Develop And Implement Strategic Plan

Introduction: Bakers Delight has evolved from a single bakery in st. Albans, Melbourne in 1980 to today the world’s leading retail bakery employing approximately 15,000 people in 700 bakeries across Australia. Bakers Delight presents a range of career paths and opportunities for both self and career development. Positions vary from bakery staff, to bakery managers, to franchisees, to corporate support staff – the opportunities for career advancement and career shifts, are endless. For instance over 30% of our existing franchisees began their career as a baker or sales assistant Short – term goals

We arrange fast service staff
Change old machinery
Arrange fast service transport delivery

Vision and mission statement

Our Mission:

Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions. To refresh the world…
To inspire moments of optimism and happiness…
To create value and make a difference.

Our Vision
Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth. People: Be a great place to work where people are inspired to be the best they can be. Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people’s desires and needs. Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value. Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities. Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.

Productivity: Be a highly effective, lean and fast-moving organization. Organization value:

Accuracy
The precision, exactness, and conforming to fact in details of work. Cleanliness of offices, production and warehouse facilities, equipment, customer service areas, raw material and finished product inventory, closets, bathrooms, and so on Maximum Utilization of Resources

The desire and ability of the company to improve its performance by full utilization of its current resources (i.e. as time, money, equipment, materials, space, people, etc.). Orderliness in offices, drawers, file cabinets, shelves, paperwork, files, phone numbers, priority of work, daily and weekly planning, etc.

PunctualityandTimeliness– in arriving on time to work, from breaks, from lunch, to meetings, in replying to letters and phone calls, in paying bills on time, etc. Occurring at the most suitable or opportune time.

QualityofProductsandServices in terms of presentation, functionality, choice, value, speed, timeliness, suitability, repeatability, reliability, life span, repeatability, courtesy, friendliness, etc.

Regularity of meetings, reports, sales calls, performance reviews, and so forth Reliability
The way system or persons consistently produce the same results, preferably meeting or exceeding its specifications. Dependability.

Responsiveness
The way people, the organization, systems, etc. react to a need coming from within or without. Safety- In offices, warehouses, production and research facilities, vehicles, for employees, vendors, customers. etc. Speed of Operations- The measurement of whether actions occur in the fastest time.

Swot analysis:

strengths (internal)
weaknesses (internal)
opportunities
(external)
strengths/opportunities

obvious natural priorities
Likely to produce greatest ROI (Return On Investment)
Likely to be quickest and easiest to implement.
Probably justifying immediate action-planning or feasibility study. Executive question: “If we are not already looking at these areas and prioritizing them, then why not?” weaknesses/opportunities

potentially attractive options
Likely to produce good returns if capability and implementation are viable. Potentially more exciting and stimulating and rewarding than S/O due to change, challenge, surprise tactics, and benefits from addressing and achieving improvements. Executive questions: “What’s actually stopping us doing these things, provided they truly fit strategically and are realistic and substantial?” threats

(external)
strengths/threats

easy to defend and counter
Only basic awareness, planning, and implementation required to meet these challenges. Investment in these issues is generally safe and necessary.
Executive question: “Are we properly informed and organized to deal with these issues, and are we certain there are no hidden surprises?” – and – “Since we are strong here, can any of these threats be turned into opportunities?” weaknesses/threats

potentially high risk
Assessment of risk crucial.
Where risk is low then we must ignore these issues and not be distracted by them. Where risk is high we must assess capability gaps and plan to defend/avert in very specific controlled ways. Executive question: “Have we accurately assessed the risks of these issues, and where the risks are high do we have specific controlled reliable plans to avoid/avert/defend?”

Swot competitor:

A SWOT Analysis takes is a method for examining the Strengths, Weaknesses, Opportunities, and Threats facing a business. It can give you insight into your company’s position in the competitive arena. When carrying out a SWOT analysis to determine how you rate against a competitor, the following guides should be used:

Strengths

Consider your company’s strong points. This should be both from your own and your customers’ points of view. Don’t be modest; be realistic. What distinct advantages does your company offer?
Why do customers say they enjoy doing business with you?
Is there anything you currently offer that can not be copied by a competitor, now or in the future?

Weaknesses

Evaluate your company’s weaknesses not only from your perspective, but also from the perspective of your competitors. It’s sometimes difficult to think about and discuss your weaknesses, but it is best to be realistic now and face any unpleasant truths as soon as possible. What does your company do that can be improved?

What does your company do poorly?
What should be avoided?
What do your competitors do better than you?
Do competitors have a particular market or segment locked up?

Opportunities

Next consider the areas in your market that offer you room to grow. Opportunities can come from changes in technology and markets on both a broad and narrow scale; changes in government policy related to your industry; changes in social patterns demographics and customer lifestyle changes; and local events, such as the closing of a store near you. What and where are the interesting opportunities in your market? What are the important trends occurring in your local area as well as across the nation? What do you anticipate happening in the future that may represent an opportunity?

Threats

Although we don’t like to think about them, we all face threats in our businesses. Many times they’re out of our control, such as a downturn in the economy, a shift in market demographics, or perhaps a new mega-corporation opening in your local area. It is critical to think about and be prepared for such events. What are the obstacles that your company faces?

What is your competition doing that could take business away from you or stunt your company’s growth? Are the required specifications for your products or services changing? Is the changing technology threatening your position in the market? Do you have cash flow problems that could keep your company from acquiring new technology, staff or equipment? Research of our product and marketing background:

Food products often involve the general marketing approaches and techniques applied the marketing of other kinds of products and services. In food marketing, topics such as test marketing, segmentation, positioning, branding, targeting, consumer research, and market entry strategy, for example, are highly relevant. In addition, food marketing involves other kinds of challenges–such as dealing with a perishable product whose quality and availability varies as a function of current harvest conditions. The value chain–the extent to which sequential parties in the marketing channel add value to the product–is particularly important. Today, processing and new distribution options provide increasing increasing opportunities available to food marketers to provide the consumer with convenience. Markting, services, and processing added do, however, result in significantly higher costs. In the old days, for example, consumers might have baked their own bread from locally grown flour. Today, most households buy pre-manufactured bread, and it is estimated that the farmer receives only some 5% of the price paid by the consumer for the wheat.

Objective:

Starting or running a bakery will likely challenge even the savviest businessperson because profit margins on baked goods tend to be relatively low and ingredient pricing fluctuates depending upon the price of fuel and commodities. Setting measurable business objectives with deadlines will help you draw a road map to success with your bakery, whether you are launching a gluten-free cupcake service or a storefront bakery in a strip mall.

Location

One of your early objectives in starting a bakery should be to find a location that satisfies your specific needs, which will vary according to what kind of bakery you are starting. For example, if you are starting a storefront bakery that will rely heavily on foot traffic, you will want to find a space in an area with a lot of pedestrian traffic. If you are starting a boutique mail-order bakery specializing in baked goods safe for people with peanut allergies, you will need to find a nut-free commercial kitchen to rent.

Start Date

Set your official business start date as one of your business objectives. Setting a specific date for your bakery opening will not only help make it more “real” in your mind, it will also give you an extra nudge to keep moving on your plans in order to make that deadline. Plan an event to make your bakery’s start date extra special. For example, you could hold a private tasting for invited local food critics and bloggers, followed by a community party with free mini-cupcakes or a discount on your offerings.

Profit

Make a goal to reach a certain level of profit in a certain period of time, allowing for the momentum-gathering that many new businesses need in their first few months. Or you could set your objective to reach a certain sales figure. For example, you could follow the example of David Arrack, founder of The Butch Bakery, who originally aimed for $5,000 per month in sales, according to “Entrepreneur” magazine. Community Service

Establish an objective related to serving the community in which your bakery will be located, such as donating breakfast items to a local women’s shelter or starting a baking apprenticeship program for underprivileged teens. This objective would be particularly appropriate if you are a staunch community activist or if you plan to make your commitment to community service part of your bakery’s brand image.

Time frame

Stragic plan
priories
Time frame
Responsible parties
Measurable performance indicators
Trained staff

1 month
manager
Good markting
Industry trends

2 month
owner
Increase customer
load
New machinery

3 month
technology
Easy work

Brainstorming:
Bay leaf provides Homeless Services invite you to donate a turkey products this Thanksgiving to help out a family in need. Your contribution will support Union Station Homeless Services’ Thanksgiving food-in-the-Park and the meal service program throughout the year. Turkeys will be given out to the needy on Thanksgiving morning, but Gold star will continue accepting donations until Sunday night after

Commenting on work:

I’d work for free right now based upon certain conditions. I’ve had my resume sit in databases with 0 calls from 3 agencies, 1 call from another agency and little interest because I was overqualified 3 times from another agency. I was told 3 times by one recruiter to network with relatives, friends, co-workers from my last employer, alma mater groups (I graduated college in 1993, Linkedin etc. Also was told being unemployed for more than 6 months will hurt me because their clients don’t want that. Does she think I’m stupid? I told her if have nothing in 11 months, you know what, stop looking. Your not making money off of me. Also her attitude was like “I’m sorry, its the economy, we have nothing for you, sorry, you should network, blah, blah, blah.

This is the only place I can complain, recruiters don’t want to hear it, relatives don’t want to hear it, unemployment office doesn’t want to hear it. So yes I would work for $10 per hour. I would work for free for 3 months if its related to my field and whoever I report would be a reference for 2 years, supervisor and personal reference whatever its called. So I can add something to my resume. No one showed me how so far. Identifying area that would cause issues or be ineffective:

Chances are you already know when you’re part of an ineffective team in the workplace. Missed deadlines, petty confrontations, boredom and other negative signals are clear signs that effective teamwork has gone out the window. Identifying characteristics of an ineffective team can help you determine problem areas particular to your workplace situation. Not all ineffective teams share the same problems; it could be that just one or two negative characteristics needs to be rooted out before improvement begins.

Review
The final step in any planning process is to monitor and evaluate progress. The same way as you check the signposts along a road when completing a journey, it is similarly important to check that development is on track.