Final_Organizational_Impact

RUNNING HEAD: Indigenous: OI/461 Final Indigenous: OI/461 Final The only way a fledgling business can survive in today’s uncertain economic times is through innovation and the restaurant business is struggling in 2009. Indigenous the fresh restaurant chain, innovates the food industry. Freshness; Innovation The food service industry is difficult at any level but the art of selling meals to an educated consumer is a daunting task. Humans eat to live or live to eat, and the modern world makes food consumption easy. Convenience plays more of a role in the way people eat than the food consumed. Innovation in food storage and preparation in the past 100 years has changed the way people live. Current trends abandon the process of food preservation learned over the past 100 years. The modern process of adding ingredients to preserve food and increase nutritional value are deemed unnecessary and harmful by certain groups of society. Convenience in food preservation causes existing “stand alone” restaurants around the world not to use local, fresh food suppliers. My company will take the concept of “Nothing Artificial Added” to a larger audience. The company will take the aptly named Indigenous restaurant chain to three major metropolitan markets. This innovative business model brings fresh food directly from local agriculture/producers to the restaurant table and all dependent on the indigenous (local) food supply. The type of innovation is a start-up business and opens new market opportunities through market-niche innovation (V Stamm, 2003). The duplication of this restaurant idea in various locations is innovative and will rely on a stable planned-strategy (V Stamm, 2003) due to the inherent risks within the restaurant restaurant market. The strong point of Indigenous is the fact naturally produced and harvested food is a strong emerging theme in high-end culinary circles. National chain grocers and smaller local competitors currently enjoy the success in selling natural foods to health conscience clientele. An established marketplace allows ample opportunity to expand the Indigenous concept into additional natural food markets where grocers are already. Indigenous targets the higher income and educated consumer. Indigenous is strategically placed within areas where the target demographic shops. A key factor to menu and pricing is collaboration with local food producers. The history of each food producer and the relationship to the local growing region are considered when choosing suppliers for Indigenous. Communication will be the number one leadership strategy. A strong market position will remain with open communication between employees and consumers. Initiatives Three initiatives, based on involvement and community are installed into each restaurant model. One, no food waste; remaining food is transferred to local charities to feed the homeless community. Charitable support bolsters image within the local community and increases revenue from small business tax incentives. Second, culinary education; internships support local culinary and provide free labor. Third, environmental responsibilities; Indigenous participates and supports environmental preservation. Environmental preservation improves Indigenous’ market image and brings additional attention to the food it serves the public. Environmental conscienous classifies the restaurant as a “green” business and reduces long-term state and federal tax expenses. Conclusion It is hard enough to open a restaurant chain in a normal economic atmosphere much less in a time of economic uncertainty. However, the only way a weak restaurant industry can survive in today’s uncertain economic times is through innovation. As humans we eat to live. Simply, this fact is easy to forget in our modern world of conveniences. However, the consumption of naturally grown foods is a trend currently emerging with a niche clientele in America. Food prepared without artificial intervention is a 21st century trend. Indigenous’ leadership believes the fresh-to-market trend in the restaurant industry can become the mainstream. Indigenous illustrates innovation through a fresh market approach, and builds a successful 21st century brand. References: V Stamm, B. (2003). Managing innovation, design, and creativity. [University of Phoenix Custom Edition e-Text]. Hoboken, N.J: John Wiley & Sons, Ltd . Retrieved from University of Phoenix, OI461-Creativity, Design and Innovation for Competitive Advantage.