...Strategic Planning Case: The Great Italian Food Company (GIFC) The Great Italian Food Company is well respected four restaurant family-owned business that is looking to expand its locations while making a profit. GIFC wants to be the top Italian food company in the industry, in order to achieve this, they have great manufactured foods, first-rate promotion and distribution, and while providing outstanding customer service. The first step in achieving company goals is to determine the vision and mission statements. The mission statement will state the purpose of the company. While the vision statement with provide a perspective on where GIFC plans to be in the future (Brasfield, 140). Additionally, all board members must agree with the direction of the vision/mission statements. GIFC board members should establish goals for where they company to be in the coming years. Next, a Competitor Analysis should be conducted to gain an understanding on how other competitors are faring in the industry. In turn, this will allow GIFC to see how their products match up against the larger competitors like Olive Garden, Carrabbas, and Macaroni Grill. If the Competitor Analysis yields great dividends for the company, GIFC should consider expanding operations and open a location in a larger Midwest City where growth is rampant. The target group should college students and young adults with children. Additionally, GIFC must examine internal strengths and weaknesses within the organization...
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...The Future of the Great Italian Food Company The Future of the Great Italian Food Company Problem Statement Six members of the of the Great Italian Food Company’s Board of Directors have ideas for the future growth of the company. Each of the members proposed idea has its merits, but their ideas are mutually exclusive and only one strategy can be chosen. This could be a potential issue and delay the company’s future growth if the board members cannot come to an agreement. Without a unified strategy, corporate or business, to guide the company over the next decade the Great Italian Food Company will make costly mistakes and jeopardize the company’s current position and future growth. Hard decisions must be made and appropriate planning will have to be conducted. Analysis and Evaluation Joe Marconi, the founder and current Board Chairman of the Great Italian Food Company, established the first Papa Joe’s restaurant in 1960. Since that time the company has expanded to include three additional Papa Joe’s restaurants in the Greater St. Louis area and established a Board of Directors. The members of the board include Joe’s wife along with their four children; Little Joe, Johnny, Tony, and Maria. Additionally, three of Joe’s longtime personal friends are also members of the board of directors. The restaurants themselves are family establishments with a unique Italian atmosphere and a basic Italian menu. Over the years the company has been fairly successful...
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...Restaurant Strategic Plan Executive Summary The following pages focus on proving a strategic plan for The Great Italian Food Company. The paper starts with the presentation of the company’s mission and vision. This explanation is intended to introduce readers in the environment of this company. The values of the company are also presented. It is important to identify these values in order to determine the strategic options that the company should address. The paper continues with the Environmental Analysis. This section describes the microenvironment and the macro environment, with the most important components. The internal and external environments are also address. In this case the most important components of the company’s environment are represented by the economic, social, and technological environment, but also the company’s customers, employees, managers, suppliers, owners, the government, and the community. These factors, their importance and characteristics are also addressed. The SWOT Analysis is another important section of the strategic plan. Its importance relies on the identification and discussion of the company’s strengths, weaknesses, but also of the opportunities and threats that the company must take into consideration. The Five Forces Analysis helps understand the industry in which this company develops its activity. Therefore, readers can learn about the competition, power of buyers, power of suppliers, threat of substitutes...
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...4277 APRIL 4, 2011 JAMES L. HESKETT RICHARD LUECKE Porcini’s Pronto: “Great Italian cuisine without the wait!” In January 2011 Tom Alessio, marketing vice president at Porcini’s, Inc., of Boston, was pondering issues raised by a potential expansion of his company’s restaurant business. The domestic market for full-service chain restaurants was nearing its saturation point at both in-city and shopping mall locations. The big chains were looking overseas for growth, but as a small regional player, Porcini’s had neither the resources nor brand power to pursue that option. It needed a domestic avenue for growth. Alessio had persuaded Porcini’s senior executives to consider opening limited-menu outlets, Porcini’s “Pronto,” to serve interstate highway travelers. Most competitors serving this market were fast-food or low-end outlets. Alessio believed that Pronto could offer a quality difference that travelers would value, but the challenges were substantial. Could Pronto’s profitably provide a limited selection of Porcini’s standard menu at moderate prices without jeopardizing the company’s reputation for excellent food? Could it maintain Porcini’s famously high service standards? Could it profitably break into a market occupied by established competitors? Food and service quality were only two aspects of the challenge. Porcini’s—a slow-growing, privately held enterprise—would need to roll out its new restaurants quickly in order to establish itself as a powerful brand. With...
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...shopping and learning has achieved great rewards, its 50,000-square-foot Madison Square Park location, is does approximately $85 million in annual revenue. It’s even larger counterpart in Chicago, which opened in late 2013, was on pace to hit $50 million last year (Carr, 2015). Eataly opened its New York store in 2010 with an initial investment of $20 million, by 2012 investors had recouped their initial investment (Collins, 2012). In 2012 Eataly accounted for about a third of Batali & Bastianich Hospitality Group, $250 million annual revenues (Collins, 2015). Eataly opened its first store in 2007, in a highly competitive, low-margin industry, and within seven years it expanded to 27 locations around the world. Eataly specializes in providing its guests with deep culturally rooted experiences related to food consumption. Exhibit 3 shows a constant increase in revenues and profits for Eataly from 635,000 euros in 2009 to 3,370,000 in 2013. Eataly follows a quality imperative strategy by ensuring a great relationship with its suppliers which allows Eataly to provide the best food experience due to top quality products (Bello, 2015). Readiness to pay for variety, customization, customer service, and unique experiences has increased greatly due to the social media epidemic. Eataly capitalizes on this by offering a multi-outlet where guests go to the marketplace for more than just a meal (Edwards, 2015). Eataly is a museum of Italian food that allows guests to taste, smell,...
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...4277 APRIL 4, 2011 JAMES L. HESKETT RICHARD LUECKE Porcini’s Pronto: “Great Italian cuisine without the wait!” In January 2011 Tom Alessio, marketing vice president at Porcini’s, Inc., of Boston, was pondering issues raised by a potential expansion of his company’s restaurant business. The domestic market for full-service chain restaurants was nearing its saturation point at both in-city and shopping mall locations. The big chains were looking overseas for growth, but as a small regional player, Porcini’s had neither the resources nor brand power to pursue that option. It needed a domestic avenue for growth. Alessio had persuaded Porcini’s senior executives to consider opening limited-menu outlets, Porcini’s “Pronto,” to serve interstate highway travelers. Most competitors serving this market were fast-food or low-end outlets. Alessio believed that Pronto could offer a quality difference that travelers would value, but the challenges were substantial. Could Pronto’s profitably provide a limited selection of Porcini’s standard menu at moderate prices without jeopardizing the company’s reputation for excellent food? Could it maintain Porcini’s famously high service standards? Could it profitably break into a market occupied by established competitors? Food and service quality were only two aspects of the challenge. Porcini’s—a slow-growing, privately held enterprise—would need to roll out its new restaurants quickly in order to establish itself as a powerful brand. With...
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...shopping and learning has achieved great rewards, as its 50,000-square-foot Madison Square Park location does approximately $85 million in annual revenue. Its even larger counterpart in Chicago, which opened in late 2013, was on pace to hit $50 million last year (Carr, 2015). Eataly opened its New York store in 2010 with an initial investment of $20 million and by 2012, investors had recouped their initial investment (Collins, 2012). In 2012, Eataly accounted for about a third of Batali & Bastianich Hospitality Group’s $250 million annual revenues (Collins, 2015). Eataly opened its first store in 2007, in a highly competitive, low-margin industry, and within seven years it expanded to 27 locations around the world. Eataly specializes in providing its guests with deep, culturally rooted experiences related to food consumption. Exhibit 3 shows a constant increase in revenues and profits for Eataly from 635,000 Euros in 2009 to 3,370,000 in 2013. Eataly follows a quality imperative strategy by ensuring a great relationship with its suppliers, which allows Eataly to provide the best food experience due to top quality products (Bello, 2015). Readiness to pay for variety, customization, customer service, and unique experiences has increased greatly due to the social media epidemic. Eataly capitalizes on this by offering a multiple outlets where guests go to the marketplace for more than just a meal (Edwards, 2015). Eataly is a museum of Italian food that allows guests to taste, smell...
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...1. Executive Summary Today’s market is very competitive & commercial. In this time a company or a firm mostly emphasize on customers demand. So they tries to serve their best product with best service. As a result, they use different kinds of marketing tools according to customer. Also that, they tries to build up a long-term customer relationship which is considered as a mass weapon of marketing. A perfect business depends mostly on what kind of products they are serving with a perfect price and what kind of promotional activities they are taking for their consumers. In this report, we have tried to find out the products, services and marketing with their price. Also that, we have tried to point out strategies taken by Café Italiano. For this reason, we have used some basic theories like 4P’s, STP concept, SWOT analysis etc.It also involves with some basic information of Café Italiano. This report contains a brief analysis about the 4P’s & STP concept adopted by the café. It also contains the things that are affecting directly or indirectly this café. Finally the report contains some necessary recommendations for this cafe about their activities, improvements and analysis. 2.Introduction 2.1 Background of Study: This Term paper has been prepared as a requirement of the Marketing practice program of The course MKT-101 of East west university instructed by Husna Ara mam. Our team is very glad to get the opportunity to accomplish the practical study about Bay...
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...family owned Italian restaurant, located in the China Town area of Washington, DC. We serve every Italian dish on our menu that our customers desire. Majority of our client base are families that live near by that are looking for that great authentic taste, whether it’s for lunch, dinner or even late night (Some items are excluded). We have extended our hours during the busiest nights of the week, Thursday through Sunday for those who are out late having a night on the town. During those nights we offer a specialty meal (at a discounted rate); kind of like an introduction to a dish we are considering putting on the menu to see what types of reviews it will receive from our customers. We strive on being the best Italian restaurant in the area; our slogan is “A taste of Italy in your backyard.” Here is our logo: Café Italian plans to expand by opening multiple restaurants in the most popular areas. Our next plan is to locate a spot in the City of Arlington, VA and taking suggestions for other potential locations. Please visit our site at www.cafeitalia.com and join our fan page for a chance to be a part of our potential franchise. Brand Strategy Cafe Italia cooks every dish from scratch. Nothing we use is store bought, or frozen. All of our ingredients are grown in my parent’s garden in Italy and shipped to us pretty regularly to include our spices. This puts us at an advantage over our competition. We pride ourselves on having a complete Italian menu with desserts...
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...Taｂｌｅ ｏｆ ｃｏｎｔｅｎｔｓ Introduction 1. Strategic analysis 2.1 internal analysis 2.1.1 existing mission, objective Jamie’s Italian was founded in oxford in 2008. Since then it has grown to more than 40 restaurants worldwide, and there are already plans for even more in towns, counties and countries around the word. Their menu and concept are constantly evolving with creativity, simplicity, great quality and genuine passion at the heart of everything. They work hard to find the very best ingredients, which are meticulously sourced from producers, both in Italy and around the UK. And the staff of the restaurant have thorough knowledge of all the dishes that they serve including the personalities and the stories. Jamie’s Italian is designed to be accessible and affordable, a neighborhood restaurant where everyone is welcome and feels comfortable. And the target of the restaurant is family style, good for business meetings, child-friendly and special occasion dining. Their productions collect with international inspirations including the cuisines of Spain, Italy, Sweden, Morocco, Greece and France (Harriet 2005). In addition, they also have online shopping contains deli, gifts, tableware, ovenware and planks. And the price of restaurant is 20-30 pounds each. The decorative style of the restaurant is “industry feel”, which is design with recycle material by Blacksheep company. According to the statement of senior designer Jordan (2011), the main concept of the restaurant is related to the...
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...action for the Great Italian Food Company. Maria’s course of action in expanding the business to other major cities in the Midwestern United States should be thought about by the board of directors as a highly desirable course of action that aligns with the company’s expansion strategy while staying concentrated with the Italian restaurant food industry business model. Additionally, Maria’s experience in strategic management will enhance the company’s ability to involve “managers from all parts of the organization in the formulation and implementation of strategic goals and strategies” (Brasfield, 2014, p. 138). Maria’s emphasis on the strategic planning process to systematically determine their future will make her suggestions well based while maintaining a concentrated strategy. Furthermore, solidifying gains and successes of the company in St. Louis could be incorporated into Papa Joe’s vision of having a celebrity endorse the business in the St. Louis area which will strengthen the Midwest expansion lines of effort. Offering the company’s signature frozen foods at their area restaurants would function to expand awareness and enhance the marketability of the company’s Italian food products while providing additional income to the company but only after the Midwest expansion was completed. The other courses of action presented involved broadening the product brands to different ethnic foods which would not be in the concentrated interest of the company. Altering the...
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...Corleone Pasta and Pizza 15 Main Street New Rochelle, NY 10801 The proprietors of this new restaurant plan to take advantage of their market research, which indicates there is a great interest and very little competition in a specific area of New Rochelle for a pasta and pizza restaurant. EXECUTIVE SUMMARY Corleone Pasta and Pizza will be an eat-in, carry-out restaurant, specializing in evening and weekend leisure dining. New Rochelle is a multicultural city with a lot of Italian descendants. The downtown, where Corleone Pasta and Pizza will be located, is a commercial area with lots of businesses, and a great spot to entertain. What makes Corleone Pasta and Pizza different as a business proposition? New restaurant openings are known to be risky. What have we done to neutralize these risks and assure success? First, we have identified and unfulfilled market through some surveys, and marketing study in the area of New Rochelle, and close cities like Pelham, and Larchmont. Our research has demonstrated that 87% of the sample population that we used for our research are very interested in our business proposal. Through this research, we have learned that people are unhappy with the quality of food and service offered by other related businesses, and they would be happy to patronage a good pasta and pizza restaurant with an excellent customer service. The research of the population demographics of this area, also revealed that people tend to go out to eat as frequently as...
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...JAMES L. HESKETT RICHARD LUECKE Porcini’s Pronto: “Great Italian cuisine without the wait!” In January 2011 Tom Alessio, marketing vice president at Porcini’s, Inc., of Boston, was pondering issues raised by a potential expansion of his company’s restaurant business. The domestic market for full-service chain restaurants was nearing its saturation point at both in-city and shopping mall locations. The big chains were looking overseas for growth, but as a small regional player, Porcini’s had neither the resources nor brand power to pursue that option. It needed a domestic avenue for growth. Alessio had persuaded Porcini’s senior executives to consider opening limited-menu outlets, Porcini’s “Pronto,” to serve interstate highway travelers. Most competitors serving this market were fast-food or low-end outlets. Alessio believed that Pronto could offer a quality difference that travelers would value, but the challenges were substantial. Could Pronto’s profitably provide a limited selection of Porcini’s standard menu at moderate prices without jeopardizing the company’s reputation for excellent food? Could it maintain Porcini’s famously high service standards? Could it profitably break into a market occupied by established competitors? Food and service quality were only two aspects of the challenge. Porcini’s—a slow-growing, privately held enterprise—would need to roll out its new restaurants quickly in order to establish itself as a powerful brand. With limited capital and access...
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...with their “success persuading mentality”, which also fosters the idea of the “Economic man”. The “Economic man” is a social scientific term, for how the stereotypical liberalistic man, prefers to administrate his private and business economy, which are by selling for the highest price and buying for the lowest. This factor has an impact, on how we decide to do grocery shopping Jeanette Winterson argues the issue of small contra big businesses, in her essay “once upon a shop”, 2010. She owns a small vegetable shop in Spitalfield with her friend Harvey Cabaniss. Jeanette Winterson is a believer of living and eating organically. Throughout the article, she tries to convince the reader about organic food, is the ethically right choice in context to corporate stores and fabricated foods. Her main claim, in order to persuade the reader is: The big, capitalistic manufactories only cares about earning...
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...Executive Summary – Porcini Pronto: “Great Italian Cuisine without the wait!” Problem Identification Porcini’s is a full-service Italian food restaurant that is looking to expand their business beyond their domestic market which is currently saturated. As a small private company, Porcini’s does not possess the capital or brand recognition compared to their big chain competitors who are capable of expanding their business abroad. The company is currently assessing the viability of a new concept, Porcini’s Pronto, which will need to meet the company’s 6% hurdle rate. Key Decision Criteria Porcini’s will face several challenges with this new venture and will need to analyse several factors before deciding to proceed. One of the most crucial choices will be the location of the Pronto restaurants since this will define the restaurant’s target customers. The decision to build Pronto in high traffic locations requires catering the service to meet the demands of the customers who are looking for convenience, but at the same time, quality food. This will pose a challenge as the two are hard to achieve together without incurring significant costs. Currently, Pronto does not face significant competition for full-service Italian restaurants serving in-a-hurry diners. However, the choice of locations for Pronto puts the restaurant in direct competition with fast-food chains. Pronto will need to convince customers that their value proposition of quality and service is greater than...
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