Marketing Plan of a New Food and Beverage Operation on PolyU Campus
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Transcript of Marketing Plan of a New Food and Beverage Operation on PolyU Campus
A New Food and Beverage Operation on PolyU Campus
Chu Chun Kit, 11092939D
Lam Yan Ki, 11017133D
Lau Ho Hin, 11050385D
Pang Wing Wa, 11196856D
Tang Ming Yan, 11202542D
SEM003 Group A
Agenda
External Environment
Opportunities and Threats
Marketing Objectives
Target Market Analysis
Positioning and Differentiating
Marketing Strategies and Programs
Implementation Milestones
Budget
Control
Macroenvironment
Demographic
target customers are students and staffs on PolyU
Simple food that is creatively presented is the key for university students (Kotler,2010)
students; 29193
staffs; 3505
Economic environment economic situation unstable and uncertain after the incident
of USA
Hong Kong Fact sheet
more concern and spend less
2010 20110.00%
2.00%
4.00%
6.00%
8.00%
10.00%
Consumer Price Index
Political environment
fund supports to small and medium enterprises (SMEs)
Consultation Centre
New Academic Structure 334 market is larger
minimum wage of $28 per hour production cost
Social –cultural environment
inference of Japanese culture
“Slim” culture
Japanese food is nutritious but low calories and fat in content
technology
New packaging technology
Connecting to potential customers through internet
Natural environment
increasing concern about the environment protection
price in natural resources
Opportunities
Students enjoy fast food and love Japanese food
double in size in the new Year 1 students in 2012
(New Academic
Structure 334)
Opportunities
global economic down turn
we provide sushi at low price
some supports to SMEs such as financial fund and consultation services
increasing popularity of Japanese culture
Threats
prefer good environment and high quality food
friend-gathering” experience and like to relax
Threats
minimum wage leads to increase in production cost
plastic for packing might accused of damaging environment
Competitors
Competitors
Inside HKPU
Outside HKPU
Competitors
Competitors
Inside HKPU
Outside HKPU
Competitors – inside HKPU
Total 10 canteens, restaurants and café
LibCafe HABITU CAFÉ
Competitors – inside HKPU
Strength
Price
Food HygieneProximity to HKPU
Competitors – inside HKPU
Pricelunch sets : $ 25-30 crucial ∵ students have low purchasing power
Proximity to HKPUattract students and staffs with short meal break
Food Hygieneundergone Food Premise and Inspection and Food Sample Tests safe and clean to eat
Strength
Competitors – inside HKPU
Weaknesses
Over- crowded
Few food varieties
Competitors – inside HKPU
Over-crowdedfrom 12:00 to14:00 unfavourable to the students with short lunch time
Few food varieties 78.8% of students + 75% of staffs
survey by the Catering Committee, HKPU
Weaknesses
existing varieties of food,
including all canteens and
restaurants, are not adequate
Competitors
Competitors
Inside HKPU
Outside HKPU
Competitors – outside HKPU
Competitors – outside HKPU
Strength
High quality Japanese Food
Environment
Good services
Competitors – outside HKPU
High quality Japanese food- sushi, ramen, tempura, shabushabu, and other fried foods creating lasting relationship- cook when order fresh
Environmenthigh-class, comfortable and clean professional
Strength
Competitors – outside HKPU
Services- self serive: sushi on conveyor belt (co-production) obtain freely
- non-self-service: order fresh
Strength
Competitors – outside HKPU
Weaknesses
Over- crowded
Expensive
Competitors – outside HKPU
Over-crowded- high rental cost small area- customers from office and HKPU, tourists
Expensive- sushi: >$9/portion- meal sets: >$40- $10-$15 higher than meals in HKPU
Weaknesses
Marketing Objectives1. > $2,800,000 in sales by the end of year 1.
2. market share of 50% in POLYU
3. 80% customer awareness of our brand in our target markets
4. return on investment >15%
5. operating profit of over $1 million on sales
Target Market
Market Segmentation
Generation Segmentation
Generation Y
Behavioral Segmentation
Propensity to have meals in the school campus
Market Targeting
→Generation Y with willingness to have meals in Poly U campus
However, they have limited meal-time.
Market Positioning and Differentiation
Positioning
“For students and staffs of HKPU who want to have
more restaurants in school, our products are sushi and
Japanese appetizers that are inexpensive but high
quality, and serve with efficiency in the school. “
Differentiation- inexpensive- fast- popular - high quality
Products
Prepackaged sushi
Co-production- Customer put their favorite food items in boxes provided- Pass to our employees for the packing process
All take away, no dine-in service
High quality caterer- Not to sell overnight products- All sushi is made at retail site
Strive to provide upscale food in a modest price
Price
Follow cost-plus pricing∴ simple and guaranteed margin revenue
No fixed cost because being a caterer in campus does not require rentUnit cost = Total cost / Expected unit sales
= $1,708,158 / 943,000 = $1.8
Aim to earn a 40% mark up on salesMark up price = Unit cost / (1-desired return on sales) = $1.8/0.6 = $3
Place
Set up a retail site on campus
Sell at Che-woo Lui Hotel and Tourism Resource Centre of SHTM
Reservation by phone
Promotion
Advertising activities
Display posters & core picture
Distribute leaflets
Interview at school magazine
Direct email
Sales promotion
Food sampling
10% off when purchase 10 or more sushi
$2 per each 1 hour before the closing time
MilestonesMilestones Start Date End Date Budget / $ Who is
responsible?How to evaluate?
Advertising posters Early September
Early September
34 Employee Reflected by sales volume
Early January Mid-January 34
Sending Emails Mid August Late September Nil Marketing Manager
Distributing leaflets Early September
Early September
4,000 Employee
Early January Early January 4,000
Posting core picture Early September
Early September
300 Employee
Discount periods Early September
Late October 20,000 Sales Manager
Early January Late February 20,000
Advertising in PolyU Life Early September
Early September
Nil Marketing Manager
Giveaways Early September
Mid-September 10,000 Employees Reflected by number of approaches
Budget
2012-2013 $
Sales 2,829,000
Cost of production (1,131,600)
Gross Profit 1,697,400
Marketing and Promotion
(58,368)
Operation costs (518,190)
Net Profit 1,120,842
Controls
1. Opinion forms
2. Mysterious shopper system
3. Promotional Campaigns
4. Regular talks and evaluation meetings
THE END