Technology has revolutionized and created business opportunities for Kudler Fine Foods. Strategic information systems along with schemes that support or provide business reorganization have assisted the gourmet business to grab opportunities produced by the advent of technology and an ever-changing market. Polishing operations and working out organizational problems result from technological innovation—thus increasing competitiveness and effectivity. In order to adapt to an altering business environment, Kudler continues to change essential business practices. These modifications additionally facilitate their gourmet organization to figure out principal business difficulties.
[...] Kudler's strategy will continue to allow changing a premium price for a gourmet food product for the highest quality—differentiation focus. The automotive industry exemplifies another market employing a niche-like (focus) strategy offering to a small and specialized segment of buyers (as Kudler): Rolls Royce and Ferrari. Like Kudler, Rolls Royce and Ferrari have a corner of superior quality products available at a premium cost. Kudler Fine Foods, like Rolls Royce and Ferrari, must always keep their customers satisfied, and one-step ahead of competitors--taking measures to not lose clients whose preferences might change over time. [...]
[...] All this new technology has resulted in an optimal level of efficiency, saving time and money for Kudler's Fine Foods' customers. The high level of ease at checkout and efficiency adds to the overall satisfaction of the Kudler Fine Foods experience, assuring repeat customers. And the ease of the scanning system's transition and minimal employee training has saved Kudler time and money, as well. Also, through the technological implementation of its new computer kiosk Kudler saves time and money by aiding shoppers' wine selection. [...]
[...] Network technology and strategic information systems make things run faster and smoother; since technology has allowed Kudler to think about capacity—fostering growth. “Strategic Information Systems (SIS are systems that support or shape an organization's competitive strategy” (Turban, Ranier, and Potter p. 609). Kudler Fine Foods has had a lot of access to technical help and constantly searches how to connect to data silos. The organization meets the needs of thousands of customers and thinks technology plays a big role in contact and relationship management. [...]
[...] Kudler succeeds in its Focus Strategy (and will continue to succeed) --because they have made-to- order an extensive array of product-development durabilities to a comparatively specialized market section the firm knows intimately. Kudler must constantly monitor the gourmet grocer industry for changes in its target segment and imitation in that segment—to avoid the risks a Focus Strategy presents. Additionally, the fine foods organization must constantly seek innovation and stay on top of its industry edge through competitive intelligence. These cutting edge implementations might diffuse the reasonably easy ability of a larger market price leader to adapt Kudler's products and offer direct competition. [...]
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