Panera bread case study financial analysis

Please pay attention to the instructions requiring three (3) findings of fact and to have a justified solution with a minimum of one page each. Textbook is: Wheelen, Thomas L., J. David Hunger, Alan N. Hoffman, and Charles E. Bamford. Strategic Management and Business Policy, 14th edition. Upper Saddle River, NJ: Pearson Education, Inc. ISBN-13: 978-0-13-312614-3 I added a format of an example I found, however, this example does not identify 3 Findings of facts with justified solutions of a minimum of 1 page. thanks! The case study: “Panera Bread Company (2010): Still Rising Fortunes?” Case 16 starting on page 16-1, will include a synopsis; using the Week 1 Addendum, identification of their resources, capabilities, and core competencies; and three findings of fact. Each finding of fact will require a justified solution, each a minimum of one page each. Support your recommended solutions with rational thought learned from the course material, other courses, and real-life experiences.

Week 1 Addendum Competitive Advantage Gained through Core Competencies Discovering Core Competencies Strategic Competitiveness Above-Average Returns Discovering Core Competencies Core Competencies Sources of Competitive Advantage Capabilities Teams of Resources Resources * Tangible * Intangible Criteria of Sustainable Advantages * * * * Valuable Rare Costly to Imitate Nonsubstitutable Value Chain Analysis Outsource The challenge of the internal analysis is not being honest in identifying what the firm’s core competencies are and selecting resources and capabilities that do not yield a competitive advantage. Conditions Affecting Managerial Decisions about Resources, Capabilities and Core Competencies Condition Uncertainty regarding characteristics of the general and the industry environments, competitors’ actions, and customers’ preferences Condition Complexity regarding the interrelated causes shaping a firm’s environments and perceptions of the environments Condition Intraorganizational Conflicts among people making managerial decisions and those affected by them Resources, Capabilities, and Core Competencies Discovering Core Competencies Core Competencies Capabilities Resources  Tangible  Intangible  Resources o Are the source of a firm’s capabilities o Are broad in scope o Cover a spectrum of individual, social and organizational phenomena o Alone, do not yield a competitive advantage Resources, Capabilities, and Core Competencies Discovering Core Competencies Core Competencies Capabilities Resources  Tangible  Intangible  Resources o Are a firm’s assets, including people and the value of its brand name o Represent inputs into a firm’s production process, such as:  Capital  Equipment  Skills of employees  Brand names  Financial resources  Talented managers Resources, Capabilities, and Core Competencies Discovering Core Competencies  Resources o Tangible resources  Financial resources  Physical resources Core Competencies  Technological resources  Organizational resources o Intangible resources Capabilities  Human resources  Innovation resources  Reputation resources Resources  Tangible  Intangible Tangible Resources Financial Resources  The firm’s borrowing capacity  The firm’s ability to generate internal funds Organizational Resources  The firm’s formal reporting structure and its formal planning, controlling, and coordinating systems Physical Resources  Sophistication and location of a firm’s plant and equipment Technological Resources  Stock of technology, such as patents, trademarks, copyrights, and trade secrets Intangible Resources Human Resources  Knowledge  Trust  Managerial capabilities  Organizational routines Innovation Resources  Ideas  Scientific capabilities  Capacity to innovate Reputational Resources  Reputation with customers  Brand name  Perceptions of product quality, durability, and reliability  Reputation with suppliers  For efficient, effective,