Mitchells Fruit Farms: A history of company growth

Mitchells Fruit Farms: A history of company growth Mitchells Fruit Farms Limited is the oldest and most trusted Food Company in Pakistan. Since starting its operations in 1933, the Company has gone from strength to strength, and its wide variety of products has inundated breakfast tables with farm-fresh consumables, straight from its orchards in Renala Khurd products of a high standard, enriching the lives of millions of people with all the goodness of nature for a healthy lifestyle. Today Mitchells family continues to grow, reaching more and more households worldwide with an ever-increasing array of farm-fresh products ranging from thirst-quenching Squashes Syrups; fruity Jams, Jellies and Marmalade; rich Tomato Ketchup savory Sauces; tasty Pickles; refreshingly nutritious Canned Fruits Vegetables; and a wholesome assortment of Candies Chocolate from its wide range of confectionery products. Francis J. Mitchell arrived in Bombay from Scotland at the end of World War I. He had been invited by his brother who was already established in North Western India as a contractor to the government for construction of the railway network in this part of the subcontinent. At that time, when Francis was already an old man of over sixty years, an opportunity came his way in the form of the emerging irrigation system being laid out in the canal colony districts of West Punjab. He was successful in obtaining the lease of 720 acres of agricultural land in the then Montgomery district. The area allotted to him extended for nearly seven miles from Renala Khurd to Kissan, sandwiched between the arterial lower Bari Doab Canal and the Lahore/Karachi railway. He initiated the business of growing grapes for eventual sale as dried raisins and sent his younger son Richard to Australia for training at Mildura which was well known as a centre of specialisation in the field of horticulture. The The company, with Francis Mitchell as its Governing Director and his two sons Leonard and Richard as Directors, was incorporated in 1933 and given the name Indian Mildura Fruit Farms Ltd. The North Western Railway had opened to traffic a few years before the acquisition of the land by the Mitchell family. Francis Mitchell was asked by the railway authorities to propose a name for the adjoining station. Hence the word Kissan which subsequently became a familiar brand name. The trial planting of grapes, which began in 1921 and lasted until 1924, unfortunately did not prove to be a success. The vines suffered serious damage from pests during the rainy season, just when the grapes needed dry weather for ripening. The entire plantation was replaced with citrus, which, fortunately, proved to be profitable. The elder son, Leonard, was sent specially to South Africa to look for good rootstock, which was the foundation of Valencia orange trees these are well established on the farms today. With the outbreak of World War II, demand for canned fruits and vegetables for the allied troops, stationed in India, began to grow rapidly. To cost-effectively cater to this growing demand, a factory was established in Bangalore, South India. A new joint-stock company by the name of Kissan Products Ltd. was registered. PHASE II: AFTER INDEPENDENCE As a sequel to Independence in 1947, Indian Mildura Fruit Farms Limited lost nearly 75% of its Indian market. The companys name was changed to Mitchells Fruit Farms (Pvt.) Ltd. and the brand name MITCHELLS became the exclusive property of the Pakistani company. Likewise, the Indian company acquired exclusive use of the KISSAN brand name. Francis Mitchell died in 1933 and his elder son, Leonard, became Chairman. After his brothers tragic death in an air accident, Richard took over the chairmanship in 1949 and continued in this capacity until his death in 1987. The family sold its shares gradually, having inducted Pakistani shareholders in 1957, and retired to Eastbourne, U.K., in 1959. Richards wife, Betty, retained her links with the Company in the capacity of Director until 1991. She died in 1995. COMPANYS INFORMATION SALES The national market, particularly in the major cities was saturated with the imported foodstuff. Although foreign fruit preserves, sauces and drinks were visible on the shelves of the largest stores these were not as abundant as imported confectionery, especially various brands of chocolate. It would appear that much of this merchandise continues to be brought into the country through unofficial channels without payment of imported duties. Despite these unhelpful conditions Mitchells were able to achieve a significant increase of over 10% in the sales of confectionery and succeeded at the same time in recording a marginal growth in our traditional groceries business. CAPITAL EXPENDITURE In the beginning they have invested around Rs.29.76 million in putting up modern automated facility in the form of building and machinery. An independent feeder of supply of electric power directly form the WAPDA grid station together with a new standby generator were commissioned in January 2002.at a cost of Rs.14, 535,652.this should result in considerable savings in power bills. Internal cash generation and bank borrowing have met the capital expenditure bill in full. HUMAN RESOURCE Human Resource has also the pivotal importance for the company. Management and employee skills are constantly being updated through training courses and study tours both at home and abroad. Currently Mitchells is operating with 32 executive staff members along with a big sales and labor force RESEARCH AND DEVELOPMENT The success of Mitchells products, and the taste that has been winning consumers hearts for generations, is the result of the Companys ongoing investment in and emphasis on quality control, reinforced by research and development (R D). Both sections closely coordinate with the Marketing and Exports Office in Lahore where product concepts are initiated and passed on to the R D section for formulation. Once the RD section has prepared samples of new products, the Marketing Division carefully carries out product evaluation. QUALITY CONTROL TRAINING Along with R D, the Quality Control section ensures that all our products live up to the consumers high expectations. From selection of the finest fruits, to processing and packaging, quality control plays a key role in keeping a vigilant and unrelenting eye on every step of the process. The Quality Control staff, with a main up-to-date laboratory, two line-control labs for the Groceries and Sugar Confectionery divisions, and an incubation lab, ensures that there is no deficiency in quality standards during production. As the Company considers its employees its most important asset, management skills are being constantly updated by sending executives on training courses and study tours, both at home and abroad. QUALITY POLICY Mitchells Fruit Farms Limited, is committed to produce best quality products meeting our customers requirements at competitive prices, strengthening our position as a quality managed company. To meet this obligation, the company will continue: 1. Updating of employee skills by training 2. Acquisition of new technology 3. Re-evaluation of its quality control and quality assurance system Management. EXPORTS AND IMPORTS EXPORTS At present, MITCHELLS products are being exported to several parts of the world, including UK, USA, and the Middle East. In future the Company is planning to make MITCHELLS a brand name familiar with households in every part of the world. IMPORTS There are certain Mitchells products that are being imported. For example, we import pineapple from Singapore. Only fruit is imported, the rest of the process is done in our farms. Some of the fruit is imported in the form of pulp such as mango. We do grow mangoes in our farms but due to the increasing demand of mango items we have to import some of the quantity from other countries to meet the demand. Sugar is also imported. PRESENT PERFORMANCE OF MITCHELLS The Company passed a major milestone when it went public in 1993, receiving a record subscription for its shares floated on the market. The year 1998, the 65th for Mitchells, brought another major distinction for the Company; the ISO 9001 accreditation, making it the first food company in Pakistan to achieve the honor. Today in Pakistan, Mitchells is the only major company with fully integrated operations having its own growing and processing facilities at one location. Modern high-volume industrial equipment, professional management and a trained workforce ensure that Mitchells maintains its lead. Fully computerized and inter-linked regional sales offices manage burgeoning countrywide sales, with those in major cities, Karachi, Lahore, Rawalpindi and Islamabad. All the offices are on the Internet/e-mail network ensuring uninterrupted flow of data. Highly qualified executives using modern management tools from the Head Office in Lahore handle commercial, financial and accounting functions. A smooth distribution system with nationwide coverage and consistency of quality have kept the most prestigious national institutions loyal to Mitchells growing product range. These include Pakistan International Airlines (PIA), leading five star hotels and clubs, Utility Stores Corporation, Canteen Stores Department, chains of main stores and established restaurants in major cities. FUTURE PROSPECTS We believe that given the vast agricultural potential of Pakistan, there are bright prospects for the food processing industry, which can helpmeet the nutritional needs of the growing urban population within the country as well as provide a surplus for export. The pre-requisite for such a development is a healthier and expanding economy. We are confident that our company is well placed to derive full benefit for the opportunities as they arise. MITCHELLS OBJECTIVES Mitchells objective is to provide its customer with healthy, innovative and best quality food that will tempt their appetite at all times. Above all, Mitchells also promise convenience variety at affordable prices. VISION AND MISSION STATEMENT 1. To be a leader in the markets we serve by providing quality products and efficient services to our consumers while learning from their feedback to set even higher standards for our products. 2. To be a company that continuously enhances its superior technological competence to provide innovative solutions and superior products as per requirement of the market place. 3. To be a company that attracts and retains outstanding people by creating a culture that fosters openness and innovation, promotes individual growth, and rewards initiative and performance. 4. To be a company which combines its people, technology, management systems, and market opportunities to achieve profitable growth while providing fair returns to its investors. 5. To be a company that endeavors to set the highest standards in corporate ethics in serving society. SITUATIONAL ANALYSIS MITCHELLS Mitchells launched its squashes in the year 1941. Mitchells was the sole player in the field of squashes at that time. They were the first movers in rich fruit citrus. They identified the need of, make to drink product. After the proper customer need analysis consistent screening and evaluation by the Mitchells research and development department a totally new product (squashes) was designed in the form of rich fresh fruit citrus .It was a break through innovation They availed the opportunity and gained the first mover advantage. So they get hold of major market share , and with the passage of time they captured the market knowledge and rare resources Mitchells got the competitive advantage because they had the first mover advantage Fully integrated operations. Specially farm fresh fruits with having their own growing and processing facilities Mitchells had professional management and the trained workforce Mr. Richard got training from Australia Mildura at the initial stage A smooth distribution system with nationwide coverage Right products, quality and reliability. Management was committed and confident Mitchells was the pioneer in the field of squashes, they gained massive market share and achieved the positive word of mouth regarding there products as they are made of fresh farm fruits. Target Market: The target market at the time of launch was up to 60 years of age and the core target was 15-30 years of age. Segmentation: They segmented their product on the socio economic classes focusing on- A, B+ and B. Marketing Strategy: As they had the first mover advantage they utilized it fully and initially promoted squashes by newspapers, posters radio channels. But they mainly invested there resources in building there corporate image . MAJOR COMPETITOR SHEZAN: The company was incorporated in 1964 as a Private Limited Company, with the main objective to set up an industrial undertaking for manufacturing of juices, squashes, sherbets, jams, pickles and preserves from fruits and vegetables. Shezan International Limited was conceived as a joint venture by the Shahnawaz Group of Pakistan and Alliance Industrial Development Corporation of U.S.A. The agricultural background of the Pakistani sponsors induced them to establish this agro-based industry. Today Shezan is the largest food processing unit having developed and installed the capacity to meet the countrys local as well as export needs. While introducing a me too product, squashes the major threat was to compete Mitchells, who already got the major market share by capturing rare resources and already gained knowledge of key factors and issues of the market. It was very costly for Shezan to overtake Mitchells.There was a high risk involved in competing with Mitchells fruit Farm Company. Shezan had the advantage to follow the already set product standards of Mitchells regarding research and development. Shezan had the line of action to grab market share by offering high quality and better taste followed by product variety by analyzing the Mitchells squashes. Target Market: Shezans target market is up to 60 years of age and their core target market is 15-30 years of age. Segmentation: They segmented their product on the socio economic classes focusing on A, B+ and B. Marketing Strategy: Launched squashes in 1968-1969. at that time they promote it by newspapers, posters radio. On radio there was a show with the name HIT BREAK the host name was HAMAD. They used market skimming strategy by offering low prices to capture the market share. SHEZANS COMPETITIVE STRATEGY  ·Initially launched only three flavors of squashes which were ( mango, orange and lemon). But in current market it has 6 flavors  (orange, mango, mix fruit, lemon and lemon barley, pomegranate)    ·Ã¢â€š ¬Ã‚  Shezan was available in 735 ml. glass bottle but now its available in pet bottle of 830 ml  ·Ã¢â€š ¬Ã‚  Complete backward integration in case of this company since it is the only company that has its own sugar mill as well in the name of Shahtaj Sugar Mills, Mandi-bahauddin.  ·Ã¢â€š ¬Ã‚  Shezan has the most developed distribution channels network and therefore it has an advantage of reaching maximum customers throughout Pakistan with the help of small retailers as well as larger retailers  ·Ã¢â€š ¬Ã‚  Shezan owns 60% of shelf space in all of the almost 16,000 outlets of Utility Stores  ·Ã¢â€š ¬Ã‚  Shezan is involved in advertisements and low cost promotional campaigns which makes it a very generic brand name in the mind of consumers when they are out shopping for squashes.  ·Ã¢â€š ¬Ã‚  Shezan is the largest food processing unit having developed and installed the capacity to meet the countrys local as well as export needs.  ·Ã¢â€š ¬Ã‚  Shezan has the highest production capacity as compared to its competitors. MITCHELLS CURRENT STRATEGY Mitchells refreshing Squashes are made from the Farm Fresh Fruits in a hygienic environment keeping in view the health of their valued customers. Mitchells procure raw material from fresh and sun ripened fruits especially grown on their orchards in Renala, they offer a range of energizing natural fruit flavors that promise to liven up your day. Mitchells is the only major food company in Pakistan today with fully integrated operations having its own growing and processing facilities at one location. Modern high-volume industrial equipment, professional management and a trained workforce all combine to ensure that Mitchells continues its dominance as the innovator, market leader and trend setter. In 1998 Mitchells became the first food company in Pakistan to achieve ISO 9001 accreditation, thus becoming more competitive on the international stage also. Squashes has now stagnate growth and product itself is at maturity stage so Mitchells is trying to retain the market share and its loyal customers. Mitchells introduced squashes pet bottles with the quantity 1.5 liter and 810 ml Mitchells squashes are available in seven flavors (orange, mango, mix fruit, pineapple, guava, lemon and lemon barley) Mitchells Diet Squashes are available in eight flavors. Mitchells squashes contain extensive fruit content which is the major differentiation factor. In year 2001 and 2002 they run a biggest campaign for squashes. Mitchells used more than 200 hoardings displayed all over the Pakistan As squashes has stagnate growth and product itself is at maturity stage the company is focusing upon building its corporate image rather than investing solely on squashes advertisements. So they dont want to waste their money on squash ads. Last year Mitchells launched DIET squashes, for NICHE MARKET. POS material of advertisement has only been used to promote it. Mitchells Diet Squashes contain No Sugar and have 90% less calories than Regular Squash Mitchells Diet Squashes are available in two flavors. Diet Mixed Fruit Squash, and Diet Orange Squash Mitchells is using consumer and trade promotion. But mainly focusing on trade promotions. . In Lahore the retailer benefit is 12+1, it means Mitchells give one free bottle to its retailer on the purchase of 12 bottles but on the other side in Karachi the trade promotion policy is 24 + 3 i.e. on the purchase of 24 bottles Mitchells give 3 bottles to its retailers. Thus Mitchells make the use Their unique selling proposition is quality .They never compromise on the quality. Even if they got any complain then they immediately replace it. Mitchelles believes that success of the organization lies in the satisfaction of its customers. Therefore Mitchells has always given first priority to its customers feed back and this they do by the following ways Thorough questionnaire feed back forms Thorough shop keepers Through ISO procedures (CPA, Corrective and Preventive Actions) The feedbacks and opinions of the customers are very useful for them and besides this they study the feedback and try to implement that accordingly. MARKET ANALYSIS The market for Squashes in Pakistan is mainly influenced by branded competitors in this specific product category. These competitors have firm distribution channels.. As a majority of the countrys population is in lower-lower to lower-middle class, this is the reason that people are more price conscious and secondly the also look for the convenience of products due to this reason there is a demand shift observed in the squash industry. The demand of Squashes is now limited only for few months in major areas of country. The Business of Squashes in Lahore is at its peak between May and November So Mitchells play a different strategy as far as region Lahore is concerned but on the other side business in Karachi remains stale and on the same level of graph thorough out the whole year thus Mitchells imply different strategy in terms of Karachi. The reason of this limited demand according to the market analysis is because that you cannot relate squshes with different occasions for example the way red syrup Jam-i-Sheerin and Rooh Afzah are relating themselves to Ramadan and Muharam, another big reason of the limited demand of the Squashes is because of i ts usage which is limited upto a thirst quenching drink but red syrup can be utilized in many ways apart from drinking such as toping, used in milk etc Target market The targeting decision determines which customer group the organization will serve. Selecting good market targets is one of the management most demanded challenges. Mitchells basically design the strategy to target the Social economic class of A B+ grade. But then by the time every class becomes part of their market. There primary focus was A B+ rank but now they target overall market and go for mass market. The reason is from the age group of (3-80) years old people use it as a refreshing and energetic drink. Target approach is being used by the Mitchells in case of Squashes product variety. Here the segments are not clearly defined but extensive target. Target Market Demographics: up to 80 years as target market while core target market includes ages between 15 30. Age: 10 and above Family life cycle: Young, Children, Old people. Psychographics: Middle, Middle Upper, Lower, Lower Upper, Upper class. Benefits: Quality, Rich in taste. Segmentation The concept of one-size-fit-all mass market is no longer relevant. Companies have to define that which segment they are about to target. Few years back, squashes segmentation was on the basis of behioral, life style and usage rate was high but now the potential is not in the market. Even consumption pattern has been decreased due to the entrance of other substitute products. Market needs Talking about the need of market there is a need of those products which are comparatively cheap as well as give ease to consumer. In todays world everyone is in hurry and customer want quick drink and quick food just to save their time. Considering Mitchells squashes need was there few years back when powdered drink and juices and energy drinks were not introduced to the market. So mitchells took the first mover advantage to introduce it though they conducted a research to create a need and capture a major market share at that time. 1. Quality craftsmanship Mitchells never compromise on its quality of fruit. Their squashes have extensive fruit content. There quality remains consistent all the time. 2. innovations As Mitchells company felt that customer are now very health continuous so they introduce DIET SQUASHES last year with the slogan lose weight not taste. But they have introduced it for the niche segments only. They even didnt use promotion activities for these innovations. 3. customer services As each and every company are trying to have good relationship with the customer. So in this regard if they got any complains related to their products they replace it without wasting the time of customer. CUSTOMER SATISFACTION MEASUREMENT: The success of the organization lies in the satisfaction of its customers. Therefore Mitchells has always given first priority to its customers feed back and this they do by the following ways Thorough questionnaire feed back forms Thorough shop keepers Through ISO procedures (CPA, Corrective and Preventive Actions) The feedbacks and opinions of the customers are very useful for them and besides this they study the feedback and try to implement that accordingly. Market trends Trends are changing rapidly, so nobody knows the customer who will buy our product today will buy it tomorrow as well as or not. At this time quashes are in MATURITY stage. The reason is because it takes relatively more time in getting ready instead of other new drinks. So there is still not any hope to create a new market in this industry. The only strategy Mitchells is using just to retain their existing customer and not looking for new customers. Its basically depend that customer is loyal to the product or not. The customers who are heavy users of squashes might not be shift to other substitute because they are loyal to it. Market growth Now there is no more growth in squashes industry due to consumer preferences and other factor is customer are very price conscious now. They want to have instant drinks to save their time but at cheap rates. So market has been shifted due to other drinks like powdered drink, instant drink, juices and red syrup. So now squashes are lying in CASHCOW because it gives money but not further growth. As Mitchells is the pioneer and still leader in the market so contain major share of market so far. BCG MATRIX SWOT analysis of Mitchells Strengths Fully integrated operations Having its own growing and processing facilities Modern high-volume industrial equipment Professional management and a trained workforce A smooth distribution system with nationwide coverage Right products, quality and reliability. Management is committed and confident Weaknesses Customer lists not tested Some gaps in range for certain sectors Customer service staff needs training More budget needed for Human Resource Development Opportunities Mitchells can continue its dominance as the innovator Can maintain its position as market leader Can also continue to be a trend setter International and domestic market expansion Introducing new verities of food products Local competitors have poor products End-users respond to new ideas Can surprise competitors Threats Political instability International Financial crises Challenge of work force diversity Changing technology and concept Legislation could impact Retention of key staff critical Possible negative publicity Market demand very seasonal SWOT analysis of squashes Strength: power of quality which remain consistent. Weakness: price and cost of ingredients used in squashes. Opportunity: can define more segments like introduce squashes in small bottles so reach customer buying power. Threat: all the substitute drinks. Picture of squashes: Competition analysis The competition is very fierce among the competitors so Mitchells always get the first mover advantage and still the leader of market. It has major share in the market. Direct competitors: Shezan squashes Indirect competitor: red syrup, instant drinks Market shares Mitchells 40% Shezan 38% Kinza 11% Others 11% Positioning strategy We provide high price, high quality premium product. Our market share in only Lahore is 30% for squashes. More than 50% of the area of the shelves in the stores is covered from Mitchells squashes. Position: We focus on positioning because it is important for developing the image that our product projects in relation to our competitors products (shezan).   Positioning in relation to a competitor: We place our products directly against the competitors products. this strategy is suitable for us because we have a solid differential advantage against our competitor Positioning in relation to a product class or attribute: We sell our product with the slogan We provide farm fresh quality drink And consider it to be our competitive edge against our competitors and for the same reason we focus on this attribute claiming that since we have our own farms we provide you with the squashes made of fresh fruit. Positioning by price and quality: We consider our squashes to be a premium product. That is high quality, high price. All our customers buy them due to brand loyalty. They know that they are getting something that is worth what they are paying. Marketing mix Product Strategy: It is a consumer product. Initially it was a convenience product but due to the massive demand shift observed in the market the customers are more eager to buy ready to drink products. Sugar Confectionary NEW LAUNCHES: Mitchells Diet Squashes Mitchells refreshing Diet Squashes are made from the Farm Fresh Fruits in a hygienic environment keeping in view the health of our valued customers. Our Diet Squashes contain No Sugar and have 90% less calories than Regular Squash. Mitchells Diet Squashes are available in two flavours.  ·Ã¢â€š ¬Ã‚  Diet Mixed Fruit Squash, and  ·Ã¢â€š ¬Ã‚  Diet Orange Squash Product life cycle: Pricing Strategy: Mitchells pricing goal is to increase sales volume and maintain or increase the market share. In order to seek higher sales volume we often apply discounting techniques or other aggressive pricing strategies. Mitchells had charged premium price due to there brand image in the market for a long time. But, due to shift in demand it has become almost to its competitors. They cannot afford to fall below certain level of prices as they have to maintain certain profit level. At this point they are facing tough competition because one glass of squash costs 7.5 Rs on the other hand the price of powdered drink is 5 Rs per glass. Cost of 810 ml of bottle of Squash for retailer (including tax) = 71 bottle Cost of 810 ml of bottle of squash for consumer (including tax) = 82 bottle Profit margin = 11 bottle. Cost of 1.5 liter of bottle of squash for retailer (including tax) = 227.5 bottle Cost of 1.5 liter of bottle of squash for consumer(including tax) = 244 bottle Profit margin = 16.5 bottle Distribution Strategy Mitchells adopted the channel-Structure Strategy for distribution. They believe that product should be distributed directly from manufacturer to customer or indirectly through one or more intermediaries. They sell their products sometimes directly and sometimes they sell their products through retailers. Like in Lahore they need to sell thei

Death Penalty :: essays research papers

One of the most controversial debates that rages constantly in this country is the argument over whether capital punishment should be outlawed. There are two basics arguments within the debate over capital punishment: First is the question of whether capital punishment is moral, or more simply put, whether it is right. And second is the question of whether capital punishment is constitutional. Although the death penalty has come far into the forefront recently, the constitutionality of the death penalty is not a new question. The death penalty has never been outlawed nationally per se, but for a period in the mid 1970's the Supreme Court changed the rules about capital punishment so that it was nearly impossible for a state to put a prisoner to death under any circumstances. The problems that death penalty opponents have with capital punishment can be found in the Bill of Rights, or more specifically, the fifth and eight amendments. The fifth amendment gives every citizen of the United States the right to "due process of law", meaning full access to courts and proper representation, etc. Many believe that a great number of inmates on death row have not been given due process, and that no one should be put to death if they have not been given their right to it. The eighth amendment bars the government from doling out any "cruel or unusual punishment" to its prisoners. Although it is certainly debatable whether execution is cruel and/or unusual, many believe that it is, and therefore is a violation of the eighth amendment. There are many facets to this argument, and even an updated Supreme Court ruling is unlikely to quell the debate. There is also another very contentious point in the debate over capital punishment. Obviously, the penalty of death is the most final punishment possible. Many death penalty opponents say that the capital punishment should never be used in a case where the jury or judge is not 100% sure of guilt. They say that, because it is impossible to ever be 100% sure about anything, the death penalty should not be used when someone might be innocent.

Case Study Panera Bread Essay

Synopsis Panera Bread is a casual made-to-order fast food restaurant that offers specialty breads, sandwiches, tossed salads and soups. Established in 1981, with 1,562 company owned and franchised locations, Panera Bread has moved into the forefront of the restaurant business, and has strategically penetrated the market while acquiring a robust amount of loyal customers. Most of the restaurants offer the choice of indoor and outdoor dining. A fireplace inside the restaurant is appealing to many customers during the winter months, of whom are looking for a hot cup of coffee and a place to read their newspaper or book. Coffee, tea, and soda are offered with free refills, and water with lemons is complementary. Indoor tables, free refills, and comfortable tables/chairs make Panera Breads establishment a functional study place for college kids. Every restaurant is well staged with elegant displays of their specialty baked products, making it nearly impossible not to indulge. This fast growing res taurant has maintained a competitive edge due to their appealing interior design, neutral dining environment, fresh baked goods, fresh coffee and tea, made-to-order foods with possible drive-through capabilities, customer rewards card, tables equipped with electrical outlets, and efficient service. Panera Bread establishments, undoubtedly, offer an experience that can only occur at Panera Bread. Resources Panera Bread has a driving concept to provide a premium specialty bakery and cafà © experience to urban workers and suburban dwellers. Attractive & appealing menu Nationwide leader in the bakery-cafà © segment High ratings in customer satisfaction studies Good brand name Fresh dough operations & sales to franchised stores Initial success in catering Good franchisees – higher sales in franchised stores compared to company-owned Financial strength of the company – able to grow without taking on too much debt Capabilities Panera bread offers an upscale fast casual dining experience. Panera operates in three business segments: company owned bakery-cafà © operations, franchise operations, fresh dough operations. Every restaurant is well staged with elegant displays of their specialty baked products, making it nearly impossible not to indulge. This fast growing restaurant has maintained a competitive edge due to their appealing interior design, neutral dining environment, fresh baked goods, fresh coffee and tea, made-to-order foods with possible drive-through capabilities, customer rewards card, tables equipped with electrical outlets, and efficient service. Core Competencies Panera has created a casual but comfortable place where customers could eat freshly baked sandwiches, soups and salads without worrying about whether or not it is nutritious. The company is designed to visually reinforce the distinctive difference between its bakery-cafes and those of its competitors. Management of corporate and franchise growth, as well a deep sense of community involvement and the desire to give back to community, further solidify Panera’s placement as something different in today marketplace. Panera’s deep sense community can be seen as Panera gives away leftover bread to homeless shelters and collects money for other charitable causes such as the Operation Dough-Nation program. Finding of Fact #1 The Panera Bread Company does not have an aggressive marketing strategy and aims to let customers discover Panera on their own. Panera’s service is not as fast as other fast-food companies and charges higher prices. Panera has higher prices than rivals, which could be due to their operating costs. Panera has expanded in the past years but the locations are concentrated geographically. Recommedation#1 Panera has opportunities to continue their success in the fast casual industry. They can try to control operating costs that might be out of hand or unnecessary. The company should consider expanding into new markets and  expanding geographically, even internationally. Products can continually be made based on current food trends. The peak hours at Panera are breakfast and lunch, efforts could be made to attract a larger dinnertime rush. I think that they should apply dinner specials so that more customers come in during that time; this would be to increase sales during dinner times. Another idea is for online ordering, for the customers on the go. This way they can have a higher turnover rate when it comes to waiting in lines. Finding of Fact #2 Panera Bread operating cost is too high. Recommendation #2 Another thing that I would recommend Panera do, instead of making their dough at bakeries, Panera makes their dough at their stores. This could eliminate the middleman, and possibly eliminating excess materials in the process (including a reduction in transportation costs). This could potentially help their bottom line. Making low operating costs for a fast casual industry will prove successful. In an industry that has easy substitutes it is important to cut down overhead prices to make the most from your sales. Integrating vertically could cut operating costs making profit increase. Finding of Fact #3 Panera Bread management needs to strengthen the company’s competitive position. Recommendation #3 I recommend that the company focus on location to help increase their competitive position. It is a key success factor. Most consumers at a fast casual restaurant will be middle or upper class. It is important to locate these restaurants near demographic areas where many middle or upper class people can access the business. Many fast casual restaurants try to create a third place. The location of this restaurant is important because it should be placed in a central location where other commodities are surrounding it. To stay profitable in the highly competitive restaurant industry, Panera  regularly reviews and revises their menu to sustain the interest of regular customers, satisfy changing customer preferences, and be responsive to various seasons of the year. Panera develops an advantage in changing their menu over competitors such as McDonald’s and Subway who do not change their menu frequently and customers often lose interest in their menu offerings. Works Cited Wheelen, Thomas L. and J. David Hunger. Strategic Management and Business Policy Toward Global Sustainablity. Upper Saddle River: Prentice Hall, 2012.

High School / Middle School Science Teacher - 862 Words

I want to be a high school/middle school science teacher. I want to teach kids, to show them that the world is their playground. That they can do anything and everything they put their little, bright, energetic minds too. Education is the world I’m putting myself into. I’ve known since I was four that wanted to work with kids, so teaching was the. I get to show them a whole new world full of advantage, and excitement. I get to see them make connections, to make that jump from the norm, inside the confined box, outside into the real world. To allow them to turn their simple generic ideas, into something special and original that they can follow through with and turn into something magical. My goal is to touch the lives of children and young adults and show them that school can be fun. That learning can be fun, and that there are lessons out there that aren’t boring. They can be exciting, like bending glass, making s’mores and blowing homemade bubbles. I wa nt kids to have gone through my class and years down the road come across something, and the answer is something I taught them. I want them to look back and remember the good times, the funny things, but most importantly the answer. I want them to learn something. I want them to wake up and not dread coming to school, not dread coming to my class. I want them excited to come to class. I want them to talk about the crazy and fun things we do, in the hallway to their friends. How we set stuff on fire, made ice cream,Show MoreRelatedMy Observation On Child Development Center1334 Words   |  6 Pagesthrough 3 years of age. That meat 6 months by September 1st and not entered Kindergarten. Supply for the care and education of young children while their parents attend school or are employed by Grossmont College. The college and children’s center serve a diverse population, including a large number of immigrants from the Middle East, Eastern Europe and Africa. The days are opening from Monday – Thursday 7:45 am - 4 pm and Friday 7:45am - 12:30pm. The Center is accredited by the National AssociationRead MoreA Brief Note On The Valley High School1419 Words   |  6 PagesValley High School, located in Waldoboro, ME, is the only high school in Maine School Administrative District #40 and serves students from Friendship, Waldoboro, Warren, Washington, and Union in midcoast Maine. For decades, the school district had two middle schools - A.D. Gray Middle School, which served students from Friendship and Waldoboro, and D.R. Gaul Middle School, which served students from Warren, Washington, and Union. In the fall of 2008, the year I started at Medomak Valley High SchoolRead MoreContextual Factors Affecting The Classroom1093 Words   |  5 PagesContextual Factors A. Contextual Factors in the Classroom: 1. General Information: a. Course: Earth Science (2 classes) b. Approximate Age of Students: 13-14 years c. Class Size: Class 1 = 12, class 2 = 13 d. Class Schedule: 4 days a week, 52 minutes per day. 2. Community: Glenns Ferry is a small rural town in southern Idaho with a population of approximately 1,611. The community also supports the surrounding areas of Hammett, population 922 and King Hill, population 409. The community of GlennsRead MoreSocial Prejudice in Schools1738 Words   |  7 Pagesthat occurs in the schools between students and also teachers. Children from middle-class families generally are more successful in public schools than children from low-income families. Is the school system responsible for this problem, or is lower performance among low-income children a result of their home environment? The home environment has a big role in a childs education and if it is not supportive of the school environment, the student will not be as successful in school as the child whoseRead MoreIntroduction. The Mission Of This Coding Program Is To1454 Words   |  6 PagesTimberlane Middle School in Pennington, NJ to receive a preliminary background in computer coding. It is important to expose children to this knowledge in the middle school years because those who learn to write computer code at this age will be more likely to continue their exploration of the subject in high school and college. In order to prepare students for the 21st-century world and the needs of the marketplace, it is imperative we expose more students to more advanced computer science at youngerRead MoreEssay About My Education723 Words   |  3 Pagesmost of my time at school I have challenged myself and enjoyed myself. Through my time at school I have found I am completely motivated to work and get things done when I am challenged or when I am interested by what is being taught. I will strive to be one of the best at what I do in college. I believe this mindset I have is created by my want for new knowledge. I have had this mindset for most of my life and it wont change, which I believe is an amazing thing. In elementary school, I always wantedRead MoreGraduation Speech : My Experience877 Words   |  4 Pageskindergarten to being a senior in high school was very challenging but rewarding. Throughout my schooling, I was blessed to have some exceptional teachers and coaches that had taught me life lessons and challenged me to be a better person outside the classroom and a better student in the classroom. From kindergarten to being a senior in high school, I attended three different types of schools in the South Carolina School system. I attended a small private Christian school named Horizons Christian AcademyRead More Social prejudice in schools Essay1736 Words   |  7 PagesSocial prejudice in schools Children from middle-class families generally are more successful in public schools than children from low-income families. Is the school system responsible for this problem, or is lower performance among low-income children a result of their home environment? The home environment has a big role in a child’s education and if it is not supportive of the school environment, the student will not be as successful in school as the child whose home environment isRead MoreMy First Year Of Science868 Words   |  4 Pages My science journey started around fourth grade. The readings and activities introduced us to science. From what I can remember in fourth grade the teacher had a great balance of between lecturing and activities. My first year of science was not wonderful or bad, rather just ok. One influence that media portrayed about science when I was a child was that liking science was nerdy. That year was filled with little â€Å"experiments† here and there, and that to me was ok. However, it seemed that each yearRead MoreAnalysis Of Coastal Middle School987 Words   |  4 Pages Coastal Middle School is a Magnet school located in Savannah, Georgia. Its district is Savannah-Chatham County Public Schools. The principal of Coastal Middle School is Kerry Coursey. Coastal Middle School has 719 students in grades 6-8. The normal number of students for middle schools in the state of Georgia is 733, so Coastal Middle School is average-sized. The student-teacher ratio at this school is 15:1. The student and teacher population has stayed the same over five years. There is almost