...Unit 3: Introduction to Marketing In this task I will describe how Pret A Manger uses market research to contribute to the making of its marketing plans, I will then explain the limitations that Pret A Manger will face during this and then I will give three recommendations with an explanation explaining why Pret A manger should use them. Marketing research is the process or set of processes that links the consumers, customers, and end users to the marketer through information. Companies carry out market research as it permits them to examine the products and services which they offer or are going to offer which gives them a chance to arrange out in the event that they're going to do well or not. It provides for them a perspective if the product/service would offer well and additionally being solid for the shopper. Anyway organizations can utilize statistical surveying as a part of request to discover data about their clients, rivals additionally understanding the business environment. The importance of market research in understanding customers is that it will allow the business to see what product/service they like and what their preference is and will also help the business know what they need to do or change in order to be a better business in the customers eyes. By doing market research in understanding customers the business will be able to also find out what current products may need to be improved on or taken off as the customers may feel that particular product...
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...Unit 3: Introduction to Marketing M1 Amendment Compare the effectiveness of the use of the marketing mix by both McDonalds and Prêt A Manger, including: a) How they meet the expectations of the target customer The expectations of McDonald’s customers are to receive a fast, efficient service for an ‘on the go’ lifestyle. They want a clear menu with many meal deals already to go for a quicker exchange at the till. They expect the food to be cheap in price and also filling to satisfy their hunger. Prêt’s customer’s expectations are quite different as they expect to receive a welcoming environment where each customer is valued; this means that Prêt wants to keep them coming back unlike McDonalds which is a ‘grab and go’ restaurant. The staff are trained to a high standard and enjoy their job so that the happy energy is transferred to customers when they come in. The customers of Prêt also expect fresh food made from scratch every day with no preservatives or additives added which is one of Prêt’s main policies. Going back to the expectation of Pret being a welcoming place, the design of all the stores comes into play and they try and make it as casual and relaxing as possible with sofas, lighting and appropriate posters. b) How the elements of the marketing mix are integrated and how they relate to each other. McDonalds uses the marketing mix in their operations a lot. They start with designing a Product, for example the Big Mac. For this product to sell well...
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...i would like to take up the case of Pret-a-Manger, which is a fast food company based in the UK. The company has been a reasonable success in the country (Pret, 2012). It offers fresh food sandwiches and other food items mainly to a huge lunch-time market in the major cities of the country. However when the company expanded to Japan it met with a lot of difficulties and has not been able to overcome them so far. The company did not meet the response that its products and services met with, in the United Kingdom. When the company investigated the reasons that it failed to perform the way it had done in the United Kingdom several cultural differences were identified. First of all it was revealed that the layout of the restaurants in Japan is different from the layout of the British food stores. In Japan there is greater popularity of the stores, which have a lounge style of restaurants in which the people can get together and sit down in a to eat. The culture of take away is not very popular in Japan. The people like to sit down in groups for meals (Matador, 2012). Therefore when the company replicated its British style in its Japanese stores it was not very popular. This example shows that a company when it goes into the new territory it should investigate the local culture and the buying behavior of the local consumers. Only by assessing the same it can come up with adaptation of its original products and services which can make it popular with the foreign target community. ...
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...ASSIGNMENT BRIEF |Qualification |Unit number, Code and Title | |Pearson BTEC Level 5 HND Diploma Business |Unit 34, R/505/8181, Operations Management in | | |Business | |Module Leader: |Lecturers: | | |Hakeem Kazeem | |Distribution date |Submission deadline | |W/C – 22/09/14 |7th December 2014 | | | | |Assignment title |Operations Management in Business | |Learning...
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...Table of Contents 1.0 EXECUTIVE SUMMARY 3 2.0 SITUATION ANALYSIS 4 2.1 PESTEL ANALYSIS 6 Political 6 Economic……………………………………………………………………………………………………………………………….6 Technology 7 Environmental/Ecosystem 7 2.2 PORTER’S FIVE FORCES ANALYSIS 8 High threat of new entrant to the market 9 Medium bargaining power of suppliers 9 Medium -high bargaining power of customers 9 Low threat of substitute products and high level of competition. 9 2.3 SWOT ANALYSIS 10 STRENGTHS 10 WEAKNESS 10 OPPORTUNITIES 10 THREATS 10 2.4 SWOT MATRIX 11 2.5 COMPETITION 12 MARKET LEADERS 12 3.0 KEY ISSUES IDENTIFIED 14 3.1 ASSUMPTIONS 15 4.0 OBJECTIVES TO BE PURSUED 15 4.1 The Keys to Success of the business 15 4.2 Mission Statement 16 4.3 Company Summary 16 4.4 Unique Selling point: 16 5.0 MARKET SEGMENTATION ,TARGETING AND POSITIONING. 17 1.0 EXECUTIVE SUMMARY The purpose of this report is to conduct a three years marketing plan for Fortune coffee and cake shop which is a family business. The family is interested in setting up a retail outlet at 200 King Street, Aberdeen because of the closeness to University of Aberdeen, Unite student hostel, Robert Gordon University student hostel and the presence of corporate offices like First Nation bus headquarters, Police Scotland office and others. The major sources of information and data are textbooks, journals, internet and personal interview. The marketing plan is divided into four sections: the situation analysis...
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...Business Services – Operations Management Session 1 – Introduction & Overview Business Services – Operations Management Session 1 – Introduction & Overview Facilitator: Dr. Jonathan Farrell 1 This Evening’s Program Introductions Unit outline Lecture - Introduction to Operations Management Case Studies – Concept Design Services, Central Evaluation Unit class discussion • Little’s Law Little’ • • • • 2 1 Business Services – Operations Management Session 1 – Introduction & Overview Plagiarism • • • • • Plagiarism: “using the work of another person and presenting it as your own” If you use any source material from another source (e.g. text graphics, charts, diagrams, etc.) you must acknowledge that source Contrary to popular belief, Plagiarism is easy to detect Your assignments will be checked for plagiarism, both manually and electronically For more information, go to www.student.mq.edu.au/plagiarism 3 Introductions (1 minute maximum) • • • • • Name Organisation Position Type of operation Why are you here? 4 2 Business Services – Operations Management Session 1 – Introduction & Overview Course Objectives Gain an appreciation of technologies available, and how they are applied to operations. Develop an ability to integrate these technologies with corporate and operations strategies. Recognise how successful operations management can lead to Recognis operations sustainable competitive advantage. dvantage. Understand the dynamics of...
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...What is operations management? Operations management defined Operations management is the activity of managing the resources which are devoted to the production and delivery of products and services. 1 The consultancy services market – % of world revenues of 40 largest consultancy firms Financial 6 Organizational design 11 Marketing / sales 2 Operations and process management 31 Benefits / actuarial 16 Corporate strategy 17 IT strategy 17 The operations function is fashionable! Back office operation in a bank Kitchen unit manufacturing operation Retail operation They are all operations Take-out / restaurant operation 2 The best way to start understanding the nature of ‘operations’ is to look around you Everything you can see around you (except the flesh and blood) has been processed by an operation Every service you consumed today (radio station, bus service, lecture, etc.) has also been produced by an operation Operations Managers create everything you buy, sit on, wear, eat, throw at people, and throw away A general model of operations management Transformed resources … Materials Information Customers Design Input resources Transforming resources … Facilities Staff Operations management Planning and control Operations strategy The operation’s strategic objectives Operations strategy The operation’s competitive role and position Improvement Output products and services Customers 3 Operations management at IKEA Design...
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...Note: Solve any 4 Case Study’s CASE: I Managing the Guinness brand in the face of consumers’ changing tastes 1997 saw the US$19 billion merger of Guinness and GrandMet to form Diageo, the world’s largest drinks company. Guinness was the group’s top-selling beverage after Smirnoff vodka, and the group’s third most profitable brand, with an estimated global value of US$1.2 billion. More than 10 million glasses of the popular stout were sold every day, predominantly in Guinness’s top markets: respectively, the UK, Ireland, Nigeria, the USA and Cameroon. However, the famous dark stout with the white, creamy head was causing some strategic concerns for Diageo. In 1999, for the first time in the 241-year of Guinness, sales fell. In early 2002 Diageo CEO Paul Walsh announced to the group’s concerned shareholders that global volume growth of Guinness was down 4 per cent in the last six months of 2001 and, more alarmingly, sales were also down 4 per cent in its home market, Ireland. How should Diageo address falling sales in the centuries-old brand shrouded in Irish mystique and tradition? The changing face of the Irish beer market The Irish were very fond of beer and even fonder of Guinness. With close to 200 litres per capita drunk each year—the equivalent of one pint per person per day—Ireland ranked top in worldwide per capita beer consumption, ahead of the Czech Republic and Germany. Beer accounted for two-thirds of all alcohol bought in Ireland in 2001. Stout led the...
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...Coffee in the world (International Coffee Organization, 2011). Considering the large population in the UK, Coffee is the third favorite non-alcoholic drink. The coffee shop market recorded an estimated 3.5% increase in sales between 2013 and 2014 to an estimated £1.45 billion. Nearly three quarters (73%) of consumers have purchased hot drinks out of home in the three months to September 2014, with Costa Coffee enjoying the highest usage reflecting its widespread store portfolio. As of December 2014, Costa Coffee with over 1840 outlets has the highest number of outlets in the UK followed by Starbucks with 731 and Cafe Nero with 548. Currently there are various new brands competing with these big players in the coffee shops industry. Pret a Manger being one of them currently has over 300 outlets in the UK. A persistent challenge for coffee shops is to expand business beyond the morning and early afternoon hours. Out-of-home hot drinks remain on popular demand in terms of spending in UK. However, the fact that overall usage of coffee shops has remained consistent between 2013 and 2014, despite the UK’s improving economy, means that many operators are currently failing to translate rising consumer confidence into considerable uplifts in footfall. Moving on to specific locations, Liverpool Station is recorded to have the highest footfall in London with 148,170,796 footfalls. According to NetworkRail.co.uk, Every year, nearly twice as much people use Liverpool Station as compared...
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...| | | | | Corporate Insight: Subway success dives in Asia-PacificWritten by Euromonitor International The Subway fast food chain has experienced an exceptional period of growth since 2001 in prominent Western markets. Pitching healthy convenience food to increasingly diet conscious consumers, the chain's aggressive franchising tactic has seen it achieve dynamic sales growth and even overtake an established fast food giant within the competitive US market. With global expansion central to Subway's agenda, its current formula is stumbling in Asia-Pacific, questioning the portability of its hitherto successful strategy. Subway, owned by Doctor's Associates, is the number one franchising opportunity of 2006, according to Entrepreneur Magazine. After opening its first US franchise in 1974, a modest nine years after its original site, the company's major growth period has occurred during the past five years, with 4,000 franchises opening worldwide in 2004 alone.Despite a general slowdown in the US fast food industry, which grew at a mere 3% per annum average between 2001 and 2004, Subway bucked the trend with an impressive average annual growth rate of 12% during the same period, making significant progress against the industry leviathans. While Burger King's value sales were nearly US$4 billion more than Subway's in 2001, Subway grew by a healthy US$1.8 billion in absolute terms for the period. In 2003, it overtook Wendy's to become the US' third largest fast food brand...
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...Froid It’s warm Il fait chaud It’s raining Il pleut Time What time is it? Quelle heure est-il? He’s on time Il est a l’heure She’s on time Elle est a l’heure He’s late Il est en retard She’s late Elle est en retard Tomorrow Demain Today Aujourd’hui Yesterday Hier Smile Souriez laugh Rire Touring and socializing What is your name? Quel est ton nom? Comment tu t’appelle My name is simone Je m’appelle (simone) Where do you live? D’ou etes-vous? I’am from South Africa Je suis de L’Afrique du sud How old are you? Quel Age avez-vou I am (18) J’ai (18) ans That is fantastic Ciest Magnifique I Love you Je t’aime How are you doing? Comment allez-vous Are you ready? Est-ce que vous etes pret? Yes, we are ready Oui nous sommes prets Could you take me a picture Pouvez-vous me prendre une photo How are you today? Commenr allez-vous ajourd’hui Not too Bad thanks Pastrop mal, Merci Where is it? C’est ou? It is that way? C’est par la When will it be? C’est pour quand Now Maintenant Where do you come from? D’ou venez-vous? So you speak French well? Just a little bit Vous parlez bien francais Juste un petit peu? Asking for help Asking Demande help A l’aide Can you help me please Pouvez-vous m’auer sil vous plait Please call simone S’il vous plait appeler simone Where is the police station? Ou est le poste de police? I am lost Je suis perdu Where is the embassy? Ou est l’ambassade? I need a doctor Je besoin d’un docteur Where is...
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...Business Plan Mango EDWARD NEWTON OCTOBER 2009 CONTENTS |1. |EXECUTIVE SUMMARY |3 | |2. |BUSINESS DESCRIPTION AND PRODUCTS | | |2.1 |Definition of the concept | | |2.2 |The Products | | | | | | |3 |TARGET, POSITIONING AND ANALYIS OF COMPETITION | | |3.1 |Target | | | |Positioning | | | | | | | | | | | | ...
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...Key operations questions Chapter 1 Operations management ➤ What is operations management? ➤ Why is operations management important in all types of organization? ➤ What is the input–transformation– output process? ➤ What is the process hierarchy? ➤ How do operations processes have different characteristics? ➤ What are the activities of operations management? Chapter 2 Operations performance ➤ Why is operations performance important in any organization? ➤ How does the operations function incorporate all stakeholders’ objectives? ➤ What does top management expect from the operations function? ➤ What are the performance objectives of operations and what are the internal and external benefits which derive from excelling in each of them? ➤ How do operations performance objectives trade off against each other? Chapter 3 Operations strategy ➤ What is strategy and what is operations strategy? ➤ What is the difference between a ‘top-down’ and a ‘bottom-up’ view of operations strategy? ➤ What is the difference between a ‘market requirements’ and an ‘operations resources’ view of operations strategy? ➤ How can an operations strategy be put together? Part One INTRODUCTION This part of the book introduces the idea of the operations function in different types of organization. It identifies the common set of objectives to which operations managers aspire in order to serve their customers, and it explains how operations can have an important strategic role. Chapter 1 Operations...
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...penetration and the achieved aims of the technique http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/3410294/How-Subway-overtook-McDonalds.html * An increase in public awareness * Gained a competitive advantage * Attracted new customers The first aim is ‘an increase in public awareness’ the article shows that an expert says "In a lot of city centres it has replaced the doner kebab shop as a place where people go to get food and hang out after the pub." Secondly Subway have ‘gained a competitive advantage’ by a different operating style to other sandwich shops, such as late opening hours, this gives it an advantage and is more in common with fast food chains such as McDonalds and Kentucky Fried Chicken than Prêt a Manger. Finally Subway have ‘attracted new customers’ this is shown by its 15-25 year olds as its core customers, it is now trendier among teenagers than McDonalds in certain parts of the country. This is article is valid and was written by a professional; journalist with facts that helped me with the information I needed. The second technique is market development, the aims are to: * Build or rebuild company image * Attract new customers http://www.washingtonpost.com/business/economy/the-rise-and-fall-of-subway-the-worlds-biggest-food-chain/2015/05/29/0ca0a84a-fa7a-11e4-a13c-193b1241d51a_story.html The first aim is to ‘Build or rebuild company image’ evidence is shown in the article where it explains that “Subway offer seemingly...
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...Have a look at the wide variety of stakeholders that form a key component of Mallen Baker's definition of CSR, including the diagram at http://mallenbaker.net/csr/definition.php. How can an organization begin to balance such an array of competing stakeholder interests? What is your source for Google (url). According to Mallen Barker and his definition of CSR companies are responsible for the management of their business and the positive or negative social impact they can cause. Based on this principle, if an organization wants to maintain a balance between the best interests of all stakeholders it will have to start by maintaining quality of management. In other words, CSR is a company’s commitment to the performance of improving the quality of life for the community and a society. A good example is the company Google and their famous charter “Don’t be evil.” By always keeping to their charter, and having it be so simple that they can often easily answer to themselves about whether certain actions fall under their ideals, Google was able to make the difficult task of balancing the interest of all stake holders more manageable. I believe that by clearly stating and documenting simple values to be followed a company can look to do what is right in the face of competing stakeholder interests, and feel comfortable in the decisions they make. 2. Look at some of the causes that Ben & Jerry's promotes at http://www.benjerry.com/activism/inside-the-pint/. a. Do you agree with...
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