Warburton's is a family-owned bakery company that was founded in 1876 in Bolton, UK. It has since expanded to include 12 bakeries and 14 depots across the UK, employing over 4,500 people.
Some key points about Warburton's operations include that they follow a mass production model across their bakeries, with standardized processes and roles. Their production chain involves receiving ingredients, mixing, proving, baking, packing and distribution. Quality is a key focus.
Warburton's also places emphasis on training and developing employees. Their "Bitesize" program involves learning modules and certificates to increase baking knowledge. Overall, Warburton's aims to produce the freshest, highest
This document provides a strategic analysis of Pret A Manger's business operations and competitive position. It outlines Pret's value chain model and strategic capabilities. A PESTEL analysis and Porter's 5 Forces analysis are used to assess Pret's macro environment and industry competition. Finally, two potential strategies are suggested and evaluated using various frameworks.
The Hershey Company is the largest chocolate manufacturer in North America. It was founded in 1894 by Milton Hershey in Pennsylvania and has since expanded globally. Hershey produces popular brands like Hershey's chocolate bars, Reese's, and Kit Kat. While successful in North America, it has a relatively low global market share of around 10%. A SWOT analysis finds Hershey's strengths are its brand recognition and partnerships, but weaknesses include poor international presence and reliance on brand loyalty over marketing. Opportunities exist in health-focused products and new markets, but threats comprise stronger competitors and consumer demand for healthier options.
The Marvel Way: Restoring the Blue OceanChandniAntala
Marvel needed to change its strategy after facing failures in management, shifting visions, and underperforming product lines. It had five sources of revenue to consider - comic books, trading cards, toys, character licensing, and Marvel Studios. The recommended strategy was to cut comic books, trading cards and toys, as those were low-margin businesses that risked losing value over time. Character licensing should be kept as it required little investment but generated revenue. Marvel Studios should also be kept and invested in, as it provided capital and the opportunity to produce highly profitable movies, fixing Marvel's management issues in the process. The strategy's success would be tracked by metrics like movie revenue, licensed toy sales, and long-term market share gains
This document provides an overview of Edita Food Industries S.A.E., including its products, subsidiaries, locations, employees, stakeholders, competitors, and market share. Edita is one of the leading FMCG companies in Egypt and the Middle East, known for high quality products. It has over 5,400 employees across four production facilities. Key subsidiaries include Edita Confectionary, Chipita, Digma Trading, and ACTIS. Major competitors include Al Faysal Group, Faragallah Group, and Monginis Foods. Edita has the largest market share in Egypt's snacks market at 6%. The document also outlines Edita's mission, vision, values, and a competency framework
Edita is a leading FMCG company in Egypt and the Middle East, with a 13% market share in Egypt's snack food industry. It has over 5,500 employees and produces 73 stock keeping units across categories like bakery, chocolate, and candy. Edita aims to maintain its market leadership through quality products, certifications like ISO and HACCP, and a nationwide distribution network of 21 centers serving 18 governorates via their fleet of 544 vehicles. The company sources raw materials domestically and internationally, and focuses on green logistics and environmental compliance across its operations.
This document provides an analysis of Greggs plc, a UK bakery chain company. It begins with an overview of the company and its history. It then analyzes the food and drug retailer industry using Porter's Five Forces model. There is strong competition among existing bakery firms. The threat of new entrants and substitute products is moderate to high. Buyers have high bargaining power due to price sensitivity. Supplier bargaining power is relatively low. It also provides strategic, financial, and prospective analyses of Greggs through ratio comparisons and forecasting. Overall, the document presents a comprehensive analysis of Greggs' position in the industry.
This document provides a strategic analysis of Pret A Manger's business operations and competitive position. It outlines Pret's value chain model and strategic capabilities. A PESTEL analysis and Porter's 5 Forces analysis are used to assess Pret's macro environment and industry competition. Finally, two potential strategies are suggested and evaluated using various frameworks.
The Hershey Company is the largest chocolate manufacturer in North America. It was founded in 1894 by Milton Hershey in Pennsylvania and has since expanded globally. Hershey produces popular brands like Hershey's chocolate bars, Reese's, and Kit Kat. While successful in North America, it has a relatively low global market share of around 10%. A SWOT analysis finds Hershey's strengths are its brand recognition and partnerships, but weaknesses include poor international presence and reliance on brand loyalty over marketing. Opportunities exist in health-focused products and new markets, but threats comprise stronger competitors and consumer demand for healthier options.
The Marvel Way: Restoring the Blue OceanChandniAntala
Marvel needed to change its strategy after facing failures in management, shifting visions, and underperforming product lines. It had five sources of revenue to consider - comic books, trading cards, toys, character licensing, and Marvel Studios. The recommended strategy was to cut comic books, trading cards and toys, as those were low-margin businesses that risked losing value over time. Character licensing should be kept as it required little investment but generated revenue. Marvel Studios should also be kept and invested in, as it provided capital and the opportunity to produce highly profitable movies, fixing Marvel's management issues in the process. The strategy's success would be tracked by metrics like movie revenue, licensed toy sales, and long-term market share gains
This document provides an overview of Edita Food Industries S.A.E., including its products, subsidiaries, locations, employees, stakeholders, competitors, and market share. Edita is one of the leading FMCG companies in Egypt and the Middle East, known for high quality products. It has over 5,400 employees across four production facilities. Key subsidiaries include Edita Confectionary, Chipita, Digma Trading, and ACTIS. Major competitors include Al Faysal Group, Faragallah Group, and Monginis Foods. Edita has the largest market share in Egypt's snacks market at 6%. The document also outlines Edita's mission, vision, values, and a competency framework
Edita is a leading FMCG company in Egypt and the Middle East, with a 13% market share in Egypt's snack food industry. It has over 5,500 employees and produces 73 stock keeping units across categories like bakery, chocolate, and candy. Edita aims to maintain its market leadership through quality products, certifications like ISO and HACCP, and a nationwide distribution network of 21 centers serving 18 governorates via their fleet of 544 vehicles. The company sources raw materials domestically and internationally, and focuses on green logistics and environmental compliance across its operations.
This document provides an analysis of Greggs plc, a UK bakery chain company. It begins with an overview of the company and its history. It then analyzes the food and drug retailer industry using Porter's Five Forces model. There is strong competition among existing bakery firms. The threat of new entrants and substitute products is moderate to high. Buyers have high bargaining power due to price sensitivity. Supplier bargaining power is relatively low. It also provides strategic, financial, and prospective analyses of Greggs through ratio comparisons and forecasting. Overall, the document presents a comprehensive analysis of Greggs' position in the industry.
This presentation slides are strictly for education purposes.
Please do not download this presentation template and try to make money out of it. Contact me if you want to have your very own business presentation.
Zara is a Spanish brand of clothing founded by the visionary Amancio Gaona and Rosalina Mera at 1975. It is one of the major selling brands of one of the biggest fashion retailer ‘INDITEX’. Zara is now available in 86 countries with total of 1,763 stores worldwide. In 1975 INDITEX established Zara’s 1st store in downtown A Coruna, Spain. Zara offers fashionable designs for men, women, and kids.
This document provides information about General Mills Canada Corporation and their Pillsbury refrigerated cookie business. It discusses their market share and target consumers in Canada. Research showed Canadians prefer scratch baking but working mothers and kids' influence on purchases are opportunities. The recommended target is working mothers and kids. The brand message should highlight how Pillsbury saves time while providing homemade experience. This message could be communicated through kid-friendly packaging, personalization options, and ads showing time savings for busy mothers.
This summarizes a research report about the clothing retailer Zara. It begins with an introduction and background on Zara. It then conducts an environmental analysis using a SWOT analysis and Porter's Five Forces model. From this, it determines that an appropriate strategy for Zara would be to outsource some design operations to China in order to better understand consumer preferences in the growing Chinese market. The report discusses how outsourcing design operations to China aligns with industry-based, resource-based, and institution-based strategic views. It analyzes the risks and benefits and provides recommendations for implementing the strategy.
This document summarizes a presentation on developing a plan for Marshfield Bakery. It analyzes the bakery, retail, hospitality, and gift sectors to identify opportunities to increase Marshfield's revenue by 20%. The retail sector shows overall growth but declines in some bakery products. Hospitality indicates growth in hotels and airlines. The gift market, especially food gifts, is expanding. The analysis values strengthening Marshfield's brand for higher profits, competitive advantages, and more strategic relationships. It concludes various sectors provide opportunities for Marshfield.
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
Primark is a major clothing retailer that operates stores in Europe and the UK. It started in Ireland in 1969 and has since expanded across Europe. Primark sources its clothing from over 600 suppliers in 16 countries where costs are lower. It has experienced rapid growth and now has 253 stores. Primark offers affordable, on-trend fashion and is popular among young, budget-conscious customers. Its success is attributed to being able to design and source clothing quickly and sell it at very low prices.
The group presentation discusses Ruhunu Foods' plan to launch its spice and herb products in the UAE market. Ruhunu is a leading Sri Lankan brand that wants to expand internationally. The presentation covers Ruhunu's corporate strategy using frameworks like BCG matrix and Ansoff matrix. It proposes direct exporting to the UAE and a partnership with Al Maya, a major UAE retailer, to facilitate market entry. Segmentation, targeting, positioning and marketing mix strategies are suggested for the UAE launch. An operational plan addresses production, marketing, HR and financial feasibilities of the international expansion.
This initial statement is a plan to disclose the intention of beginning a Zara Store in within a new market. Zara is an international retail company that deals in clothing and accessories. The company is based in Spain and was founded in 1975. Currently it has several stores in different parts of the world especially Europe and the Middle East where majority of its stores are located. Zara being a successful company within the area of clothing and accessories, it can easily develop a new product and make impressive sales in short time. There are number of brands and the company sales in its stores including the famous pull and bear, and Massimo Dutti . Each year, the company launches new designs of cloths to keep up with the trend in the fashion industry and to deliver the needs and wants of its customers. The designs are based on both local and worldwide fashion trends.
Because the company has established a well known brand in the fashion industry worldwide, opening another store in any new market will not be a big issue for the company. It is for this reason that the company should open a new store in Melbourne Australia to expand its market. Currently, the customers within this particular target market are offered with a variety of attire to choose from, many local and international brands are already available in the market. Considering the fact that Melbourne is such a diverse place, it would be nice to give the dwellers a taste of indigenous fashion and clothing material from other parts of the world .
The document outlines an operational action plan for a coffee shop chain. It discusses pursuing self-serve vending machines and an Air Miles partnership to expand breakfast offerings and loyalty programs. An internal and external analysis examines the company's mission, markets, strengths, and competitive landscape. A PEST analysis covers political, economic, social and technological factors. Finally, a balanced scorecard outlines marketing, financial, customer, and learning & growth metrics to track progress against the company's vision.
The Spanish company Zara is Europe's leading apparel retailer and the main brand of the Inditex group, the world's largest apparel retailer. Zara emphasizes fast fashion by quickly moving trends from the runway to stores. It focuses on speed and price through vertical integration, with designers, manufacturers, and laborers located close together in Spain. Zara delivers new products twice weekly to its 1,670 stores worldwide through an efficient logistics network. It relies on customer feedback to quickly produce popular items and remove unsuccessful ones. Zara's stores are its main advertising, and it spends less than other retailers on campaigns.
This document provides a case study and lecture on the Spanish retail giant Zara and its parent company Inditex. It discusses Zara's competitive advantages including its ability to develop new fashion products in just two weeks and launch 10,000 new designs per year. It also outlines Zara's objectives to maximize profits through maintaining fashionable, high-quality products at reasonable prices. The document analyzes Zara's strategies, international expansion, financial performance compared to competitors, and provides a SWOT analysis.
- Richard Branson and his Virgin Group of companies continued to expand rapidly in 2004, with new ventures in Australia, the US, and the UK. However, some of Branson's dot-com era ventures like Virgin Car and Virgin Bike had failed, and some long-established businesses were struggling.
- While praised for his entrepreneurship, questions remained about the financial health and strategic direction of the diverse collection of over 200 Virgin companies across many industries. Branson dismissed criticism of the group's finances but some reforms may have been needed as the group continued growing.
Horlicks is a 130-year-old brand in India that holds the largest market share in the health food drink category. It offers various products like Horlicks, Junior Horlicks, and Woman's Horlicks targeted at different age groups. As part of its marketing mix, Horlicks uses competitive pricing and promotes its products through various channels like TV, print ads, and events. It has a strong distribution network across India. Horlicks focuses its segmentation strategy on factors like age, gender, and geography to target audiences.
Parle Products was established in 1929 in Mumbai and began manufacturing biscuits in 1939. Parle-G biscuits were launched in 1947 and became India's largest selling biscuit. Parle-G maintains a 40% share of India's biscuit market and 15% of the confectionery market. It is affordable at Rs. 4 per pack and remains India's most popular biscuit brand due to its mass appeal, taste, and affordability. Parle faces competition from other big brands but maintains market leadership through effective low-cost marketing and quality products.
Edita final project - mba - s3 - group fMohamed Ahmed
This document provides an overview and strategic analysis of Edita Food Industries, a leading snack food company in Egypt. It discusses Edita's mission, vision, corporate governance structure including its board of directors and top management. It also analyzes Edita's external environment using PESTEL and Porter's Five Forces models. Additionally, it evaluates Edita's internal environment through value chain analysis, VRIO framework and financial ratios. Finally, it presents Edita's strategic factors using matrices like SFAS, TOWS and SPACE to identify grand strategies and quantitative strategic planning. The balanced scorecard is proposed for implementation and control.
Starbucks has over $10 billion in annual revenues and operates over 16,850 shops globally. The document analyzes Starbucks' financial stability by comparing its financial ratios to Dunkin Donuts over five years. Key findings include Starbucks consistently outperforming Dunkin Donuts in returns on assets, equity, and net operating assets, though Dunkin Donuts relies more on financial leverage. Starbucks' profit margins are also typically lower than Dunkin Donuts', suggesting it has higher expenses. Overall, the analysis finds Starbucks effectively manages assets to generate revenue.
1. The document discusses the supermarket group business in the UK, with four major players being Tesco, Asda, Sainsbury, and Morrison. It focuses the analysis on Morrison and evaluates its financial performance and dividend policy.
2. The business life cycle model is applied to analyze what stage Morrison is currently in. The four stages are start-up, growth, maturity, and decline. Financial strategy differs at each stage.
3. The analysis of Morrison is structured into three sections - identifying its stage in the business life cycle, analyzing its financial patterns and capital structure, and evaluating its dividend policy against relevant theories. A conclusion and recommendations will also be
Analyzing financial statements and ratios of cranswick plcAyman Howera
This document analyzes the financial statements and ratios of Cranswick Foods plc, a UK food producer, to evaluate it as a potential acquisition target. The analysis finds that Cranswick has experienced steady revenue, profit, and earnings per share growth over the past 5 years. While liabilities have slightly decreased, assets and equity have consistently increased. The horsemeat scandal in 2013 presented an opportunity for Cranswick to increase premium fresh meat sales. Overall ratios and financial trends indicate Cranswick has strong financial performance and position.
This presentation slides are strictly for education purposes.
Please do not download this presentation template and try to make money out of it. Contact me if you want to have your very own business presentation.
Zara is a Spanish brand of clothing founded by the visionary Amancio Gaona and Rosalina Mera at 1975. It is one of the major selling brands of one of the biggest fashion retailer ‘INDITEX’. Zara is now available in 86 countries with total of 1,763 stores worldwide. In 1975 INDITEX established Zara’s 1st store in downtown A Coruna, Spain. Zara offers fashionable designs for men, women, and kids.
This document provides information about General Mills Canada Corporation and their Pillsbury refrigerated cookie business. It discusses their market share and target consumers in Canada. Research showed Canadians prefer scratch baking but working mothers and kids' influence on purchases are opportunities. The recommended target is working mothers and kids. The brand message should highlight how Pillsbury saves time while providing homemade experience. This message could be communicated through kid-friendly packaging, personalization options, and ads showing time savings for busy mothers.
This summarizes a research report about the clothing retailer Zara. It begins with an introduction and background on Zara. It then conducts an environmental analysis using a SWOT analysis and Porter's Five Forces model. From this, it determines that an appropriate strategy for Zara would be to outsource some design operations to China in order to better understand consumer preferences in the growing Chinese market. The report discusses how outsourcing design operations to China aligns with industry-based, resource-based, and institution-based strategic views. It analyzes the risks and benefits and provides recommendations for implementing the strategy.
This document summarizes a presentation on developing a plan for Marshfield Bakery. It analyzes the bakery, retail, hospitality, and gift sectors to identify opportunities to increase Marshfield's revenue by 20%. The retail sector shows overall growth but declines in some bakery products. Hospitality indicates growth in hotels and airlines. The gift market, especially food gifts, is expanding. The analysis values strengthening Marshfield's brand for higher profits, competitive advantages, and more strategic relationships. It concludes various sectors provide opportunities for Marshfield.
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
Primark is a major clothing retailer that operates stores in Europe and the UK. It started in Ireland in 1969 and has since expanded across Europe. Primark sources its clothing from over 600 suppliers in 16 countries where costs are lower. It has experienced rapid growth and now has 253 stores. Primark offers affordable, on-trend fashion and is popular among young, budget-conscious customers. Its success is attributed to being able to design and source clothing quickly and sell it at very low prices.
The group presentation discusses Ruhunu Foods' plan to launch its spice and herb products in the UAE market. Ruhunu is a leading Sri Lankan brand that wants to expand internationally. The presentation covers Ruhunu's corporate strategy using frameworks like BCG matrix and Ansoff matrix. It proposes direct exporting to the UAE and a partnership with Al Maya, a major UAE retailer, to facilitate market entry. Segmentation, targeting, positioning and marketing mix strategies are suggested for the UAE launch. An operational plan addresses production, marketing, HR and financial feasibilities of the international expansion.
This initial statement is a plan to disclose the intention of beginning a Zara Store in within a new market. Zara is an international retail company that deals in clothing and accessories. The company is based in Spain and was founded in 1975. Currently it has several stores in different parts of the world especially Europe and the Middle East where majority of its stores are located. Zara being a successful company within the area of clothing and accessories, it can easily develop a new product and make impressive sales in short time. There are number of brands and the company sales in its stores including the famous pull and bear, and Massimo Dutti . Each year, the company launches new designs of cloths to keep up with the trend in the fashion industry and to deliver the needs and wants of its customers. The designs are based on both local and worldwide fashion trends.
Because the company has established a well known brand in the fashion industry worldwide, opening another store in any new market will not be a big issue for the company. It is for this reason that the company should open a new store in Melbourne Australia to expand its market. Currently, the customers within this particular target market are offered with a variety of attire to choose from, many local and international brands are already available in the market. Considering the fact that Melbourne is such a diverse place, it would be nice to give the dwellers a taste of indigenous fashion and clothing material from other parts of the world .
The document outlines an operational action plan for a coffee shop chain. It discusses pursuing self-serve vending machines and an Air Miles partnership to expand breakfast offerings and loyalty programs. An internal and external analysis examines the company's mission, markets, strengths, and competitive landscape. A PEST analysis covers political, economic, social and technological factors. Finally, a balanced scorecard outlines marketing, financial, customer, and learning & growth metrics to track progress against the company's vision.
The Spanish company Zara is Europe's leading apparel retailer and the main brand of the Inditex group, the world's largest apparel retailer. Zara emphasizes fast fashion by quickly moving trends from the runway to stores. It focuses on speed and price through vertical integration, with designers, manufacturers, and laborers located close together in Spain. Zara delivers new products twice weekly to its 1,670 stores worldwide through an efficient logistics network. It relies on customer feedback to quickly produce popular items and remove unsuccessful ones. Zara's stores are its main advertising, and it spends less than other retailers on campaigns.
This document provides a case study and lecture on the Spanish retail giant Zara and its parent company Inditex. It discusses Zara's competitive advantages including its ability to develop new fashion products in just two weeks and launch 10,000 new designs per year. It also outlines Zara's objectives to maximize profits through maintaining fashionable, high-quality products at reasonable prices. The document analyzes Zara's strategies, international expansion, financial performance compared to competitors, and provides a SWOT analysis.
- Richard Branson and his Virgin Group of companies continued to expand rapidly in 2004, with new ventures in Australia, the US, and the UK. However, some of Branson's dot-com era ventures like Virgin Car and Virgin Bike had failed, and some long-established businesses were struggling.
- While praised for his entrepreneurship, questions remained about the financial health and strategic direction of the diverse collection of over 200 Virgin companies across many industries. Branson dismissed criticism of the group's finances but some reforms may have been needed as the group continued growing.
Horlicks is a 130-year-old brand in India that holds the largest market share in the health food drink category. It offers various products like Horlicks, Junior Horlicks, and Woman's Horlicks targeted at different age groups. As part of its marketing mix, Horlicks uses competitive pricing and promotes its products through various channels like TV, print ads, and events. It has a strong distribution network across India. Horlicks focuses its segmentation strategy on factors like age, gender, and geography to target audiences.
Parle Products was established in 1929 in Mumbai and began manufacturing biscuits in 1939. Parle-G biscuits were launched in 1947 and became India's largest selling biscuit. Parle-G maintains a 40% share of India's biscuit market and 15% of the confectionery market. It is affordable at Rs. 4 per pack and remains India's most popular biscuit brand due to its mass appeal, taste, and affordability. Parle faces competition from other big brands but maintains market leadership through effective low-cost marketing and quality products.
Edita final project - mba - s3 - group fMohamed Ahmed
This document provides an overview and strategic analysis of Edita Food Industries, a leading snack food company in Egypt. It discusses Edita's mission, vision, corporate governance structure including its board of directors and top management. It also analyzes Edita's external environment using PESTEL and Porter's Five Forces models. Additionally, it evaluates Edita's internal environment through value chain analysis, VRIO framework and financial ratios. Finally, it presents Edita's strategic factors using matrices like SFAS, TOWS and SPACE to identify grand strategies and quantitative strategic planning. The balanced scorecard is proposed for implementation and control.
Starbucks has over $10 billion in annual revenues and operates over 16,850 shops globally. The document analyzes Starbucks' financial stability by comparing its financial ratios to Dunkin Donuts over five years. Key findings include Starbucks consistently outperforming Dunkin Donuts in returns on assets, equity, and net operating assets, though Dunkin Donuts relies more on financial leverage. Starbucks' profit margins are also typically lower than Dunkin Donuts', suggesting it has higher expenses. Overall, the analysis finds Starbucks effectively manages assets to generate revenue.
1. The document discusses the supermarket group business in the UK, with four major players being Tesco, Asda, Sainsbury, and Morrison. It focuses the analysis on Morrison and evaluates its financial performance and dividend policy.
2. The business life cycle model is applied to analyze what stage Morrison is currently in. The four stages are start-up, growth, maturity, and decline. Financial strategy differs at each stage.
3. The analysis of Morrison is structured into three sections - identifying its stage in the business life cycle, analyzing its financial patterns and capital structure, and evaluating its dividend policy against relevant theories. A conclusion and recommendations will also be
Analyzing financial statements and ratios of cranswick plcAyman Howera
This document analyzes the financial statements and ratios of Cranswick Foods plc, a UK food producer, to evaluate it as a potential acquisition target. The analysis finds that Cranswick has experienced steady revenue, profit, and earnings per share growth over the past 5 years. While liabilities have slightly decreased, assets and equity have consistently increased. The horsemeat scandal in 2013 presented an opportunity for Cranswick to increase premium fresh meat sales. Overall ratios and financial trends indicate Cranswick has strong financial performance and position.
This document is a newsletter from Functional Foods Weekly dated February 22, 2010 that provides a summary of news and information related to the functional foods and nutraceuticals industry. The newsletter includes sections on business and market intelligence, consumer trends, market research reports, innovations, regulations, health research, reviews and opinions. Subscription information is also provided at the end.
DechraPharmaceuticalsStockPitch (Final) (1)Jun Jie Ng
Dechra Pharmaceuticals PLC is a global veterinary pharmaceuticals company that develops, manufactures, and markets high-quality products for veterinarians. The company has expanded globally through acquisitions and new product launches. Recent acquisitions of Genera, Brovel, Putney, and planned acquisition of Apex are expected to drive strong revenue growth. New patented products such as Zycortal and pipeline products provide additional growth opportunities. While some economic and political uncertainties exist, the animal health market is projected to grow at 5% annually and Dechra is well-positioned for continued success.
Business Plan - Retail Manufacuring OrganizationGregory Weiss
This business plan document provides an overview of Gulf Coast Nutritionals, Inc., a company that produces natural products for humans and pets. The company focuses on producing the Ark Naturals line of natural supplements for pets and providing private label manufacturing and consulting services. Key points include:
- Gulf Coast Nutritionals expects to generate $2.25 million in revenue in year 2 and become profitable, with $6 million in revenue and $2.56 million in profits by year 4.
- The company is requesting $500,000 in funding to support operations and distribution network expansion for the Ark Naturals line.
- In addition to Ark Naturals, the company provides private label consulting services to
The document provides an overview of Aurobindo Pharma's business highlights for FY21. It discusses their key growth enablers including capacity and capability expansion, R&D, product portfolio, and compliance and quality. Some key points:
- Aurobindo ranks among the top 3 generic companies in the US with over 60% commercial portfolio market share. They have 639 ANDA filings with the USFDA.
- They are among the top 10 generics companies in 7 European countries, including top markets like France, UK, Germany, and Portugal.
- They supply life-saving ARVs to over 3 million patients globally and have filed over 1,100 ARV doss
This document outlines the table of contents for a research study on Santander UK's marketing strategy and its impact on business growth and customer satisfaction. The introduction provides background on Santander UK and identifies marketing as a key pillar of the company's growth strategy. The rationale for the study is to analyze Santander UK's integrated marketing strategy and determine its effects on business growth and customer satisfaction. The literature review explores concepts of integrated marketing and how marketing impacts customer satisfaction and business growth. The research aims to analyze Santander UK's current marketing strategy, its effects on business growth and customer satisfaction, and whether the strategies align with market dynamics.
Panera Bread has experienced great success but now faces slowing growth. Its strategic issue is how to make great bread broadly available across the US. The document outlines alternatives like expanding markets through franchising and selling products in stores. It recommends better supply chain management and expanding the catering program to address weaknesses and threats from competitors like Starbucks.
This document provides a comparative strategic analysis of Tim Hortons and Starbucks, the two major players in the Canadian coffee and snack shop industry. It finds that the industry is mature with Tim Hortons and Starbucks holding 87% market share combined. Tim Hortons targets a broader customer base with affordable prices and widespread locations, while Starbucks focuses on customers willing to pay more for personalized service. The document recommends strategies for each company, such as Tim Hortons attracting higher-end customers and Starbucks expanding into medium-sized urban areas.
The document provides information and instructions for Assessment 1, which requires students to develop a 5-year marketing plan for the Co-op Group's food retailing business. It will account for 50% of the final grade. Students must submit the assignment by the deadline and meet formatting requirements. The assessment addresses learning outcomes related to marketing strategies and ethics. To pass, students must demonstrate knowledge of marketing concepts and trends, apply theory to critically evaluate the Co-op's strategies, and develop a viable marketing plan to help rebuild the business.
Accountancy and allied services marketIRN Research
The document provides an overview of the UK accountancy and allied services market in 2015-2016. It finds that the market consisted of over 41,000 firms employing over 300,000 people. Most firms were small, with over 90% employing fewer than 10 people. However, the top 4 firms (PwC, Deloitte, EY, KPMG) accounted for 42% of industry turnover. The number of firms had grown 26% since 2011, with especially strong growth in bookkeeping and tax consultancy firms. Over 40% of all firms were located in London and the southeast of England.
Marks and Spencer 5 Year Business Plan/StrategyAminul Hoque
This report/project comprises of analysing Marks and Spencer in its current state and strategies as well as past achievements. The findings was then formulated into a report as recommendations which showed how strategically Marks and Spencer can improve. This also comprised of looking competitor analytic's and their campaigns for Marks and Spencer to be competitive. This report/project built on existing skills such as; business planning, marketing communications planning, product development and financial analysis.
This document provides a proposal and recommendations for a Wales-based charity called Ash Wales that aims to expand its smoking cessation training services from adolescents to companies for a fee. The summary analyzes Ash Wales' strengths and weaknesses, as well as opportunities and threats. It recommends targeting hotels in Cardiff, Wales due to their high smoking rates, presence in Wales' capital, and ability to pay for training. Improving marketing through a revised 4Ps strategy is also suggested to boost branding awareness and funding.
Panera Bread started in 1981 as Au Bon Pain and grew through acquisitions and expanding its franchise agreements and store locations. A key acquisition was purchasing Saint Louis Bread Company in 1993. The company then re-branded Saint Louis Bread Company stores as Panera Bread between 1993-1997, which led to a 75% increase in average store sales. In 1999, Au Bon Pain sold all business units except Panera Bread and renamed the company. Since then, Panera Bread has significantly grown its stock value and store count to become one of the top performing restaurant brands.
Initial Valuation Report
Chipotle Mexican Grill, Inc.
12/14/2015
Final Report
CONTENT
Executive Summary ......................................................................................................................................................................... 1
Company and Industry Overview ............................................................................................................................................. 2
Chipotle Mexican Grill - The Business .................................................................................................................................... 2
Strategic Highlights ........................................................................................................................................................................ 2
Restaurant Industry - The Playing Field ............................................................................................................................... 2
Financial Ratio Analysis ................................................................................................................................................................ 4
Key Ratios across Industry .......................................................................................................................................................... 4
DuPont Analysis ............................................................................................................................................................................... 5
Profitability across Industry ....................................................................................................................................................... 6
Detailed Revenue Analysis .......................................................................................................................................................... 7
Other Key Ratios .............................................................................................................................................................................. 8
Forecast of Financial Statements ............................................................................................................................................. 9
Financial Statements – 2015-2020 .......................................................................................................................................... 9
Sustainable long term growth rate analysis ..................................................................................................................... 10
Underlying assumptions ........................................................................................................................................................... 10
Risk and Return Analysis ...................................................................................................................... ...
This document provides an overview of Universal Robina Corporation (URC), a major food and beverage company in the Philippines. It discusses URC's history since 1954, current business segments, leadership, goals, and competitive landscape. URC began as a corn milling plant and has since diversified into snacks, beverages, and other food categories. It aims to be the leading brand in the ASEAN region through world-class products and an efficient organization focused on customers, innovation, and responsible practices. The document also notes URC faces competition from companies like Oishi and Nissin but maintains brand loyalty through its product portfolio and corporate social responsibility initiatives.
Edited jay marketing plan yollies.editedAvik Naskar
The document provides a marketing plan for Kerry Foods to launch their new product "Yollies", a yogurt on a stick. The plan includes a situational analysis using PEST and Porter's 5 Forces models. Competitors like Westbury Dairies are identified. The plan sets SMART objectives to convince more supermarkets to carry Yollies, attract more consumers through advertising, and enhance market share. A SWOT analysis is conducted finding strengths in the product's innovation but weaknesses in low initial market share. The plan aims to integrate internal and external analyses to develop a strategic fit for Kerry Foods.
The document is a newsletter providing information on the functional foods and nutraceuticals industry. It includes sections on business and market intelligence, consumer trends, market research reports, innovations and new products, regulations, health research, reviews and publications. The newsletter provides summaries of news such as Arla Foods reporting mixed financial results for 2009, Murray Goulburn acquiring a stake in Warrnambool Cheese and Butter Factory, Kraft planning up to 150 job cuts at Cadbury UK, and Martek extending its supply agreement with Danone.
The document provides a summary of market intelligence and innovations related to functional foods and nutraceuticals. It includes the following sections: Business & Market Intelligence, Consumer & Market Trends and Market Size, Latest Market Research Reports, Innovations, IP, New Products & Related News, Regulations, Labelling, Health Claims & Related News, Nutrition, Health Benefits & Related Research, Reviews, Comments, Opinions and Full-text Publications, Webinars Worldwide, Conferences & Meetings Worldwide, Disclaimer, and Subscription Information. The document analyzes market news, trends, research reports, product innovations, regulations, and upcoming events related to the functional foods and nutraceuticals industry.
Paddy Power is an Irish betting company founded in 1988 that has since expanded globally. It recently merged with Betfair, one of its main online competitors.
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This proposal summarizes two potential projects for a bakery company's Burnley location:
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2. Refurbishing the outdated employee canteen to improve layout, seating and food options to promote employee health and happiness. Challenges include the high costs and disruption during construction.
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The document outlines Chloe Welsby's career development plan to become either an Operations Manager or General Manager at Warburton's bakery. It details two potential career paths, with Path 1 involving obtaining a degree and completing Warburton's graduate program to become Operations Manager. Path 2 involves gaining experience and qualifications to work up from Team Leader to Shift Manager to Bakery Manager and eventually General Manager. Chloe analyzes her skills, chooses Path 1 as it aligns best with her goals and can be completed sooner, and outlines steps to achieve her career objective.
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Crepes and Co is a new mobile creperie business being launched by five university students in East Lancashire, UK. The business will operate out of a catering van selling crepes, pancakes, and doughnuts. The document provides details on the company ownership and history, products and manufacturing processes, legal requirements, and marketing and financial plans. It establishes the purpose of providing a unique mobile food experience and aims to be a profitable alternative to fast food. SWOT and PESTLE analyses were conducted to evaluate the business's strengths, weaknesses, opportunities, threats, and external factors. The executive summary concludes by outlining the mission to satisfy customers through quality food and values of superior customer experience and passion for the business.
This document discusses corporate culture, specifically focusing on Google's culture. It begins by introducing the topic of corporate culture and how it can impact an organization. It then examines Google's unique culture as seen in an internship film, noting benefits like relaxation rooms, nap pods, and free breakfast that help attract and retain employees. Google prioritizes hiring "Googley" people and creating a pleasant work environment. The document asks questions about the strengths and weaknesses of Google's culture and relates it to other corporate cultures. It also analyzes Google's culture using Edgar Schein's three levels of culture and Charles Handy's model of organizational culture. Finally, it examines Google using Johnson and Scholes' cultural web framework.
2. 2
Introduction......................................................................................................................................................4
Company Background and Accomplishments......................................................................................4
Finance..............................................................................................................................................................4
Latest Published Accounts information .................................................................................................5
Marketing...........................................................................................................................................................5
Marketing Mix...............................................................................................................................................6
Product.......................................................................................................................................................6
Price............................................................................................................................................................7
Place...........................................................................................................................................................7
Promotion...................................................................................................................................................8
Human Resources...........................................................................................................................................9
Mintzberg’s Organisational Configurations...........................................................................................9
Bakery Structures........................................................................................................................................9
Recruitment Process...............................................................................................................................10
How Warburton’s advertise position and attract applicants................................................................10
Interviewing Candidates.........................................................................................................................10
Cost Implications to Recruitment...........................................................................................................10
Staff Retention and Benefits..................................................................................................................11
Engagement...............................................................................................................................................12
Warburton’s Company Values...............................................................................................................12
VIP System – Values in People.............................................................................................................12
Gallup’s Hierarch of Engagement.........................................................................................................13
Training and Development.....................................................................................................................13
Bitesize....................................................................................................................................................13
Operations.....................................................................................................................................................15
Warburton - Mass Production Definition and Benefits.....................................................................15
Chain of Production.................................................................................................................................15
Focus on Quality.......................................................................................................................................16
New Technology.......................................................................................................................................16
Six Sigma...................................................................................................................................................17
Warburton’s Operational Long Term Plan...........................................................................................17
Contents
3. 3
Apendix...........................................................................................................................................................15
Apendix A – Balance Sheet....................................................................................................................17
Apendix B – Profit & Loss.......................................................................................................................20
Apendix C – Product Relaunch Examples...........................................................................................20
Apendix D – Warburton’s Marketing Timeline....................................................................................20
Apendix E – Departmental Map – Operations, Marketing & Human Resources..........................20
Apendix F – Recruitment Policy ...........................................................................................................20
Apendix G – Success Factors................................................................................................................20
Apendix H – Long Service Award Policy.............................................................................................20
Apendix I – VIP Guide..............................................................................................................................20
Apendix J – VIP Judge’s Guide.............................................................................................................20
Apendix K – How to Recognise Sucess...............................................................................................20
Apendix L – Training & Development Policy......................................................................................20
Apendix M – Continious Improvement Pack.......................................................................................20
Apendix N – Bitesize Workbook............................................................................................................20
Apendix O – Continuious Improvement Project Example................................................................20
Company’s Vision
“Become one of the world’s best food
businesses, which will be achieved by
continued investment and employee
commitment in ensuring we retain out
reputation for producing the best quality
freshest bread, and unrivalled customer
service”.
Jonathan, Bret and Ross Warburton
Contents
4. 4
Introduction
Company Background and Accomplishments
Since the Warburton’s family started baking in 1876 they have managed to grow and expand across the UK and have
succeeded to keep one-hundred per cent ownership oftheir company. Five generations ofthe family, have run the
company so far, the latest being three cousins Jonathan, Brett and Ross (Warburtons, 2015). Starting with a simple
white loaf in a little bakery biased in Bolton, Warburton’s has managed to expand its portfolio ofproducts to include
wraps, thins and even garlic bread. As a result, they have become the largestwrapped bread brand in the country, with a
market share of 31.4 percentwhich has putthem 8 percentahead oftheir main competitor Kings mill (LLP, 2014). They
currently own twelve bakeries and fourteen depots across the UK and are responsible for 4,500 employees (Warburtons,
2015). Furthermore, they have become the second largestgrocery brand in the UK behind Coca Cola according to The
Nielsen Company (2010).
According to Marketing Week (Tesseras, 2015) in the UK sixty percentofcompanies are family owned. 54 percent of
these companies consider their family status as an important part of their marketing strategy. This is no different for
Warburton’s and in 2016 they launched a range of new packaging on all their products to include a 140 years ofquality
baking stamp (Stein, 2016).
Finance
Introduction
5. 5
Latest PublishedAccounts information
According to Companies House (2014) Warburton’s generated a turnover off £547.9 million and profit off £78.3 million
before tax in their latest published accounts from September 2013 -2014. Comparing this to their pervious financial
reportthe turnover has decreased by 2.5 percent. In spite ofthis, the profit has increased by £42million, cash held
increased by £14.7 million and fixed assets increased by £4.2 million. While a lot ofthese results are positive for the
company, one downfall is the decrease in staffing numbers from 4,532 to 4,502 a decrease of30 employees. To view the
latest balance, profitand loss sheetsee appendix A and B.
Marketing
Finance
6. 6
Marketing Mix
In the Introduction to Integrated Communication Journal (McGraw-Hill/Irwin, 2009) states the marketing mix as the
developmentofconnections by understanding the needs and wants of the customers, satisfying those needs through
productdevelopment, offering ata price, making itavailable and developing an advertisementor promotion to generate
interest. These are known as the four P’s – Product, Price, Place and Promotions all ofthese are a part of what is know
as the marketing mix.
Product
In 2010-2011 Warburton’s re-launched all the packaging for every productto include a new logo and personal message
from Jonathan Warburton relating to the product (Brand New, 2011). Although the financial implication for the rebrand
have not been announced to the public, when researching a similar company called Lyndale Foods also rebranded their
image in 2010 which resulted in a costof £1million (Manchester Evening News, 2010). Completing such a large scale
image re-launch for a company ofWarburton’s size doesn’tonly have financial implication but operational as well. These
include having to change all delivery vans to match the new style, ensure all packaging from the old logo is used and the
new packaging is communicated to their customers. To see examples ofthe new packaging compared with the old see
appendix C.
Marketing
7. 7
Price
Warburton’s use a mix of costplus and premium pricing
strategy, to calculate the amount they should charge their
customers for each product. They adapt the costplus strategy
by adding together the material cost, labour costand overhead
costto make the product. After this they add the mark-up
percentage (which is the profit) to give them the total price
(Accounting Tools, 2014). Warburton’s also use aspects ofthe
premium strategy, they believe because they offer the freshest
and best quality products on the shelf they can charge more
than their competitors.
Place
Warburton’s operate from 12 bakers and 14 depots the headquarters are found in Bolton, where
the company was founded (Warburtons, 2015). As you can see from the operations map to the
right mostof the bakery’s and depots surround the North West section ofthe UK, close to the
headquarters. In 2003 Warburton’s opened a bakery and depotin Enfield, London with hopes to
increase their market share in the area. Ten years later they have managed to achieve their
goal and now have the top baked goods brand in the Capital, with a marketshare of14.8
percent (Montague-Jones, 2013). You can currently purchase Warburton’s products at
Tesco, Asda, Sainsbury’s, Aldi, Pound land, Amazon, Waitrose, British Corner
Shop, Ocado and Iceland,
Marketing
8. 8
Promotion
Looking atthe marketing time line in appendix D, Warburtons have been marketing through TV, internet and billboard
since 2008 but it is only from 2013 that they have become a real contestantin the marketing sector. In 2013 Warburton’s
launched their new sandwich alternatives range, and tied this in with their Dear Mr. Warburtons advert. In the same year
they purchased rights to advertise a massive billboard, showing the half& half loaf on the Chiswick Towers. The total
costofthese campaign combined was £32 million and resulted in a 52 percent increase in operating profitand a 26.9
percentincrease in sales (Jones, 2014). Furthermore, in 2015 Warburton’s launched two very unique campaigns
featuring Sylvester Stallon and the Muppets, with the Giant Crumpet Roadshow being awarded the ‘mostsuccessful
Christmas ad of the year’ beating John Lewis, who has held the title for the past three years (Brown, 2015).
Marketing
9. 9
Human Resources
Mintzberg’s Organisational Configurations
Henry Mintzberg explains an organisations structure is created from the relationships between the strategy,
environmental forces and the organisational structure itself. He goes on to explain when these factors fit together, they
create an organisation that performs well. Mintzberg explains thatthere are five types ofsuccessful organisation
structures – entrepreneurial, machine, professional, divisional and innovative. Warburton’s company structure fits into the
machine structure. Mintzberg goes on to state the machine organisation is defined by standardization (Mind Tools
Editorial Team, 2016). The organisation has numerous procedures and routines, decision- making is centralized and
tasks are grouped by departments and jobs clearly defined,see appendix E for the Operations, HR and Marketing
structures and defined responsibilities for each department.
Bakery Structures
Of all the twelve bakery’s every one has the same structure through out. As you can see from the hierarchy below each
departmenthas Middle Managers, Team Managers and Team Leaders, with each one supporting each other. Benefits of
this type of structure is a clear direction offlow for information and a defined ladder for internal progression ofemployees.
Human Resources
10. 10
Recruitment Process
According to the Recruitment and Selection: A Competency Approach (Roberts, 2004) the purpose ofrecruitment is to
match people to the rightrole. It is the mostimportant element oforganisation managementof people. The book states
that neither praise or pay can motivate employees to perform beyond their capabilities, thatis why it is important to select
the right person for the role at the selection process. To see Warburton’s Recruitment policy, see appendix F.
How Warburton’s advertiseposition and attractapplicants
They currently have a system called Jobtrain which allows them to advertise all positions currently available. This system
retains candidate’s information and allows them to search the “Talent Bank” for suitable candidates for specialistroles.
With the individual login for every person who uses the system, they can differentiate from internal and external
applicants, allowing them to postjob advertisementfor internal only without external applicants applying accidently. In
addition, to having a sophisticated system to help advertise positions the attraction to join the company has increased
due to them becoming the firstfood manufacturer selected to be in the Sunday Times Top 25 Company’s To Work for
2016 (Perrett, 2016).
Interviewing Candidates
Once the job advertised has reached its closing date itis the responsibility ofthe HR team to sort through the listof
candidates for the mostsuitable fit for the role, this is called shortlisting. If the application passes this stage the
candidate will be invited to a success factor based interview. There are four types ofsuccess factors used in the
organisation these are Energy and Engagement., Raising the Bar, Winning as a Team and Driving for Results. To see
the information on each factor, go to appendix G.
CostImplications to Recruitment
A reportby Oxford Economics has calculated that on average the hiring and training a new employee cost£30,614 (HR
Review, 2014). This costis separated into two sections -
1. Cost oflostproductivity while replacementemployee gains levelof experience required = 28 weeks and £25,181
2. Logistical cost ofrecruiting a new employee = £5,433
Human Resources
11. 11
Staff Retention andBenefits
Warburton’s operates with 4,500 employees and pride themselves on retaining employment with over 40 percentoftheir
workforce stated in the business for over 10 years (Warburtons, 2015). Due to the high levels ofstaff reaching landmark
service, Warburton’s have devised a benefitscheme to award long serving employees. The long service scheme is as
follows –
5 years – 3 days’ paid holiday
10 years – 3 days’ paid holiday + £100 gift
15 years – 1 weeks’ paid holiday
20 years – 1 weeks’ paid holiday + £200 gift + presentation + breadboard
25 years – 1 weeks’ paid holiday + £250 gift + presentation
30 years – 2 weeks’ paid holiday + £300 gift + presentation + breadboard
35 years – 3 weeks’ paid holiday
40 years – 4 weeks’ paid holiday + £400 gift + presentation
45 years – 4 weeks’ paid holiday
To see the long service awards policy, see appendix H.
Human Resources
12. 12
Engagement
Warburton’s Company Values
Family
Work together as one family and learn from each other. The actions and decisions we take aim to benefitthe whole of
the business not justthe one shift, department, site or business unit.
Ambition
To make Warburton’s ever stronger in a rapidly changing environment, itis vital that we focus even more on innovation
and growth. Encourage ambition and helping people to do their bestis really important.
Responsibility
Taking responsibility is the heartof the business, where everyone plays a part. An environmentoftrust through listening
to and respecting other people’s points ofview is importantto us.
Care
Value the commitmentand loyalty ofour people, investing in them and in health and safety. Care aboutconsumers and
the communities we serve.
Quality
Freshness and quality of our products has always been, and will always be, atthe heart ofWarburton’s. Surpassing
customer expectations, knowing whatthey want and meeting their needs is a top priority.
VIP System – Values in People
Award scheme designed to recognise the people who best demonstrate Warburton’s Values (see above). The scheme is
about celebrating people who really go thatextra mile, no matter where they work or what they do. To see the bookleton
the VIP guide, see appendix I. The judging panel meetmonthly to chose which employees will receive either a £10
bronze award, £20 silver award or an £30 gold award. The quarterly winners are reviewed by BrettWarburton, they
receive a thank you card and £50 worth in vouchers. They are then invited to the VIP Annual Awards Dinner held in
November ofeach year. The Annual Winner is chosen by BrettWarburton and Neil Campbell (Company Director) and
receives a glass award and special prize (Warburtons, 2010). For the judge’s guide to choosing the VIP’s see appendix
J.
Human Resources
13. 13
Gallup’s Hierarch of Engagement
Gallup’s reportmeasured 100,000 employees from 2,500 business and 12 different industries’. His findings showed
more engaged employees are more productive and stay with companies longer than the less engaged employees.
Gallup adapted Maslow’s Hierarch of Needs and applied itto employee engagement (Human Capital Review, 2012).
For Warburton’s guide to recognise success see appendix K.
Training and Development
In Warburton’s Training and Developmentpolicy (appendix L) states that the company actively encourages all
employees to seek opportunities to learn. In addition, the policy goes on to say all employees must have an annual
Appraisal meeting with their Manager to discuss each individuals training and developmentneeds. In the Continuous
Developmentpack (appendix M) explains six differenttypes ofdevelopmentyou can take advantage of, these include –
1. Personal DevelopmentPlans (PDP) – To develop an individual needs using traditional and non traditional
learning.
2. Continuous Professional Development(CPD) – Structured approach to learning to help ensure continued
capability in a specialistarea.
Human Resources
14. 14
3. On the job development – Secondments, projects etc.
4. Mentoring and Coaching – Being a mentor or having a mentor as a useful developmenttool.
5. Formal Training – Use ofhome grown website to look atthe courses and workshops available.
6. Informal Training – Work with different groups on projects and give employees more responsibility.
Bitesize
Bakery Bitesize is a learning tool created and developed by Warburtons Center Team. Each site has a Bitesize
champion to offer guidance and supportand are measured monthly on number of modules completed.Each planthas
multiple modules you muststudy to gain the full knowledge ofthe process. This includes a workbook with on site activity
and a questionnaire at the end of each module. Once a module is complete the employee is awarded with a certificate
and their progress is monitored in their one to ones. The aims of Bitesize is to increase all employees baking knowledge
and explain how the Quality Campaign underpins our ability to consistently deliver high quality products. To see an
example of an workbook and activity see appendix N.
Human Resources
15. 15
Operations
Warburton - Mass Production Definition and Benefits
Warburton’s is a mass production company which manufactures products on a large scale typically using machinery and
an assembly line. The process is analysed and reviewed regularly to produce the greatestquality ofitems while using
the fewestresources (Investopedia, 2015). Benefits ofmass production include –
Large numbers are made; unit costs are lower.
Labor costs are lower.
Materials can be purchased in large quantities, so they are often cheaper.
Large number of goods are produced.
The worker spends little or no time retrieving and/or preparing materials and tools.
The probability ofhuman error and variation is also reduced.
Chain of Production
There are a number ofdifferent stages in the chain of production. The system starts with raw materials and may involve
one or more manufacturing processes. Itthen finishes with final products that are ready for consumers. During each of
the different stages, value is added to the product (Business Case Studies,2010). Value is added in a number of ways,
for example:
Converting wheat into finished baked goods
Packaging them in a way that keeps them fresh
Delivering them to places that are convenientfor the consumers to purchase from
Using sustainable methods and materials
Having the trusted Warburton’s premium brand name.
Operations
16. 16
Focus on Quality
Warburton’s has always marketed itselfon the Quality ofits products. The website states that “We're so obsessed with
quality that we can track every one ofthe 2 million products we bake every day to ensure they're fresh when they getto
your local store – we even send our own mystery shoppers to testthe freshness ofour bread. Our dedicated Quality and
Technical team carries out rigorous tests to ensure the higheststandards ofquality are met and that continuous
improvements are made. From the performance ofthe flour, to the colour ofthe crust and the texture of the bread, there
is no part ofthe productthat goes untested. We also recognise and reward our bakeries which strive to produce the
highestquality bread daily through our monthly 'Derek Warburton Trophy”. (Warburtons, 2014) The way Warburton’s
source their ingredients is absolutely key to the quality of their products and we source all our ingredients to ensure the
highestethical and quality standards. For example, we’ve been contracting with the same farmers in the UK and Canada
for more than 15 years, this continuity helps us ensure that we source only the bestwheat for our products. Quality
targets are set to ensure every loafbaked is the bestbread every time. Manufacturing is a balancing act where bakeries
have to manage their cost, this involves making high quality products whilstproviding vale for its customers. Itinvolves
being efficient, reducing waste and keeping health and safety risks down. On the other hand, improved efficiency should
not be an excuse for poor quality (Business Case Studies, 2010) .
New Technology
A food manufacturing organisation has to constantly move forward to keep track with eating trends. Warburton’s
continually invests in their plants, people and products. Itoften invests large amounts in new machinery to be ahead of
their competitors. An example ofthis is when they launched a brand new £20million sheetand cut plant in Burnley with
the objective to bring their own thins and wraps to the market (Lancashire Telegraph, 2014). Another example is to
improve efficiency the organisation increased its oven insulation and gas burners to shut down automatically when
productions stops (Business Case Studies, 2010).
Operations
17. 17
Six Sigma
Six Sigma is a business managementstrategy used to improve the quality and deficiency ofoperational processes. Its
aims are to make processes more uniform and precise through the application ofstatistical methods (Sharon A.
Schweikhart, 2010). Warburton’s currently use the Six Sigma model in its Continuous Improvement teams to with
projects. The six sigma’s are as follow -
1. Define - defining the projectgoals and customer (internal
and external) requirements;
2. Measure - measuring the process to determine current
performance;
3. Analyze - analyzing and determining the rootcause(s) of
relevantdefects;
4. Improve - improving the process by eliminating defect
rootcauses
5. Control - controlling future process performance
To see a completed continuous improvementprojectusing six
sigma see appendix O.
Warburton’s Operational Long Term Plan
Warburton’s goal is to supply continuously high quality baking products, whilstinvesting in new products, innovation and
development. Warburton’s operational long term plan is divided into five sections –
(Managing the supply chain to meet customer needs, 2012)
Operations