Amicis East Coast Pizzeria

Amici’s East Coast Pizzeria started in the year 1987 and was founded by Cooperstein and Mike Forter. The company serves East Coast style thin-crusted pizza that has homemade sauce, a high-quality cheese from the Wisconsin as well as artisan topping. The organization began at San Mateo with just a wooden burning ovens and a thin crusted East coast style pizza. Over the years the company grew from East Coast to West Coast where the chain grew to twelve in San Francisco Bay region over a period of twenty-three years. In the year 2001 the company was regarded as the number one independent pizza chain in the US, and by the year 2011, the revenues had significantly grown to thirty-two million dollars having over three hundred employees. Comparison to other pizza chains the organization had been ranked position 70 nationally. In this case study analysis, it aims to examine some question. The first question is to explain on Amici’s business model. Secondly, what are the drivers that have been employed in this organization to make it successful based on the 7-s model. Lastly, it will explore on the strategy for the growth that could be used by Amici’s moving forward. The business models is essentially a strategy that is employed by Amici's company to use in generation of revenue from the products or perhaps the services they are offering. Amaci’s company uses some strategy to generate the most profit. The model they have used helps to determine the sales and the marketing strategies of the company during branding, pricing and sales channels. One of the strategies that the firm uses is to promote dine in service in their comfort and well-appointed restaurant that account for forty percent of their sales; they support delivery service about 50 percent of the sales and some takeout business that accounts for ten percent of the sales. This strategy has enabled the company to become number one in ranking regarding Pizza today on top one hundred free lists for four consecutive years. The company has differentiated on their products based on the quality and services. Their business model was scalable, as long as their business grew in a manner th at is quiet but steady to ensure the high quality would help them distinguish their restaurant could be maintained. Additionally for strategy growth the company has embarked on charity to enable the children from low-income families to go to the Summer Camp. This has allowed the average families’ income to experience on the summer camp to gain exposure to life-changing the power of a field. Through this, the company has provided more than 1500 summer experiences with the partner camps to children who have limited access to the recreational activities. The use of this model is based on a theory for an organization to perform well. The seven elements need to be aligned and mutually reinforced. This model ensures that the team works efficiently and reach the desired endpoint.   The first driver for the success of the organization is the strategy. Amici’s company strategy is aligned to provide high-quality product and services through differentiating on their product with the right team. The largest pizza they have is more than three dollars than the competitors but the high quality is what the consumers were looking for, and they have done this over the years. Shared value is the second driver for the company. The shared value for the company has been the development of a brand that is within the community transplanted East Coasters through careful and steady growth. The third driver is the system driver that is used by the company. The company employs triple threat operation system in the organization. This entails delivery, dine in and take out for the customer. [3]The next driver is the structure of the organization. The company has grown to 12 chains in San Francisco Bay Area over 23 years. The structure of the company is to open chains in both East and West Coast. The chain of command comes from the management, and the decision is laid from the top to bottom to the junior employees. The style of leadership that has been seen in the company is decentralized. The employees make their decision based on the best quality of product, which is expected by the owners. The owners allow employ to make their decision but should be aligned with their values and mission that is pegged on quality, service and a steady and gradual growth of the company. The skills and the competencies that are exhibited by the employees are top notch. The employs aim to offer the best quality of products as well as services than the competitor's company to enable the employs to come again. Amici’s general approach could be the cost leadership. This involves minimization of the costs to produce products at low prices. In the event, the price is lower the company will offer relatively cheaper products as a comparison to the competitors. Moreover, a broader diversification as the secondary generic strategy would be much useful. This would involve further developing new products that are distinct from the competitors. The organization should use the broad differentiation strategy as a way to move forward. Cunningham, Lawrence A, Torkell T Eide, and Patrick Hargreaves, Quality Investing, 1st edn, 2016. Hader, Richard, "Strategies for Profitable Growth", Nursing Management (Springhouse), 39 (2008), 22-26 https://doi.org/10.1097/01.numa.0000335254.31413.f0 Naeem, Zafar, Jack Fuchs, and Victoria Chang, "Amici's East Coast Pizzeria", California Management Review, 55 (2013), 153-165 https://doi.org/10.1525/cmr.2013.55.3.153 Sheehan, Norman T., "Pizza, Pizza, Pizza: A Competitive Strategy Exercise", Organization Management Journal, 11 (2014), 40-46 https://doi.org/10.1080/15416518.2014.897928

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