Azalea Seafood Gumbo Shoppe
Executive Summary A thorough examination of Azalea Seafood Gumbo Shoppe was done to provide a strategic plan that will enable Azalea to maintain long-term growth and a sustainable competitive advantage. For Azalea to succeed, they need to consider valuable options presented in the following report. Included in the analysis is the following information that comprises the complete proposal: • Analysis of the current market • Analysis of forces that drive the industry • Description of Azalea’s strengths and weaknesses • An identification of the opportunities and threats that face Azalea Seafood Gumbo Shoppe • Analysis and proposal of possible options for Azalea Seafood Gumbo Shoppe Azalea Seafood Gumbo Shoppe and the Value-Added Seafood Industry Azalea Seafood Gumbo Shoppe was established in Mobile, Alabama in 1971. ... They now had a clear vision of where Azalea was headed. ... It wasn’t long before Azalea was producing more than 45 tons of gumbo and other seafood products each month. ... Driving forces in the industry (Appendix C) are evolving as the Value-Added Seafood Industry begins to looks more and more profitable. Azalea has dealt well with their uncertainty and is well aware of the risks at hand. Azalea has to expand its production facilities in order to surmount production problems it faces inhibiting larger more profitable accounts. As they accumulate more accounts Azalea will begin to build a strong presence in the market. Once Azalea has reduced perceived risk levels and established itself financially, it needs to introduce new products in efforts to differentiate itself from the competition and increase its customer base. ... Porter’s Five-Forces Model of Competition (Appendix B) thoroughly exposes what the competition is like in the Value-Added Seafood Industry. ... Azalea has had great success with its gumbo, but because it only produces gumbo on a large scale, there are many unfulfilled niches left to pursue. If another company were to enter the industry with its own gumbo, it could be potentially devastating to Azalea if this gumbo was better tasting and competitively priced. ... Azalea has to work aggressively to develop the revenue to be able to expand its product selection so that it can maintain and expand its customer base. As for the bargaining power of buyers, they have a considerable amount of leverage since their purchases are in such large quantities, and the difficulty of Azalea to sell to individual customers allows buyers to have even more bargaining power. ... Azalea having its product in over 1,100 supermarket has given it adequate exposure. ... They have a competitive advantage against other competitors with their gumbo because it mostly all they produce and they do it well. Most other companies have many other products to focus on rather than worry about trying to out compete Azalea simply in gumbo.