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Strategic Audit of Panera Bread

Current situation:

A. Current Performance

B. Strategic Posture
1. Mission
2. Objectives
3. Strategies
4. Policies
II. Strategic Managers
A. Board of Directors
B. Top Management

III. External Environment
A. Societal Environment
1. Economic
2. Technological
3. Political- Legal
4. Sociocultural
B. Task Environment

IV. Internal Environment
A. Corporate Structure
B. Corporate Culture
C. Corporate Resouces
1. Marketing
2. Finance
3. R&D
4. Operations
V.Analysis of Strategic Factors
A. SWOT
B. Review of current Missions and Objectives

VI. Strategic Alternatives and Recommended Strategy
A. Strategic Alternatives
1.
2.
3.
B. Recommended Strategy
1.
2.
3.
4.
VII. Implementation
A.
B.
C.
VIII Evaluation and Control
A.
B.
C.

Solution Preview

Current situation:

A. Current Performance
The current performance of Panera Bread is excellent. In 2005 the company notched up a growth of 42.9% in profits. In the year 2008 the net income from operations climbed from 57.4 million in 2007 to 67.4 million. In other words, Panera Bread is showing exceptionally high rate of growth during a difficult economy. .
B. Strategic Posture
1. Mission
The company's mission is to have a loaf of bread in every arm.
2. Objectives
The company has the objective of making excellent bread broadly available to consumers across USA.
3. Strategies
The company has the strategy of positioning itself as a fast casual restaurant. It also executes its strategy with efficiency and precision. An important strategy of Panera Bread is to provide an alternative to working at home or at the office. Panera Bread provides free wifi access to its customers. This differentiates Panera Bread from its competitors like Starbucks that charge heftily for internet access. .
4. Policies
Panera Bread has the policy of providing large airy stores and providing a wide menu. This means that the customer can get high quality choice at a location that is attractive and comfortable.

II. Strategic Managers
A. Board of Directors
Ronald M. Shaich, Domenic Colasacco, Fred K Foulkes, Larry J. Franklin, W. Austin Ligon and Charles Chapman III,
B. Top Management
Ronald M. Shaich (CEO and Chairman), Ken Rosenthal and Louis Kane (founder).

III. External Environment
A. Societal Environment
1. Economic: the current economic system in the USA and Canada tends to offer support to those in the lower sections of the society. Moreover, there is little government intervention in the bakery café-business. The currency of the countries in which Panera Bread operates is stable. The financial markets are stable and the banking system can be relied on. The infrastructure quality is satisfactory, the skill level of workforce is excellent and the labor cost is moderate. However, currently, there is recession, the economic growth rate is low, unemployment rate is climbing and the discretionary income is decreasing.
2. Technological:
Panera Bread has been able to make use of technological development in Wi-Fi technology and has been able to provide free internet access at each restaurant. The technological improvements in food preparation and serving impact the industry, Technological developments may help restaurants reduce their costs and value chain structure.
3. Political- Legal
Currently, there is political stability in the countries where Panera Bread operates. In the US and Canada ...

Solution Summary

This posting gives you an in-depth, 1641 word insight into the strategic posture, external and internal environments and strategic recommendations for Panera Bread.

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