Panera Bread Case Study
Panera Bread
PART A: INTRODUCTION:
Company/Industry:
Louis Kane and Ron Shaich founded a bakery-café called Au Bon Pain Company Inc. in 1981. The company grew and prospered through the 1980’s and 90’s. In 1993 the company purchased Saint Louis Bread Company which had 20 locations. Between 1993 and 1997 the company expanded with an additional 100+ Saint Louis Bread bakery-cafes opening throughout the States. In 1997 the company also changed the name of all Saint Louis Bread locations outside of St. Louis to Panera Bread. 1998 the company sold Au Bon Pain Company for $73 million and focused on developing and growing its Panera Bread brand. Between 1999 and 2006 the company opened an additional 850 locations.
PART B: INTERNAL ANALYSIS: Key Products:
The company’s main product is their artisan bread which has only four-ingredients; water, natural yeast, flour and salt. The company offers 22 varieties of their bread.
In addition, each location sells other fresh baked goods, made-to-order sandwiches and salads, soups, light entrees, and café beverages. Company Organization Position: Mission: A loaf of bread in every arm.
Strategic Intent: Panera Bread intends to be a nationally recognized brand name and the dominant restaurant operator in the specialty bakery-café segment.
Management: Executive Chairman of the Board is Ronald Shaich. Chief Executive Officer and President is William Moreton
Structure: Panera Bread Company owns the majority of their bakery-café locations but does franchise to certain individuals who meet specific and strict qualifications. Company owned locations account for about 67 per cent of all locations.
Culture: Panera Bread has a commitment to providing crave-able food that people trust, served in a warm, community gathering place by associates who make their guests feel comfortable. Generic Competitive Strategy:
Panera Bread uses the best-cost provider strategy. The company is committed to offering the highest
PART A: INTRODUCTION:
Company/Industry:
Louis Kane and Ron Shaich founded a bakery-café called Au Bon Pain Company Inc. in 1981. The company grew and prospered through the 1980’s and 90’s. In 1993 the company purchased Saint Louis Bread Company which had 20 locations. Between 1993 and 1997 the company expanded with an additional 100+ Saint Louis Bread bakery-cafes opening throughout the States. In 1997 the company also changed the name of all Saint Louis Bread locations outside of St. Louis to Panera Bread. 1998 the company sold Au Bon Pain Company for $73 million and focused on developing and growing its Panera Bread brand. Between 1999 and 2006 the company opened an additional 850 locations.
PART B: INTERNAL ANALYSIS: Key Products:
The company’s main product is their artisan bread which has only four-ingredients; water, natural yeast, flour and salt. The company offers 22 varieties of their bread.
In addition, each location sells other fresh baked goods, made-to-order sandwiches and salads, soups, light entrees, and café beverages. Company Organization Position: Mission: A loaf of bread in every arm.
Strategic Intent: Panera Bread intends to be a nationally recognized brand name and the dominant restaurant operator in the specialty bakery-café segment.
Management: Executive Chairman of the Board is Ronald Shaich. Chief Executive Officer and President is William Moreton
Structure: Panera Bread Company owns the majority of their bakery-café locations but does franchise to certain individuals who meet specific and strict qualifications. Company owned locations account for about 67 per cent of all locations.
Culture: Panera Bread has a commitment to providing crave-able food that people trust, served in a warm, community gathering place by associates who make their guests feel comfortable. Generic Competitive Strategy:
Panera Bread uses the best-cost provider strategy. The company is committed to offering the highest