Introduction
The growth of Prêt A Manger, aimed at providing customers with fresh and high-quality sandwiches, is becoming the focus of attention in the modern market. This business report was requested as an analysis of the activities of the sandwich company Prêt A Manger. The information collected for the study aims to review production processes and operation management. The report also provides a personal assessment of the understanding of importance of production processes by the Prêt A Manger directive team.
Direct
Since the first store opened in 1986, the value proposition underlying the management of Prêt a Manger has been to provide a delicious, freshly prepared product (About Pret, no date, para. 1). Thus, a business model is primarily focused on social responsibility. Directing the overall nature and strategy of the operation is performed by increasing the competitiveness of the freshness of goods.
Design
The company’s design rejects the concept of a centralized factory for production and prefers producing goods during the day. It increases costs and contributes to the strengthening of income simultaneously, as it helps to stand out in the market and consolidate the name of high-quality and freshly prepared sandwiches.
Delivery
Delivery is performed by combining the work of team members in the kitchen and at the checkout, supporting the multitasking of employees. All the company’s stores have their kitchens, and employees who work in the kitchen in the morning continue to work the day shift.
Develop
The main aspect of development for the management team, which has already begun to be introduced into the production process, is to improve working conditions. Team members who carry out orders in the morning do not stay on night shifts to enhance individual productivity and the team’s atmosphere and prevent congestion. Internal development is now also promoted by the strategy of a rapid experiment, which determines which new products are successful in the long term (Mintz, 2021, p. 98).
From the information provided, it can be concluded that Prêt A Manger fully understands the importance of its operations management. One of the pieces of evidence is success in operational management which has made them a global company with over 130 stores in the UK, New York, Hong Kong, and Tokyo. Another piece of evidence is that the business has been conducted since the 1980s, indicating the competent implementation of the strategy in the store concept. The company’s focus on the quality of products and direct independent management of stores was carefully planned and brought success. Thanks to full control over all processes, the company has been allowed to create a base for compliance of products and services to high standards even in remote parts of the world. From the results of the company’s policy, it can be concluded that it has made a significant contribution to understanding each of the activities and has used the right procedures to maximize efficiency.
Conclusion
The overall goal of Prêt A Manger’s products and services is aimed at pleasure and positive feedback from the customer. It follows that the level of service significantly distinguishes the company. Fresh and organic products give an advantage to consumers, as they represent a healthier option and correspond to the trends of sustainable development. Feeling the greater value of their money and experiencing greater satisfaction from the purchase, the buyer subconsciously distinguishes Prêt A Manger from competitors. Prêt A Manager’s products and services offerings differ in the costs that the company must provide to ensure effective functioning. So, many products not being sold during the day do not bring income to the company. At the same time, services are provided by competent employees whose efficiency is maximized by the strategy of the management team. Thus, the company’s policy preserves the high quality of services and prevents staff turnover.
Reference List
About Pret (no date).
Mintz, O. (2021) ‘Customer-centric new product strategies for business to create sustained advantages in the long term’, in Mintz, O., The Post-Pandemic Business Playbook. Springer Books, pp. 98-105.