Kudler Fine Foods' Strategy
Kudler Fine Foods, under the leadership of founder and CEO Kathy Kudler, is going through many changes in its strategy. Through Porter's competitive forces model, Kudler can grasp the need for advancement in technological functions to support whichever business strategy Kudler decides to choose. Although the choosing process is unknown, the apparent choice for Kudler is an innovative strategy. These findings are supported by Kudler's entrance into two new markets, catering and organic produce, and the requests to IT for an interactive website. Kudler will need to implement this strategy fully and must make some decisions in terms of restructuring the company. Lastly, the organization needs to implement processes to monitor the market and realign the strategy with the ever-changing environment.
Porter's Model and IT
"Some studies show that more than 90 percent of executives surveyed strongly agree that IT can facilitate a strategic advantage that has a significant impact on profitability and even survival of their organizations" (Turban, Rainer, & Potter, 2003, ch. 13, p. 5). Porter's competitive forces model theory is used "to develop strategies for companies to increase their competitive edge" (2003, ch. 13, p.6). An IT system is one of the leading edges that can make or break a company in this new millennium. Porter's model is different according to the industry but can be broken down for Kudler into five forces: the threat of new competitors, the bargaining power of suppliers, the bargaining power of customers, the threat of substitute products or services, and the rivalry among existing firms (2003). When using this model on Kudler's technology, the company is not utilizing many new technological advantages as interactive websites and sophisticated databases of gathered information with cross-communication possibilities.
Threat of New Competitors
New gourmet food stores can open at any time. One determent is found in a request... [continues]
Kudler Fine Foods, under the leadership of founder and CEO Kathy Kudler, is going through many changes in its strategy. Through Porter's competitive forces model, Kudler can grasp the need for advancement in technological functions to support whichever business strategy Kudler decides to choose. Although the choosing process is unknown, the apparent choice for Kudler is an innovative strategy. These findings are supported by Kudler's entrance into two new markets, catering and organic produce, and the requests to IT for an interactive website. Kudler will need to implement this strategy fully and must make some decisions in terms of restructuring the company. Lastly, the organization needs to implement processes to monitor the market and realign the strategy with the ever-changing environment.
Porter's Model and IT
"Some studies show that more than 90 percent of executives surveyed strongly agree that IT can facilitate a strategic advantage that has a significant impact on profitability and even survival of their organizations" (Turban, Rainer, & Potter, 2003, ch. 13, p. 5). Porter's competitive forces model theory is used "to develop strategies for companies to increase their competitive edge" (2003, ch. 13, p.6). An IT system is one of the leading edges that can make or break a company in this new millennium. Porter's model is different according to the industry but can be broken down for Kudler into five forces: the threat of new competitors, the bargaining power of suppliers, the bargaining power of customers, the threat of substitute products or services, and the rivalry among existing firms (2003). When using this model on Kudler's technology, the company is not utilizing many new technological advantages as interactive websites and sophisticated databases of gathered information with cross-communication possibilities.
Threat of New Competitors
New gourmet food stores can open at any time. One determent is found in a request... [continues]
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