Chipotle Mexican Grill
Chipotle Mexican Grill in 2012
Corporate strategy:
Growth strategies: related diversification- opening new restaurants and starting with new concept of ShopHouse Southeast Asian Kitchen.
Corporate strategic intent: Grow and Build
Business strategy:
Differentiation/ best cost: Chipotle Mexican Grill provides upscale products at fair price and give customers value for their money. Using organic produce and meat in the meals Chipotle creates the value for customers.
Functional strategies:
Human resources: Most employees were trained to work at a variety of stations, both to provide people with a variety of skills and to boost labor efficiency during busy periods.
New crew members receive hands-on, shoulder-to-shoulder training.
Operations/ productions: 1,230 – unit operations serving over 800,000 customers a day in 41 states, the District of Columbia, Canada, and the United Kingdom.
Chipotle’s training and risk management departments developed and implemented operating standards for food quality, preparation, cleanliness, and safety in company restaurants.
Purchasing, materials: “Food with Integrity”- using organically grown local produce, organic beans, organic dairy products, and meats from animals that were raised in accordance with animal welfare standards and were never given feeds containing antibiotics and growth hormones. Chipotle buys the ingredients from regional distribution centers, which deliver the supplies bought from Chipotle’s approved list of suppliers.
Marketing: Chipotle’s advertising and marketing costs totaled $31.9 million in 2011.
It utilizes print, outdoor, transit, theaters, radio, TV, and online ads.
Management: Steve Ells, Chipotle’s CEO and chairman of the board.
Each Chipotle restaurant has a general manager, an apprentice manager, one to two hourly service managers, one to two hourly kitchen managers, and an average of 20 full-and-part time crew members. Chipotle practices promotion from within the company.
Finance: in
Corporate strategy:
Growth strategies: related diversification- opening new restaurants and starting with new concept of ShopHouse Southeast Asian Kitchen.
Corporate strategic intent: Grow and Build
Business strategy:
Differentiation/ best cost: Chipotle Mexican Grill provides upscale products at fair price and give customers value for their money. Using organic produce and meat in the meals Chipotle creates the value for customers.
Functional strategies:
Human resources: Most employees were trained to work at a variety of stations, both to provide people with a variety of skills and to boost labor efficiency during busy periods.
New crew members receive hands-on, shoulder-to-shoulder training.
Operations/ productions: 1,230 – unit operations serving over 800,000 customers a day in 41 states, the District of Columbia, Canada, and the United Kingdom.
Chipotle’s training and risk management departments developed and implemented operating standards for food quality, preparation, cleanliness, and safety in company restaurants.
Purchasing, materials: “Food with Integrity”- using organically grown local produce, organic beans, organic dairy products, and meats from animals that were raised in accordance with animal welfare standards and were never given feeds containing antibiotics and growth hormones. Chipotle buys the ingredients from regional distribution centers, which deliver the supplies bought from Chipotle’s approved list of suppliers.
Marketing: Chipotle’s advertising and marketing costs totaled $31.9 million in 2011.
It utilizes print, outdoor, transit, theaters, radio, TV, and online ads.
Management: Steve Ells, Chipotle’s CEO and chairman of the board.
Each Chipotle restaurant has a general manager, an apprentice manager, one to two hourly service managers, one to two hourly kitchen managers, and an average of 20 full-and-part time crew members. Chipotle practices promotion from within the company.
Finance: in