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Abbey Thompson

on 3 December 2013

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Transcript of GREGGS

Present Environment & Competencies
Present environment
SWOT Analysis
PESTLE Analysis
Porter's 5 forces
Key Competences
Their Strategy
Strategic Management - Fit
New Chief Executive in February this year
Now focusing on "bakery food-to-go"
215 stores will have been refitted by the end of the year
No increase in the number of shops and not expanding overseas
Bringing to a halt their collaboration with Iceland for frozen products
Longer opening hours to appeal to commuters
Online loyalty scheme
Financial Analysis
Share Price Analysis:
Conclusion & Reflection
Despite a tough year they are still the market leader

They are focusing on their current capabilities rather than expanding to new locations

Greggs are in a strong financial position and can look to build on this
Gregg's estimate that about 50% of the UK population does not currently have access to a Gregg's shop and therefore believe there is potential for an additional 600 shops in the UK in the next few years, [Gregg’s, 2013].

Began as a family business in 1951 - founded by John Gregg
1964 - Taken over by son Ian Gregg
The 90's - Vast expansion into new segments - Midlands & North London
2000-13 - Continued to grow rapidly across the UK
Modern Day - National business with over 1600 outlets
• Seasonal weather can affect sales
• Lack of online presence

• Competition from other bakers/supermarkets
• Tough economic climate
• Substitute products
• Change in consumer tastes
• Government regulations/policies
• Creating more of an online image
• International expansion/globalisation
• Creativity and innovation
• Mergers and take-overs

Brand Name
Customer Loyalty
Market Share Leadership
•Unique Products
•Efficient logistic solutions
• Health conscious
The Need for Updated Technology
• Health and safety law
• Pensions?
• The need to focus on CSR
• Check suppliers are all just as ethically responsible as Greggs

• Healthy eating policies
• “Pasty tax”
• Less disposable income
• Economic growth

Porter's 5 Forces
Threat of substitute products -
Other Outlets
E.g. supermarkets and bakeries

Threat of entry of new competitors -
New bakeries
New supermarkets
Competitive rivalry within the industry -
Operates in multiple industries
However market leader in the UK for baking
Bargaining power of customers - High
Many supermarkets with the same product offering
Alternative bakeries - E.g. Percy Ingle & Oliver Adams
Bargaining power of suppliers -
Number of key suppliers across the UK
Investing in the most practical and viable ones
Gross Profit Margin
2011 - 61%

2012 - 61%
Current Ratio
2011 - 0.63:1

2012 - 0.73:1
Creditor Days
2011 - 110 days

2012 - 102 days
Cash Operating Cycle

2012 - minus 64 days
2011 - 26.8%

2012 - 21.6%
PESTLE Analysis
Greggs' share price has dropped 3.82% in the past 12 months, falling from 465.90p to 448.10p (Digital Look, 2013).
Full transcript