Business plan - New international restaurant on campus
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TABLE OF CONTENTS SECTION 1: OUTLINE QUESTIONS 4 1 Why data/ information collection is important in marketing 4 2 How data/information can be used to make better marketing decisions 4 3. How members of your group collected the questionnaire data? What methods were employed? Any interesting anecdotes? 5 4. What difficulties (if any) were faced by your group members in collecting data? 5 5. In retrospect, what could you have done to improve the data collection process? 6 6. What were the views of respondents on the questionnaire data collection? 6 ABSTRACT 7 SECTION 2: MARKETING MIX - THE 7P's 8 1 PRODUCT 8 1.1 Product features 8 1.2 Branding 9 2 PRICE 10 2.1 Cost Analysis 10 2.2 Cost Analysis 11 2.3 Competition 11 2.4 Positioning Strategy 11 2.5 Strategy 12 3 PROMOTION 12 3.1 Word of Mouth 13 3.2 In Store Marketing 13 3.3 Direct Marketing 13 3.4 Public Relations / Media 13 3.5 Incentives 13 3.6 Additional Promotions 14 4 PLACE 14 4.1 Location 14 4.2 Distribution Channels 15 5 PHYSICAL EVIDENCE 15 6 PROCESS 16 7 PEOPLE 17 SECTION 3: CONTRIBUTION OF GROUP MEMBERS 18 CONCLUSION 19 APPENDIX 1: DATA ANALYSIS 20 Q. 1 Do you live on-campus? 20 Q. 2 Do you eat on-campus? 20 Q. 3 Do you eat in EHB? 21 Q. 4. I do not buy food on campus because... 21 Table 1: Nationality 21 Age group 21 Gender 21 Table 2: Family origins 22 Table 3: HESA HE Planning Plus 2008 - Student 2006/07 XPSR01 22 Q. 5. On average, how often do you buy food in EHB per week? 23 Q. 6 What is the most popular time of the day that you buy food at EHB? 23 Q. 7 How satisfied are you with the following characteristics regarding your experience in EHB? 24 Q. 8 How much do you agree with the following characteristics regarding your experience in EHB?
The library and the engineering block have small café-type places. Additionally, they mainly attract a smaller amount of students and are less central on-campus. Our location will be situated where the main customer base is: on-campus, where accessibility is the key to all students, whether they live on or off campus. EHB is also close to the sports hall, playing pitches, bus stop, careers centre, health centre, International Office, lecture buildings and the Loughborough College, providing a quick access to town and off-campus. Furthermore, current eating places in EHB are limited. 4.2 Distribution Channels Imago services (the company that runs EHB bar) purchases food from national and local distributors. With this business, food will be delivered at different time periods, both from local and national distributers. Fresh food for example, will be delivered on a more regular basis. The eating outlet will maintain a close link with local business such as the supermarket, for emergency supplies. (See Appendix 4) 5 PHYSICAL EVIDENCE The eating environment is vital to represent beliefs and the value of the organisation as a whole, as well as contribute towards the customers feeling of atmosphere. Food will be made in an open and clean environment, where students can see how their food is cooked and prepared, as results indicated that such practise would affect them (See Appendix 1 Q. 16). The smell of food may also tempt students to purchase something. Computers games, wide screen TVs, pool tables, music and a dart board area will be a part of the furniture, matching current competition. There could also be a quiet room for students. Furniture will differ in variety, with comfortable leather sofas and trendy tables, as well as hard tables with benches, similar to current competition. Lighting will focus especially on tables and will be sufficient to represent a fresh look. In addition, food facts will be written on tray sheets, demonstrating a knowledge-driven business, where food and health is important.
As a total quality management programme ISO 22000 certification, which is an internationally recognised system, in food industry shows that the company serves safe products to its customers. ISO 22000's 'PDCA: Plan-Do-Check-Act' system approach makes the system applicable. This system improve the management by components like procedures, audit, indicators, operating reports, management reviews, steering committees, etc. (Spc, Website). The goal is risk management for food safety. In this system all possible hazards are specified and prevented. Hence we are taking precautions before making the mistake. Even is there is a mistake corrective action can be taken which are defined before in the system standards. Not only preventing damages to food, equipment, customers and brand but also saving money by critical precautions. APPENDIX 6: ENERGY SAVING PLAN In restaurants labour and the food are not the only costs which escalate bills. Energy is also a important factor to increase the costs. According to The Smart Energy Design Assistance Center (SEDAC) "energy expenses makes the 3-5 % of total operating costs" (Smart Energy, Website). It can seem to be a small portion in the overall costs but restaurants profit margin is generally small which means small changes can make big impacts overall. So that achieving 20% saving will make us increasing the profit without compromising the quality, service or design. Lightening, cold rooms and cooking will provide the main energy saving. According to The Smart Energy Design Assistance Center (SEDAC) these can supply about 68% energy saving. Cold Rooms are the biggest source of energy spending. Such factors like having cold room's walls 80 mm thick PVC sandwich panels with polyurethane insulating and plastic curtains in the doors provide us a optimum energy saving by preventing the escape of cold air. Simple practises like using ultra long life energy saving lamps will also save energy up to 75% per year. Moreover, using energy efficient equipments and using the hot water from the condenser of our cold room will provide energy savings. Also, generating a energy saving plan and making our labour participate by using check lists will be an efficient way of energy saving.
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