...A Business Report on Roman Holiday –An Italian Restaurant (好像需要一个什么封面) Executive Summary Rome Holiday is an Italian restaurant located in the CBD of Nanchang, China. As the successor of the restaurant, the author produces this business report in order to improve the business performance of the restaurant. The report consists of 10 sections. Section 1 is a brief introduction. Section 2 describes the chosen business. Section 3 discusses the importance of knowledge management and the purpose of BI. Section 4 conducts a Porter’s Five Forces analysis on the business. Section 5 explains why web traffics is not a good indicator for web sales or website success and make recommendations to improve the website. Section 6 recommend Sina Weibo as the social media tool for marketing of the business and explain barriers to use this medium. Recommendations are made. Section 7 explains how the restaurant can use mobile App to marketing and increase sales. Section 8 is concerning with system customization. Section 9 discusses the importance of data security and potential threats as well as recommendation to secure the data. Section 10 is a conclusion. Table of Contents Executive Summary 2 1. Introduction 3 2. Chosen Business 4 3. Knowledge Management and Business Intelligence (BI) 4 4. Porter’s Five Forces Model 5 4.1. An Analysis of Buyer Power and Supplier Power 5 4.1.1 The bargaining Power of Buyer 5 4.1.2 The Bargaining Power of Supplier 5 4.1.3 Strategies...
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...Traffic congestion on the freeway can turn it into a carpark at peak times. The increased number of traffic within Mitchell and Kwinana Freeways during specific times can adversely affect road safety, fuel consumption and greenhouse gas emissions. The term the third rush hour has been used to refer to a period of the midday in which roads in urban and suburban areas become congested due to a large number of people taking lunch breaks using their vehicles. These motorists often frequent restaurants and fast food locations, where vehicles crowding the entrances cause traffic congestion. Active senior citizens, who travel by automobile to engage in many midday activities, also contribute to the midday rush hour. At other times (such as evenings and weekends), additional periods of congestion can be the result of various special events, such as sports games, festivals, or religious services. Out-of-the-ordinary congestion can be the result of an accident, construction, long holiday weekends, or inclement weather. To ease traffic congestion Causes Population growth Working hours Jobs involve movement Solutions Building more train stations, purchasing more trains and buses, trains don’t have traffic jams Widening Mitchell freeway – was 2, now 3 lanes Mitchell freeway Extending- 6km 2014-15 The Traffic through The North -South Freeway at 10 a.m. was quite low seeing as this is the time most people are at work. At 12 a.m. however, the amount of vehicles passing the...
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...ruud, Jennifer lee, garrett Borges, Monica Bethke, ron Bomkamp, preston Jensen arizona state University ‘Fresh is not enough anymore.’ Steve Ells Chipotle Co-CEO, Founder, and Chair Introduction Chipotle Mexican Grill (NYSE: CMG) in the USA has experienced great success satisfying the desire of consumers for a quick-serve restaurant that does not sacrifice quality for speed. Known in the food industry as a ‘fast-casual’ restaurant, Chipotle is part of the fastest growing segment of the restaurant industry.1 With annual revenues pushing US$2 billion and a stock price that doubled in 2010, Chipotle’s steady growth and strong financial statements make it highly attractive to investors (see Tables 1–3). Chipotle achieves customer satisfaction while maintaining a unique vision that has committed the company to ‘finding the very best ingredients raised with respect for the animals, the environment, and the farmers’.2 Coupled with a deceptively simple menu that allows for over 60 000 different burrito combinations alone, interactive ordering so customers can personalise their experience and meal, and a reasonable price, it’s no wonder Chipotle restaurants are full of happy customers and that the company has grown to nearly 1100 locations in only 17 years. History At an age when most of his peer group was still watching cartoons, Steve Ells was a dedicated fan of Julia Childs’ cooking show on US public broadcaster PBS. After earning a bachelor’s degree in art history from the...
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...Pre-Feasibility Study FAST FOOD RESTAURANT Small and Medium Enterprise Development Authority Government of Pakistan www.smeda.org.pk HEAD OFFICE Waheed Trade Complex, 1 Floor , 36-Commercial Zone, Phase III, Sector XX, Khayaban-e-Iqbal, DHA Lahore Tel: (042) 111-111-456, Fax: (042) 5896619, 5899756 st helpdesk@smeda.org.pk REGIONAL OFFICE PUNJAB Waheed Trade Complex, 1st Floor, 36-Commercial Zone, Phase III, Sector XX, Khayaban-e-Iqbal, DHA Lahore. Tel: (042) 111-111-456 Fax: (042) 5896619, 5899756 helpdesk@smeda.org.pk REGIONAL OFFICE SINDH REGIONAL OFFICE NWFP REGIONAL OFFICE BALOCHISTAN 5TH Floor, Bahria Complex II, M.T. Khan Road, Karachi. Tel: (021) 111-111-456 Fax: (021) 5610572 helpdesk-khi@smeda.org.pk Ground Floor State Life Building The Mall, Peshawar. Tel: (091) 9213046-47 Fax: (091) 286908 Helpdesk-pew@smeda.org.pk Bungalow No. 15-A Chaman Housing Scheme Airport Road, Quetta. Tel: (081) 831623, 831702 Fax: (081) 831922 helpdesk-qta@smeda.org.pk December, 2006 Pre-Feasibility Study Fast Food Restaurant DISCLAIMER The purpose and scope of this information memorandum is to introduce the subject matter and provide a general idea and information on the said area. All the material included in this document is based on data/information gathered from various sources and is based on certain assumptions. Although, due care and diligence has been taken to compile this document, the contained information...
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...Pre-Feasibility Study FAST FOOD RESTAURANT Small and Medium Enterprise Development Authority Government of Pakistan www.smeda.org.pk HEAD OFFICE Waheed Trade Complex, 1 Floor , 36-Commercial Zone, Phase III, Sector XX, Khayaban-e-Iqbal, DHA Lahore Tel: (042) 111-111-456, Fax: (042) 5896619, 5899756 st helpdesk@smeda.org.pk REGIONAL OFFICE PUNJAB Waheed Trade Complex, 1st Floor, 36-Commercial Zone, Phase III, Sector XX, Khayaban-e-Iqbal, DHA Lahore. Tel: (042) 111-111-456 Fax: (042) 5896619, 5899756 helpdesk@smeda.org.pk REGIONAL OFFICE SINDH 5TH Floor, Bahria Complex II, M.T. Khan Road, Karachi. Tel: (021) 111-111-456 Fax: (021) 5610572 helpdesk-khi@smeda.org.pk REGIONAL OFFICE NWFP Ground Floor State Life Building The Mall, Peshawar. Tel: (091) 9213046-47 Fax: (091) 286908 Helpdesk-pew@smeda.org.pk REGIONAL OFFICE BALOCHISTAN Bungalow No. 15-A Chaman Housing Scheme Airport Road, Quetta. Tel: (081) 831623, 831702 Fax: (081) 831922 helpdesk-qta@smeda.org.pk December, 2006 Pre-Feasibility Study Fast Food Restaurant DISCLAIMER The purpose and scope of this information memorandum is to introduce the subject matter and provide a general idea and information on the said area. All the material included in this document is based on data/information gathered from various sources and is based on certain assumptions. Although, due care and diligence has been taken to compile this document, the contained information may vary due to any change in any of the concerned...
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...Fast Food’s Snacking Trend Now Has Global Reach Article | 10 Nov 2011 Between value-priced items and full meals, a new product tier emerged over the past few years: Snack-sized meals, desserts and beverages that drive traffic, improve profitability and broaden restaurant appeal to the widest possible consumer base. Now, this snacking trend has grown into a worldwide phenomenon, driven by growing consumer demand for variety, value, portion control, small luxuries and new dining experiences. The trend is particularly evident in fast food, led by McDonald's and its success with specialty beverages in the US, desserts in developing markets and snack-size items system-wide. The trend offers a variety of benefits for operators that vary by market maturity: In developed markets, snacking items can be used to drive incremental traffic and take share from competitors; in emerging markets, the same can be used to appeal to lower-income consumers who may not be able to afford full meals. A focus on taking share In developed markets, the effects of the recession have left restaurant operators fighting for share in stagnating, or even declining, markets. In Japan, consumer foodservice value sales have declined each year since 2004, and in the US value has not grown since 2007. Other major markets, including France, Spain and the UK, have all shown a net decline in value since 2007, and many are expected to see this stagnation continue through 2011. As such, operators in these markets...
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...store 123 Main St. Houston, TX 77002 Executive summary Jennifer Kim Valero corner store 123 Main St. Houston, TX 77002 Executive summary Purpose This report examines the effects of the recession and competition on visiting traffic to convenience stores (c-stores) and offers recommendations on opportunities to increase stops. Key Findings From 2007-2009, traffic has reduced from 491K to 373K visits in an average 30-day period. Additionally, the convenience channel has blurred as other outlets, such as supermarkets, warehouses, and drugstores sell gas and grab n’go options. Therefore, the research draws attention to the changing c-store landscape. * The demographic of c-store consumers are 65% light, 25% moderate, and 10% heavy users. Top reasons for visits are convenience and quick shopping. Product selection, price, store appearance, and restrooms are lagging but rising in importance. * How people are using c-stores has changed also. Specifically shop only visits are increasing and dual visits for gas and shop are declining. Furthermore, time of day effects consumer visits with each time slot having distinctly unique priorities and product selections. Another key aspect effecting c-store landscape is competition from quick service restaurants (QSRs). Consumers perceive that QSRs offer better food, flavor and quality. On the other hand, c-store competition in the beverage arena varies based on category due to consumer priorities and the cross purchasing of food and...
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...INTRODUCTION BACKGROUND The restaurant industry consists of restaurants, bars, and other away-from-home eating facilities. The National Restaurant Association (NRA), an industry trade group based in Washington, D.C., estimated that industry sales in 2001 totaled $399 billion and predicted that industry sales will hit $576.9 billion by 2010. According to the National Restaurant Association (1999), an estimated 844,000 establishments offered prepared food in the United States in 2001 and the number of restaurants in the U.S. is forecasted to increase to 1,001,305 by the year 2010 (Figure 1.1). 1200 1000 1000 831 800 577 600 400 376 200 0 Sales (billions) Locations (thousands) 2000 2010 Source: National Restaurant Association (1999) Figure 1.1 Restaurant Industry Sales and Locations 1 There are a variety of possible locations for restaurants including a freestanding unit, located in shopping mall outlet, food court, or a multiple concept unit within an existing facility designed for another business such as a gas station and convenience store. It may be leased space, a building the retailer purchases, or a new structure built to specification. Each has its own advantages and disadvantages for specific types of restaurants (James, Walker, and Etzel, 1975; McGuire, 1993; Powers, 1997; Hsu and Powers, 2002). The cost of land, lease expenses, and building varies with the location of the restaurant. Metropolitan areas are more...
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....................................................................................... 8 General Manager – Linda Jones........................................................................................................ 8 Kitchen Manager – Steven King ........................................................................................................ 9 Management Agreements ................................................................................................................... 9 Confidentiality Agreements ............................................................................................................... 9 MARKET ANALYSIS 10 Industry Assessment ......................................................................................................................... 10 Target...
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...career 6 4.0 Hospitality Marketing 7 4.1 Introduction: 7 4.2 Personality 7 4.3 Skills: 7 4.4 3 industry sectors that a marketing professional work in: 7 4.5 Customer services: 8 4.6 Benefits and un-benefits of working as a marketer: 8 5.0 Real Estate Marketing 9 5.1 Introduction 9 5.2 Skills…………………………………………………………………………… 9 5.3 Successful marketing tools 9 6.0 Sports Marketing 10 6.1 A sports marketer works for 10 6.2 A rich area (brands values) 10 6.3 Major tasks 10 6.4 Specific challenges 10 7.0 Conclusion and recommendations 11 7.1 Conclusion 11 8.0 References 12 1.0 Introduction 1.0 Introduction This report discusses some important marketing areas and several of their particularities. The research done in the last week’s shows few common points between the chosen areas and what is important for the marketer understands and knows to performance very well in these specific areas. The following document discusses these five marketing segments: e-commerce, online, property, food (restaurants)...
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...Executive Summary The Burrito Shack is a fast casual restaurant that has been in operation for three years. Its mission is to offer quality food in a fun atmosphere where the customer has various choices for an affordable meal. As the fast casual segment continues to grow, The Burrito Shack will look for various opportunities to grow and increase our revenue. One such way to do this is to increase our online presence as our tech savvy client base continue to use the internet, especially social media, to guide their decisions. Benefits of a Strong Online Presence There are many benefits for increasing our online presence. We will keep our brand in the forefront of people’s decisions. Using social media, we will keep the idea of our restaurant as a stop for lunch or dinner as a daily opportunity for our customers. Using Search Engine Optimization (SEO) software, we can increase the likelihood of our website being visited by new customers. Using Customer Relationship Management (CRM) software, we can use our customers’ preferences to tailor our offerings more to what they are looking for and address any concerns immediately to increase our customer loyalty as well as identify what new visitors are looking for. The benefits to the customer are that they will receive more deals in return for their loyalty. With social media, they will be kept up to date with any daily specials. With the CRM software, their wants as well as issues will be addressed in a timely fashion. In...
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...Situation Analysis Company Analysis Masamoto Sushi & Asian Grill is a local restaurant which focuses on offering fresh, affordable, healthy and unique Asian cuisine for the suburban food enthusiasts. It is conveniently located on Route 202 in the Keystone Plaza shopping center within the suburb of Chadds Ford, PA. It was founded in the fall of 2007 by executive chef / owner Johnny Cai. Masamoto's offer dishes from multiple Asian styles including Japanese, Chinese, and Thai as well as exceptional sushi creations. To help promote an upscale dining experience, earth tone colors throughout the dining room create a gentle, flowing ambiance for their customers. Their friendly, knowledgeable wait staff completely dressed in black gives the impression of a stylish, elegant restaurant. While they do not have a liquor license, Masamoto's does offer their customers the opportunity to bring their own choice of alcoholic beverage without charging a corkage fee. Even though the restaurant is open 7 days a week for lunch and dinner, their peak hours for business are during Friday and Saturday nights. Customer Analysis The main customer base are consumers seeking an upscale Asian dining experience in a suburban area for an affordable price. Customers of Masamoto's range from individual consumers to small groups of friends to families. Most of the customer base is from a 5-10 mile radius surrounding the restaurant. The median age for this area is 38 years old, so the age range for their...
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...will be established to improve the competitiveness and market share percentage of CPK. Key words: time frame, stay power, levering up, and debt INTRODUCTION California Pizza Kitchen (CPK) was a casual dining restaurant that co-founded by Larry Flax and Rick Rosenfeld in 1985 in Beverly Hills. California. Larry Flax and Rick Rosenfeld both hold the title of co-present, co-CEO, and co-chairman of the Board of Directors for CPK. It is known for its health-baked barbeque-chicken pizza, the “designer pizza at off-at-the-rack prices” concept flourished. By 2007, the company expanded its chain to 213 locations in 28 states (about 41% in California) and 6 foreign countries. The casual dining model had won much brand awareness and brand loyalty with its family-friendly surrounding, excellent ingredients, and inventive offering. The current core customers of CPK had an average household income of $75,000 (results from 2005 guest satisfaction survey). CPK derived its revenues from three sources: sales at the company-owned restaurant, royalties from franchised restaurant, and royalties from a partnership with Kraft foods in which they sell frozen pizza in grocery stores. In 1990, with the purpose of brand extension, CPK came up with ASAP restaurant concept. The franchised ASAPs were located...
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...an authentic Mexican restaurant located in the small town of Greenwood, population of just under 9,000 people. Opened and owned by Able Gonzales since 1995, it has become a very popular eatery in the town. As with most restaurants, La Fiesta has peak times around lunch and dinner that are much busier than the rest of the day. This causes scheduling challenges for cooks and wait staff. Another challenged faced, although a somewhat positive one, is the lack of parking space during the peak hours. Also, the bottleneck around customers paying out could be eased with some change in procedures or additional equipment. The marketing plan was developed based off a SWOT analysis and focuses on continued growth and customer relations. La Fiesta can gain visibility in the community by being more involved with the school district and expanding into social networking. Another focus of the plan is the efficiency of customer service and ease of congestion inside and outside of the restaurant. Better communication between wait staff and customers is also addressed. Since La Fiesta is a restaurant, it is considered a business-to-customer marketer. II. ENVIRONMENTAL ANALYSIS Open since 1995, La Fiesta has made a strong presence in the town of Greenwood. It was established after another authentic Mexican restaurant had already been opened and performing well. It seems Greenwood’s booming population is easily supporting both restaurants as demand for Mexican...
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... 2.4 Product/Service Offering Pg. 10 2.5 Keys to Success Pg. 11 2.6 Critical issues Pg. 12 3.0 Marketing Strategy Overview Pg. 13 3.1 Mission Pg. 14 3.2 Marketing Objectives Pgs. 15-17 3.3 Financial Objectives Pg. 18 3.4 Target Markets Pgs. 19-20 3.5 Positioning Pgs. 21-22 3.6 Pricing Strategies Pgs. 23 3.7 Marketing Attack Strategy Pgs. 24-27 3.8 Marketing Research Pgs. 28-29 4.0 Controls Overview Pg. 30 4.1 Progress Milestones Pg. 31 4.2 Marketing Organizations Pg. 32 4.3 Contingency Planning Pg. 33 5.0 Conclusion Pg. 34 1.0 Executive Overview The economic downturn has affected how restaurants are marketed. Marketing campaigns of the 1980s were aimed at image and status. Since most of today's consumers, even those in the upper-income strata, are dollar- and value-conscious, price and value will be the key marketing concepts of this decade. Another recent change is the increased emphasis on creative, high-impact marketing promotions that generate restaurant traffic and increase guestroom occupancies. It is hard times but influencing consumer perception is critical for restaurants that not only sell food but also treats or snacks or beverages. Competition is fierce in this category; and innovation and marketing are paramount for survival. Even though customer traffic has slowed, consumers haven't stopped buying...
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