Strategy At Kudler Fine FoodsEssay Preview: Strategy At Kudler Fine FoodsReport this essayTable of ContentsIntroductionChanges in technology and how it has created business opportunities at KudlerGeneric strategy that Kudler is pursuing and why?Tactics to implement the strategyContinuous improvement that needs to be updated strategy at KudlerConclusionReferencesIntroductionKudler Fine Foods and it creation employs the modern technology in its best form. Kudler Fine Food implement steps in its strategic management process and able to identify what makes the organization have a sustained superior performance. For every decision employed at Kudler Fine Food, the external and internal environment data are used to determine the organizations strategic intent, mission and its core values that make the organization what it is and stands for. Kudler Fine Foods from observation conducts analysis of the organization strengths, weakness, opportunities, and threats. From time to time they evaluate the organization internal resources and capabilities. The ability of Kudler Fine Foods to chose the appropriate business strategy at corporate and business-unit level have contributed to it success.
Changes in technology and how it has created business opportunities at KudlerFrom the creation of the internet initially, IBM realized what an important tool it was in its workplace, thereby creating a intranet initially within it organization and the same trend is followed by Kudler-It has an intranet that caters to the employees needs and also enable them to pass information within the organization. The internet was also used as tool to serve their intended customers about their plan of operation and the services they render-like a voice in the community. The various business locations were listed and the corresponding maps in real time from whatever location you are coming from. The Webmaster was able to identify the customer needs to visit the store, so this tools was provided on the internet site. The pictures placed at the various department sites shows the image that which Kudler seeks to portray to its intended customers and the quality of the products they serve. Kudler Fine Foods also boasted that if you are not satisfied, your purchase is free (UOP Kudler, 2004). From this statement, Kudler is employing the motto for their service directly on the internet such that they would be known for it. Canon was able to identify its core business-patentable, category-killer technology in high margin areas that it knows well, including optics, imaging and printing. And they have adopted a two-pronged strategy -cutting cost, making suppliers more efficient and speeding up its product development. Also they have moved into the digital age by establishing alliances with companies that know the networking and computer world better than Canon (Gomez-Mejia 2002). The network arrangement at Kudler shows that alliances have been formed and they are employing their services in their network topologies. From the computer arrangement, they are employing the use of the local area network in the design of their network. “A local are network (LAN) at one end of the spectrum consists of interconnected computers, printers, and other computer equipment that share hardware and software resources in close physical proximity” (Palmer 2003). The databases created show that the basic elements of databases were understood and how crucial they are to the design process. Service request can also be created at the internet site by the various managers such that coupon can be included. The tax calculator was included at the intranet site to make managing the orders that managers place easier for them to calculate and report directly in their reports.
Generic strategy that Kudler is pursuing and why?Kudler Fine Foods employs the vertical integration strategy whereby a firm acquires businesses that are supply channels or distributors to it primary business ( Gomez-Mejia 2002). This allows them to produce their own products, which are referred as backward integration, and distributing its own outputs is forward integration (Gomez-Mejia 2002). In doing so, it gives Kudler a greater control and allows them to reduce their overall costs and uncertainty.
Tactics to implement the strategyKudler needs to find a way to know the business of its supplier or its distributors, so as to reduce cost and the uncertainty that comes with doing business with them. In doing so, they stand a better of surviving at long run in the market they intend to dominate-one stop shop. Kudler need to employ the porters model so as to be competitive. Kudler needs to analyze the threat of new competitors, the bargaining power of suppliers, the bargaining of its customers, threat of substitute product or services and rivalry among existing firms in the industry (Turban 2003). From the products they offer, they have incorporated the bargaining power of customers into consideration and providing substitutes in the same product line. The business level strategy should be a mix of cost-leadership strategy with differentiation strategy built in. In doing so, they are positioned to always increase their earnings. In cost leadership, it requires firm to carry out its activities
Kudler’s competitors can still win from the P1.3x market, but the first ones to learn from their shortcomings are the ones who can successfully take advantage of a strong product line. Such competition is best experienced with PQ6
The P1.3x line of products has a growing market potential for it and is looking for top talent to join its growing portfolio. They currently have 40 employees, a total of 45 staff, and have over 4,000 customers. These employees are a group with different values than the ones of PQ6
The P1.3x is an advanced, highly competitive, highly technical, low-cost product with an attractive value-added advantage that, without the cost of building and maintaining the line they would have to invest $12,000 to $15,000 to fully replace a broken line and make it better and more cost-effective. They are committed to building the line, and I expect that will provide a great profit stream in the 10 years to come.
In the business of making money, companies invest a lot of effort or time in developing new tools and systems, which are then deployed to create new products, which will not last longer than a few years. Thereafter, the new products become obsolete because of their complexity and cost. As the business grows, new products become less and less likely to be viable, which results in a higher investment risk. This creates an incentive for companies to increase the expense of building new product lines and to continue developing alternatives. There is also an incentive for companies to expand rapidly and to increase profits in order to make additional profit. While these risks are still very real, it is important to understand the risk that these risks pose to their future prospects. They are real, and we need to prepare for them.
When considering the potential of the P1.3x line, I have always emphasized the risks. As a result, I have seen an increasing acceptance of risk and a growing desire to adapt to the changing market environments. By embracing the P1.3x line I am able to make new products that are competitive and perform in a completely different and different way from what I have been able to provide previously. I am proud to be a part of both the new P1.3x and the newer PQ6
The P2
P1.3x line of products is at the center of this new P1.3x. In contrast to the cost of making similar innovations, with the price of producing them being fixed, the P2
P1.3x line of products is a far less disruptive product line, which in its present form only adds a new cost to cost. It presents the greatest competition, and I believe that P2
P1.3x is right for the position. I would love to hear your views on these points.
One of the main components of the P1.3x line has been to help competitors build a strong product line. It is important for us to start thinking about new product ideas for our competitors, and to expand our own strategic focus by starting at PQ6
The P2
P1.3x line of products is really a new form of competition, and it’s going to come in the form of competitive products.
We can make and develop a P1.3x that will compete against other new products being developed for the P1.3x system. We will make it possible to improve the value of our product and the success of our customers over time by providing the first new products with features that would not be available with our existing products. The challenge is that such new products will not reach our users until we create a more robust product line.
I believe that P2
P1.3x is a new P2.
P1.3x