Pret a Manger

Discover more hidden opportunities from existing operations, by adding value to the product, and improve training the staff

A key aspect of Panera Bread’s business that protects the company from direct competition in the fast food industry is their product niche, artisan fast food. Fast food chains are often criticized for offering unhealthy foods. But, Panera Bread focuses on a higher nutritional value in their products. Dine in restaurants are very susceptible to drops in consumer spending, so Panera Bread’s

3. Describe Family Dollar’s competitive advantages and disadvantages with respect to competition from conventional supermarkets and box stores.

Nevertheless, the majority of customers are very satisfied with the amount of serving along with the quality of their meal as well as the price paid. The strategy of being a low priced high value added has seen problems due to lack of customers which is affecting the bottom line drastically. This inevitable circumstance has put a hold on operations and started an investigation upon various neighboring competitors and their own strategies.

The generic competitive strategy that Panera best fits is broad differentiation. This is primarily because Panera sought to be the first choice for patrons looking for fresh-baked goods, a sandwich, soup, a salad or a beverage in a pleasing environment. In this platform Panera has set their eyes on people who may not necessarily be looking for an expensive meal, but might also not want cheap, fast food but instead are looking for a fresh meal that can be enjoyed in a relaxing environment. In this Panera is looking for a

Since customer retention is one of the most important domains over which brands compete, I have a keen interest therefore to study in detail how renowned brands, such as McDonald food chain use such strategies to remain successful in the industry.

Question 1: Assuming Bachand’s proposed system is accepted; compare the profitability of a franchised PK store to a corporate-owned store.

In other words, prêt a manger identifies the culture of the place and make products that suit the culture. As an example, Prêt offers its customers in the UK a wide range of sandwitches, and croisants. Where as in the US, they offer a wider range of soups and Bagels to cater for the society’s taste. This is an important step in its international marketing. Prêt operates in food industry and because food is culture-bound, adaptation is highly recommended (Lee and Cater, 2005).

Panera Bread’s intention is “to make Panera Bread a nationally recognized brand name and to be the dominant restaurant operator in the specialty bakery-café segment.” Panera experienced competition from many numerous sources in its trade areas. Their competition was with specialty food, casual dining and quick service cafes, bakeries, and restaurant retailers, including national, regional, and locally owned. The competitive factors included location, environment, customer service, price, and quality of products. Panera learned from its competitors, none of its competitors had yet

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

As a result, Panera’s “fast casual” niche (between casual dining and fast food) contributes to its relative success; this positioning allowed it to avoid discounting wars and maintain its margins by attracting customers with a higher quality product perceived to be a good value for the money.

EXECUTIVE SUMMARY This report provides an in-depth analysis of the conduct of a market research project exploring customer expectation, satisfaction and behaviour in relation fast food restaurants. Particular attention is paid to Subway restaurants outlining the key strategies needed in order to increase popularity and therefore visitor numbers.

Subway Sandwich, as presented in the Case Study presented in the Marketing Management MGT 551 class, is an undisputed market leader in a segment that is “firmly established as a nationwide food item for which there is plenty of room in all areas” (University of Phoenix, 2008). However, with a growing competition, changing consumer trends and increased product specialization, Subway’s real strategic marketing challenge is to be able to develop and maintain a differential advantage while sustaining sales growths and profitability.

Pep Stores experienced several critical moments that brought their competitive position changed. According to De Wit and Meyer (2010) “competitive advantage is rooted in a unique business system, whereby the resource base, activity system and product-market position are all aligned to provide goods and/or services with a superior fit to customer needs”. Although Pep had great competitive advantage base, Pep’s leader was required to change their business strategy to sustain due to some factors. Mostly are affected by competitive defendability and environmental consonance factors. (De Wit and Meyer, 2010)

A critical factor to the success of any company is its ability to attract top talent while retaining those already working within the company. Losing employees can have a significant impact on a company’s morale, productivity and overall profit.