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Swot Analysis Happy Bar&Grill

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КУРСОВА РАБОТА НА ТЕМА: ИЗБОР НА ПАЗАРНА СТРАТЕГИЯ НА ОСНОВАТА НА SWOT АНАЛИЗ НА БИЗНЕС СРЕДАТА НА ФИРМАТА ПОДТЕМА: СТОПАНСКА ДИАГНОСТИКА НА „Happy Bar & Grill” И ИЗБОР НА СТРАТЕГИЯ ЗА РАЗВИТИЕ

2006

Съдържание: 1. Обща характеристика на верига ресторанти Happy Bar & Grill 3
2. Мисия на ресторанта, цели и задачи. 4
3. Ситуационен анализ. 6
3.1 Анализ на конкуренцията – силни и слаби страни. 6
3.2 Анализ на силните и слаби страни на ресторантите Happy Bar & Grill... 8
4. Маркетингова стратегия на отделните елементи от маркетинг -микса 11
5. Ценова конкурентна стратегия. 13
6. Възможности за разширяване кръга на потребителите. Потребителска стратегия 14
Заключение. 15
Използвана литература: 17

1. Обща характеристика на верига ресторанти Happy Bar & Grill Възникването на първият ресторант от веригата „ Happy Bar & Grill” е в град Варна на 25 декември 1995г. За девет години се разраства до 19 ресторанта в цялата страна и персонал над 750 души на средна възраст между 18 и 25 години. Стратегията на фирмата е в изграждането на ресторанти по ключовите пътни участъци, както и в по-големите градове в страната. По автомагистрала „Хемус” в Северна България има изградени три ресторанта „ Happy Bar & Grill”, а по автомагистрала „Тракия” – шест ресторанта. Три са ресторантите „ Happy Bar & Grill”, изградени в София, пет във Варна и по един в Бургас и Русе. За този период веригата ресторанти успя да се наложи като фактор за успеха, с отлична организационна структура, нововъведения в този сектор, активна маркетингова стратегия и като еталон за добро и бързо обслужване, съобразено със западните и американските стандарти. Правилното разположение на ресторантите има много важно значение, както от гледна точка на осигуряването на необходимата печалба от търговската им дейност, така и от гледна точка на задоволяването на потребностите на клиентите от обслужване. Оценката на месторазположението на магазините не е еднократен акт, предшестващ всяко ново строителство, а е непрекъснат процес, обуславящ се от динамичните промени в социално-икономическата среда, които извеждат пазара от равновесие – поява на нови бензиностанции, мотели и други ресторанти – преки и косвени конкуренти на „ Happy Bar & Grill” изменение на транспортната инфраструктура /затваряне на пътища, отсечки, модернизиране на други, промяна статута на движение и т.н./ и др. Териториалното разположение на ресторантите определя достъпността на клиентите до обектите, клиентопотока във денонощието и сезонността на работа на дадения ресторант, удобството за посещение, разхода на време на клиентите за път до тях, бързината и качеството на обслужване, други фактори, благоприятстващи по-доброто обслужване и по-добрият престой на всеки един от клиентите на верига ресторанти “Happy Bar & Grill”. За този период фирмата успя да наложи търговската си марка на пазара и да спечели много конкуренти предимства следствие отличната си стратегия, дейност и маркетинг, съчетани в качество, удобство и достъпност. ..............................................................

3. Ситуационен анализ Ситуационният анализ като теоретично понятие изведен от меркетолозите е определяне на силните и слабите страни, възможностите и неблагоприятните страни в развитието на фирмата и дейността й /S.W.O.T./, анализът им и определяне мястото на самата фирма /ситуирането й/ на пазара чрез Матрицата на конкурентните предимства и Маркетинговия анализ Mini-Maxi, с помощта на който чрез относителните тегла на всеки един компонент влияещ върху дейността може точно и ясно да се определят възможностите за по-нататъшно развитие на съответната фирма, слабостите й които е нужно да се неутрализират, както и възможностите й като конкурентни предимства пред останалите на пазара. Ситуационният анализ включва освен позиционирането и определянето на целевите пазари като теория на фирмата, така и нейния маркетингов потенциал, маркетингови цели и маркетингов микс. 3.1 Анализ на конкуренцията – силни и слаби страни Всяка една фирма трябва да анализира потенциалните си и реални конкуренти в пазарния сегмент, където осъществява своята дейност /пазарен сегмент като област или отрасъл от икономиката, така също и на географски принцип, защото конкурентите са от различно естество при районирането дейността на дадената фирма, в случая верига ресторанти „Happy Bar & Grill”/. При разглеждането на външната и вътрешната среда на фирмата споменахме, че един от най-важните фактори на външната, заобикаляща фирмата среда е конкуренцията. Тук пазарът е от тип конкурентен, т.е. идеална еластичност на продукцията, трябва да се извършва прецизно планиране на стратегията продукт -цена, на пазара съществуват множество конкурентни фирми без ясно изразен лидер /монополен тип пазар/, конкурентната борба за пазарен дял е много голяма, фирмата разчита предимно на конкурентните си предимства, за да изпъкне пред останалите. Затова е много важно да се направи подробен анализ първо на заобикалящата я среда – преки, непреки конкуренти и вече на тази база фирмата да направи следващите етапи на ситуационния анализ, за да определи своето място на пазара и възможностите си за растеж и развитие – анализ на силните и слабите си страни, възможностите и неблагоприятните черти, както и маркетинговият потенциал на фирмата, фактори, влияещи върху фирмената й стратегия и действието й на пазара – настъпателна политика към завоюване на пазарен дял, подражаваща политика, изчакваща политика, следваща политика и т.н. .............................................................. Заключение Верига ресторанти Happy Bar & Grill е избрала един печеливш отрасъл с тенденции за растеж в близкосрочен и средносрочен план, внедряване на нови технологии; бъдеще имат такива фирми – вериги с национално покритие, с новаторски идеи, специфичен характер, качествено обслужване на клиентите си. Фирмата се е изградила и доказала пред клиентите си и конкурентите в отрасъла с доброто си обслужване, атрактивните цени, добрата атмосфера във всеки един ресторант в България, качеството на продуктите и най-вече отношението към всеки един клиент на Happy Bar & Grill . Конкуренцията в този отрасъл е много голяма и в бъдеще ще продължи да се увеличава, трябва да се предлагат по широкообхватни решения, да се оптимизират ценовите листи, предлагането, да се разшири инвеститорската дейност предимно в посока модернизация и нововъведения, защото, както много други отрасли, така и туризмът и ресторантьорството са едни от бързо развиващите се отрасли на икономиката, особено когато има много благоприятни географски, икономически и наличие на благоприятни политически условия и възможности за развитието им. Нужно е Happy Bar & Grill да инвестира в изграждането на още ресторанти, да укрепи цялостния си цикъл на предлагане на продукти и услуги; да привлича нови клиенти. Изградената й фирмена политика, ценовата й политика, както и поставените цели я правят един от лидерите на пазара на ресторантьорски услуги в България и много конкурентни предимства и възможности за растеж и развитие.
Използвана литература: 1. Аврамов, В., Комуникационна политика на фирмата, С., Сиела, 2001; 2. Атанас Дамянов – “Планиране и прогнозиране”; Университетско издателство, 2002г.; 3. Бърд, Др., Директен маркетинг, Бургас, „Делфин прес”, 1993 4. Велев Мл., „Маркетингови комуникации“, София, 1998 г. 5. Велев Мл., Дончев Д., „Реализация на продукцията“, София, 1998 г. 6. Класова, С.; П. Иванов и кол.; „Въведение в маркетинга”; 7. Интернет страница на верига ресторанти “ХЕПИ”.

Темата е изготвена 2006 г. Съдържа една таблица Ключови думи: ресторанти „ Happy Bar & Grill”- характеристика, фирмена политика, клиенти, бизнес среда, конкуренция, силни и слаби страни на фирмата, стратегия на позициониране, маркетингова стратегия, потребители, инвестиционна дейност

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