Enterprise Change and Creativity

Question: Describe about greggs posts jump in profits and resumes buybacks? Answer: The article needs to be analyzed on the Gregg's bakery supply chain that leads to organizational change leading to higher profits and growing like for like sales. The Gregg's bakery chains acquire the lost market by its new strategy and improving the quality of the existing estate, making operations simpler and efficient (Greggs - Strategy in Action, 2014). The article is based on the drivers of change that lead to the modification, the pace of the change and the scope of the change. The Greggs marketing strategy is majorly focused on "Food on the Go" with a view to expand and attain a leading position in the segment. However, as mentioned in the article, Greggs expanded its market by refitting 213 stores to the 150 stores is considered a sensible investment. Nevertheless, healthy sandwiches and investment in improving coffee have recorded pre-tax profits that have grown from 41pc to 58.3million in the 53 weeks; the peak profits in the history of Greggs bakery chain (Ruddick and Martin, 2015). The organizational business model that can be applied to the Gregg's bakery chain is the model for Planned Change with three phases involved namely exploration phase, action phase, and integration phase. The Organizational Model of Change gave by Burke involves two order of change First and the second order. The model by Burke is well suited for Gregg's bakery supply chain that combines the theoretical framework with issues involving the overall effectiveness of the change processes (Venkateshwara, 2012). The drivers of this change are the competition from other food chains and coffee shops like Subway, McDonalds, Starbucks, and Costa Coffee respectively (Ruddick and Martin, 2015). The food sector segment is highly becoming competitive with growing extension in meal deals offered by grocery supermarkets through the convenience estate expanding. The scope of change was noticed in differentiated products like coffee and sandwiches with a view of delivering fresh and tasty food to restore sales. The change has been gradual from 2012-2015 (Daniel, 2015). The company involved a diversification strategy and market penetration according to Ansoff Matrix, which seeks differential advantage in the product that can have a technological capability to establish a competitive position with a proper distributional network. The pace of the change is technological in nature and with the market- based differential strategy advantage that could be applied to a particular market segment. The visible change value that can be seen by the customer as the one refitting of 650 stores in Gregg's bakery chain and the invisible change can be valued when the producer build into product or service (Kunadt, 2015). However, the strategic direction taken by Greggs highlighted great tasting food, shopping experience with improvement through change and efficient yet simple operations. The organization strategy that Greggs established holds driving for sales, targeted returns of the increased investment in refitted shop with the delivery of supply chain and operation efficiencies and striving to achieve the planned benefits (Hutton, 2015). The Greggs supply chain adopted a diversification strategy with market penetration on Burke's organized changed model to increase its sales and gain a competitive advantage over the competitors. References Daniel, H. (2015). The impact of the marketing environment: Greggs.Docs.school Publications. [online] Available at: https://www.oboolo.com/social-studies/education-studies/case-study/impact-marketing-environment-greggs-86587.html [Accessed 6 Mar. 2016]. Greggs - Strategy in action. (2014). [online] Greggs.co.uk. Available at: https://corporate.greggs.co.uk/business-strategy [Accessed 6 Mar. 2016]. Hutton, R. (2015).Preliminary Results for the 53 Weeks ended 3 January 2015. [online] Greggs.co.uk. Available at: https://corporate.greggs.co.uk/sites/default/files/Greggs%20plc%20-%20Preliminary%20Results%20-%2004.03.15.pdf [Accessed 6 Mar. 2016]. Kunadt, F. (2015). How enterprises manage strategic stability and change: A qualitative comparative analysis of different enterprise performance groups. Ruddick, G. and Martin, B. (2015).Greggs posts jump in profits and resumes buybacks. [online] Telegraph.co.uk. Available at: https://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/11448522/Greggs-posts-jump-in-profits-and-resumes-buybacks.html [Accessed 6 Mar. 2016]. Venkateshwara, K. (2012).Organizational change-model. [online] Slideshare.net. Available at: https://www.slideshare.net/venkateswarak/organizational-changemodel [Accessed 6 Mar. 2016].