Calveta Dining Services, Inc. was a $2 billion, privately held firm that managed foodservice operations for nearly 1,000 senior living facilities (SLFs) in the United States. It was built on Antonio Calveta’s passion for food and traditional family values. It made better food that was more nutritious for the residents of the SLFs whose current food budgets did not exceed. It also provided with not only higher-quality food but also more personalized service.Presently, Calveta Dining Services ran food services for 976 SLFs and employed 15,000people.When Antonio retired from his 35 years of leadership, he named his eldest son, Frank, as the new CEO and was asked to double the company’s revenues within five years, of which 2 years have passed without any credible strategy adopted yet. He did not want to disturb the special company culture or risk their reputation for quality food services on the race to double the revenue. Now he finds it difficult to carry out his father’s directives. The humanistic and Emphatically pro-employee company culture should not be disturbed while the growth strategy takes place. Currently, he is in a dilemma whether to expand beyond the SLF market and he is worried if he could continue to maintain the quality level, for which Calveta is renowned, in this process
In order to increase the revenue as promised to his father, Frank has to consider growth strategies for his organization. He has around three strategies in his mind and has to work on them to see which one brings the maximum benefit and fulfils his needs aptly. The strategies that he has in mind are either to continue in the existing situation itself or introduce it to the hospital segment. He also has thought of taking up Great Southwest Dining Service GSD) which was situated in Phoenix and bringing a change to the organization structure as a whole .i. Continuing the existing business. The advantages of this strategy are as follows: There is less risk...
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