The Bama Companies started as the Bama Pie Company in the kitchen of its creator, Cornelia Alabama Marshall, in season 1927. Bama Pie has been the solitary source company of pies to McDonald's U. S. procedures. Bama have been able to expand its central pie business by getting 50 percent of McDonald's oven-ready, prebaked iced biscuit needs. Bama Pie produced more than 1 million pies per day from facilities in Tulsa, Oklahoma, for McDonald's. Other major customers included Pizza Hut (for which Bama was producing approximately twenty five percent of its breads stay requirements), TCBY, and Braum's. THE ANNALS of Bama Pie dates to 1927 when Henry C. Marshall made a decision to make use of the pie-baking skills of his wife, Cornelia Alabama Marshall, to provide career for himself after an extended period of being unemployed. The company s CEO now was Paula Marshall-Chapman, who succeeded her daddy in 1985 as a chief executive officer of the company.
Main Body
1. ) What impress you most about Bama Pie?
About Bama Pie, the most thing impress me is the quest of the business. The word most often listened to around Bama Pie headquarters in Tulsa was quality. Marshall-Chapman possessed attended numerous quality conferences and possessed spoken to international teams about dedication to quality. The business had dropped the original mission declaration for "Bama's Quality Circle. " The company also had a values affirmation that strengthened "quality as a means of life" at Bama Pie. The company's quality affirmation was read before every meeting organised in the company.
Bama Pie shall continue to operate as a privately presented and fiscally sensible company, and shall be oriented to serving our customer's needs. Our quest is to consistently strive to improve all process, through constant improvement, to ensure total customer satisfaction. We are committed to:
Being flexible and responsive to our customers
Ensuring that product requirements are adhered to throughout our operations.
Maintaining a high degree of staff motivation by giving a world of equal opportunity, fair treatment, and progress opportunities. This consists of fair and equitable settlement, involvement, recognition, and rewards.
Operating and establishing "partnership romantic relationships" with this suppliers.
Providing management with information and adjustments which empowers the planning and decision-making process.
Being a "Corporate Good Citizen" by active and responsible engagement in our community.
One of the major efforts of the acquisition was an understanding of quality. The slogan of Bama Pie is "Keep your eyes on the key to success, QUALITY. "
2. ) Execute a SWOT analysis of Bama Pie.
Strengths
Quality is definitely the company's top priority. By giving top-quality pie products and "never absent an order. " The business had instilled a complete quality management self-control in their employees through considerable training and educational programs offered through the in-house Bama Pie Institute.
Long-term marriage with McDonald's has allowed Bama Pie to expand along with McDonald's as one of its key suppliers. Its new role as a provider of McDonald's breakfast biscuit requirements was expected to allow Bama Pie to increase total sales to about $100 million in 1992.
Paula reshaped the management team significantly and built an extremely professional staff with the average years under 40. The team members are all well-educated, experienced and young.
Weaknesses
Bama Pie is the single-source company of pies to McDonald's U. S. businesses.
Less than 10 percent of the business's revenues originated from products transporting the Bama Pie brand.
The company is so be based upon McDonald's.
Opportunities
Bama have been able to expand its key pie business by landing 50 percent of McDonald's oven-ready, prebaked iced biscuit needs.
The company's central product lines are hand-held pies, biscuits, buns, pie shells, and pizza crust.
Bama Pie target is on business-to-business romantic relationships in the Quick Service Restaurants, Fast Casual, and Broadline Programs of the Foodservice Industry.
Bama Pie also got many major customers such as Pizza Hut, TCBY, and Braum's.
Threats
The economy can be viewed as a threat to the company because, no matter how hard an organization works or how good its products are, monetary conditions determine a business's profit and success. Economic downturns can decrease the demand for goods or services on the market.
Some company can replicate the theory from Bama Pie and available another company just like Bama Pie.
3. ) What kind of careers are Ms Paula Marshall-Chapman doing that contributed to Bama Pie's success?
Paula Marshall-Chapman succeeded her dad in 1985 as ceo of the business and immediately made quality her top priority. As Bama's Chief Executive Officer, Paula provides proper leadership and path to the complete organization. Her perspective stands as a beacon for Bama associates, inspiring the organization to attain the Bama mission. She was the individual trained to perform the new computer system, and in that capacity she discovered the value of training people and supporting people solve problems. She was known as the Bama's problem.
Paula assumed responsibility as CEO of the Bama Companies in 1984, which now includes Bama Pie, Bama Foods, Bama Frozen Dough, Bottom part, Inc. , and Beijing Bama. Under her command Bama has widened to give a wide selection of frozen desserts and cooked goods to fast food chains and casual and family eating restaurants.
Bama decided to computerize, and Paula was preferred to make the purchase. Because of this, she was the individual trained to perform the new system, and for the reason that capacity she learned the worthiness of training people and helping people solve problems. Since she also had to set up the company's systems using the pc, she learned all about costs, payables, and invoicing, and again expanded her knowledge about the business.
She also reshaped the management team significantly after she got control of the company and assembled a highly professional personnel with an average time under 40.
4. ) Identify Bama Pie's competitive advantages and how are these competitive advantages sustainable?
Bama Pie has a great deal of competitive advantages, by giving top-quality pie products and "never absent an order. " The business had instilled a complete quality management self-discipline in their workers through extensive training and educational programs offered through the in-house Bama Pie Institute. Bama have been able to grow its central pie business by getting 50 percent of McDonald's oven-ready, prebaked iced biscuit needs.
Its new role as a provider of McDonald's breakfast biscuit requirements was expected to allow Bama Pie to increase total sales to about $100 million in 1992. The customers of the Bama Pie also can be the competitive advantages, Bama Pie's other major customers included Pizza Hut (that Bama was producing around twenty five percent of its bread stay requirements), TCBY, and Braum's. Paula reshaped the management team significantly and built an extremely professional personnel with the average age group under 40. The team members are well-educated, experienced and young.
Competitive advantages denote a firm's potential to accomplish market superiority over its challengers. A firm has many options in defining its long-term goals and targets, the clients it want to provide, the merchandise and services it produces and gives, and the design of the development and service system to meet these targets. Creating a ecological competitive advantage depends on developing and performing a good strategy.
5. ) In the event that you were asked by Ms Paula Marshall-Chapman to recommend specific marketing strategies for a marketing plan, what marketing tactical options would you look at and what options could you recommend?
If I were asked by Ms Paula Marshall-Chapman to recommend specific marketing strategies for a marketing plan, I would examine some marketing tactical options. However, while financial earnings from the ownership of a much better strategic concentrate and the availability of detailed performance feedback eventually may be tremendous, large integrating frameworks such as business scorecards are extremely difficult to quantify from a return-on-investment perspective.
Communicate the tactical direction of the company. Link individuals, business units, practical areas, and departments over the organization. Focus measures on key motorists of performance to guarantee the organization is working toward the same goals.
Probably some mix of these alternative methods of education will be in order. A significant concern, however, is to choose and stage educational venues so a consistent perspective is shown. A scattershot methodology might mistake people more than it probably will enlighten them.
Central to the company's Conflict Room is the strategy map, which includes five strategic results that will help the business attain its Future Picture. These benefits include people, learning and innovation, business improvement, customers and financial. The company's vision is to "Create and deliver loyalty, prosperity and fun for any, while learning to be a billion buck company. " Within the Baldrige Award request process, a opinions report is given to all applicants. This survey serves as a continuous improvement tool and helps Bama address most of its problems rather than sweeping them under the rug.
The company also need uses a Balanced Scorecard System (BSS) to evaluate performance at four levels: company, facility, division or team, and process. The BSS allows every staff to review the company's performance, which stimulates accountability, the business says. And in addition utilizes a Data Warehouse System (DWS) to incorporate information from BSS and other performance databases. This built in system allows the business to track businesses and overall organizational performance on a daily basis. DWS also permits the company to understand the partnership between its actions and their results.
