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Pest Analysis On Bob Evans Farms

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Pest Analysis On Bob Evans Farms - December 3rd, 2010

Bob Evans Farms, Inc. (NASDAQ: BOBE) is a food service, processing, and retail company based in Columbus, Ohio. The company is named after its founder, Bob Evans (1918–2007).[1] It operates two family dining restaurant chains in the United States, Bob Evans Restaurants and Mimi's Cafe. Its food processing and retail enterprise products are manufactured and sold under the Bob Evans and Owens Country Sausage brand names.

The Bob Evans Restaurant chain started from a single truck stop diner near the Bob Evans Farm in Rio Grande, Ohio (just north of Gallipolis, Ohio). The chain has grown to nearly 570 locations in 23 states, primarily in the Mid-Atlantic, Midwestern, and upper Southern states. All locations are corporately owned, not franchised.

The restaurant chain started after Bob Evans kept hearing patrons at his truck stop say that they thought his sausage was the best around. Bob slaughtered and packaged his own pork sausage using a unique recipe, but did not have the manufacturing capacity to fill large orders. He made a business arrangement with his cousin Tim Evans who was then the owner of Evans Packing Co. to package the Bob Evans Sausage products at Tim's plant.

Tim Evans is retired and still maintains his residence near the original Bob Evans Restaurant in Rio Grande. Another relative, Biff Evans, served as CEO until his retirement in 2000. Bob Evans also continued to reside in Rio Grande until his death on June 21, 2007.[1]

The company also offers pork products to the retail grocery market, as well as some other prepared food products to both the grocery and food service segments. The restaurant chain was started because local restaurants would not purchase the high-quality pork sausage the company produced, saying that customers would not pay extra for quality.

The primary theme is one of country living: "Breakfast is served all day."


The government of the Republic of Ireland is Parliamentary republic with membership in the European Union (EU). The country should not be confused with Northern Ireland, which is part of the United Kingdom and is the site of continuing unrest. Aer Lingus is the largest airline in Ireland. Being a fully state-owned enterprise, it enjoys the many benefits of government support. International political conflicts between some North Atlantic Treaty Organization (NATO) countries and the Organization of Petroleum Exporting Countries (OPEC) place the airline at risk of terrorist attacks, decreased wartime travel and fuel price shocks.

There traces the history of the Irish states airline Aer Lingus and the decision to move towards low cost business model in response to the new realities in the airline industry. There have seen the airline retain some frills rather than embrace total no frills model as represented by Aer Lingus. The change in Aer Lingus business model has been accompanied by series of negotiated agreements between trade unions and management. These agreements have many of the features of employment pacts, rather than the pure concession bargaining associated with some airline restructuring in the USA. Aer Lingus privatization is now on the agenda and this has led to strong trade union resistance. The future of the airline in the medium term is likely to depend on a further successful pact between unions and the company.

In the wake of deregulation of air travel in Europe, an examination of how Aer Lingus have responded to this external stimulus has revealed significant differences of importance to strategists. Information was collected from published sources and through interviews with senior management of the Aer lingus airlines. The niche market and seamless service of Aer Lingus, the established airline, has exposed this provider to the full might of international competition and has resulted in higher costs and lower financial returns. In contrast, the no-frills approach of Aer Lingus, recent entrant, has allowed low prices to be supported and helped to draw new passengers on routes hitherto restricted to other forms of transport. An assessment of the outcomes of Aer Lingus responses will highlight the need for managers to question the suitability of theory and received wisdom to guide action.

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