Panera bread case

These locations enable them to service both the shopping customer base, but also the equines base co-located In these high traffic areas. Their vision is one that their customers will love freshness of their products and the tastiness of their offerings to the degree that they will be driven to visit their stores repeatedly and often. Pander believes that the values they provide their customers are: creating wholesome healthy foods, maintaining affordable prices, to always innovate, andrespectfor both customers and employees.

Bread is a staple of life and Pander believes that by them enhancing the flavors menu offerings around bread, then they will increase their ease market for baked goods served by Pander outlets and franchises. As a customer of Pander, I can tell you that their product offerings are so flavors that they are a strength to their business. There are two areas where the slogan or vision appear to deviate from the text; 1) overly broad language; and 2) rather generic. That said, we are talking about bread; and bread is the single most important staple for human life, next to rice.

It works. One of Pander’s strategic objectives is to expand their product line, creating further distance between them and their rivals, and to increase heir sales In foreign markets. They will achieve that strategic objective as a result of continued Investment and focus In five key business areas: 1) the quality of theirfood, 2) their increased marketing expenditures, 3) the roller of their Naperyloyaltyprogram, 4) the growth of their catering business, and 5) the quality of their operations and their people.

We believe that success in these five areas will place Pander at the top of the list of the very best companies in our industry; and are a direct result of continued Investment in the quality of our customers’ experience to alp drive product differentiation and thus provide Pander a completive advantage among Its peers. The Investments that were made over the last three years have driven Pander’s results in 2011 and they believe the investments that were made in 2011 position them well for the future. Item 2: The company financial objective is to have long-term operating earnings growth target of 12-17% per year.

In 2011, Pander had a very good year. Their Earnings per Share (PEPS) grew 28%. This was their fourth consecutive year that their PEPS has rowan 24% or greater; which Is above the upper end of their long-term earnings growth target. Their performance in 2011 was driven both by their strong operating performance as well as their ability to generate PEPS growth through deployment of their excess capital. Earnings growth of approximately 20% was driven by core operations, which was above their long-term operating earnings growth target of 12-17%.

Additionally, an Incremental 8% earnings growth was driven by the more their ability to grow their bakery-cafe sales. In 2011, their Company-owned bakery- cafe sales increased 4. % vs.. 2010, and rose to 12. 4% on a two-year basis. They also celebrated the opening of their 1, 50th store, nationwide. This, coupled with their debt free position, they believe these results will put them among the very best in their industry and are a direct result of continued investment in the quality of their customers’ experience to drive product differentiation and competitive advantage.

The investments that they have made over the last few years drove their results in 2011 and they believe the investments that they made in 2011 position them well for the future. Item 3 & 4 NOT SHOWN Item 5: This is a good example of sales, earnings and balance sheet analysis. It is missing the same store analysis and franchise versus owned stores analysis The net income for Pander Bread has increased from the third quarter of 2011 to the third quarter of 2012 by 22% or $36. MM. The Administration expense is up $MM. This is something we will continue to manage along with their asset growth.

Total assets are up by $MM in 2011. Return on Equity was 20%, which is 3% above the high end of their range of 12-17%. The Return on Invested Capital (ROCCO) is 5. % which is up from 4. 8% from the previous year. Inventory turnover when compared to the industry is really tremendous. Their inventory turnover ratio was 95. 5 as compared to the industry 6. 5. The sales growth has grown from 2010 being 6. 29% quarterly to 15. 79% quarterly in 2012. This shows a very strong growth in sales year over year and ties well to their strategy of growing sales within their market areas. It shows a strong demand for their product.

The balance sheet for Pander is solid, in that they have 1, 027, 322 in total assets and only 372, 246 million in total liabilities. They are basically debt free. They are showing year over year improvement in assets, liabilities, stockholder equity, revenues, and both company operated and franchise stores as well as the number of company owned and franchised Pander’s opening every year. Earnings per share have risen from 0. 98 to 1. 25 over the last 12 months. Although system statewide revenue has increased every year since 2002 their sales growth has been erratic. For 2006-2007 there was an 18. 17% growth in sales revenue.

From 2007-2008 revenue slowed to 16. 34% growth, before falling all the way to 5. 45%. It should be noted between 2009-2010 sales growth picked up to 1 1. 8%, indicating a possible upward trajectory after faltering during the recession. This is evidence off well-run, well-managed company. From all indications, their strategy appears to be working in quarter over quarter sales improvements. Items 6 and 7: Pander Bread’s Value Chain consists of Inbound Logistics – Pander Dough Supplier, Other Supplier Management, Manufacturing – Franchise and Store-owned Cafes, Catering, R&D – Product Research and Development and Marketing.

Each franchisee purchases dough directly from Pander Bread. Pander has an interest in each of the franchised stores succeeding because the company received 4%-5% royalties from sales continually. This means that Pander, as the supplier, has an interest to keep prices of dough as low as possible to maintain viable franchise operations. Outbound logistics – each franchisee purchases dough directly from The fresh dough is sold to both company-owned and franchised bakery-cafes at a delivered cost not to exceed 27% of the retail value of the product.

These costs margins are achieved by producing the dough at central locations while employing economies of scale. Pander provides comprehensive house training, market analysis, and bakery-cafe certification. This corporate level tactic impacts the company’s franchised and company owned stores by enabling Pander to develop systems used by all the cafes thus applying operational economies of scale. Since each cafe-bakery does not have to develop its own operations structure this reduces costs for each store. All the cafes offered an assortment of 20-plus varieties of bread baked daily and as of 2006 at least 22 types of sandwiches.

Each of these breads and indices were regularly reviewed by the Marketing group to determine whether the products matched regular customer needs, new consumer trends, and seasonal relevance. The complexity of the product line enables Pander to match menu items with a variety of customer needs. This process ensured that weak selling items would be removed thus limiting excess inventory. Pander’s Marketing is using focus groups to determine customer food and drink preferences, and price points. This work is done by only a few individuals at the corporate level and scaled to the rest of he cafes.

The existing company and franchise owned cafes would be able to take advantage of this market information and subsequently reduce costs associated with sales and marketing information. Involving Pander’s research and development new menu items were rolled out in limited cafes and developed in test kitchens prior to nationwide release. This process addressed two cost drivers. First, by employing economies of scale, individual cafes will not have to spend resources and capital investing in the development of new menu items.

Second, through the expertise of he advanced research and development department Pander ensures both quality of product and process. This will result in less product waste and increased customer satisfaction and in turn lowered costs. Pander Bread utilizes both structural and execution cost drivers to lower costs on the value chain particularly in inbound logistics, operations, outbound logistics, sales and marketing, and research and development. Their cost reduction across their value chain gives Pander a strong competitive advantage. Pander pursues continuous quality improvements in separate ways.

They are well known for their after sale service. They are known for contacting customers who leave complaints offering them anything from coupons to free meals when their service is not up to par. Their high customer retention rate lends one to believe that they are also making improvements based on customer reviews. Their emphasis on marketing allows them to introduce new products that succeed because they are attached to the brand. An example of this would be their recent success with parfaits. They have also redesigned their stores over the years to make them more aesthetically pleasing, further building their own brand.