Crafting And Executing Strategy 17th Edition Slides To Digital

Thompson, Jr. University of Alabama 1. Mmmm m University of Alabama University of South Alabama Crafting and Executing Strategy The Quest for Competitive Advantage Concepts and Cases 17TH EDITION McGraw-Hill Irwin Boston Burr Ridge, IL Dubuque, IA New York San Francisco St.

1. Crafting And Executing Strategy 17th Edition Slides To Digital Free
2. Crafting And Executing Strategy 17th Edition Slides To Digital Computer

Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto2 Irfbfl (f Part One Concepts and Techniques for Crafting and Executing Strategy 3 Section A: Introduction and Overview 1. What Is Strategy and Why Is It Important? 4 What Do We Mean by Strategy?

6 Strategy and the Quest for Competitive Advantage 7 Identifying a Company s Strategy 10 Why a Company's Strategy Evolves over Time 11 A Company s Strategy Is Partly Proactive and Partly Reactive 11 Strategy and Ethics: Passing the Test of Moral Scrutiny 13 The Relationship between a Company's Strategy and Its Business Model 14 What Makes a Strategy a Winner? 15 Why Are Crafting and Executing Strategy Important? 17 Good Strategy + Good Strategy Execution = Good Management Starbucks' Strategy in the Specialty Coffee Industry Microsoft and Red Hat: Two Contrasting Business Models Leading the Process of Crafting and Executing Strategy 22 What Does the Strategy-Making, Strategy-Executing Process Entail?

No notes for slide. On February 18, 2016, the Compensation Committee of Papa John’s International, Inc. (the “Company”) approved compensation changes to further align the compensation of Founder, Chairman and Chief Executive Officer, John H. Schnatter, with the Company’s other executive officers. Schnatter’s short term incentive target was set at 75% of his base salary (previously 90% of base salary), the same target as the Company’s President and Chief Operating Officer, Steve M. Ritchie, and the Company’s other executive officers.

Crafting And Executing Strategy 17th Edition Slides To Digital Free

The Compensation Committee also increased Mr. Ritchie’s base salary from $650,000 to $800,000 and his annual long-term incentive value from $750,000 to $1,000,000 (consisting of $100,000 in performance-based restricted stock units vesting at the end of a 3-year performance period, and the remainder in equal values of time vested restricted stock and stock options with a 10-year term and 3-year graded vesting schedule). The Company’s executives are also eligible for the annual cash incentives and benefits described in the Company’s Proxy Statement filed March 25, 2015. The Compensation Committee also increased the long-term incentive values for each member of the executive leadership team, other than Founder, J. Long-term incentive values: annual equity, restricted stock and stock options, annual cash incentives, performance share award, and benefits. 2015: Youngest of the top four chains, so the runway is much longer for Papa John’s Corporate profits doubled and are getting ready to triple over four or five years ago Acquisitions – 19 in Florida, because they were a good fit with current corporate base. No long-term strategy change (20% range for corporate) Announced Better Ingredients, Better Pizza clean label Jan.

1, introduced Papa’s Lighter Choices menu offerings and Online Nutrition Calculator; in mid-December, were the first national pizza chain to announce that the grilled chicken pizza toppings and chicken poppers will consist of poultry that is raised without human or animal antibiotics as well as fed with a 100% vegetarian diet by summer 2016. First national pizza chain to announce that they removed artificial flavors and synthetic colors from the entire food menu. Introduced a Quality Guarantee to underscore commitment to delivering quality pizzas to customers (Papa John’s is guaranteeing customers will love the pizza, but if they don’t, tell them and get one for free – latest milestone) Lower commodities contributed to slightly more discounted pricing across the industry. Papa John’s offered some promotional offers, but maintained the focus of being the superior-quality pizza provider with the higher perceived value, featuring three premium LTOs at $12 each during the quarter.

Crafting And Executing Strategy 17th Edition Slides To Digital Computer

Hope 2015 is an exception relative to G&A deleveraging. Revenues are not going to grow as quickly as they typically would because commissary is such a big piece of revenue number and the cheese numbers bringing the commissary revenue number down and actually keeping it flat, so you don get the typical revenue growth you would see that would keep you from deleveraging on G&A Corporate acquisitions (i.e. Minneapolis) that were underperforming, now are doing fine.

Clean Label initiative - By the end of 2015, eliminate all artificial flavors and colors from their food, except soft drinks (first in the pizza industry to make this statement) Enhanced loyalty program – besides earning free pizzas, customers can enjoy sides and desserts Clean label (started 4 or 5 years ago); more defensive, from an integrity point of view. Deep moat around Better Ingredients, Better Pizza. Millenials like more natural ingredients.