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This week’s assignment consists of reading a scenario about Sandwich Blitz, Inc. and writing about
what strengths, weaknesses, opportunities, and threats (SWOT) that the business faces if Dalman
and Lei commit to a large-scale expansion of their business.
Dalman and Lei have recently discussed the future of Sandwich Blitz. Lei has noted the emergence of
two new franchise operations that offer food and beverages similar to that of Sandwich Blitz. Although
these have not yet entered the market, she feels that this is only a matter of time. The company has
the resources to open two additional locations if good places can be found. The recent economic
downturn has adversely affected the occupancy rates in the larger office parks that have historically
been good locations for their shops. They could always look at other cities but have never considered
this. Dalman and Lei are wondering if they expand again, should it be a small expansion or should
they try something on a larger scale.
After reading the scenario above and the readings in the text for Unit 3, what do you think are the
strengths, weaknesses, opportunities, and threats (SWOT) that the business faces if Dalman and Lei
commit to a large-scale expansion of their business? Be sure to identify at least one strength, one
weakness, one opportunity, and one threat that apply to the scenario.
Write your assessment in paragraph form, using Microsoft Word. Your document should be at least
one full double-spaced page (full page) in length, using size 12-point Times New Roman type font.
This should be free of spelling and punctuation errors.
Review the case study at the link below
http://extmedia.kaplan.edu/business/AB140_1202B/SandBlitz/Unit%203/CaseStudy/player.html
I have also attached the PDF case study below as well.
Also please include a discussion post only needs to be a paragraph or two about the case study. The question you need to respond to is
“After completing the readings, in your judgment, what are some considerations that Dalman and Lei must have at each of the three levels (strategic, tactical, and operational) of planning for
Sandwich Blitz, Inc.? Be sure to address each of the three levels.”
MUST HAVE EXCELLENT ENGLISH. DO NOT OFFER ME HANDSHAKE IF YOU CANT WRITE GOOD ENGLISH. NEED THIS BACK ASAP. LET ME KNOW HOW FAST YOU CAN GET IT BACK TO ME.
SandwichBlitz, Inc.
Copyright Kaplan University
Sandwich Blitz, Inc. is a small growing specialty sandwich shop chain in a large metropolitan area.
The business is owned by Dalman Smith, who is the President and Chief Executive Officer (CEO)
and Lei Lee who is the Vice-President and Chief Financial Officer (CFO). The company currently
operates eight free-standing sandwich and beverage shops located near three universities, one
hospital, and four high-traffic office complexes in the metropolitan area. The firm serves mostly
upscale breakfast and lunch customers and specializes in organically grown food ingredients and
health-conscious beverages. Currently, the firm employs a staff accountant, eight unit managers and
forty employees. The corporate headquarters occupies rented space in an office park which houses
Dalman, Lei, and the corporate accountant, Jayin Chopra. Each operating sandwich shop is staffed
with a manager, a team supervisor, and four customer associates. Revenues from 2011 operations
were substantial with a ROI (Return on Investment) of 30%.
Beginnings
Sandwich Blitz was the idea of Dalman Smith whose previous experience was in middle
management for a wholesale food distribution company headquartered in a large European city. An
ardent devotee of healthy food, Dalman received the inspiration for Sandwich Blitz while visiting the
Mediterranean area on corporate business. Dalman noted the presence of healthy sandwich shops in
that area of Europe and was surprised on his return home that no such models were in operation in
his local area. After considering the idea for several weeks, Dalman approached his long-time friend
Lei Lee, a CPA working within the insurance industry with his idea. Lei considered the idea a good
one but was concerned with the overhead expenses involved in leasing and developing retail
commercial space in the expensive urban area. One day, while driving to work, Dalman noticed a
small, free-standing prefabricated building located on a piece of land adjacent to a shopping center.
Sandwich Blitz, Inc.
Copyright Kaplan University
Suddenly, he envisioned the Sandwich Blitz model- small space, great location, negotiated low costs
on small parcels of land unsuitable for most commercial purposes and most of all, great healthy food!
Dalman couldn’t wait to show Lei this model. Within three weeks, Sandwich Blitz, Inc. was born. The
sufficient start-up capital was evenly split between Dalman and Lei. Dalman was able to obtain a loan
using his house for collateral and his personal credit line for most of his share. A gift from Dalman’s
father completed his share of the funding. Lei was able to use her substantial personal savings to
finance her share of the capital. The first lease of land was signed and a prefabricated unit was
ordered on July 21, 2004. Both Dalman and Lei considered this date to be a good omen for the both
of them Sandwich Blitz opened its doors for business on October 15, 2004. Dalman, Lei, and two
college students were the first employees. Each signed the first currency note received during that
first day of operation. It is still proudly displayed in the corporate office.
Operations
The Sandwich Blitz operational model reflects both Dalman and Lei’s management philosophy
that allows each operating unit a great measure of autonomy. This allows each location manager to
make the day-to-day decisions dealing with their unit budgets, employee matters, and customer
service issues. Each location manager is carefully chosen and given a compensation package which
includes incentives based on the performance of that location. Each location manager is presented
with quarterly budgets and is accountable for meeting these guidelines.
Each work team supervisor is responsible for ensuring good customer service by making sure
that all customer associates adhere to the Sandwich Blitz Motto which is proudly displayed over each
location’s counter: “Sandwich Blitz – Where our quality, freshness, and customers always come first.”
Sandwich Blitz, Inc.
Copyright Kaplan University
Based on this motto, each customer associate is empowered to resolve any customer-related
complaint. This allows the customer associate to refund purchases, replace food, and take other
measures to satisfy the Sandwich Blitz customer. The original location also serves as a training
center for the company and Dalman is a regular fixture at these training sessions. Food recipes and
preparation techniques are of particular concern to Dalman since he feels that a consistent product is
critical to the company’s competitiveness. Dalman considers a few ingredients in their products to be
important enough to justify making them into private brands that are owned by Sandwich Blitz to
protect them from potential competitors.
Lately, Dalman has mostly been visiting the operating locations and dealing with problems and
issues that each manager requests help with while Lei has concentrated on financial matters like
budget preparation, leases, taxes, and overseeing the daily accounting process. Both Dalman and
Lei are pleased with Sandwich Blitz’s past performance but feel that they are each unable to devote
their time and energy to expand the business significantly. All of their time seems to be expended
taking care of these problems and issues within the existing operation.
