SECTION 2: MARKETING MIX – THE 7P’s
PRODUCT
The product has been specified as the central component in the marketing mix, given that it offers the practical needs and wants of customers (Jobber, 2007). Products are used to tackle customers’ needs and requirements according to the result which was conducted from marketing research ().
Product is defined as an organisation that is developing a system based on satisfying the needs of its customers continuously. As a result, the customers are not being served by its competitors, but instead by the organisation itself (Levitt, 1969).
Products can be divided into two categories - tangible and intangible. Tangible means something which you can physically see and touch, such as food in this case; whilst intangible means something which the customers cannot physically touch, such as the service provided in our restaurant.
As a service provider, our business will be offering both tangible and intangible products.
Product features
In order to ensure the quality of our food, a system of Total Quality Management (ISO 22000) will be applied (See Appendix 5). Providing good quality food is one of our key marketing strategies, as results from our research illustrated the greatest weaknesses of our competitor (See Appendix 1, Graphic 1 and 2), and also helped us identifying customers’ needs (See Appendix 1, Q.11). This also provides us a good opportunity to privilege our restaurant in comparison to our competitors. However, our restaurant will not provide a wide range of food as we are most concerned about the quality of food. Our results also demonstrated that respondents were least concerned about the variety of food (See Appendix 1, Q.11).
With respect to the quality of the food, health implications are also another important factor (See Appendix 1, Q.14). Since Loughborough University focuses greatly on the level of sport, we have considered the health implications on our food and nutritional facts will be given. Our restaurant will use raw materials with the least amount of additives; organic food will be sold as well. Providing a range of international food is another marketing strategy for our business. This is because there is a very limited offering of international food on the Loughborough University campus. Loughborough University also consists of students which come from different parts of the world. Moreover, our restaurant will serve English, Italian and Indian food as they are the three highest preferable foods from the data collection, (see Appendix 1, Q.12). In order to enlarge our market segment, Chinese food will also be provided in our restaurant due to the fact that the second largest population in Loughborough University is represented by Asians (See Appendix 1, Table 3). The business will also provide Halal food, potentially expanding our customer base and representing an understanding of many international students needs (See Appendix 1, Q.10).
Apart from providing a range of international food, our restaurant will also offer a range of sandwiches. Moreover, ‘Deli of the Week’ will be introduced in our restaurant, and we will be providing a different meal every week. This meal will be prepared with the unspoilt materials of extra leftover ingredients. By this method, we will save money and offer different dishes to our customers.
Branding
Branding is a promise between the company and customers, as well as other people who are related and have interacted with a company. Building a brand name would close the gap between a company’s promise and the way of providing the service (Restaurant Report, Website).
Having a positive brand reputation can lead to becoming successful in business and making profits (Herbig & Milewicz, 1995). A good brand reputation can lead to attracting more customers. However, if the company fails to perform its identified goals and meeting the marketing indication, it will be considered as a negative brand reputation and, as a result, lose customers. Continuously fulfilling and updating customers views of the brand is therefore vital (Milewicz and Herbig, 1994).
In this case, our restaurant will build a positive brand reputation by selling high quality international foods which contain the lowest amount of additives as possible, nutrition facts, as well as Halal meat. We will also differentiate by donating certain percentage of our profits to charity. In addition, we will continue to examine our customers’ needs and opinions in order to attract more customers while retaining the existing ones.
PRICE
As pricing generates a revenue for the company, it is a crucial element of the marketing mix. Other 6P’s are variable costs for the business. Pricing is a demanding issue: cost Analysis (Break even analysis, profit-loss account and balance sheet), supply and demand, competition, positioning and willingness to pay of target group should be considered when pricing strategy is being decided.
Cost Analysis
“Cost may seem in contradiction to the outward-looking marketing oriented approach, but in reality costs do enter the pricing equations” (Jobber, 2007, p. 481). “There are three basic components of cost; materials cost, labour cost and production overheads. In the service industry, all product and service costing involves the allocation of costs to cost units” (Gowthorpe, 2005, pp. 339 - 344). All expenses and income have to be considered to decide the reasonable price of the products. We assume that incomes can cover fixed cost. Therefore, the larger the amount of sales, the more revenue the business will produce.
Pricing directly affects sales revenue. A company has to relate sales revenue to costs. The pricing objective is to maximise sales revenue over costs, and achieve profit. For this purpose, we will use a costing software programme which will decrease costs at least 8%. Moreover, to control start up costs we will hire equipments (e.g. cooker), since we do not want to pay large amounts at the beginning and leasing can be extended for long periods of time (Ezine Articles, Website). Moreover, to buy the raw material at cheaper prices, long term agreements with the suppliers will be made. These decisions are based on the assumption that the business will not have a bankruptcy. Furthermore, energy costs made 4% to 7% of total operating expenses. According to the National Restaurant Association (NRA), most operators can save 20% to 30% a year on energy expenses (AllBusiness). Therefore, we have an energy saving plan to reduce the costs (Appendix 6).
Cost Analysis
Supply and demand are significant elements to set the prices. Demand has two categories: elastic and inelastic demands. Since most participants are satisfied with the products that are served in EHB but dissatisfied about the price (See Appendix 1 Q.7), the demand for our products is price elastic. This means greater demand will be obtained when a discount or promotion is applied. In the long term, the demand for the products can change into price inelastic, by making our customers committed. Hence, we can change our prices more conveniently in future.
Competition
“Competition factors are important determinants of price. At very least, competitive prices should be taken into account; yet it is a fact of commercial life that many companies do not know what the competition is charging for its products” (Jobber, 2007, pg 478). We think our products are competitive in the market since, people most care about food quality (See Appendix 1 Q.11) and approximately half of the participants are dissatisfied with the range of the products served in EHB. (See Appendix 1 Q.7) Moreover most respondents reported that they would buy international food if it doesn’t cost more than others.
Regarding product-line pricing, we need to care about whether the prices of our products fit into an existing product line. Most participants who eat in EHB stated that they pay £4.00- 5.99 on average. This result is taken into account when setting the menu prices.
Positioning Strategy
Positioning can be defined as choosing of target market and creating an advantage which supply a discrepancy. We are planning to be different by serving international foods to students with reasonable prices in a comfortable environment which will fill a gap in the market on campus since EHB serves mainly fast food with high prices and deficient eating seats. However, since many people use price as an indicator of quality, we will set the prices slightly lower than the competitor’s. Additionally considering promotions, and our fixed price strategy, we will make a difference in the market.
Strategy
Each individual item has a fixed price but the introduction of meal deals which means the sum of certain items will cost less (totally around £4). Additionally, according to economies of scale, we will evaluate which product is purchased most within 3-4 months after starting the business. There will be a mass production of these, which will then be put on sale to increase the sales and attract more customers. Moreover, when we reach the break even point, we plan to increase the prices of the most popular food items to make more profit.
Considering the factors above and the price-sensitive target market, we will combine low prices with heavy promotions. This will get the market share fast and use a marketing oriented pricing: specifically our pricing strategy is Rapid Penetration Strategy. Penetration Pricing Strategies are used for entering large markets at a low price (More-for-small-business.com). Using the penetration strategy will attract customers, quickly increasing the market share and retaining them. If the competitor reduces its prices, this can cause a disadvantage when using penetration strategy, although we assume that they will not decrease their prices.
PROMOTION
Promotion has effects on potential consumers’ interpretations of the business through informing and raises an awareness and recognition of the organisations vision. The promotion mix composes of advertising, personal selling, sales promotions, public relations, direct marketing, internet and online promotion, sponsorship (Jobber, 2007). The promotion mix can be used to achieve marketing objectives.
Due to the central location of EHB, promotional budget and amounts of marketing can be limited, as it is on a small scale. Our organisation will be using appropriate elements from the promotion mix, as detailed below.
Word of Mouth
Word of mouth is an extremely important aspect of promotion. Students trust their friends more than a poster advertisement and word can spread fast on-campus. This is an important factor before the business opens, as students will be inquisitive about what the business entails.
In Store Marketing
Employees helping customers with queries and promoting current offers will be a part of customer satisfaction. A good experience from employees’ attitude will reflect on word of mouth. Building long term relationships with customers will reduce future marketing costs.
Special promotions at a cheap price like ‘Deli of the Week’, TV screens promoting the business, in-store display boards promoting charitable earnings and posters are all part of internal marketing. Menus will highlight that nutritional information is available at the back of the menu and be placed near to queuing lines for customers to read whilst waiting. This will emphasise our commitment to good health and be an advantage over our competitors, who only provide such information online. All writing will be written in first person format, giving a personal edge to the relationship of the organisation and customers.
Direct Marketing
Flyers will be handed out around the campus, detailing special offers. Students can also ask questions about the business directly to the promoter. Flyers can be distributed at Halls (on and off-campus), the Health Centre, International Office and Students Union. Posters will be put up on posts and buildings.
Public Relations / Media
Promotions on the Loughborough University website, Loughborough student radio station, television and the student magazine called ‘Label’. These modes of media are most relevant to the student market.
Incentives
A promotions launch party, offering incentives on food can promote the food on offer and the ambience of the business. Both direct mailings and loyalty programs increase customer retention and customer share development (Rust, 2000). Improving customer satisfaction through the use of promotion and pricing can also increase customer commitment.
Long-term incentives include a customer loyalty card. Verhoef (2003) indicated that loyalty program with economic incentives would lead to a greater customer retention and stated that “creating close ties with customers is a better strategy for enhancing customer loyalty than using economically oriented programs” (p. 30-45). Customers will get one point for meals that cost over £4. Once the customer has gained 10 points, they will receive a free incentive, such as a free drink. Since EHB competitors currently use the university ID card for top-ups, it is unlikely that this business will gain the chance to use the same card.
Additional Promotions
Once the business reaches its breaking point, a delivery service may be introduced by using an auto rickshaw (traditional small Indian automobile). It will be a prominent point of promotion that reminds students of the business: increasing brand awareness and adding a personal touch. Once home delivery is available, leaflets will show the offer of home delivery if the order is over a certain amount and in the radius of 3 miles from the campus.
Giving money towards charity through profits is another way to promote the restaurant, together with taking part in students’ activities, such as raising money in Charity week. This creates a positive image to consumers about the values of the business and can indirectly promote an ethical, trustworthy organisation.
PLACE
The place of a business in the service industry can have a great impact on reaching the target market through accessibility, which will form a starting point in potential profits. The service industry means finding the appropriate location of business to its customers.
Location
The eating outlet had two options; situated in the city centre or on-campus. Since our target market is aimed at students: there is a constant flow of students in both optional places.
Our restaurant has a stronger amount of competition from a large amount of eating outlets in the town centre. If one wanted a particular type of international food, students may choose a restaurant that provides more variety in that sector. Current eating outlets on campus have little competition, with expensive priced food. On-campus is therefore a more favourable option. Additionally, eating in the city centre may mean attracting the majority of customers more in the evenings, whereas on-campus will mainly attract lunchtime customers, as represented in the results of the questionnaire (See Appendix 1 Q.6). A new eating out-let on-campus can take advantage of competitive pricing and variety of food.
The Students Union is another option; however, it is not the main place for eating and not central to lecture theatres.
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.
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)
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. This can include facts about different countries, indicating a love for internationality, as well as flags as a feeling of presence. To improve the service, a tear-off comment slip will be attached to the end of the tray sheet, with questions like: ‘Were you satisfied with the food you ate?’ and ‘Please state why’, which will then be placed in a comment box, situated by the cash desks.
Dishes will be fashionable through shape or colour and drinks may be served in mugs, all working in sync with the rest of the décor. The colour red can sharpen appetite and will be a part of the colour scheme. The colour blue will be avoided, as it suppresses the appetite (Colour theory). Queuing lines and a collection area for food will be separated clearly, with a wide screen TV and posters about nutrition of our food entertaining customers while they wait to pay.
The colour of furniture and walls will indicate vibrancy and staff uniform will be stylish, with a touch of authenticity, such a as world map on uniform or a traditional element attached to the uniform whilst showing professionalism.
PROCESS
As the results of the questionnaire depicted, (See Appendix 1 Q.8), our service will be based on improving matters such as reducing the queuing and waiting time, so that to gain a competitive advantage over our nearest competitor, EHB. This will be achieved by ensuring that a fast service is provided, as results indicated that respondents were dissatisfied with the service in EHB during lunch hours in particular. In fact, customers will be able to pay for food using the loyalty card if they put money onto the card for top up. Once they have placed their order, they may take their seat until their food is ready. A vibrating pad will vibrate when food is ready. There will be more than one queuing line available, to maintain efficiency.
To be sure about the quality of the food, hygiene practices and the flow of all the works in our company, we decided to apply Total Quality Management System. This system also enables us to protect people from hazards (like spoiled or contaminated food products), provides quality consistency and a good value for money. Additionally, this system aids us not to be cheated by our suppliers, protect our equipment and protect from wrong accusations by consumers or suppliers. As a total quality management system, we chose the last version of ISO systems, ISO 22000. (See Apendix-5)
PEOPLE
In order to achieve a fast delivering service, staff will be trained about TQM, which includes serving customers efficiently and quickly, dealing with customers’ complaints and providing hygiene standards. For example, all furniture will be cleaned at the end of the day, whilst tables and other surfaces will be cleaned as much as possible, with staff regularly coming to collect dishes, re-wipe tables and ensure that the place is generally clean. Besides, mind-sets such as a positive attitude to customers and motivation for the job will be considered in the selection process. Providing a happy and friendly environment will be implemented from the very beginning.
SECTION 3: CONTRIBUTION OF GROUP MEMBERS
All group members gave questions and together designed, edited and recorded the results of the questionnaire. All aspects of questions 3-6 and the marketing mix were analysed and discussed.
Signatures
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CONCLUSION
In order to examine the potential in the market for an international restaurant to be opened on Loughborough University’s campus, a business plan was conducted. Our business marketing strategy was developed on using the marketing mix for the services industry (the 7P’s approach).
Results from the questionnaire demonstrated that food quality is the main factor that our target market chooses when selecting a place to eat. As a result, our company decided to emphasize on food at a high quality. Raw materials with the least amount of additives, organic food and Halal food will be a part of the menu. We decided to adopt the penetration strategy by heavy promotion and low prices to gain market share quickly. Each meal deal will have a fixed price in the range of £4. ‘Deli of the week’ will be introduced as a type of special promotion strategy. Word of mouth, in store and direct marketing will be applied as well. Cleanliness of the environment and friendly, efficient employees will be sustained through Total Quality Management. Giving to charity, providing nutritional information and food facts, all represent the organisation’s values as trustworthy and caring. In contrast, the physical appearance of the organisation will be fashionable, fresh and vibrant. Students will attain more variety, cheaper priced food with a high quality, whilst giving to charity!
APPENDIX 1: DATA ANALYSIS
Once the data have been gathered, making sure they are all free from interviewer recording errors, the survey results have been tabulated.
In order to do this, 3 sections have been considered: identification of the target market, opinions about the food in EHB and respondents’ eating habits.
Identıfıcatıon of the target market
Gaining a better understanding about our respondents was important for us in order to ensure our results were free from random sampling error. Evidence of this was provided by the data gently offered by the Loughborough Institute of Statistics, where one can note that the two majorities are again Asian and British people, both from the nationality and the family origins results.
Moreover, differentiating our respondents between the ones that live on campus and do not live on campus was necessary in order to understand whether people that live in the town centre still prefer to buy food in the university or maybe prefer to buy it in the town centre where they could find a wider range of products. The analysis of each individual questionnaire showed that the majority of people who do not live on campus do actually buy food in EHB.
As to question 4, it was basically asked in order to have a clearer idea about our competitor’s weaknesses, hence setting up a strategy that could allow us to attract new customers and thus gain a competitive advantage over EHB.
APPENDIX 2: BUSINESS PLAN
Food Industry In United Kingdom and Creation of The Idea
“The food and drink industry is largest in the manufacturing sectors, accounting for 15% of manufacturing overall, with a total turnover of £70bn. The industry employs some 500,000 people, equating to 13% of the UK manufacturing workforce. This sector is the biggest spending class. In 2005, consumers spent about £153.8bn on food and drink: 20% of total UK consumer expenditure” (Adas, Website). Moreover, demand for healthy food has an ascending demand on the market. Organic products are also buoyant, and products that link to particular health trends, such as milk with omega-3 oils, are benefiting in growth and increased sales.
Food is always a necessity and can therefore be considered as a stable market. In the UK, a total turnover of £70 bn. expresses a huge potential for investors to enter. Also, health consideration has an increasing slope because of (a) the rising rate of illnesses (b) hazards of genetically modified organisms, which is an ascending trend in today’s world, in order to increase the efficiency in agriculture and food industry (c) people are more health conscious. Therefore, healthy eating is important as a sub-market.
On Loughborough campus, from our experiences, we recognised that students are not happy with the food that they eat. Moreover, the fast foods served in the cafes on campus are more expensive than the restaurants in the town centre. As a result, we decided to have a new restaurant on campus which serves different variety of foods. An important point to consider when deciding on types of foods is that the large amount of international students in Loughborough. Additionally, the fame of the sports department at the university and the ascending trend of healthy eating gave us the idea to have some kind of healthy food.
In conclusion, we plan to situate a place on campus, in the Edward Herbert Building, located near most of the classes from a majority of departments. Our aim is to create a fashionable and vibrant place with a diverse menu, consisting of high quality interesting foods in combination with a good eating environment, lots of promotions, low prices and superior staff.
Market Segmentation and Target Market
“Market segmentation consists of dividing diverse market into a number of smaller, more similar, sub-markets. The objective is to identify groups of customers with similar requirements so that they can be served effectively while being of a sufficient size for the product or service to be supplied efficiently” (Jobber, 2007, p. 275). According to Jobber (2007), there are many segmentation variables such as behavioural, psychographic and profile for deciding market segment. These broad three groups also have sub-variables. We took benefit sought, lifestyle, socio-economic profile, and purchasing behaviour into consideration to determine the market segment. Students who eat on campus are our target market since they usually tend to show parallel characteristics. For example, students are usually price-sensitive (benefit sought), and have alike socio-economic features like having more less the same income and age, similar life style as a student and also similar purchasing behaviour because of eating usually on campus..
According to the survey results, we will serve at lunch time. However, after reaching break even point we will start to do delivery in day time and also at nights. This will extend our target market since students and residents living off campus can order delivery.
Referring to statistics from Leicestershire County Council (Leicestershire Country Council, Website) , the population of Loughborough is 57,560. It will make sense to target students, since Loughborough is in the top 20 university towns in the UK (Telegraph.co.uk, Website). Additionally, according to HESA HE Planning Plus (Appendix 1-Table 3), there are 17,000 university students.
Market Research and Positioning
According to Doyle (1983) “positioning strategy refers to the choice of target market segment which describes the customers that a business will seek to serve and the choice of differential advantage which defines how it will compete with rivals in the segment” (p. unknown). It is crucial to understand the properties of the market, since it is essential when setting a positioning strategy and deciding about marketing mix. By collecting data about the market, we learn about the characteristics of customers and the competitors.
To gather data about the market, we did a survey on campus. The questionnaire was prepared as carefully as possible, since our decisions about the strategy relied on the results of our research. The survey includes detailed questions about product, price, place, purchasing behaviours of our target market, eating environment and some questions to understand consumer behaviour (A detailed analysis can be seen in Appendix 1).
According to our data collection, most of the respondents ranked ‘food quality’ as the most important criteria and ‘cleanliness’ as the third most important characteristic to choose a place to eat. (See Appendix 1, Q.11) Additionally, most respondents are dissatisfied with the price of food. (See Appendix 1, Q.7) Also, when we asked specifically whether or not they like the food they eat, most respondents were dissatisfied. (See Appendix 1, Q.8) This result shows that the relationship between quality and price is not satisfying.
As a result, for positioning, we are planning to differ with high food quality, lower prices and quality management systems. Our strategy does not focus on range of foods/drinks which is ranked as the third least important. Therefore, with a lower variety of products, we can focus on every kind of food/drink on offer, to catch the same level of quality every time while keeping the costs low.
APPENDIX 3: SWOT ANALYSIS
APPENDIX 4: FLOW CHART
(Jobber, 2007 p. 482)
APPENDIX 5: TOTAL QUALITY MANAGEMENT
TQM has been defined as “both a philosophy and a set of guiding principles that represent the foundation of a continuously growing organization. (It) is the application of quantitative and human resources to improve: (1) the material and services supplied to an organization, (2) all the processes within the organization, (3) the degree to which the needs of the consumer are met, now and in the future” (Golomski, 1993).
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.
REFERENCES
BOOKS
Doyle, P. (1983), Marketing Management, Bradford University Management Centre
Gowthorpe, C. (2005), Business Accounting and Finance for Non-Specialists, 2nd Edition, London; Thomson Learning
Levitt, T. (1969), The Marketing Mode, New York: McGraw-Hill.
Jobber, D. (2007), Principles and Practice of Marketing, 5th ed., Maidenhead: McGraw Hill Education.
Rust, R. T., Valarie A. Z. & Katherine N. L. (2000), Driving Customer Equity: How Customer Value is Reshaping Corporate Strategy, New York: The Free Press.
JOURNAL ARTICLES
Golomsky, W. (1993), “Total Quality Management in Food Industry: why is it important?, Food Technology, May, pp. 74-79.
Milewicz J. & Herbig P., (1994), “Evaluating the brand extension decision using a model of reputation building”, J Prod Brand Manag, 3(1), pp 39–47.
Herbig P. & Milewicz J., (1995), “The relationship of reputation and credibility to brand success”, J Consum Mark, 12(4), pp. 4–10.
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