Taco Sams Case Study

“Taco USA: How Mexican Food Became More American Than Apple Pie” was written in 2012 by Gustavo Arellano, a prolific food author for the Orange County newspaper OC Weekly. This article originally appeared as an online publication in Reason Magazine. Arellano has written books about Mexican food and its role in the American experience. His writings explain how this genre of cuisine has evolved and transformed as it has spread geographically throughout the United States. Growing up in Orange County California with two Hispanic parents, Arellano experienced firsthand the transformation of traditional Mexican dishes into the tex-mex that most American families are familiar with today. The online news site, Reason Magazine, originally published this article to accommodate to an audience of readers who want to be informed but also entertained by the news. These readers care about what is happening in society but are not considered scholars on the topics presented. Although the readers of Reason Magazine might not have any formal knowledge about food and its role in culture, all of them have experienced the importance of a meal in their everyday lives. The author uses the experience and background of his audience to show them the importance and prevalence of Mexican food in the American culture. In “Taco USA” Arellano uses personal stories, ethnic language, and historical information to show his

In order to distinguish itself from competitors, especially Qdoba doesn’t want to be “me-too Chipotle”, Qdoba redesigned everything includes in-store layout, new branding, and personalized service. For example, Qdoba has colorful and artistic design on the wall, seating and washroom, which creates strong visual effect of Mexican culture and makes customer feel casual and happy. As we know, Chipotle is the King of burrito, however Qdoba choose to promote variety tacos to develop it’s competitive advantage. Qdoba launched a set of six Knockout tacos on October 27th, 2015, which enriched Qdoba’s menu items and provided more options for customers. Also, Qdoba’s employees with new designed uniforms are encouraged to speak their recommendations and provide more human touch services not machine-like assembly line. “The worst thing you could hear is as server who says everything’s good.” said John Cooke, VP, menu strategy and innovation at Qdoba. Furthermore, Qdoba introduced a kid’s menu and has 24 open hours for some locations to satisfy more customer needs.

America is known for it’s ability to combine many different cultures and backgrounds together to make a great nation, it is even more famous for doing this with food. The United States is known for its fast food industry. With this also comes a blend of various food with an American twist. One example is the well known and popular fast food restaurant Taco Bell. While Taco Bell is not labeled strictly as Mexican food, I believe it draws enough inspiration from traditional Mexican cuisine that it should be judged on the regular Mexican food standard. If a person were to compare the “Mexican” food served at Taco Bell to traditional Mexican dishes, people would find the Americanized versions severely lacking. Taco Bell ignores many popular and more traditional dishes, it also does not use many common ingredients that have become a Mexican food staple such as fish, and - the biggest travesty of them all-Taco Bell greatly misuses salsa.

Chipotle is facing numerous challenges due to the fact that E. coli outbreak which requires the corporation from the key stakeholders to keep it under control and apply the new food safety protocols which can aid to bring the regular customers back. Although the main cause remains a mystery, Chipotle’s E. coli outbreak has been authoritatively declared officially over by the experts. However, since the poisoning outbreak, the impact of the reduced number of customers affects the profit which the company used to enjoy before such eventuality (Scholes 27).

“You haven’t been to Chuy’s? You need to go!”, the question the Minnesotan now living in the heart of Texas heard plenty of times during the first week of moving in. Just driving down one road in Waco, a copious amount of Tex-Mex restaurants can be seen, and I was curious about what made Chuy’s the one I needed to go to. It was obvious there was only one way to find out. Before jumping in the car, I knew that I needed to have a variety of standards that I was looking for so I could answer my question. In order to full compare Chuy’s to the many other surrounding restaurants, I established the following criteria: authentic tasting Tex-Mex food; friendly, yet efficient service; and a creative, original, and fitting atmosphere.

Last week, Stanford University announced a plan to cover tuition costs for more accepted students. Tuition typically runs around $46,000 per year. The school said that 77% of its undergraduate students currently graduate with no student debt. However, the goal is to create a more accessible education.

Taco Bell Corporation’s Director of Public Relations has in the last few hours received a phone call from the company’s Government Relations Team. The Government Relations Team has learned that a special interest group known as “Friends of the Earth” will be releasing information on Monday September 18, 2000 to the Washington Post. This press release will be implicating the Taco Bell labeled taco shells which are manufactured, distributed, and sold by

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

Ms. Meister was interviewed July 28, 2016 at the Panera Bread Company located on Missouri Avenue in Jefferson City, MO and stated the following: She reviewed her written statement and finds it to be complete and accurate.

In the American food industry, customers have been caught between seeking fast service and seeking healthy choices. Customers are often forced to choose one another as many restaurants lack the flexibility for customers to enjoy both of these demands. One restaurant that’s goal has been to meet both of these crucial customer demands is Chipotle. Chipotle is a Mexican-food based restaurant that strives to offer a fast-service experience for its customers along with high quality and healthy ingredients. For the last twenty years, Chipotle is one of the fastest and biggest growing restaurants in the United States. Chipotle’s stock has been public as of 2006 (Market Watch 1). As of last year, Chipotle currently has 2,250 restaurants in the US (Market Watch 1). While Chipotle has undoubtedly been one of the most successful restaurant chains in the US over the span of the last twenty years, Chipotle’s stock has significantly dropped due to the recent E Coli infection that seeped its way into Chipotle ingredients last year. As a result, Chipotle’s sales has suffered with its yearly revenues dropping from 4.5 billion dollars in 2016 to 3.9 billion dollars (Market Watch 1). While it is easy to see why Chipotle has fallen off with customers due to the E Coli breakout, it is also easy to see why Chipotle has succeeded and become a fixture of success in the food industry. This paper will provide an objective focus on the internal structures that have turned Chipotle into one of the most successful restaurants in the US by looking at Chipotle’s plans and marketing strategy, organization and leadership.

An important aspect of Panera Bread’s business is its product niche—artisan fast food, also termed “fast casual”. This niche protects the company from direct competition in the fast food industry as well as the casual

In 1993, AU Bon Pain Company purchased the Saint Louis Bread Company. In 1995, top management at Au Bon Pain instituted a comprehensive overhaul of the newly-acquired Saint Louis Bread locations. The overhaul included altering the menu and the dining atmosphere. The vision was to create a specialty cafe anchored by an authentic, fresh-dough artisan bakery and upscale quick-service menu selections. This acquisition proved successful for Au Bon Pain. Between 1993 and 1997, average unit volumes at the revamped locations increased by 75% and over 100 additional locations were opened. In 1997, the bakery-cafes were renamed Panera bread in markets outside of St Louis. The Panera business plan had worked well and management concluded it had broad

Mission – By delivering uniquely flavored Mexican style food at budget prices, Taco Bell seeks to establish an international presence over the next 5 years. The current international fast food markets in Asia, South America, and Africa are dominated by American style fast food which leaves considerable opportunity for competing styles of cuisine, Taco Bell will use an aggressive marketing plan and develop a supply chain network that will enable rapid growth in overseas markets. Newly established restaurants will be able to supply local communities with quality meals at competitive prices while simultaneously creating value for shareholders.

Fast food company’s pride themselves on making orders and food in a timely fashion as well as providing high quality food and an atmosphere for all, but what happens when a huge crisis happens and it ends in lawsuits. In this article, I will discuss Taco Bell’s 2006 E. coli crisis and how it came to be a crisis for the company. Next I will discuss some of the actions Taco Bell took to manage the crisis once it escalated and how the company approached to handle the crisis. In other words, did they do it great or poorly. Lastly, I will discuss how certain theories relate to this E. coli disaster that affected dozens of people and hurt business.

I met up with Mao Yang and her Assistant Manager Arnold. This time I asked about the safety aspects and how employees are trained. I also spoke with serval employees about how they felt about the safety of the store.