Strategy

Abstract

Kudler Fine Foods and it creation employs the modern technology in its best form. Kudler Fine Food implements 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 to determine the organization's strategic intent, mission and its core values make the organization. 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 in addition, capabilities. The ability of Kudler Fine Foods to choose the appropriate business strategy at corporate and business-unit level has contributed to its success.

Changes in technology; how it has created business opportunities at Kudler

From 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 also enable them to pass information within the organization. In additionally, the internet 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 Webmaster is 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, which Kudler seeks to portray to its intended customers, is the quality of the products they serve. Kudler Fine Foods brag about their motto if the customer is not satisfied, the purchase is free (UOP Kudler, 2004). From this statement, Kudler is employing the motto for their service directly on the internet. 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. They have adopted a two-pronged strategy Ð'-cutting cost, making suppliers more efficient and speeding up its product development. In addition, 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 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 show the basic elements of databases understood and how crucial they are to the design process. Managers can make service requests at the internet site. The tax calculator 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 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 strategy

Kudler needs to find a way to know the business of its supplier or its distributors, to reduce cost and the uncertainty that comes with doing business with them. They stand a better chance of surviving at long run in the market if they intend to dominate-one stop shop. Kudler need to employ the porter's model in order 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 vary with cost-leadership strategy with differentiation strategy built in. In doing so, they positioned to increase their earnings. In cost leadership, it requires firm to carry out its activities more efficiently than competitors, passing some of the cost savings to consumers in the form of lower prices (Gomez-Mejia 2002). A differentiation strategy requires a firm to invest continuously in the creation of new products or add new features to existing products so that