Panera Bread Case Study Swot Analysis

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In 1993 to 1997, the company recorded an increment of 75 percent in its mean unit volumes. In 1997, the Panera Bread Company recognized its capacity for growth to become a leading bread maker in the United States.

As Panera Bread points out, “in March 2012, the company announced that Bill Moreton and Ron Shaich would both assume the roles of chief executive officers” (Para. Currently, Shaich acts as the co-CEO and the chairperson of the board of directors.

On the other hand, Bill Moreton is the co-CEO and the president of Panera Bread Company.

As at September 2012, the company had established business presence in 44 states where it operated 1,625 bakeries.

Contextualization of this weakness introduces some chances that the company may consider as existing external chances, which, while utilized, may make it improve its performance.

They include international expansions and opening of new outlets to tap the growth potential within the suburban markets.

The fact that the company has a weakness of narrow product line introduces an opportunity for introduction of new items in the product line.

On the other hand, Panera Bread Company encounters external chances that impair its performance. They include lawsuits, government regulations, and competition from rival companies such as Sturbucks and Mc Donald among other local and international restaurants offering fast foods.

For the case of Panera Bread Company, the strengths include appealing and attractive food menus that comprise a variety of products from which customers can choose.

According to Panera Bread Company Quarterly Report on Form 10-Q, these products include “fresh baked goods, made-to-order sandwiches on freshly baked breads, soups, salads, custom roasted coffees, and other complementary products” (10).


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