The Bodloni Soup Company

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The opportunity or gap in the market and how the proposed business will fill this gap Identifying a new gap within an old market place can be the foot in the door in which ambitious business proprietors have to leverage their strategy into a niche that stokes their skillsets and stirs their interests (Sok, Phyra and Aron 158). Bodloni has come to identify that the clientele desire to be proactive members in the elements that make a difference to them and an engagement that re-establishes a sense of belonging, ownership, purpose as well as meaning to their lives. The corporation's ingredients stretch far beyond its satisfying quality recipes of delightful vegetables, and the elements are likewise the assortment of individuals that share its strong beliefs. The structure of the company is a Community Benefit Society which is a form of co-operative social business that has more than 30 regional stakeholders (Kuehn, Mikhail, Lars‐Alexander and Jessie 2167)

Bodloni is focused on generating shareholder value through reinvigorating their core business and expanding into more rapidly growing spots. Aspects of emphasis involve well-being and health, specifically organic and fresh foods in both developing and developed industrial sectors. Bodloni is designed to successfully tap into the vast creativity of people, experts, organisations, and corporations locally. The business model utilised by the firm will mainly help the firm to revolutionise the development of solutions through changing the conventional strategy from an adversarial, inadequate maze, based on luck and mistrust, into a cooperative, streamlined structure constructed on shared risk as well as collaborative team-work (Frow et al. 475). Bodloni will accomplish this by the employment of a new free market place, a reward-based technique that fairly delineates and recompenses all individuals that materially play a role in the success of the company. Moreover, it is envisioned that Bodloni may represent an entirely new strategy of innovating within the existing world economic climate through the establishment of an open environment for sharing between various and diversified professional fields facilitated by the efficient exchange of information.

The primary objective for Bodloni in filling the market gaps is to nurture the lives of their customers by providing a wide selection of delicious, convenient, and reasonably priced soup choices which can help them enjoy a healthy and balanced diet. Furthermore, the firm strives for the promotion of comprehensive wellness and nutrition while creating a self-sufficient environment and recognising their purpose in society from farm to the family. Other than customer satisfaction, Bodloni aims at setting up a work environment influenced by the trust which promotes innovation, rewards positive outcomes and embodies their principles.

Organisation Structure

Bodloni has a strategic organisational structure that will considerably position the business to monetise on the rapidly transforming landscape of the food industry, while more meticulously aligning the exercises with the organisation's three strategies for growth and development. They include: optimising the core values; increasing the well-being and health of the customers; and, to accelerate new business models and distribution. This framework sets up Bodloni’s key operations which include its unique soup recipes and portfolios.

From the start, the business owners have blended the best features of different diverse organisational structures to accomplish the entirely new Bodloni strategy to business which fulfils the exceptional requirements of the innovation growth process. The Bodloni business structure is modelled after farm co-op’s, franchises, land trusts, investment clubs, professional associations, Limited Liability Corporations, and others. Furthermore, Bodloni was created with an emphasis on sound organisational analysis along with an extremely regional grass-roots viewpoint. This is best exemplified through the decentralised process of decision-making as well as the use of only three corporate sections which are: (1) The individual members: Visual thinkers which include a group of talented chefs who collect the ingredients. (2) The Local Soup Pots: several well-equipped kitchens where the Chefs do their work; and (3) The Central Office: a commissary which provides the much-needed supplies and the firm. They offer help, and governance to the local soup pots and individual members.

Individual Members

The Individual members are the most crucial element to making this model function successfully. One cannot have good soup without chefs. The fundamental premise associated with the Bodloni model is that successful merchandise can be rapidly as well as effectively created and promoted through discussing the work, and sharing the risk, among the Individual Members that are well experienced to carry out that task. Therefore, individual members function collaboratively to convert raw concepts along with innovations (the broth) into marketable new goods (great soup products) for manufacture or license and vending. Nonetheless, the Individual Members that contribute by sharing the work and risk are reimbursed, and in most cases, it implies being financially compensated. When the ingredients are sold or licensed, the contributing members share the earnings in an objective and rational fashion in accordance with what they have contributed.

Members can be anyone, but they are going to consist of artists, engineers, inventors, investors, licensing agents, attorneys, IP brokers, salespeople, marketing experts, and even corporations. These Members are going to be coming from different points of views and with extremely diverse goals. All these distinct viewpoints and targets are welcomed as well as encouraged by Bodloni. Members will have the ability to sponsor and bring in new members that they feel are going to be an asset to the local Soup Pot for the improvement of their probability of personal profit. All potential members submit a membership application as well as provide references that are going to be examined by the Central Office. Upon approval, the member signs a contract which includes a confidentiality clause protecting the intellectual property rights of all Members and lays out rules of conduct. This contract hence offers the basis for effective observance of ethical behavior along with a level playing field.

Regional Soup Pots

The purpose of the Local Soup Pots is to function as a secure place where members can meet, enjoy themselves, and operate collectively toward accomplishing the objectives previously mentioned. The Regional Bodloni Pots consist of between three to five Individual Members. This number was selected because it is generally accepted in organisational theory as being most effective and manageable. These Local Soup Pots are incredibly independent, with the Central Office offering preliminary training as well as support only when required. For instance, the actual membership of the team is left to the individual Soup Pot having only the guidance and advice from the Central Office.

The growth target for Bodloni is to have several Local Soup Pots across the nation, all being franchised by the Central Office at no expense. Each one of these Pots as well as the Individual Members, adhere to the same fundamental guidelines and are going to be meticulously interconnected via the internet-based Central Office for communication, the exchange of information, advancement of the procedures, as well as cooperative assistance of one another.

The Central Office

The role of the Central Office is administrative and coordination. The functions will not be limited to formulating the rules and regulations of conduct for the local Soup Pots and the participating members since it will be developing all the operating documents to the members and regional Soup Pots. Additionally, the central office will present new recipes to the chefs as well as offer training, advice as well as support for new Soup Pots. Concerning brand development, individuals in this position will be responsible in informing the outside world of the progress as well as its existence. This consists of posting a running percentage of positive results versus suggestions submitted and getting in touch with corporations that may be interested in a product.

The central office will be accountable for improving the procedures as well as modifying the guidelines of conduct as challenges develop and additionally provide the chefs with the environment for carrying out their work. Finally, the office will prosecute any breach or infringement of contract lawsuit against any associate not adhering to the regulations and getting rid of dishonest members.

Bodloni is not intended to be a large centrally-controlled company but instead more of a hub and collaboration with the Central Office holding together an effective system of small grass roots teams of experts. The Central Office is not designed to make significant earnings. However, it is going to cover its internal costs by taking a small share of the revenue from profitable items that undergo the process. As soon as these small overhead costs are satisfied, it is designated that all the extra funds will be redistributed to the local Soup Pots for operating expenditures (patent fees, copies, training sessions, web access, etc.) or possibly group investments in their concepts.

How Bodloni will create a sustainable competitive advantage and future requirements for growth

The consumer landscape has evolved significantly, influenced by several seismic movements: The impacts of the Great Recession on the purchasing behaviour of customers; international demographic variations; significant shifts in customer tastes relative to foodstuff; and the disruptive effect of digital technological innovations (Christensen, Clayton, Thomas and Derek 31). All these are causing mounting client demand for increased transparency regarding how and where their food is produced. These adjustments are converging to generate a new standard for the food industry. Due to this new standard, Bodloni will initiate a line of strategic measures, such as consolidation, spinoffs, and competitive cost cutting actions. The extensive adoption of zero-cantered cost management has established a new criterion for budgeting within the market; and the current consolidation only accentuates the matter, putting even significantly more emphasis on the administration (Chen et al. 55).

Bodloni is going to develop an accelerator group to keep expanding in rapidly-growing gaps and make investments in high-expansion regions. As a section of the reorganisation, the top management will become part of the group to assess the potential of growth for the firm. The new unit is going to additionally be in charge of small brand incubation, extensive innovation, future customer experiences, and new models for distribution. Bodloni’s new group will concentrate on the acceleration of change, facilitating continuous expansion and creating new models which are going to shape the future of soup. The accelerator is going to comprise of a multilevel of cross-functional staffs that can be quickly deployed against the essential primacies of growth. Additionally, it will incorporate significant functions and capabilities spanning innovation, strategy, new distribution models as well as a consumer experience.

Bodloni’s accelerator unit is intended to generate growth as well as build vital features with a dynamic and agile model of operation which is going to expand in future to other areas. The firm will set off an exterior search for a CAO (Chief Acceleration Officer), to direct the division and to rapidly monitor change as well as future opportunities for growth. The role of the accelerator will consist of: (1) Consumer Experience: in charge of identifying the culinary, insights, foresights, and consumer trends throughout the categorisation of the firm that is going to facilitate future development and expansion as well as provide contemporary marketing services and capacities. (2) Small Brand and New venture Incubation: accountable for directing the design, incubation as well as advancement of small brands along with new ventures, and the recognition and fostering of external partnerships. (3) Extensive Innovation: liable for filling the modernisation channel through the creation of new business models and product platforms.

Risk analysis

Strategic Risk

For Bodloni to become successful, it requires an intensive and carefully constructed business plan. Nevertheless, within this dynamic as well as a fast moving economic globe, even the best-set strategy can be outdated and undone rapidly which poses a tremendous strategic risk to the business. At this point, the tactical approach of the firm becomes ineffective, and for that reason, it will have difficulties in achieving its objectives along with KPIs (Calandro 31). The risk may come about as a result of technological improvements, a change in the demands of the customers, new rivals and competitors getting into the industry, surges in raw material costs, or any other large-scale alterations (Schroender 29).

However, strategic risks can be quickly managed through carrying out continuous reviews and updates of the business plan (Slagmulder 42). Moreover, Bodloni can collect significant information about critical policies concerning publicly traded firms via professional security scrutiny, annual reports, magazines and other kinds of statements. They use the information to intuitively compare with enterprises which are candidates for inclusion within their portfolio and the whole economy. The assessment is founded on what is known about other companies. For example, regarding production processes, Bodloni can establish which enterprise is more labor or capital intensive to build business earnings sensitivities to capital and labor market situations. In the same context, the comparisons can be undertaken with regards to a firm's marketing policies.

Financial Risk

The economic position of Bodloni can make or break its ability to become successful. Startups face considerable monetary for the reason that they create wrong budgets or neglect to prepare fiscal projections. It is essential for Bodloni to ascertain if its services or products are potent enough to back up the business' financial obligations. Insufficient capital additionally presents a significant risk to the company ((Bromiley, Michael, Anil and Elzotbek 272). Furthermore, possessing a great deal of debt rises the financial threat especially when it is a short-term callable (Wu, Deshang and David 17). Nevertheless, in case of business proprietors recognise the critical milestones along with schedules which distinctly discern the period when the debt or equity investments are essential, then it reinforces the self-assurance in the prospective shareholders to invest in the corporation (Taylor 245).

Reputational Risk

Regardless of the type of business or industrial sector a person is involved in, his/her reputation is crucial. If the status of a business proprietor is damaged, there is going to be an immediate revenue loss; the clients grow wary of conduction business operation with him/her, the staff members become demoralised and possibly quit their jobs. Nevertheless, there are additional impacts as well; it is difficult to get a good substitute, vendors may begin to offer terms that are less favourable. Additionally, promoters, benefactors as well as other stakeholders may withdraw their deals and support from the business (Watson 346). Reputational risk may be managed by developing priorities that are clear, authoritative, and controlled as well as communicating optimally with the stakeholder. Most importantly, a business ought to make all appropriate details accessible and share information (Hedgecoe 492).

Intellectual Property Rights and Copyright for Bodloni

Copyright can be described as the exclusive and legal right to copying and protected sage of original musical, dramatic or artistic work (Bettig 24). Signage and logos are typically safeguarded just like artistic works. With Bodloni, the franchisor’s recipes will be protected by the copyright, because judgment and skill are used in selecting and describing the items. Bodloni will own the copyright of all the works prepared by any agency or person. However, registration of the copyright is not a necessity, although it is beneficial, precisely in situations where Bodloni is required to implement its exclusive rights (Bettig 22).

Consequently, Bodloni’s recipe qualifies to be a trade secret which should be protected. A business trade secret can be described as any information which derives value from its secrecy (Bettig 34). As such, owners of trade secrets need to partake in reasonable measures aimed at protecting the confidentiality. The undertaking can be achieved through notifications conveyed to all recipients of the recipe, that it is a secret and they are required to sign a non-competition and non-disclosure agreement (Bettig 45). The arrangement will comprise specific conditions, as well as the individual(s) who will own the recipe secrets.

Works Cited

Bettig, Ronald V. Copyrighting culture: The political economy of intellectual property. Routledge, 2018.

Bromiley, Philip, Michael McShane, Anil Nair, and Elzotbek Rustambekov. "Enterprise risk management: Review, critique, and research directions." Long range planning 48, no. 4 (2015): 265-276.

Calandro, Joseph. "A leader’s guide to strategic risk management." Strategy & leadership 43.1 (2015): 26-35.

Chen, Kaui-Hwang, Chun-Hsien Wang, Shi-Zheng Huang, and George C. Shen. "Service innovation and new product performance: The influence of market-linking capabilities and market turbulence." International Journal of Production Economics 172 (2016): 54-64.

Christensen, Clayton M., Thomas Bartman, and Derek Van Bever. "The hard truth about business model innovation." MIT Sloan Management Review 58.1 (2016): 31.

Elbannan, Mona A. "The capital asset pricing model: an overview of the theory." International Journal of Economics and Finance 7.1 (2014): 216.

Frow, Pennie, Suvi Nenonen, Adrian Payne, and Kaj Storbacka. "Managing co‐creation design: A strategic approach to innovation." British Journal of Management 26, no. 3 (2015): 463-483.

Hedgecoe, Adam. "Reputational risk, academic freedom, and research ethics review." Sociology 50.3 (2016): 486-501.

Kuehn, Lars‐Alexander, Mikhail Simutin, and Jessie Jiaxu Wang. "A labor capital asset pricing model." The Journal of Finance 72.5 (2017): 2131-2178.

Sadgrove, Kit. The complete guide to business risk management. Routledge, 2016.

Schroeder, Harold. "An art and science approach to strategic risk management." Strategic Direction 30.4 (2014): 28-30.

Slagmulder, Regine. "Strategic Risk Management in Dynamic Environments: A Management Control Perspective." (2017).

Sok, Phyra, and Aron O'Cass. "Examining the new product innovation–performance relationship: Optimizing the role of individual-level creativity and attention-to-detail." Industrial Marketing Management 47 (2015): 156-165.

Taylor, Marcus. "Risky ventures: financial inclusion, risk management and the uncertain rise of index-based insurance." Risking Capitalism. Emerald Group Publishing Limited, 2016. 237-266.

Watson, Tara Marie. "Research access barriers as reputational risk management: A case study of censorship in corrections." Canadian Journal of Criminology and Criminal Justice 57.3 (2015): 330-362.

Wu, Desheng Dash, and David L. Olson. "Financial risk management." Enterprise Risk Management in Finance. Palgrave Macmillan, London, 2015. 15-22.

Wu, Desheng Dash, Shu-Heng Chen, and David L. Olson. "Business intelligence in risk management: Some recent progress." Information Sciences 256 (2014): 1-7.

January 19, 2024

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