please check word doc. and pdf
Around 3 pages answer for each assigment, total is 6 pages.
Learning Objectives HW and Panera Case study HW.
Need 1.5-2 pages answer for Learning Objectives Ch.1-4 *keep questions on the answer sheet and need answer the question one by one, don’t put all together.
Need total 1-1.5-page answer for two Discussion Questions (ch1-2; ch3-4)
ALL answers should from your own words or the textbook (No Internet resource allowed)
You answers must related to the textbook lessons. answers are easy to find under each chapter (pdf), just use some of your word and explanations from textbook. Also you must write the page number (where is this topic come from) after your answer.
Learning Objectives Chapters 1-4
CH.1 What Is Strategy and Why Is It Important?
LO 1 What we mean by a company’s strategy.
LO 2 The concept of a sustainable competitive advantage.
LO 3 The five most basic strategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage.
LO 4 That a company’s strategy tends to evolve because of changing circumstances and ongoing efforts by management to improve the strategy.
LO 5 Why it is important for a company to have a viable business model that outlines the company’s customer value proposition and its profit formula.
LO 6 The three tests of a winning strategy.
CH. 2 Charting a Company’s Direction Its Vision, Mission, Objectives, and Strategy
LO 1 Why it is critical for company managers to have a clear strategic vision of where a company needs to head.
LO 2 The importance of setting both strategic and financial objectives.
LO 3 Why the strategic initiatives taken at various organizational levels must be tightly coordinated to achieve companywide performance targets.
LO 4 What a company must do to achieve operating excellence and to execute its strategy proficiently.
LO 5 The role and responsibility of a company’s board of directors in overseeing the strategic management process.
CH.3 Evaluating a Company’s External Environment
LO 1 How to recognize the factors in a company’s broad macro-environment that may have strategic significance.
LO 2 How to use analytic tools to diagnose the competitive conditions in a company’s industry.
LO 3 How to map the market positions of key groups of industry rivals.
LO 4 How to determine whether an industry’s outlook presents a company with sufficiently attractive opportunities for growth and profitability.
CH. 4 Evaluating a Company’s Resources, Capabilities, and Competitiveness
LO 1 How to take stock of how well a company’s strategy is working.
LO 2 Why a company’s resources and capabilities are centrally important in giving the company a competitive edge over rivals.
LO 3 How to assess the company’s strengths and weaknesses in light of market opportunities and external threats.
LO 4 How a company’s value chain activities can affect the company’s cost structure and customer value proposition.
LO 5 How a comprehensive evaluation of a company’s competitive situation can assist managers in making critical decisions about their next strategic moves.
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THIS CHAPTER WILL HELP YOU UNDERSTAND:
LO 1 How to recognize the factors in a company’s broad macro-environment that may have
LO 2 How to use analytic tools to diagnose the competitive conditions in a company’s
LO 3 How to map the market positions of key groups of industry rivals.
LO 4 How to determine whether an industry’s outlook presents a company with sufficiently
attractive opportunities for growth and profitability.
© Bull’s Eye/Image Zoo/Getty Images
Final PDF to printer
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No matter what it takes, the goal of strategy is to beat
Kenichi Ohmae—Consultant and author
There is no such thing as weak competition; it grows
all the time.
Nabil N. Jamal—Consultant and author
Sometimes by losing a battle you find a new way to
win the war.
Donald Trump—President of the United States and
founder of Trump Entertainment Resorts
Every company operates in a broad “macro-environment” that comprises six
principal components: political factors; economic conditions in the firm’s general
environment (local, country, regional, worldwide); sociocultural forces; technologi-
cal factors; environmental factors (concerning the natural environment); and legal/
regulatory conditions. Each of these components has the potential to affect the firm’s
more immediate industry and competitive environment, although some are likely to
have a more important effect than others (see Figure 3.2). An analysis of the impact
of these factors is often referred to as PESTEL analysis, an acronym that serves as a
reminder of the six components involved (political, economic, sociocultural, techno-
logical, environmental, legal/regulatory).
THE STRATEGICALLY RELEVANT FACTORS IN
THE COMPANY’S MACRO-ENVIRONMENT
How to recognize
the factors in a
that may have
In order to chart a company’s strategic course
wisely, managers must first develop a deep under-
standing of the company’s present situation. Two
facets of a company’s situation are especially
pertinent: (1) its external environment—most nota-
bly, the competitive conditions of the industry in
which the company operates; and (2) its internal
environment—particularly the company’s resources
and organizational capabilities.
Insightful diagnosis of a company’s external
and internal environments is a prerequisite for
managers to succeed in crafting a strategy that
is an excellent fit with the company’s situation—
the first test of a winning strategy. As depicted in
Figure 3.1, strategic thinking begins with an
appraisal of the company’s external and internal
environments (as a basis for deciding on a long-
term direction and developing a strategic vision),
moves toward an evaluation of the most
Case # 13 – Panera Bread Company: Is the Company’s Strategy to Rejuvenate the Company’s Growth Working?? (CASE is on the PDF) need 2.5-3page answer (use case information on the PDF only, no internet resource)
The template provided must be used with each number showing and an answer for each provided in an informal manner or not requiring full sentences except in the “brief summary” section. An outline format may be used for your answers for each numbered item.
Please check next page for the example case study answer.
Describe the Following for this Case Study-
1. Industry & Market:
2. External Environment:
3. Internal Environment:
4. Financial Analyses:
5. Economic Condition for Industry:
6. Key Trending Factors:
7. SWOT Analysis:
8. Key issues of the case:
9. Critical issue of the case that needs attention first:
10. Assumptions in the recognition of this critical issue:
11. 2 to 3 alternatives to address this critical issue:
12. Choose 1 of the alternatives to implement:
13. Describe the overarching strategy you propose and within which this alternative fits:
14. Explain your plan to implement this alternative:
15. Identify the critical organizational functions of the organization needed for implementation:
16. Identify the processes needed from each of these critical functions for implementation:
17. Describe the Balance Scorecard metrics to measure the success of this implementation:
18. Describe any ethical concerns with this critical issue and plan implementation:
19. Describe any environmental concerns with this critical issue and plan implementation:
20. Describe any social concerns with this critical issue and plan implementation:
21.Write a brief summary of your recommendation and the value you propose this organization may gain from this implementation. (one paragraph – keep this to approximately100 words)
Case Analysis Study Approach (CASA)
1. Industry & Market – the Alcoholic Beverage Industry enjoys a Global Market
1. External Environment – the industry is highly regulated and taxed on the state level in the United States, meaning, each state regulates how the industry may operate within its boundaries.
1. Internal Environment – The industry classification breaks down the distilled-spirit group into three categories, (1) brown goods, (2) white goods, which includes the case study subject, Absolut Vodka, and (3) specialties.
1. Financial Analyses – the Imported Vodka industry sales were on an upward trend, opposite the distilled-spirits and domestic vodka sales history in that period.
1. Economic Condition for Industry – by 1986, the distilled-spirits industry was on a downward slide for about five years.
1. Key Trending Factors –
5. Demographic – Those having attended college, single with household incomes of $50K or more in the Middle Atlantic region.
5. Social – promoting the brand to specific consumer groups and looking at market trends.
5. Economic – sales growth was on the upswing for impo
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and franchised units in 2010, 88 new units in 2011,
111 new units in 2012, 125 units in 2013, 114 units
in 2014, and 112 units in 2015. Going into 2016,
Panera had 1,972 company-owned and franchised
bakery-cafés in operation in 46 states, the District
of Columbia, and Ontario, Canada. Plans called for
opening 90 to 100 new company-operated and fran-
chised units in 2016.
But despite the ongoing series of store openings,
the company was struggling to grow revenues and
earnings nearly as fast as top executives wanted. Rev-
enue growth of 6.0 percent in 2014 and 6.1 percent in
2015 was well short of the robust 19.9 percent com-
pound average growth achieved during 2009–2013.
Moreover, sales at bakery-cafés open at least one year
rose only 1.1 percent in 2014 and 1.9 percent in 2015,
compared to 2.3 percent in 2013 and 6.5 percent in
2012. The slower-than-desired revenue growth, cou-
pled with higher operating expenses, squeezed Pane-
ra’s profitability, resulting in declines in net income
from $196.2 million in 2013 to $179.3 million in
2014 and to $149.3 million in 2015 and drops in earn-
ings per share from $6.85 in 2013 to $6.67 in 2014 to
$5.81 in 2015.
Nonetheless, in February 2016, top manage-
ment confidently expressed the belief that Panera
had turned the corner and forecast that recently
undertaken strategy initiatives would deliver positive
In spring 2016, Panera Bread was widely regarded as the clear leader of the “fast-casual” segment of the restaurant industry—fast-casual restaurants
were viewed as being a cut above traditional quick-
service restaurants like McDonald’s because of bet-
ter food quality, limited table service, and, in many
instances, often wider and more upscale menu selec-
tions. On average, 7.8 million customers patronized
Panera Bread’s 1,972 company-owned and fran-
chised bakery-cafés each week, and Panera baked
more specialty breads daily than any other bakery-
café enterprise in North America. In 2015, Panera
had corporate revenues of $2.7 billion, systemwide
store revenues of $4.5 billion, and average sales of
$2.5 million per store location.
In 2006, Panera Bread executives announced
their strategic intent to grow the company from 1,027
locations to 2,000 locations by the end of 2010. But
the advent of the Great Recession of 2008–2009
forced the company to drastically downscale the
number of planned store openings; Panera ended
2009 with only 1,380 bakery-café locations. Then,
in 2010 with a modest economic recovery seemingly
underway, Panera’s top executives decided that mar-
ket conditions were favorable enough to permit the
company, given customer enthusiasm for eating at
Panera’s bakery-cafés, to accelerate the number of
new store openings and reinstitute their strategy to
grow the company, albeit at a pace slower than what
was envisioned back in 2006. The company pro-
ceeded to open a net of 76 new company-op
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