Kudler Fine Foods - Functional Area Interrelationships

IntroductionMy name is Kevin Chen and I am a senior consultant of the Boston Consulting firm. Per the request of the A/S Dansk Minox, a food products manufacturer, I am preparing this analysis to identify the existing problems within the business of A/S Dansk Minox and provide possible recommendations. As a consultant, I will present the analysis without bias and for the best benefits of A/S Dansk Minox. In the following analysis, I am going to answer the following question: Should A/S Dansk Minox bring the new product, complete meal, to the market?Company backgroundThis case is set in Denmark in 1967 when the "boom" in consumer food products was just beginning more working mothers, more disposable income, more choices in convenience food

Our team decided to choose the “Broad Differentiation” strategy as the basic strategy for our company. We will attempt to differentiate our product line in several distinct dimensions. By providing products that are vastly superior and unique from our competitors and pricing the products with an affordable price, we can gain something that is beneficial for the company in the future, which is customers’ loyalty and awareness. We may change or modify our strategy for the next round depending how it performs against our competitors.

The process management at Kudler Fine Foods desires for ongoing progress and also growth and this must be designed in a manner in which reduces risks. Here are several guidelines to reaching that long lasting goal regarding progress and accomplishment of Kudler Fine Foods. Using a mixture of the a few different methods gives Kudler Fine Foods the best chance of a prosperous growth ("Kudler Fine Foods", 2011).

Next the evaluation of current and future opportunities available to Kudler Fine Foods would want to be evaluated. These opportunities could include technology upgrades, market positioning, diversification, or any other related areas. During this evaluation it might be useful to gather information from industry experts or consultants (MacVicar, 1996).

To apply analysis of market trends and market structure of Kudler Fine Foods it is important to understand meaning of the

Kudler has the advantage of hiring and training highly skilled employees in specific specialized areas within the organization. Highly skilled employees provide Kudler the advantage of training customers in the culinary areas. The bakery offers cooking classes to the customers, thereby offering specialized classes otherwise unavailable to the public.

In 1998 Kathy Kudler, who specializes in gourmet foods, founded Kudler Fine Foods; opening the first location in La Jolla California. Later Kathy opened two additional locations; in 2000 Del Mar and in 2003 Encinitas, California. Kathy had an idea to offer a shopping atmosphere for those people who cook gourmet style. Kudler Fine Foods would carry a variety of seafood, meats, produce, dairy, cheeses, and wines. For the convenience to the customers, Kudler Fine Foods has separate departments; meat and seafood, bakery, produce, cheese and dairy, and wine. Each department

Kudler Fine Foods is a chain of specialty food stores that provide the finest food and wines to the general public. There are three locations of Kudler Fine Foods:

Kudler Fine Foods is a specialty store founded in San Diego. Though nested in the neopolitan area they have additional store locations in Del Mar, La Jolla and Encinitas. Kudler has some of the best imported and domestic food, wine, and spirits. Their selection is comprised of fresh produce, bakery and pastries, condiments and packaged foods, fresh food and meat, and specialty dairy products and cheeses. Kudler’s mission is basically to provide the customers with the finest foods, wine, spirits and the best shopping experience all while buyimg the finest epicurean delights. Throughout this paper the importance of marketing research in the development of Kudler Fine Foods marketing strategy and tactics will be

Kudler Fine Foods is a local retailer of gourmet foods and ingredients. Through three store-front locations Kudler offers premium products to the local market and regional chefs or restaurants. Since their inception, Kudler Fine Foods has strived to provide the very best customer experience through quality products at reasonable prices and

Kudler Fine Foods currently has three locations-La Jolla, Del Mar, and Encinitas-throughout San Diego, with a fourth location possibly in the company’s near future. The company maintains several systems including strategic plan, legal, finance and accounting, sales and marketing, human resources, and operations. This paper is an analysis of the marketing system for Kudler Fine Foods, and touches briefly on the company’s background and strategic plan.

Kudler Fine Foods is a privately held upscale specialty food store, located in the metropolitan area of San Diego. Currently the company has three locations in La Jolla, Del Mar, and Encinitas. Kudler stores have a fine selection of bakery and pastry products, fresh produce, fresh meat, seafood, condiments, packaged food, cheese, and specialty dairy products. Each of the stores has a domestic and imported fare. The owners at Kudler are exploring ways to expand the organization and maximize profits. The three options for expansion are going public through and IPO, acquiring another organization in the same industry, and merging with another organization. This paper will list the three options

This paper presents an analysis of the market structures, strategic planning, market environment, and internal environment of Kudler Fine Food in order to suggest the best market structure which can be helpful for its long-term profitability and recommend strategies which can make it more competitive and successful among its industry rivals.

“To give our customers the best food and beverage values that they can find anywhere and to provide them with the information required for informed buying decisions. We provide these with a dedication to the highest quality of customer satisfaction delivered with a sense of warmth, friendliness, fun, individual pride, and company spirit” (Crafting and Executing Strategy: Concepts and Readings, 2016, p. 24).

While playing the BSG I found the best strategy was the best-cost provider strategy. Using the best-cost strategy allowed me to continue using a decent amount of superior material while also offering prices that were below or around the same price as my competitors. My shoes where not the highest quality or most expensive, but it was also made with a small amount of superior material so it was also not the cheapest made shoe available. This strategy worked best because it attracted buyers who wanted a good quality shoe but did not want to pay high quality prices. Since there were so many companies offering the same product, offering a medium-quality product at a lower price helped my company to gain more customers and market share. A focused differentiation strategy worked least well. Concentrating on one niche results in a company missing out on potential customers. Competitors working outside of the niche will eventually find ways to match the firm’s capabilities in serving the target niche. If the wants and needs of the target market start to switch over time, entry into the focused market can become easier for competitors as people look for different products and services.