What Does The Data In Case Exhibit 7 Reveal About Panera Breadã¢â‚¬â„¢s 3 Business Segments?

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Week 3 Case Assay Panera Bread Panera Bread...

Week 3 Case Analysis Panera Bread Panera Bread Company in 2015 – What to Do to Rejuvenate the...

Week three Case Analysis Panera Breadstuff Panera Bread Company in 2015 – What to Do to Rejuvenate the Company'southward Growth? Before showtime this exercise, you will need to read the Panera Breadstuff example. You will as well demand to review the belittling tools and concepts in Chapter 4 and the five generic competitive strategies in Affiliate v. The following questions will be covered in this exercise. 1. What are the key success factors for a eating house chain that operates in the fast-casual segment of the eating house industry? ii. What does a SWOT analysis reveal nearly the attractiveness of Panera Staff of life's situation and future prospects? three. What are the primary components of Panera Staff of life'southward value chain? iv. What are the chief elements of Panera Bread's strategy? 5. Which one of the five generic competitive strategies discussed in Chapter 5 most closely approximates the competitive arroyo that Panera Bread's is employing? 6. What does the information in case Exhibit 1 reveal almost Panera Bread's financial performance? seven. What does the data in case Exhibit two reveal about Panera Bread's operating performance? 8. What does the information in case Exhibit vii reveal most Panera Bread's three business concern segments? one. Show correct answer What are the fundamental success factors for a restaurant chain that operates in the fast-coincidental segment of the eating place manufacture? Select "truthful" for the fundamental success factors listed beneath that are accurate and choose "fake" for those that are not. 1. Pricing that customers deem to be reasonable. 2. A express number of menu selections, all with depression-cost ingredients. three. Capabilities in creating practiced-tasting recipes for menu selections that tin can exist prepared cost-effectively and with consequent quality by the kitchen staffs at multiple eatery locations. 4. Pricing that enables a customer to dine for lunch for under $vii.50 and to dine for dinner for under $10. 5. Strong capabilities in restaurant operations and eatery management. 6. Using fresh, all-natural and organic ingredients in all menu dishes. 7. An appealing bill of fare that is somewhat distinctive from rival restaurant bondage and that is periodically refreshed with new selections. eight. Innovative and unique menu selections that are non available at any rival restaurants. ix. Providing customers with a satisfying (preferably enjoyable) dining experience. 10. A nationally known brand proper noun. 11. A customer loyalty program. 12. Convenient and desirable location. 2. Show correct answer A. Which of the following accurately characterizes Panera'southward resource strengths and competitive capabilities? In order to assess Panera's strategic options, it will help to identify the system's internal strengths and weaknesses, and external opportunities and threats. Review the information on SWOT analysis in Chapter 4 to aid yous respond the parts of this question. Select "yep" for those strengths and capabilities below that are accurate and choose "no" for those that are non. 1. An bonny and appealing menu, with high quality nutrient at a good price (the visitor delivers good value for the money) 2. Carte du jour offerings for the more health/weight-conscious diner 3. Bread-blistering expertise, with artisan breads as a signature production 4. A more well-known brand proper name than some rivals, such as Applebee'southward and Starbucks. 5. The nationwide leader in the bakery-café segment 6. High ratings in customer satisfaction studies vii. A good make name that management is continuing to strengthen 8. The company's capabilities to profitably produce fresh-dough and other products for Panera'south baker-cafés 9. Comparable baker-café sales pct increases at both company-endemic outlets and franchised outlets were college in 2013 vs. 2012 10. Regional facilities and fleet of temperature controlled trucks that supply fresh bread and bagel dough (forth with tuna, foam cheese spreads, and certain fresh fruits and vegetables) to visitor-owned and franchised stores 11. The company'south backward vertical integration into dough-making and other products that are supplied to Panera bakery cafés are a source of turn a profit equally well as a factor in helping differentiate Panera's menu offerings 12. Summit direction in February 2014 indicated that it was expecting 2014 stellar sales gains of 7 to 9 percent at Panera bakery-cafés open at least one yr, well to a higher place the percentage gains in each of the by three years thirteen. Off-premise catering capabilities, extending the company'south market place attain xiv. The fiscal strength to fund the company's growth and expansion without burdening the company's residuum canvass disproportionately with debt, with essentially no long-term debt on its residuum canvass B. Which of the post-obit accurately characterizes Panera's resource weaknesses? Select "aye" for those resources weaknesses beneath that are accurate and choose "no" for those that are not. one. A less well-known make proper name than some rivals, such every bit Applebee's and Starbucks 2. Depression ratings in client satisfaction studies 3. Comparable baker-café sales percentage increases at both company-owned outlets and franchised outlets were lower in 2013 vs. 2012 4. Lack of carte du jour offerings for the more than wellness/weight-conscious diner 5. Lack of competitive dinner menu offerings vi. Tiptop management in February 2014 indicated that information technology was expecting 2014 sales gains of just 2 to iv percent at Panera bakery-cafés open at least one yr, beneath the percentage gains in each of the past 3 years C. Which of the following are bonny market opportunities for Panera? Select "yes" for the listed opportunities below that are authentic and choose "no" for those that are not. one. Open more outlets, both company-owned and franchised, in the U.S. and, to a lesser extent, Canada ii. Open up growing numbers of Panera Bread locations outside the U.S., as marketplace opportunities in the U.S. brainstorm to dwindle three. Vertically integrate backward into dough-making 4. Begin offer off-premise catering sales. D. Which of the following represent external threats to Panera's future well-being and future business organization prospects? Select "yeah" for the external threats beneath that are accurate and cull "no" for those that are non. one. The sluggish ho-hum-growth economic surround in the The states 2. Rivals begin to imitate some of Panera's menu offerings and/or dining ambience, thus stymieing to some extent Panera's ability to clearly differentiate itself from rival chains 3. The very low barriers to entering the concatenation-concept fast-casual eating house segment with nationwide restaurant locations—it would exist easy for a competitor to copy what Panera is doing and rapidly become successful at it. four. New rival eating place chains grab the attention of consumers and describe some patrons away from Panera—in other words, competition from other restaurant chains (either those in the fast-casual segment or other restaurant categories) becomes more than intense v. Panera Bread begins to saturate the marketplace with outlets, such that information technology becomes harder to find bonny locations for new stores and the visitor'due south growth slows E. Considering all four SWOT lists, which of the following best characterizes the attractiveness of Panera's overall situation? Select "yes" for the statements below that are authentic and choose "no" for those that are non. one. Panera has some formidable resource strengths/competitive assets and few resource weaknesses/competitive liabilities. 2. Panera seems to accept acceptable market place opportunities to go on expanding the number of locations in the U.Southward. for some number of years. 3. Panera'south resource weaknesses are more than numerous than its resource strengths and disqualify it from building a sustainable competitive reward over rivals. 4. Panera'due south external threats are, on the whole, modest. five. Panera'southward overall state of affairs is attractive and its future prospects seem very promising—bold that management can successfully combat the smaller gains in sales revenues at both company-endemic and franchised bakery cafés. half dozen. Panera is running out of bonny market opportunities, thus limiting its futurity growth in revenues and profits. vii. Panera has plenty of growth opportunities it tin can pursue for several years to come, and it seemingly has the resource strengths and capabilities to pursue them. viii. Panera is confronted with serious external threats that will very likely impair the company's future growth and profitability iii. Evidence right answer What are the chief components of Panera Breadstuff's value chain? Select "true" for the components listed beneath that are primary components of Panera Bread's value chain and choose "false" for those that are not. ane. Finance and bookkeeping activities 2. Marketing and make proper noun building three. Designing, locating, and opening new restaurants 4. Hiring and training new employees for company-operated restaurants v. Carte du jour development, recipe creation, and recipe testing 6. Franchise operations 7. Customer relations eight. Performance of company-endemic bakery-cafés, including catering activities nine. Outsourcing activities 10. Production and distribution of fresh dough and other products to bakery-cafés and other supply chain activities xi. Cost analysis and pricing activities iv. Show correct answer What are the main elements of Panera Breadstuff'due south strategy? Select "true" for the possible strategy elements below that really are office of Panera Bread's strategy and choose "faux" for those that are not. 1. Abound the business concern by opening both company-endemic and franchised outlets. Offer an appealing selection of artisan breads, bagels, and pastry products that are handcrafted and baked daily at each café location. 2. Serve high-quality food at prices that represented a good value. 3. Provide full table-service to all dine-in customers and train servers to exist courteous, capable, and efficient. iv. Provide courteous, capable, and efficient client service. 5. Blueprint bakery cafés that are aesthetically pleasing and inviting. six. Offer patrons such a sufficiently satisfying dining experience that they are induced to return once again and over again. vii. Learn other fast-coincidental restaurant chains that have strategies and menus similar to Panera Staff of life's and rebrand them as Panera Staff of life restaurants. eight. Have a distinctive menu that positioned Panera Breadstuff to compete successfully in multiple segments of the restaurant business concern by drawing customers from breakfast through the dinner hours each day. 9. Regularly review and revise the menu to sustain the interest of regular customers, satisfy changing consumer preferences, and be responsive to various seasons of the year. x. Include healthy, nutritious items on the menu and employ organic and natural ingredients in recipes and unbleached flours in some bread selections to assistance attract the growing numbers of health-witting, nutrition-conscious consumers. 11. Add together 5 to 10 calorie-free entrée dishes to the carte du jour that will draw in significantly more patrons for evening dinner hours. 12. Promote and abound the MyPanera Loyalty Program to reward frequent customers. xiii. Create a signature café design with inviting ambiance; make the experience of dining at Panera then attractive that customers will be willing to pass by the outlets of other fast-coincidental eating house competitors to dine at a Panera Bread bakery-café. 14. Direction wanted Panera restaurants to be viewed past patrons as a warm and highly-seasoned neighborhood gathering identify. fifteen. Locate Panera Staff of life units in suburban, strip mall, and regional mall locations. 16. Spend about 75 percentage of the company'south marketing budget on TV advert equally office of a long-term effort to strengthen consumer sensation of the Panera Breadstuff make and the dishes served at Panera's restaurants. 17. Supply dough to all Panera Breadstuff stores, both visitor-owned and franchised, with dough-making operations functioning as a profit center. eighteen. Grow Panera'due south off-premise catering sales and extend its marketplace achieve into the workplace, schools, and parties and gatherings held in homes. xix. Open franchised (but not company-owned) restaurants exterior of North America in guild to conserve the visitor's limited capital letter for utilize in increasing the rate at which more than company-owned Panera restaurants are opened in North America. twenty. Build the Panera Bread brand name and abound consumer awareness of Panera. 21. Open several non-profit "Pay-what-you lot-want" baker-café locations, with the intention of enhancing Panera'south paradigm as a socially responsible eatery enterprise. 5. Evidence correct respond Which i of the five generic competitive strategies discussed in Chapter v most closely approximates the competitive approach that Panera Bread is employing? A broad differentiation strategy 6. Award: vi.94 out of 12.50 points Bear witness correct answer What does the data in instance Exhibit 1 reveal virtually Panera Bread'due south financial performance? Select "true" or "imitation" for each of the following statements concerning the data in case Showroom 1. Use the key fiscal ratios in Chapter 4 to assist you lot in performing calculations to decide whether the statements are true or false. In add-on to the financial ratios, you will besides need to calculate chemical compound average growth rates (CAGR) for sure financial measures. The formula for computing CAGR (in percentage terms) is as follows: CAGR % = [catastrophe value ÷ commencement value] 1/north – 1 × 100 (where n = the number of twelvemonth-to-yr or flow-to-flow changes) 1. From 2009 through the terminate of 2014, Panera Breadstuff'due south bakery-café sales at company-endemic restaurants rose at a CAGR of 12.iii% and total revenues rose at a CAGR of 11.two%. The CAGR in Panera's bakery café sales since 2009 has been a robust 19.2%, with total revenues ascension at a CAGR of 17.4%. two. Franchise royalties and fees are upward from $78.4 million in 2009 to $123.7 million in 2014, a CAGR of 12.15%. three. Fresh dough and other production sales to franchisees have grown from $121.9 million (ix.0% of total revenues) in 2009 to $175.1 million (6.9% of total revenues) in 2014, a CAGR of 9.five%. 4. Net income was upwardly from $21.3 one thousand thousand in 2002 to $196.ii million in 2013, a CAGR of 29.4%. five. EPS is up from $0.71 per diluted share in 2002 to $vi.81 per diluted share in 2013, a CAGR of xviii.8%. 6. Net greenbacks provided by operating activities rose from $214.9 million in 2009 to $335.1 meg in 2014, a CAGR of eleven.vii%. vii. Panera'southward electric current ratio declined sharply from 1.7 in 2012 to 1.00 in 2013. 8. Full labor expenses were higher in 2012 and 2013 compared to 2011 and 2009. nine. Panera had healthy gains in ROE in 2014 (24.4%) and 2013 (28%) versus 2009 (14.4%). seven. Show correct answer What does the data in case Exhibit 2 reveal about Panera Bread'south operating performance? Select "true" or "false" for each of the following statements concerning the data in example Showroom 2. Use the key financial ratios in Chapter 4 to assist you in performing calculations to decide whether the statements are true or false. In addition to the fiscal ratios, yous will too demand to calculate compound average growth rates (CAGR) for certain financial measures. The formula for computing CAGR (in percentage terms) is as follows: CAGR % = [ending value ÷ start value] 1/northward – 1 × 100 (where northward = the number of year-to-year or period-to-menstruum changes) i. Revenues at company-operated stores take risen from $212.six million in 2009 to $two,108.9 million in 2013, a CAGR of 19.2%. ii. Revenues at franchised stores accept risen from $1640.three million in 2009 to $2282.0 billion in 2014, a respectable CAGR of 6.8%. 3. System-wide shop revenues have risen from $755.2 1000000 in 2009 to $4,284.1 million in 2013, equal to a 17.ane% CAGR. four. Average annual revenues per company-operated bakery café take risen from $one,764,000 in 2009 to $2,483,000 in 2013, a decent CAGR of v.06%. 5. Average annual revenues per franchised bakery café have risen from $two.109 million in 2009 to $ii.455 million in 2014, a CAGR of three.12%. 6. Comparable bakery café sales percentage increases (which refers to the rate at which sales at existing baker-cafés are growing in one case they have been open a year or more) at both company-endemic and franchised baker-cafés rose strongly each year from 2011 to 2012 compared to 2009, however, the growth rate for both fell sharply in 2014. 8. Show correct answer What does the data in case Exhibit 7 reveal about Panera Staff of life's three business organization segments? Select "truthful" or "false" for each of the following statements concerning the information in instance Showroom 7. 1. In 2013, revenues from franchise operations were $112.vi 1000000 and operating profits from this business segment were $106.four million—equal to a terrific 94.4% profit margin. 2. The operating profit margins for the franchise operations segment in the two prior years were quite impressive—93.4% in 2012 and 92.8% in 2011. 3. In 2014, revenues from franchise operations had risen to 123.7 one thousand thousand with operating profits of 117.8 million—equal to a terrific 95.two% profit margin. Hence, standing to open more new franchised stores is quite of import to the visitor'southward bottom-line and overall financial performance. 4. The lion's share of Panera Breadstuff's revenues and profits come from its franchise operations. v. Fresh dough and other product operations are a distant tertiary among the iii business organisation segments in contributing to companywide operating profits—$22.9 million in 2014, $21.3 million in 2013; $17.seven 1000000 in 2012, $20.0 million in 2011. Merely, the business of supplying franchisees with fresh dough and other products is definitely a profit-maker for Panera—signaling that its backward vertical integration strategy is a assisting success. 6. Operating turn a profit as a % of revenues were highest for franchise operations (95.2% in 2014, 94.5% in 2013, 93.five% in 2012, 92.8% in 2011), 2d highest for company-owned bakery-café operations (equal to 17.nine% in 2014, 19.6% in 2013, 20.2% in 2012, and xix.iii% in 2011), and tertiary highest for fresh dough and other products operations (half-dozen.ii% in 2014, half-dozen.1% in 2013, five.7% in 2012, and 7.iii% in 2011). seven. Operating profits for the fresh dough and other products business organization segment as a percent of avails invested in the fresh dough and other products business segment has been unacceptably small from 2009 to 2013—a clear indicator that Panera Staff of life management should consider getting out of this business organisation and obtaining its requirements for these products from outside suppliers. eight. The company's capital expenditures totaled $192.0 million in 2013, of which $153.6 million (or 80.0%) was for company bakery-café operations (presumably about of which was allocated to investments in opening new company-operated cafés). 9. Capital expenditures increased in 2014 to $224.two million, with 75% for company bakery-café operations.

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