Today Its one of the Auk’s leading food retailers and part of the John Lewis partnership established in 1929. A company held in trust for the benefit of its employees and one of the top ten UK retail businesses, has over 185 Waitress Supermarkets and 27 John Lewis Department Stores throughout the ASK. Its policy has consistently been to deliver the highest quality of service for its customers and to that end the supermarket has invested heavily in its business to ensure it remains a top retailer.
Waitress has chosen a focused differentiation strategy targeting the market with a wide range of quality of fresh products and sourcing of fresh meat. Waitress has developed Its own brands products which Is Important because they give retailers sigh level of control of these products and generally have a higher profit margin. It has also specialized In the sale of fine wines, which hold a high profit margin. Major competitors Include Tests, Sunburst’s, SAD, Safely, Somerville and Marks and Spencer.
There are many internal and external factors within the Waitress, which affect the working culture and environment of the company. The Waitress business environment may be visualize in terms of layers, beginning with the instant internal environment within the organization, and moving outwards to the external environment surrounding the business and Influencing Its organization and operations. The external environment Includes an array of dimensions, Including political, economic, social, technological, environmental and legal factors. SOURCE: International Strategy – Session 2: Making sense of an organization’s macro- environment(s) – Dry Thomas Difference) Both the internal and external environments reflect the strategic changes with respect to changing circumstances within the Waitress organization. The analysis of the external environment can be analyses by PESTLE framework, which categories environmental influences into six main types: political, economic, social, technological, environmental and legal.
This is also known as ‘environmental scanning’. The PESTLE is a useful strategic tool for understanding market growth, decline, business position and potential operations which affect the organization over the long term. The results obtained can be used and implemented to take advantage of opportunities and to make possibility plans for threats when preparing business and strategic plans within the Waitress organization.
E. G. Government legislation law which changes frequently. FOREIGN TRADE POLICY: Waitress outsourcers its citrus fruits from South Africa. The Waitress will have to pay an import duty in order to export the goods. TAXATION: The Waitress is imposed taxes on its business profit and over selling the goods to its customer. This can even affect its strategic plan if there is a fluctuation. SOCIAL POLICY: Waitress adopts its social responsibility through diversity. PLANNING POLICY: The planning policy is operated from government or local authority.