Amy's Bread Case Study

about what is happening with her company, has broad interests and has a vibrant imagination.

Much will depend on the quality of the products or services. How we deal with customer enquiries or complaints can be just as important.

concerned about risking her life savings on a venture that might not succeed or become profitable enough.

The existing compensation plan definitely create additional pressure on Forthright and create extra incentive for her to sandbag

services now? With the lack of understanding the shift in incentive I feel the employees will

Characterize the dominant strategy used for each of Janet’s production plans, and provide a brief summary of the strengths and weaknesses of each.

The purpose of this memo is to offer a recommendation in the restructuring of Interstate Bakeries. This advice has been initiated at the request of company CEO James Elesser so that he can better ascertain which option, filing for bankruptcy or seeking further mergers and acquisitions, would be the best direction to take to counteract flailing profit margins. This is an independent recommendation made from researching the company’s financial history as well as the company’s product portfolio and market segments.

Bread for the City is more like a network organization. The networked organization is one that connects together by informal networks and the demands of the task, rather than a formal organizational structure. The network organization prioritizes its “soft structure” of relationships, networks, teams, groups and communities rather than reporting lines. It is more a statement of intent to get things done flexibly rather than to rely on structure. “George A. Jones has been Chief Executive Officer of Bread for the City (BFC) since January 2, 1996. This non-profit organization tends to reach out and network with other organizations to gain funding and to run the operations of the organization and to achieve its goals. Its senior staff consists

With respect to staffing, I found that I initially had trouble serving customers quickly enough during peak hours. Customers dissatisfied with their queue times often left the store, resulting in lost sales.

The Panera Bread Company is starting 2007 with unfinished goals and missed targets previously set and a review of their strategy is in order to continue their ongoing success. The company has grown substantially since its inception in the competitive restaurant industry; however, an aggressive target of 2,000 Panera Bread bakery-cafes will require a focused strategic plan. The company has a strong base with loyal customers who appreciate Panera’s unique dining atmosphere with a focus on quality products at a reasonable price. Panera will need to continue its market research and focus on environmental issues, which are an important core value. The opportunity for

Divided into three classes of membership, At the time of the May 2010 annual meeting, the Board consisted of six members. The board has established three standing committees, each of which operated under a charter approved by the Board.

2. Continue being a nationally recognized brand name and dominate restaurant operator in the specialty bakery-café segment.

The company had ambitious objectives with their own retail units, having as an objective to open three hundred stores, but the company realized that retail stores were a distraction to management making harder to focus in their core business and damaging the relationship with their main retailers, making clear that the company was struggling on creating profits in products that were not part of their core business, the strategies and objectives needed to be adjusted in order to turnaround the decrease in sales and profits of the

Now the organisation is looking at taxes and fuel costs rising a problem mentioned in the case study. This problem is related to two other problems which is lack of staff communication as well as transportation as they are the key aspects in making profit in an organisation. The work flow of the staff and whether the products are delivered on

As a result of not following procedures in carrying out one’s core duties lies problems, and as a result of these problems a company thus faces the consequences of failing to suitably develop and deliver its core and supplementary services to customers. Therefore, being able to properly identify a company’s core problems it is inevitable to highlight the effects of these problems. After identifying the problems the organization faces it is only admissible to provide the recommendations to rectify these problems.