Panera Bread will be the parent company of its new division “Healthy Dinners on the Run.” The dinner menu will be based off the existing Panera Bread menu.

Families will commit to two or three dinner service deliveries for a fixed price.

3 Name & Composition of New Product/Service

Families will commit to a weekly plan service providing the delivery of healthy meals at dinner time. Customers will select choices from the Dinner on Time menu. The menus will also include the Panera product line options. This offers gluten-free, vegetarian, organic, low-sodium, low-fat menu choices.

4 Product/Service Differentiation

For less than cost of a home cooking service, nutritious meals are delivered without the burden of clean up or additional waiting dinner time.

INSTEAD JUMP INTO HEALTHY!

5 Target Market and Customer Needs

The target market is the demographic areas where most likely both parents work full-time or single parenting exists

6 Competitive Advantage and Table of Competitors

We eliminate the step of cooking work and clean up after.

Most Likely Competitor	Potential Other Competitors	Least Likely Competitors	Country Found
Blue Apron Pricing slightly higher	The Ranch daily	Freshology – target market includes goal of weight loss. This results in much higher pricing.	United States
Hello Fresh Pricing slightly higher			United States
Restaurants on the Run Though current target market is corporations, they may reconsider market
			United States

7 New Division Mission Statement (Differentiation from Competition)

Provide the convenience of on time dinners to families with the benefit of good nutrition.

8 Vision Statement (New Division with 3 Year Future Focus)

Promote good nutrition nationwide by delivering great tasting food with excellent service.

9 Value proposition (Guiding New Division Strategic Direction)

Panera Bread is already known for its nutritious and delicious menu. Using a pre-existing menu, we can make have families commit to weekly delivery services for a lower price than the currently trending meal kit service.

Families eventually realized the waiting time of cooking and clean up after still exists with the make your meal kit services. The convenience of eliminating cooking those steps is an intriguing selling point.

10 Vision/Mission (Alignment Between New Division and Parent)

Vision - Nurture busy families and individuals with nutrition by offering convenient dinner delivery services.

Mission – Have families commit to better nutrition and at the same time improve their family dinner time.

Panera’s current mission brings awareness of the current hunger problem in United States. The new Vision and Mission statements above are in line with Panera “cares” mission.

11 Division's Strategic Direction

Market and grow Panera brand by building a new division of food and logistics.

Dinner on the Run will be compared to Blue Apron and Hello Fresh but with lower pricing.

12 Culture (New Division)

Respectable and courteous employees with logistic experience will service new division of Dinner on the Run!

13 Social Responsibility (New Division)

Panera Bread and new division of Dinner on the Run will honor the sacrifice of America’s injured troops by supporting Wounded Warriors Project. Dinner on the Run will focus on raising awareness and funds for Wounded Warriors athletes. Annual events such as the Marine Corps Marathon grants an opportunity for employees to volunteer their time on a community supporting event.

14 Ethics (New Division)

This is weblink to Panera Ethics Policy: https://www.panerabread.com/en-us/company/animal-welfare-infographic.html

Panera’s current responsibility is to “Go Beyond Good Food.” The responsibility of Dinner on the Run will be “Go Beyond Delivery Expectations”

Like Panera Bread, Dinner on the Run will be known for its excellent quality of service.

15 Business Projection Overview (Unit Sales, Revenue, Profit, and Return On Investment)

In June 2015, Technomic, a food industry consulting firm, predicted that meal-kit service market would grow by $3 to $5 billion over the next 10 years. They referenced companies such as Blue Apron and Hello Fresh. Though the number of units sold continue to increase, families found many meals took longer than the 20 minutes they advertised. Families also found themselves with the stress of dealing with the clean up after. Dinner on the Run eliminates both steps, cooking and clean up!

Project calculations are strictly based off one demographic target area, such as San Francisco or Washington DC where many families are dual employed. Another target market is the millennial urbanites, people with more expendable income and possibly less cooking experience.

Prices are as followed:

Family of two - $8.99 per person with 3 deliveries per week totaling $53.94 Family of four - $7.99 per person with 2 deliveries per week totaling $63.92

*Dinner on the Run!*
	*Year One*	*Year Two*	*Year Three*
Unit Sales	# units – 12,000	# units – 13,500	# units – 15,000
Revenue (thousand,)	$648,000	$730,000	$825,000
Profit	% GPM - estimated at 55%	% GPM - estimated at 65%	% GPM-estimated at 70%
Unit Sales	# units – 12,000	# units – 13,500	# units – 15,000
Return on Investment (ROI)	10%	13%	20%

Figure 1. Created by Yolanda Visesio, August 23, 2016

16 Key Milestones Timeline Graph

17 Market Position vs Competitors Statement

Many families struggle with everyday responsibilities, including meal planning and cooking. Dinner on the Run would eliminate this for families. This fact provides Dinner on the Run a competitive edge!

18 Marketing Perceptual Map

Blue Apron delivered more than 2 million meals a month in 2015 and Hello Fresh exceeded that volume. When you take in consideration that restaurants and grocery stores sell $1.2 trillion of food each year, the meal kit industry constitutes less than one percent of total food sales.

19 SWOTT Analysis (Internal Forces and Trend Factors)

(Complete 2 SWOTT Charts defining New Divisions Forces & Factors, (build off your publicly traded parent firm), but be careful to write about your new division )(Use numbers, %, $, or other metrics to help explain your points)

*Internal Forces & Trend Factors (11)*	*Strengths*	*Weaknesses*
*Strategy*
*Organizational Structures*
*Processes & Systems*
*Resources*
*Goals*
*Strategic Capabilities*
*Culture*
*Technologies*
*Innovations*
*Intellectual Property*
*Leadership*

20 SWOTT Analysis (External Forces and Trend Factors)

*External Forces & Trend Factors (8)*	*Opportunities*	*Threats*	*Trends*
*Legal & Regulatory*
*Global*
*Economic*
*Technological*
*Innovation*
*Social*
*Environmental*
*Competitive Analysis*

21 Supply and Value Chain Analysis

*PRIMARY ACTIVITES*	*SUPPORT ACTIVITIES*
*1. Operations*	*1. Firm Infrastructure*
·	·
*2. Sales and Marketing*	*2. Research and Development (R&D)*
·	· .
*3. Supply Chain & Logistics*	*3. Procurement & Manufacturing*
·	·
*4. Service*	*4. Human Resource Management*
·	· .

Chart adapted from Dess, Lumpkin, Eisner, & McNamara (2014)

22 Change Adaptation (Parent Firm’s Example)

(Define how your parent firm encountered some drastic change/crisis &

exactly how they adapted to it to succeed)

23 Change Adaptation (How New Division Will Adapt To Crisis Example)

(Create a realistic crisis that your new division might encounter over next 3 years &

offer your best method of fully adapting to it, & moving forward for success)

24 Leverage Core Competencies and Resources

Define your new division Core Competencies offering examples of how you’ll leverage them & other resources)

25 Major Issues, Hypothesis, 3 Research Questions and Analysis

(Use Quantitative Analysis in answering this section-generate a hypothesis surround each issue & research questions to use for conducting analysis)

*MAJOR ISSUES*	*HYPOTHESIS*	*RESEARCH QUESTIONS*	*ANALYSIS*

Created by (Your Name) (Date)

26 Major Opportunities, Hypothesis, 3 Research Questions, and Analysis

(Use Quantitative Analysis to answer this section-generate a hypothesis surround each issue & research questions to use for conducting analysis) View Video at http://study.com/academy/lesson/formulating-the-research-hypothesis-and-null-hypothesis.html (but don’t subscribe! Use it to jog your memory on prior studies)

MAJOR

OPPORTUNITIES

HYPOTHESIS

RESEARCH QUESTIONS

ANALYSIS

Created by (Your Name) (Date)

27 Three Major Assumptions

(Include three (3) areas that are crucial to your success/failure)

28 Risk and Change Management Plan

(Identify 1 Risk/area indicating stakeholder affected, offering innovative mitigation plan resolving that risk)

*Area*	*Identified or Potential Risk & Stakeholder*	*Mitigation Plan To Resolve Risk*
*Marketing*
*Other (Define)*
*Finance*
*People*
*Shipping*
*Ordering*

29 Balanced Scorecard (Shareholder value or Financial Perspective) Quadrant One

(Use UOPX Librarian’s & 3 sources below in completing your 4 Quadrant Balanced Scorecards)

1 Balance Scorecard Institute. (2016). Why Measure and Manage Performance? Balancedscorecard.org. Retrieved 20 February 2016, from https://balancedscorecard.org/Resources/Articles-White-Papers/Why-Manage-Performance

2 Pearce, J. A. II. (2013). Strategic management: Planning for domestic and global competition

(13th ed.). New York, NY: McGraw-Hill.

3 Thompson, A. A., Gamble, J. E., & Strickland, A. J. (2012). Crafting and executing strategy: The quest for competitive advantage (18th ed.). New York, NY: McGraw-Hill.

*Quadrant One Shareholder Value Or Financial Perspective*		*Balanced Scorecard For (Insert Your Business Name Here)*
*Measures*	*Objectives*	*Measure*	*Target*	*Initiatives*	*Year 1*	*Year 2*	*Year 3*
*Market Share*	share of market, not stock market pricing)
*Revenues & Costs*
*Profitability*
*Competitive Position*

30 Balanced Scorecard ( Customer value perspective) Quadrant Two

*Quadrant TWO Customer Value Perspective*			*Balanced Scorecard For (Insert Your Business Name Here)*
*Measures*	*Objectives*	*Measure*	*Target*	*Initiatives*	*Year 1*	*Year 2*	*Year 3*
*Customer Retention Or Turnover*
*Customer Satisfaction*
*Customer Value*

31 Balanced Scorecard ( Process or internal operations perspective) Quadrant Three

*Quadrant THREE Process Or Internal Operations Perspective*			*Balanced Scorecard For (Insert Your Business Name Here)*
*Measures*	*Objectives*	*Measure*	*Target*	*Initiatives*	*Year 1*	*Year 2*	*Year 3*
*Measure Of Process Performance*
*Productivity Or Productivity Improvement*
*Operations Metrics*

32 Balanced Scorecard (Learning and growth (employee) perspective) Quadrant Four

*Quadrant FOUR Learning & Growth (Employee Perspective)*			*Balanced Scorecard For (Insert Your Business Name Here)*
*Measures*	*Objectives*	*Measure*	*Target*	*Initiatives*	*Year 1*	*Year 2*	*Year 3*
*Employee Satisfaction*
*Employee Turnover Or Retention*
*Level Of Organizational Capability*
*Nature Of Organizational Culture Or Climate*
*Technological Innovation*

33 Potential Risks and Mitigation Solution Plan

(Identify your top 2 risks & your specific mitigation solution plan for each)

34 Ethical implications of solutions

(Identify the mitigation solutions from 33 above, relative to ethical practices )

35 Contingency Strategy and Funding

(Here talk about a significant situation/event/crisis that may occur & identify the contingency activity that you’d employ as well as the amount & sourcing of funds)

36 Communication Plan Template

(Be very practical/realistic here & Use your creativity with new technological communication vehicles) (Be very specific, detailed, & use common sense & name examples) (Communication objectives could be to inform a specific group, or talk on status of sales, revenues, profits, performance, etc.)(Message Types could be specific reports, collaboration software(i.e. Dropbox, etc.), Media Channel might be (corporate or personal email, website postings, in person meetings, formal reports, etc.) Timing/Frequency could include hourly, daily, weekly, bi-weekly, quarterly, annually, etc.) & feel free to use any new emerging techniques/technologies that you choose!

*Target Audience*	*Communication* *Objective*	*Message* *Type*	*Media* *Channel*	*Timing/* *Frequency*
*CEO/President/* *Board of Directors*
*Investors/* *Stockholders*
*Management Team*
*All Employees*
*Marketing Department*
*Community*
*Vendors/Suppliers*
*Customers/Clientele*

37 Monitor and Control Your Strategic Plan Using Your Balanced Scorecard

Identify 3 methods you’ll use here & analyze exactly how the measures will advance organizational goals both

financially & operationally (include graphic similar to below)

Above: Scorecard Pyramid (2012), Retrieved from www.meshekah.com

38 Short Term Objectives

Identify 3 specific short term objectives in table

Objectives

39 Functional Tactics

(Describe the specific tactics you’ll employ in each of the five functional areas below)

*Functional Area*	*Functional Tactics*
*Human Resources*
*Executive Management*
*Sales*
*Finance*
*Production/Operations*
*Research & Development*

40 Marketing Strategies and Tactics

(Provide one example of each of the following & functional tactic supporting your strategies

*Marketing Functional Area*	*Functional Tactics*
*Product Life Cycle Considerations*
*Customer Relationship Management (CRM)*
*Product Packaging*
*Services*
*Product Marketing*
*Promotions*
*Customer Support*
*Advertising*
*Incentives*

41 Information Technology Strategies and Tactics

(Provide one example of each of the following & functional tactic supporting your strategies)

*Information Technology Functional Area*	*Functional Tactics*
*Computer Systems*
*Software: Collaboration Tools*
*Administrative Applications: Administrative Systems, Report Writing, Database Administration*
*Technology Advances*
*Network & Infrastructure Services: (Internet, Email, Security, System Admin, Voice Communications)*
*User Services: IT Help Desk, Desktop Services, IT Purchasing, IT Website, IT Newsletters, Switchboard Operators*

42 Ethical Issues Faced By the Organization

(Identify & discuss & explain most likely issues your organization will really face)

43 Legal and Regulatory Issues Faced By the Organization

(Discuss realistic issues you can anticipate being problems for your specific division from both areas, citing specific institutions that regulate/license/oversee your business, and other entities you will comply with on City/State/Federal/Global level )

44 Corporate Social Responsibility (CSR) (Four)

(Expand What you covered in section 13 providing 4 specific innovative CSR examples)

45 Impact of Triple Bottom Line (People, Planet, & Profit) On Strategic Plan & It’s Implementation

(Describe possible implications)

46 Reference/Resource Page- Current & Past Core Course UOPX Textbooks

(Always Read & properly cite current textbook & chapters using UOPX reference/citation guidelines (i.e. MKT 421, Ethics, Project Management, etc.)

47 Reference/Resource Page- External Resources

http://www.nytimes.com/2015/11/05/upshot/stressed-tired-rushed-a-portrait-of-the-modern-family.html?_r=0

https://www.panerabread.com/en-us/home.html

https://www.woundedwarriorproject.org/give-back

https://finance.yahoo.com/quote/PNRA/financials?p=PNRA

http://www.fastcompany.com/3046685/most-creative-people/the-5-billion-battle-for-the-american-dinner-plate

http://www.dailymail.co.uk/femail/food/article-3393701/Does-Jamie-Oliver-REALLY-deliver-FEMAIL-tests-celebrity-chef-s-new-food-box-recipe-helps-families-cook-scratch-home-pukka-results.html

https://ycharts.com/companies/PNRA/return_on_equity

48 Reference/Resource Page- Graphic/Photo/Logo and Other References

https://ycharts.com/companies/PNRA/return_on_equity

http://www.alliantstaffing.com/planning-healthy-meals-when-working-crazy-shifts

https://www.officetimeline.com/excel

https://www.google.com/search?hl=en&site=imghp&tbm=isch&source=hp&biw=1440&bih=783&q=dinner+time+images&oq=dinner+time+images&gs_l=img.3..0j0i8i30k1.1075.4520.0.4644.20.17.1.2.2.0.127.1434.15j2.17.0....0...1ac.1.64.img..1.19.1314...0i24k1.AcZeQ6I7pLk#hl=en&tbm=isch&q=uncooked+dinner+meals

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DINNER ON THE RUN!

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Panera Bread, Healthy Dinners on the Run/Dinner on Time! Strategic Plan Rev 8/28/2016 9:10 PM Page 1