Kudler Fine Foods

I am stumped on these 2 sections of my paper. I have already written a good portion of it. I am working on the company Kudler Fine Foods and decided to launch a new product in Mexico and Italy. I will be offering cooking classes as the new product.

** I am looking for help on Pricing and Marketing research conducted for the plan. **

> See attached Strategic Plan if you need more details <

Kudler Fine Foods

Www.articlesbase.com/…/marketing-case-study-kudler-fine-foods-514830.html –

Strategic Quality Management and Customer Satisfaction

Subject : Kudler Fine Foods is the Organization for solution

In 750 complete the following 5 questions. Please answer in question and answer format rather than in formal essay format. In other words, you may simply list the questions being address (i.e., “Describe how quality is linked to the organization’s strategic plan and strategic objectives”) and then provide your responses below each listed item.

Organize the solution in terms of an introduction, body (question and answers), and summary/conclusion

1. Describe how quality is linked to the organization’s strategic plan and strategic objectives.
2. Provide an analysis of a process improvement plan that the organization currently utilizes.
3. Include examples of the tools and techniques used to measure quality and customer satisfaction within your selected organization.
4. Identify who has ultimate responsibility for quality assurance.
5. Explain the extent to which the organization’s process improvement plan is related to the organization’s strategic plan.

Organize the solution in terms of an introduction, body, and summary/conclusion.

Please provide proper references and cites properly format. If you are using a book, please provide chapter, paragraph and/or page number(s)

Also, when providing references, please make sure I am allowed or able to retrieve those references (they should NOT be from subscribed websites etc).

No plagiarism.

Kudler Fine Foods

Please give me at least two alternatives to evaluate that Kudler Fine Foods must consider to realize increased long term value.

Describe structural, leadership, and cultural considerations that must be incorporated into strategy implementation

Explain key success factors for monitoring and evaluating performance deviation during strategy implementation

Choose an appropriate strategy for Kudler Fine Foods

Can I get an example of an alternative that relates to its staffing and one that relates to customer service.

KUDLER FINE FOODS

See the attached file.

1. State the primary reasons for the organizations existence from an analysis of the mission, values, and goals.

2. Identify the key stakeholders and their roles needed to achieve the organizational goals, and recommend the collaborative interactions among the key stakeholders to facilitate the organization’s success.

Kudler Fine Foods

Perform a product launch.

· Kudler Fine Foods wants to perform a product launch of Gourmet Olives in Greece.

· Write a 700- to 1,050-word paper explaining the following:

o Market needs

o Market growth

o A brief SWOT Analysis

o Competition

o Product offering/Product definition

o Product identification

o Justification for choice of product

· Format your paper according to APA standards.

Kudler Fine Foods

See attached files.

Innovation and technology for Kudler Fine Foods.

What are the key innovations and technologies available to the organization?

How might changing technologies be used to the organization’s advantage?

The product that I have chosen is gourmet coffee. The country chosen is Mexico.

Kudler Fine Foods

Kudler Fine Foods is a gourmet grocery store that prides itself on customer service. As a growing enterprise in a competitive market, Kudler Fine Foods wants to create a marketing campaign to improve and maintain long-term customer loyalty. Prepare a 400 word proposal in which you recommend marketing strategies and tactics based on the market research collected for Kudler Fine Foods. Use the Virtual Organization link on the eCampus page to access additional company information on Kudler Fine Foods. Be sure to address the following in your proposal:

a. Analyze the market research data sets contained in the Kudler Fine Food’s Market Research Results that are attached-
b. Convert the data sets into marketing information –

Be sure to properly cite your references. If you used an electronic source, include the URL. If you used a printed source or reference pages from the Virtual Organizations, please attach a copy of the
data to your paper.

**Attached are the Kudler Fine Food’s Market Research Results

Thanks

Kudler Fine Foods

Can you help me get started with this assignment?

Justify the importance of marketing research in the development of Kudler Fine Food’s marketing strategy and tactics and identify the areas where additional market research is needed. Also, analyze the importance of competitive intelligence and analysis in regards to the development of Kudler Fine Food’s marketing strategy and tactics.

Include APA formatted reference.

Kudler Fine Foods

Audit Proposal

Management at Kudler Fine Foods now wants to see the proposed audit schedules for the systems analyzed by the team in Week Two.

Prepare a brief of no more than 1,050 words in which you address the following:

1) Distinguish between the types of audits that might be used for each process.

2) Recommend the audit most appropriate for each process.

3) Explain how the audits will be conducted.

4) Identify events that might prevent reliance on auditing through the computer.

Kudler Fine foods

Need help preparing a paper where we discuss and follow a process within Kulder Fine foods. The main action is the transformation of such products or services.

Passionate about gourmet cooking and frustrated at having to travel all over town to gather the ingredients for one simple meal, Kathy Kudler decided to open her own gourmet food shop. Her vision was to create one store that would stock a wide selection of the freshest ingredients as well as all of the tools a gourmet cook could ever want. Kathy was certain that combining the convenience of one-stop shopping with reasonable prices would be a recipe for success.

Kathy’s vision became a reality in 1998 with the opening of the La Jolla store. Her concept was an immediate success and in two years Kudler’s expanded with the opening of the Del Mar location. Our latest store opened in Encinitas in 2003 and we are already looking for just the right
spot for another shop!

Kudler Fine Foods is committed to providing our customers with the finest selection of the very best foods and wines so that your culinary visions can come true. Thank you for your patronage and giving us the opportunity to serve you.

(Kudler Fine Foods

Based on the Virtual Organization (please see BELOW), I need help with a 250- to 300 word paper in which I need to complete the following:

Identify and explain the steps of the collaboration process among the functional areas that needs to be employed to achieve organizational goals, and prepare an action plan to implement the collaboration process.

———————–

Kudler Fine Foods
Kudler Fine Foods is a local upscale specialty food store located in the San Diego metropolitan area. The company has three locations (La Jolla, Del Mar and Encinitas). Each store has approximately 16,000 s.f. of retail space located in a fashionable shopping center. The stores are stocked with the very best domestic and imported foodstuffs and divided into the following departments:
? Fresh Bakery and Pastries
? Fresh Produce
? Fresh Meat & Seafood
? Condiments and Packaged Foods
? Cheese’s and Specialty Dairy Products ________________________________________

________________________________________
History
Our founder, Kathy Kudler, was the Vice-President of Marketing for a large defense contractor. Weary of the constant travel and the pressures of corporate life, Kathy was looking for other opportunities. As it happened, Kathy relieved her stress through gourmet cooking and on a shopping trip for ingredients for a gourmet repast, she suddenly realized that there was an opportunity for an upscale epicurean food shop in La Jolla.

Kathy developed a business plan, obtained financing and six months later, on June 18, 1998, the first Kudler Fine Foods opened. Within nine months the store was at break-even and was profitable for the year.

In 2000, a second store was opened in Del Mar and in 2003 our third shop opened in Encinitas.
Kudler Fine Foods has experienced significant growth and is now focused on expanding the services, improving the efficiency of its operations and increasing the consumer purchase cycle as a means to increasing the loyalty and profitability of its consumers.

Strategic Objective: Increase Loyalty and Profitability of Consumers
? Expanding Services (Revenue Increase) – Kudler is offering parties in the store to show customers how to prepare specialty foods. The draw for the consumers is to be trained by world-renowned chefs, local celebrities, other food experts, and even Kathy Kudler herself, and to be invited to exclusive, upscale events. The anticipated outcomes will be to increase the customer purchase rate of high margin food and beverage items and to get consumer to make an evening at Kudler Fine Foods part of their social network. This increased time in the store will increase the overall revenue per visit and increase the frequency of visits to the store. Consumers will receive multiple entries in high-ticket item contests by bringing a friend to the parties. While the firm’s preference is to have the events in-store, guests can have Kudler cooking classes at their home for a price premium. Programs such as this encourage consumer loyalty and word-of mouth marketing.
? Frequent Shopper Program (Revenue Increase) – Kudler’s new initiative is tracking purchase behavior at the individual customer level and providing high value incentives through a partnership with a loyalty points program. The customer purchase behavior patters will help Kudler refine its processes and offerings to best satisfy their valued customers. Price is not the primary differentiating factor for Kudler consumers; these consumers are focused on quality and finding specialized items. Therefore, rather than providing everyday discounts to the customers for their purchase frequency like lower end markets, Kudler has partnered with a loyalty points program to provide customers with points which can be redeemed for high end gift items, airline first-class upgrades, or other specialty foods.
? Increased Efficiency (Cost Reduction) – Kudler’s is now in a position to focus on internal (both front line and behind the scenes) processes, and how those can be improved to deliver increased value to the customer. From a service perspective, Kudler is benchmarking Nordstrom department stores. In addition, the firm is developing employee training programs and integrating new software systems to facilitate the effort. Marketing has encouraged the purchasing department to find ways to reduce costs of ordering foods and minimize the amount of food to be stored, while also having a zero stock out policy. In response, purchasing has developed a supplier relations program and has solicited the help of marketing to help roll out the program.

Historical Sales Data and Financials
Historically, Kudler Fine Foods has tracked information such as dollar value and profit margin per transaction, dollar sales and profit levels by day, and dollar sales and profit margins by item. However, in an effort to leverage the information to create a more intimate relationship with their customers, the firm is integrating a system to track customer purchase behavior over time. The firm is in the process of developing this system now.
Marketing Budget
The marketing budget is primarily comprised of new initiatives, marketing communications, and marketing research.
New Initiatives
? Research, development, and rollout of new programs
? Cooking Classes
? Frequent buyer points program
? Supplier relations program
Marketing Communications activities include:
? Radio, Newspaper and Television advertising
? Public relations, events, and sponsorships
Marketing Research expenditures include:
? Market size / opportunity studies
? Food marketing trends studies
? Services benchmarking study
Growth Strategy
Within the next 12 months, Kudler plans to increase customer loyalty by offering added high-margin services, leveraging the firm’s better understanding of customer purchase patterns, and providing more efficient operations. Profitability will also be increased by cost reductions accomplished through supplier partnering programs. New customers will be acquired through social network marketing and word of mouth.
Sales Plan
2007
The purpose of this sales plan is to help Kudler’s managers prioritize and focus resources in a way that reaches the organization’s objectives. During 2007, Kudler plans to increase customer loyalty by offering added high-margin services, leveraging the firm’s better understanding of customer purchase patterns, and providing more efficient operations. New customers will be acquired through social network marketing and word of mouth. The selling function will support the expansion of services and programs to increase loyalty and profitability of existing customers and to gain new high-margin customers. The theme for this year is outlined below. Let’s make it a great year!

Kudler Sales Plan 2007
Theme: Delight Our New and Existing Customers Through –
&#61607; New Customer Focused Programs
&#61607; Better Information Management
&#61607; Targeted Awareness Building
&#61607; Increased Behind the Scenes Efficiency and Cost Containment
________________________________________
Sales Plan Contents
Part 1: Strategic sales objectives with corresponding financial goals and roll-out schedules
New Customer Focused Programs
Better Information Management
Targeted Awareness Building
Increased Behind the Scenes Efficiency
Part 2: Tactics by marketing mix, timing, and relationship to strategic sales objectives
Product (existing products and new offerings)
Pricing (pricing, promotions, and discounts)
Promotions (customer and sales)
Place (expansion, emphasis on locations or customer regions)
Part 3: Customer Relationship Management Strategies and Tactics

________________________________________
Part 1: Strategic sales objectives with corresponding financial goals and roll-out schedules
Strategic Sales Objectives
The objective of the sales organization is to successfully implement programs designed to increase revenue and decrease costs. The sales group will support the rollout of new customer focused Programs, leverage customer information to support sales growth of existing customers, initiate targeted activities to recruit high-profit new customers, and support operational cost-cutting efforts taking place company-wide.
This section will review the following strategic initiatives:
? New Customer Focused Programs
? Better Information Management
? Targeted Awareness Building
? Increased Behind the Scenes Efficiency
New Customer Focused Programs: Cooking Class Socials
We will initiate specialty cooking classes as a way to increase the consumption of high-margin items among existing customers and to build awareness, trial, and regular shopping among new customers.

Kudler is offering parties in the store to show customers how to prepare specialty foods. The draw for the consumers is to be trained by world-renowned chefs, local celebrities, other food experts, and even Kathy Kudler herself, and to be invited to exclusive, upscale events. The anticipated outcomes will be to increase the customer purchase rate of high margin food and beverage items and to get consumer to make an evening at Kudler Fine Foods part of their social network. This increased time in the store will increase the overall revenue per visit and increase the frequency of visits to the store. Consumers will receive multiple entries in high-ticket item contests by bringing a friend to the parties. While the firm’s preference is to have the events in-store, guests can have Kudler cooking classes at their home for a price premium. Programs such as this encourage consumer loyalty and word-of mouth marketing.

Role of the sales group: The sales group will actively promote these programs to the existing customers and targeted potential new customers in key high-income zip codes. We anticipate that initially, the majority of participants will be existing customers, however, over time, new customers will participate in the programs. The projected mix of existing and new customers is outlined in the table below, along with the projected lift in revenue resulting from the programs.
Cooking Class Socials
Existing Customers New Customers Projected Revenue Lift
Q1 Direct mail re: classes.

18 Specialty Cooking Classes 90% 10% .75%
Q2< 24 Specialty Cooking Classes 75% 25% 1.25%
Q3< Direct mail re: classes.

12 Barbeque Buster Classes

18 Specialty Cooking Classes 65% 35% 1.75%
Q4< 12 Customer In-Home Parties

24 Specialty Cooking Classes 50% 50% 3.75%
Total 7.50%

Better Information Management: Frequent Shopper Program
Our new initiative is tracking purchase behavior at the individual customer level and providing high value incentives through a partnership with a loyalty points program. The customer purchase behavior patterns will help us refine its processes and offerings to best satisfy their valued customers. Price is not the primary differentiating factor for Kudler consumers; these consumers are focused on quality and finding specialized items. Therefore, rather than providing discounts to the customers for their purchase frequency like lower end markets, Kudler has partnered with a loyalty points program to provide customers with points which can be redeemed for high end gift items, airline first-class upgrades, or other specialty foods.
Role of the sales group: Sales will be trained on these programs, including in-depth training on data analysis. This is an important facet of our quest to delight the customer.
Frequent Shopper Program
Projected Revenue Lift
Q1 Employee-wide training session

Frequent shopper program rollout .25%
Q2 Assessment and refinement of program

Frequent shopper promotion, increased customer satisfaction .50%
Q3 Frequent shopper promotion, increased customer satisfaction 1.75%
Q4 Frequent shopper promotion, increased customer satisfaction 2.25%
Total 4.75%

Targeted Awareness Building: Direct Marketing and Word of Mouth
Direct mail promotional literature will be sent to high-income zip codes to solicit customers. These pieces will contain information about the array of products and services offered by Kudler. Kudler will be positioned as a place to interact with others interested in exceptional quality foods for entertaining and everyday use.
Role of the sales group: Provide input during the development stages. Participate in the training sessions. Support the roll out of the direct mail piece.

Increased Behind the Scenes Efficiency: Cost Cutting Initiatives
Kudler is now in a position to focus on internal (both front line and behind the scenes) processes, and how those can be improved to deliver increased value to the customer. From a service perspective, we are benchmarking Nordstrom department stores. In addition, an employee training program and new software systems will facilitate the effort. Marketing has encouraged the purchasing department to find ways to reduce costs of ordering foods and minimize the amount of food to be stored, while also having a zero stock out policy. In response, purchasing has developed a supplier relations program and has solicited the help of marketing to help roll out the program.
Role of the sales group: Support cost cutting efforts as needed.
________________________________________
Part 2: Tactics by marketing mix, timing, and relationship to strategic sales objectives

Product
The frequent purchase program will give us valuable data on customer purchase patterns. Beginning in Q1, sales will work with purchasing to adjust the product offerings on shelf to reflect the needs of our customers. This analysis will evaluate frequently purchased items with their corresponding profit margin and fit within the product mix.

Pricing
The promotions introduced during Q1 such as the frequent purchaser and the cooking classes are designed to be self-funding. We are using a cost-plus minimum pricing strategy to hit our minimum 5% margin threshold, combined with a market-based strategy to build in additional margin around what the market is willing to bear. Rather than offer discounts to our customer, we offer value added services.

Promotions
For the sales department, our bonus is contingent, in part, on the successful implementation of the customer promotion programs discussed in this plan. If we meet 100% of the targeted revenue each quarter for the cooking class socials and the frequent purchaser program, then we receive a 1.25% bonus above our base salary and standard commission. If we meet our targets for every quarter, we will earn an additional 2% bonus. This means we have the potential to earn a bonus of up to 7% of our base salary.
Place
At this time, we are focusing on improving our existing locations. However, sales is encouraged to actively consider new ways that we can expand our business geographically in the future.
________________________________________
Part 3: Customer Relationship Management Strategies and Tactics
Our emphasis this year is delighting our new and existing customers. As a sales organization, this means we must actively analyze our customer data to provide products and services that exceed customer needs. Every person influencing the sales organization will be expected to complete the course “Using Customer Data to Create Happy, Profitable Customers” within the first quarter of 2007.

Purchasing
There is no purchasing department in any of the stores although standard purchasing procedures are in place. Each of the three department managers in each store determines requirements for the items their department sells and places purchase orders directly with suppliers using a purchase order form that is standard between the three stores. It is the responsibility of the Department Managers to obtain the best price, quality, and delivery possible. They also receive and verify all orders in terms of whether they received the correct items and quantities and in undamaged conditions. Received items are documented on an Order Received form and sent to Accounting so that invoices for the items can be paid.
The three department managers are encouraged to check with their counterparts at the other stores on the pricing, quality, and delivery of the merchandise they order. They are also encouraged to combine orders between their stores if they feel there would be a cost savings resulting from ordering a larger quantity of a particular item or multiple items.
Kathy also places purchase orders. Kathy’s purchases relate mostly to unique, capital, or repair items that might be required by an individual store or for items used by all three stores, such as bulk Purchase Orders or Receiving forms.
Prepared purchase order forms are either mailed, handed to supplier salesmen, faxed to suppliers, or sent by E-mail if acceptable to suppliers. Whatever the method used, a purchase order form is always filled out initially and becomes the key tracking and financial document for an order.

Advertising
Advertisements are prepared for local newspapers by Kathy. Advertised specials are offered at all three stores simultaneously. Kathy coordinates the items on sale with the store managers from each store during her weekly operations review meetings to make sure adequate supplies of merchandise will be on hand. Merchandise can be shifted between stores should one store have a higher demand of an item than another store, time permitting.

Accounting
Accounting data is collected by the point-of-sale terminals (cash registers) that are used in each store at check-out to record all items, quantities, prices, taxes and totals for all daily sales transactions.

Inventory Management
Excess inventory is always a concern since it represents company monies being tied up in merchandise that is not moving or generating further income. Excesses can also lead to write-downs of the merchandise.
The department managers are responsible for maintaining high customer service levels for the items they sell, which means carrying higher levels of inventory, but not excessive service levels. Kathy’s policy is that adequate levels of inventory should be maintained to assure that stock-outs do not occur more than 2-3 times a year. This customer service level is discussed during Kathy’s monthly operations review meeting and adjustments to merchandise stocking levels made if warranted. A customer service level of 95% has been a general goal for a number of items carried. 95% means that 95% of the time a customer will find merchandise available in a store. 5% of the time there will be no merchandise due to a previous stock-out. The store decides on an item-by-item basis whether a rain check will be offered customers if an item is out of stock.

Forecasting
Forecasting which items to carry and how much to carry in the future has always been a challenge. Kathy and her department managers utilize historical data on which items and what quantities were sold in the last 2-3 years, especially on holidays. This provides an indication of which items and what quantities to carry in the future. Forecasts are basically an extrapolation of past history to the future. In an increasing sales market, the trend extrapolating forecast works fairly well. The difficulty has always been in determining the forecast’s turning points, from increasing sales to decreasing for example, since significant errors can occur at these points. This is a reoccurring topic in monthly operations review meetings in which monthly sales are reviewed for the last year and monthly forecasts prepared for the next three months, a quarterly forecast for the quarter after that, and for six months for the next six-month period after that. The accuracy of this forecasting method has not been as good as desired and has resulted in the obsoleting of some merchandise and in offering others at drastic discounts.

Merchandise Selection and Pricing
The Kudler stores are no different from any other store in that business success is geared to being able to provide total customer satisfaction. One way to satisfy customers is to offer a changing selection of gourmet foods as they become available since customers always appear to be demanding something new. Kathy considers one of her key responsibilities to be that of identification of new gourmet items that can be offered in her stores. To keep up with what’s available, Kathy monitors what other gourmet foods stores are offering, what’s being advertised in gourmet magazines, what is being shown at gourmet conventions, and what shows up on gourmet Web sites.
After finding some new and interesting items, Kathy usually obtains a small amount of each item and introduces them at one of her operations review meetings. The managers attending the meeting get to sample the items and to offer their comments, suggestions and recommendations on whether to offer the items or not.
In checking on all the new items, especially on what competitors are offering, Kathy is also in a position to determine what current selling prices for the items are. With this information, Kathy and her staff then discuss if and when merchandise prices should be changed and by how much

Kudler Fine Foods

Prepare a paper based on one of the following Virtual Organizations:
? Kudler Fine Foods

For the selected Virtual Organization, describe an information system that is critical to the business processes of the organization. Included in your description, describe how this information system has an impact on the organizational structure.

Kudler Fine Foods

Please view attachments and answer each question
500 word count APA Format please cite references in text along with providing references in APA format.

Kudler Fine Foods has experienced significant growth and is now focused on expanding the services, improving the efficiency of its operations and increasing the consumer purchase cycle as a means to increasing the loyalty and profitability of its consumers.
Strategic Objective: Increase Loyalty and Profitability of Consumers
? Expanding Services (Revenue Increase) – Kudler is offering parties in the store to show customers how to prepare specialty foods. The draw for the consumers is to be trained by world-renowned chefs, local celebrities, other food experts, and even Kathy Kudler herself, and to be invited to exclusive, upscale events. The anticipated outcomes will be to increase the customer purchase rate of high margin food and beverage items and to get consumer to make an evening at Kudler Fine Foods part of their social network. This increased time in the store will increase the overall revenue per visit and increase the frequency of visits to the store. Consumers will receive multiple entries in high-ticket item contests by bringing a friend to the parties. While the firm’s preference is to have the events in-store, guests can have Kudler cooking classes at their home for a price premium. Programs such as this encourage consumer loyalty and word-of mouth marketing.
? Frequent Shopper Program (Revenue Increase) – Kudler’s new initiative is tracking purchase behavior at the individual customer level and providing high value incentives through a partnership with a loyalty points program. The customer purchase behavior patters will help Kudler refine its processes and offerings to best satisfy their valued customers. Price is not the primary differentiating factor for Kudler consumers; these consumers are focused on quality and finding specialized items. Therefore, rather than providing everyday discounts to the customers for their purchase frequency like lower end markets, Kudler has partnered with a loyalty points program to provide customers with points which can be redeemed for high end gift items, airline first-class upgrades, or other specialty foods.
? Increased Efficiency (Cost Reduction) – Kudler’s is now in a position to focus on internal (both front line and behind the scenes) processes, and how those can be improved to deliver increased value to the customer. From a service perspective, Kudler is benchmarking Nordstrom department stores. In addition, the firm is developing employee training programs and integrating new software systems to facilitate the effort. Marketing has encouraged the purchasing department to find ways to reduce costs of ordering foods and minimize the amount of food to be stored, while also having a zero stock out policy. In response, purchasing has developed a supplier relations program and has solicited the help of marketing to help roll out the program.
Historical Sales Data and Financials
Historically, Kudler Fine Foods has tracked information such as dollar value and profit margin per transaction, dollar sales and profit levels by day, and dollar sales and profit margins by item. However, in an effort to leverage the information to create a more intimate relationship with their customers, the firm is integrating a system to track customer purchase behavior over time. The firm is in the process of developing this system now.
Marketing Budget
The marketing budget is primarily comprised of new initiatives, marketing communications, and marketing research.
New Initiatives
? Research, development, and rollout of new programs
? Cooking Classes
? Frequent buyer points program
? Supplier relations program
Marketing Communications activities include:
? Radio, Newspaper and Television advertising
? Public relations, events, and sponsorships
Marketing Research expenditures include:
? Market size / opportunity studies
? Food marketing trends studies
? Services benchmarking study
Growth Strategy
Within the next 12 months, Kudler plans to increase customer loyalty by offering added high-margin services, leveraging the firm’s better understanding of customer purchase patterns, and providing more efficient operations. Profitability will also be increased by cost reductions accomplished through supplier partnering programs. New customers will be acquired through social network marketing and word of mouth.

Kudler Fine Foods

Prepare a paper identifying your values, how those values align with the values of Kudler Fine Foods, and how this would affect your performance if you were a manager at Kudler.

Kudler Fine Foods

Â?¢ Resources: Kudlerâ??s Fine Foods within the Virtual Organizations
â?¢ Begin updating the 2003 strategic plan for Kudler Fine Foods
â?¢ draft of part of the strategic plan, including a revised organizational mission, vision, and values statements.
â?¢ according to APA standards.

Kudler Fine Foods

For Kudler Fine Foods, describe the general function of their performance management systems.

—————————–

Background information provided:

HOME | BAKERY | MEAT & SEAFOOD | PRODUCE | CHEESE & DAIRY | WINE

NEWS | ABOUT | LOCATIONS | SURVEY | TERMS & CONDITIONS

INTERNET | INTRANET

We have traveled the world to bring you an extensive collection of domestic and imported wines and spirits.
Whether you want to mix the quintessential martini or find the perfect wine to serve at your next dinner party, Kudler’s is the place to shop. You will find that our stores carry a wide variety of spirits and at prices that will meet any budget.
While we are proud of our wide selection, we certainly don’t want our customers to be intimidated, so each of our stores has a Wine Steward who will be more than happy to assist you in making your selection. We also hold monthly wine appreciation classes so you can learn the nuances of our wines.

BAKERY

Each of our stores has its own modern European Style Bakery.
In the wee hours of the morning, our bakers begin mixing their dough and creating fresh breads and pastries including fruit tarts, table loaves, flat bread and the flakiest croissants in Southern California.
Our breads and pastries are made from old world recipes and the finest ingredients – Irish butter, organic eggs and unbleached flour.
Kudler’s bakery products do not contain preservatives.

MEAT & SEAFOOD

Our meat and seafood are procured from certified organic producers.
The meat and seafood products are fresh and prepared in the store to your order. The butcher shop in each store carries:
? Dry, aged beef
? A variety of poultry including turkey, duck, pheasant, quail and chicken
? Lamb
? Home-made sausages – made without preservatives
? A wide variety of local seafood
? Live lobsters
PRODUCE

Our produce department offers over 350 fresh fruits, vegetables, herbs and spices.
We stock 16 different varieties of apples as well as a wide range of tropical fruits from around the world.
Experienced cooks know that the right combinations of herbs and spices will turn a good meal into a great meal. Herbs and spices are most flavorful when they are fresh, and we carry the freshest herbs and spices in the area.
Be sure to check out our Asian Specialty Produce department where we carry the produce, herbs and spices that are the staples of Asian cooking.
We know that our customers are interested in maintaining a healthy lifestyle while also trying to live within their budgets. We address these concerns by offering most of our produce in both organic and non-organic varieties.
CHEESE & DAIRY

Our stores carry a complete line of the finest Dairy products including Irish butter and organic milk.
We are known for our wide assortment of gourmet cheeses. We carry over 250 varieties of cheese from 21 countries. Our stores offer cheeses made from cow, goat and sheep’s milk. We will also special order any cheese you may want that we do not carry in stock.
WINE

We have traveled the world to bring you an extensive collection of domestic and imported wines and spirits.
Whether you want to mix the quintessential martini or find the perfect wine to serve at your next dinner party, Kudler’s is the place to shop. You will find that our stores carry a wide variety of spirits and at prices that will meet any budget.
While we are proud of our wide selection, we certainly don’t want our customers to be intimidated, so each of our stores has a Wine Steward who will be more than happy to assist you in making your selection. We also hold monthly wine appreciation classes so you can learn the nuances of our wines.

LATEST NEWS
Kudler Fine Foods Able to Cut Legal Costs
LA JOLLA, CA. — Kudler Fine Foods announced plans to create a frequent shopper program for their three stores in Southern California.
Customers that participate in the program will receive news about store events, featured products and sales. In addition, they will be given excluxive offers on select merchandise and discounts on cooking and wine classes. Owner Kathy Kudler says, “We believe this will be a huge benefit to our most loyal customers.”
Contact: Yvonne Reynolds, 858/555-0104

OUR LOCATIONS
La Jolla
Torrey Pines Rd. and Prospect Pl.
Rosen Shopping Center
La Jolla, CA 92037
(858) 555-0138
Click Here For Map
Del Mar
Flower Hill Dr. and San Andres Dr.
Curley Commons
Suite 146
Del Mar, CA 92014
(858) 555-0182
Click Here For Map
Encinitas
West G St. and 2nd St.
Thompson Colonade
Encinitas, CA 92024
(760) 555-0155
Click Here For Map

ABOUT KUDLER FINE FOODS
Who we are
Kudler Fine Foods is a local upscale specialty food store located in the San Diego metropolitan area. We have three locations (La Jolla, Del Mar and Encinitas). Each store has approximately 8,000 square feet of retail space located in a fashionable shopping center. We have the very best domestic and imported fare at every location. Visit one of our locations and browse our fine selection of:
? Bakery and Pastry Products
? Fresh Produce
? Fresh Meat & Seafood
? Condiments and Packaged Foods
? Cheese and Specialty Dairy Products

Our Mission
Our selections, coupled with our experienced, helpful and knowledgeable staff, merge to offer each customer a delightful and pleasing shopping outing.
We will provide this service because we “shop the world” for our products; purchase only the finest of products; are highly selective in acquiring our team members; and will go to extensive lengths to assure that Kudler Fine Foods is the purveyor of choice for customers aspiring to purchase the finest epicurean delights.
Our History
Our founder, Kathy Kudler, was the Vice-President of Marketing for a large defense contractor. Weary of the constant travel and the pressures of corporate life, Kathy was looking for other opportunities. As it happened, Kathy relieved her stress through gourmet cooking and on a shopping trip for ingredients for a gourmet meal, she suddenly realized there was an opportunity for an upscale epicurean food shop in La Jolla.
Kathy developed a business plan, obtained financing and six months later, on June 18, 1998, the first Kudler Fine Foods opened.
Within nine months the store was at break-even and was profitable for the year.
In 2000, a second store was opened in Del Mar and in 2003 our third shop opened in Encinitas.

Kudler Fine Foods Terms and Conditions of Use
1. Terms
By accessing this web site, you are agreeing to be bound by these web site Terms and Conditions of Use, all applicable laws and regulations, and agree that you are responsible for compliance with any applicable local laws. If you do not agree with any of these terms, you are prohibited from using or accessing this site. The materials contained in this web site are protected by applicable copyright and trade mark law.
2. Use License
a. Permission is granted to temporarily download one copy of the materials (information or software) on Kudler Fine Foods’s web site for personal, non-commercial transitory viewing only. This is the grant of a license, not a transfer of title, and under this license you may not:
a. Permission is granted to temporarily download one copy of the materials (information or software) on Kudler Fine Foods’s web site for personal, non-commercial transitory viewing only. This is the grant of a license, not a transfer of title, and under this license you may not:
i. modify or copy the materials;
ii. use the materials for any commercial purpose, or for any public display (commercial or non-commercial);
iii. attempt to decompile or reverse engineer any software contained on Kudler Fine Foods’s web site;
iv. remove any copyright or other proprietary notations from the materials; or
v. transfer the materials to another person or “mirror” the materials on any other server.
b. This license shall automatically terminate if you violate any of these restrictions and may be terminated by Kudler Fine Foods at any time. Upon terminating your viewing of these materials or upon the termination of this license, you must destroy any downloaded materials in your possession whether in electronic or printed format.
3. Disclaimer
The materials on Kudler Fine Foods’s web site are provided “as is”. Kudler Fine Foods makes no warranties, expressed or implied, and hereby disclaims and negates all other warranties, including without limitation, implied warranties or conditions of merchantability, fitness for a particular purpose, or non-infringement of intellectual property or other violation of rights. Further, Kudler Fine Foods does not warrant or make any representations concerning the accuracy, likely results, or reliability of the use of the materials on its Internet web site or otherwise relating to such materials or on any sites linked to this site.
4. Limitations
In no event shall Kudler Fine Foods or its suppliers be liable for any damages (including, without limitation, damages for loss of data or profit, or due to business interruption,) arising out of the use or inability to use the materials on Kudler Fine Foods’s Internet site, even if Kudler Fine Foods or a Kudler Fine Foods authorized representative has been notified orally or in writing of the possibility of such damage. Because some jurisdictions do not allow limitations on implied warranties, or limitations of liability for consequential or incidental damages, these limitations may not apply to you.
5. Revisions and Errata
The materials appearing on Kudler Fine Foods’s web site could include technical, typographical, or photographic errors. Kudler Fine Foods does not warrant that any of the materials on its web site are accurate, complete, or current. Kudler Fine Foods may make changes to the materials contained on its web site at any time without notice. Kudler Fine Foods does not, however, make any commitment to update the materials.
6. Links
Kudler Fine Foods has not reviewed all of the sites linked to its Internet web site and is not responsible for the contents of any such linked site. The inclusion of any link does not imply endorsement by Kudler Fine Foods of the site. Use of any such linked web site is at the user’s own risk.
7. Site Terms of Use Modifications
Kudler Fine Foods may revise these terms of use for its web site at any time without notice. By using this web site you are agreeing to be bound by the then current version of these Terms and Conditions of Use.
8. Governing Law
Any claim relating to Kudler Fine Foods’s web site shall be governed by the laws of the State of California without regard to its conflict of law provisions.
General Terms and Conditions applicable to Use of a Web Site.
Privacy Policy
Your privacy is very important to us. Accordingly, we have developed this Policy in order for you to understand how we collect, use, communicate and disclose and make use of personal information. The following outlines our privacy policy.
? Before or at the time of collecting personal information, we will identify the purposes for which information is being collected.
? We will collect and use of personal information solely with the objective of fulfilling those purposes specified by us and for other compatible purposes, unless we obtain the consent of the individual concerned or as required by law.
? We will only retain personal information as long as necessary for the fulfillment of those purposes.
? We will collect personal information by lawful and fair means and, where appropriate, with the knowledge or consent of the individual concerned.
? Personal data should be relevant to the purposes for which it is to be used, and, to the extent necessary for those purposes, should be accurate, complete, and up-to-date.
? We will protect personal information by reasonable security safeguards against loss or theft, as well as unauthorized access, disclosure, copying, use or modification.
? We will make readily available to customers information about our policies and practices relating to the management of personal information.
We are committed to conducting our business in accordance with these principles in order to ensure that the confidentiality of personal information is protected and maintained.
Web Site Terms and Conditions of Use
1. Terms
By accessing this web site, you are agreeing to be bound by these web site Terms and Conditions of Use, all applicable laws and regulations, and agree that you are responsible for compliance with any applicable local laws. If you do not agree with any of these terms, you are prohibited from using or accessing this site. The materials contained in this web site are protected by applicable copyright and trade mark law.
2. Use License
a. Permission is granted to temporarily download one copy of the materials (information or software) on Kudler Fine Foods’s web site for personal, non-commercial transitory viewing only. This is the grant of a license, not a transfer of title, and under this license you may not:
i. modify or copy the materials;
ii. use the materials for any commercial purpose, or for any public display (commercial or non-commercial);
iii. attempt to decompile or reverse engineer any software contained on Kudler Fine Foods’s web site;
iv. remove any copyright or other proprietary notations from the materials; or
v. transfer the materials to another person or “mirror” the materials on any other server.
b. This license shall automatically terminate if you violate any of these restrictions and may be terminated by Kudler Fine Foods at any time. Upon terminating your viewing of these materials or upon the termination of this license, you must destroy any downloaded materials in your possession whether in electronic or printed format.
3. Disclaimer
a. The materials on Kudler Fine Foods’s web site are provided “as is”. Kudler Fine Foods makes no warranties, expressed or implied, and hereby disclaims and negates all other warranties, including without limitation, implied warranties or conditions of merchantability, fitness for a particular purpose, or non-infringement of intellectual property or other violation of rights. Further, Kudler Fine Foods does not warrant or make any representations concerning the accuracy, likely results, or reliability of the use of the materials on its Internet web site or otherwise relating to such materials or on any sites linked to this site.
4. Limitations
In no event shall Kudler Fine Foods or its suppliers be liable for any damages (including, without limitation, damages for loss of data or profit, or due to business interruption,) arising out of the use or inability to use the materials on Kudler Fine Foods’s Internet site, even if Kudler Fine Foods or a Kudler Fine Foods authorized representative has been notified orally or in writing of the possibility of such damage. Because some jurisdictions do not allow limitations on implied warranties, or limitations of liability for consequential or incidental damages, these limitations may not apply to you.
5. Revisions and Errata
The materials appearing on Kudler Fine Foods’s web site could include technical, typographical, or photographic errors. Kudler Fine Foods does not warrant that any of the materials on its web site are accurate, complete, or current. Kudler Fine Foods may make changes to the materials contained on its web site at any time without notice. Kudler Fine Foods does not, however, make any commitment to update the materials.
6. Links
Kudler Fine Foods has not reviewed all of the sites linked to its Internet web site and is not responsible for the contents of any such linked site. The inclusion of any link does not imply endorsement by Kudler Fine Foods of the site. Use of any such linked web site is at the user’s own risk.
7. Site Terms of Use Modifications
Kudler Fine Foods may revise these terms of use for its web site at any time without notice. By using this web site you are agreeing to be bound by the then current version of these Terms and Conditions of Use.
8. Governing Law
Any claim relating to Kudler Fine Foods’s web site shall be governed by the laws of the State of California without regard to its conflict of law provisions.
General Terms and Conditions applicable to Use of a Web Site.
Privacy Policy
Your privacy is very important to us. Accordingly, we have developed this Policy in order for you to understand how we collect, use, communicate and disclose and make use of personal information. The following outlines our privacy policy.
? Before or at the time of collecting personal information, we will identify the purposes for which information is being collected.
? We will collect and use of personal information solely with the objective of fulfilling those purposes specified by us and for other compatible purposes, unless we obtain the consent of the individual concerned or as required by law.
? We will only retain personal information as long as necessary for the fulfillment of those purposes.
? We will collect personal information by lawful and fair means and, where appropriate, with the knowledge or consent of the individual concerned.
? Personal data should be relevant to the purposes for which it is to be used, and, to the extent necessary for those purposes, should be accurate, complete, and up-to-date.
? We will protect personal information by reasonable security safeguards against loss or theft, as well as unauthorized access, disclosure, copying, use or modification.
? We will make readily available to customers information about our policies and practices relating to the management of personal information.
We are committed to conducting our business in accordance with these principles in order to ensure that the confidentiality of personal information is protected and maintained.

Kudler Fine Foods

Kudler Fine Foods public relations issues stems from periods of significant growth. In order to keep the existing clients and enhance their shopping perceptions, Kudler Fine Foods has decided to initiate a frequent shopper program, expand services offered such as cooking classes, and obtain more competitive pricing through supplier relation negotiations. First, the frequent shopper program will enhance the customer perception by establish a sense of belonging to the customers. Next, the additional services will change the customers’ perception of Kudler Fine Foods. No longer will it be just a place to buy groceries. Kudler speciality stores will become a social setting where housewives can learn and trade culinary secrets. Finally, the supplier relations will help in two ways. It will increase the value of shopping at Kudler Fine Foods as a bargain due to more competitive pricing. It will also develop supplier relations establishing Kudler Fine Foods as a valuable customer to the distributors.

The target audiences are both the consumers and the suppliers. The consumers will see Kudler Fine Foods in a whole new light. The drudgery of shopping is over, as Kudler Fine Foods will be the new social hang out. The value of being at Kudler Fine Foods will be priceless as friends gather and shop together. The suppliers will see the changes of Kudler Fine Foods, and start viewing them as a larger, more profitable customer. This will put Kudler Fine Foods in a better position to negotiate on the purchasing of product. Their target market and sales organization will concentrate on consumers who enjoy quality specialized products while paying premium price. These consumers targeted for this marketing plan live in high-end zip codes and are accustomed to fine dining. In both circumstances, Kudler Fine Foods increases the value of their public relations. In both cases, Kudler Fine Foods becomes seen as more than they are and are better liked because of it.

Kudler Fine Foods main objective is to increase awareness of their unique products and services through a marketing research plan developed by Marketers and their Public Relation (PR) Strategist to reach the company’s desired goal in the next 12 months. Kudler Fine Foods has a good marketing plan for next years expansion by increasing revenue by 20% by expanding their services, creating frequent shopper programs and increase efficiency while keeping costs down and increase customer base by 12% and increase the knowledge of all employees by 100% regarding their department.

One of Kudlers strategies should include preparing a special event campaign to popularize the new cooking classes featuring famous chefs local and international. The popularity of cooking shows and chef showdowns has increased in number and consumers would enjoy attending cooking classes at a specialty food store famous for its celebrity instructors and cook-offs. This is an excellent marketing tool to generate exposure and generate revenue by increasing customer visits and frequent purchases of the finest breads, wine, cheese, and seafood, cooked or catered to customer needs. Brochures, newspaper ads, radio spots in all languages, TV spots promoting the the famous chef a the special event shows, mail distribution of coupons, bring a friend to cooking class membership points are all some to the strategies that will be used by the Public Relations department to generate awareness of this unique opportunity and specialty products.

Kudler Fine Foods “chefs at your door” concept is a perfect way to tap into their loyal customer’s friends and families. To taste first-hand the freshest ingredients prepared by renowned chefs from around the world would attract people from all demographics and encourage a return visit more than often. Additionally, consumers have a chance to enter contests that have high-ticket items for bringing a friend to cooking class. The programs Kudler plans to implement are all self-funding that can ultimately increase revenue.
Being a member of Kudler’s frequent shopper program is unique and designed to appeal to the upper-class by a loyalty point system given to consumers that can be redeemed for high-end gifts, such first class airline upgrades or specialty items. The marketers did excellent research and determined that upper class citizens are not discount shoppers, but love winning or getting freebies of value.

The evaluation step in a marketing research is essential. It permits the practitioner to assess the effectiveness of the current and future strategies, demonstrate the effectiveness to management strategies, and plan for future efforts to execute an appropriate marketing strategy for business operations. It also gives an opportunity to adjust tactics while a publicity campaign is in progress. Research methods such as the organizational image surveys can be used to gauge success, usually for both pretest and post-tests for a series of surveys to track attitude trends. In addition, certain actions by members of a public can be measured, like complaints, inquiries about services, and requests for reprints (Lattimore et al, 2004).