee satisfaction. Great benefits and career advancement opportunities. Warm comfortable atmosphere, free WiFi & Newspapers.
Total Scores
4.46
http://www.ers.usda.gov/Publications/
WRS0801/WRS0801.pdf