Page 59 - Operations Strategy

34 CHAPTER 1 • OPERATiOns sTRATEgy

Figure 1.13 Operations strategy matrix for pret a Manger

Resource development

Quality Small sites Partnerships with Standard Customer
(Product promote suppliers to processes service training
conformance and teamwork increase quality (photos for Teamwork
specification and On-site together with workstation) incentives and pay
service quality) kitchens for strict quality
fresh food standards
*** ***
Speed Many small On-site Standardised Training for
(Customer sites at production process fast service
throughput time) convenient means short across all
locations internal supply stores
Number of chain
service points
*** ***
Dependability Standardised Quality raw Standardises
(Consistency of store design materials in-store Pret ‘values and
product and supplied/ technology behaviours’
service) delivered on time Market competitiveness
*** ***
Flexibility Partnership with Customer
(New product suppliers to meet feedback used
availability and varied menu to inspire
range of products) Supplier innovation
partnerships
encourage
innovation ***
Cost Centrally Low sta‚ turnover
(Cost of producing located in
products and densely
services) populated
areas increases
‘footfall’ volume
***

Capacity Supply networks Process Development and
technology organisation

*** Critical

‘content’ of operations strategy is concerned with the organisational structure and
responsibility relationships within the operations function. Yet, these issues have a
direct impact on the ‘process’ of how the organisation formulates its own operations
strategies. Nevertheless, despite the overlap, it is conventional to treat content and pro-
cess separately.
To a large extent we shall leave the discussion of ‘process’ until Chapters 9 and 10. But
it is worth making two points at this stage. The first is that the practical reality of put-
ting operations strategies together and making them happen in practice is extremely
complex (and a subject in its own right). As Dr Andrew MacLennan, a leading expert
in strategy implementation, says: ‘The challenge of implementing strategy successfully is

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