Then, another important step in the opening of the restaurant is represented by the identification and selection of the adequate target market. Unless the owner of the startup is able to identify, attract and serve the proper target market, the restaurant's chances for success are highly reduced (Pride and Ferrell, 2010)
, Mickey Gooch. "Our goal is to be the Starbucks or Pinkberry of pasta," said Gregory Baratte, partner and chief marketing officer of the operation, in a statement provided by his publicist" (Reddy, 2006)
Providing KSFs can help small business managers to focus on what they can do better than their competitors" (Analoui and Karami, 2003). At a generic level, the key success factors that can be generated by economic agents include the commitment to profitability, the continuous effort to reduce overhead costs, the development of new products and services, the attraction and retention of customers of a high value or the creation and maintenance of a high level of customer satisfaction (Reyna)
Additionally, since in most cases, the restaurants opened are local, they will not be traded on the stock market, meaning that they will not attract stock buyers, but local investors. The contracts signed with such investors will vary (Segger, Gehring and Newcombe, 2011)
95 up to $12, depending on the size of the order and the sauce desired by the buyer. For customers, the price range is a crucial criterion in the choice of the pasta they purchase (Smith, 2011)
7. Key definitions of terms Research process = a sustained effort concentrated around a topic or subject of study aimed at generating new findings, and characterized by identification and labeling of variables, research design, collection of data, analysis of data and evaluation of the problem (Shinde)
Still, aside from these generic KSFs, the fast food pasta restaurant with a drive through must also be aware of the existence of several key success factors characteristics of the fast food industry. Among the most notable of these factors included in the literature, one could mention: The convenience of purchase, given by features such as proximity and location of the fast food restaurant, access to it, but also the availability of a drive through The costs of the purchase, with customers often placing an increased emphasis on the lower cost of the fast food items (Canak, 2006) The ability to become differentiated from other players within the industry The power and strength of the organizational brand (Sterling, Davis, Barnes, Smith, Bosworth, Weaver and Jones) The speed of delivery of the products ordered The ability of the firm to operate in a manner that is cost efficient (Xaxx) The ability of the firm to gain an increased access to customers The ability of the firm to provide products with nutritional value and good taste (Thompson)
Still, aside from these generic KSFs, the fast food pasta restaurant with a drive through must also be aware of the existence of several key success factors characteristics of the fast food industry. Among the most notable of these factors included in the literature, one could mention: The convenience of purchase, given by features such as proximity and location of the fast food restaurant, access to it, but also the availability of a drive through The costs of the purchase, with customers often placing an increased emphasis on the lower cost of the fast food items (Canak, 2006) The ability to become differentiated from other players within the industry The power and strength of the organizational brand (Sterling, Davis, Barnes, Smith, Bosworth, Weaver and Jones) The speed of delivery of the products ordered The ability of the firm to operate in a manner that is cost efficient (Xaxx) The ability of the firm to gain an increased access to customers The ability of the firm to provide products with nutritional value and good taste (Thompson)
Still, aside from these generic KSFs, the fast food pasta restaurant with a drive through must also be aware of the existence of several key success factors characteristics of the fast food industry. Among the most notable of these factors included in the literature, one could mention: The convenience of purchase, given by features such as proximity and location of the fast food restaurant, access to it, but also the availability of a drive through The costs of the purchase, with customers often placing an increased emphasis on the lower cost of the fast food items (Canak, 2006) The ability to become differentiated from other players within the industry The power and strength of the organizational brand (Sterling, Davis, Barnes, Smith, Bosworth, Weaver and Jones) The speed of delivery of the products ordered The ability of the firm to operate in a manner that is cost efficient (Xaxx) The ability of the firm to gain an increased access to customers The ability of the firm to provide products with nutritional value and good taste (Thompson)
While Kleinaci might be initially concerned that by joining a franchise he might sacrifice some of the unique and eccentric parts of his collection, the actual benefits from a franchise far exceeds the loss. For example, franchises allow for the relative ease of obtaining legal and real-estate aid, financing, insurance benefits and branding (Gelman, 2010)
provides Kleinaci with a ready-made and established distribution channel as well as an opportunity to introduce and reinforce the brand image and identity it has already established in Europe with a similar segment of the United States market as well. Additionally, pursuant to Julie Toscano Sequeira of Forbes magazine (Sequeira, 2009), it is critical for entrepreneurs to think outside the box when it comes to finding a niche and establishing a market
, Boystown, way back when). Nostalgia isn't always the most compelling mode for capturing a scene that's not, after all, dead yet, and some of the pieces fall flat" (Worley, 2014)
Therefore, my life in the school and my learning experiences were done through "rote learning." The school system made emphasis on performance objectives over learning goals (Blerkom, 2011)
At the end, the paper will offer strategic suggestions for Starbucks and how applying the techniques. 2 Background Starbucks Organization, established in 1985, is a leading specialized coffee store and one of the best-known manufacturers today in the marketplace (Grimm, Lee & Smith, 2006)
Moreover, as other specialized coffee retail outlets such as Peet's and Caribou have joined the industry, and as competition from fast food stores such as McDonald's and Dunkin' donuts has increased, Starbucks has lost business. Consequently, the company seems to be declining (Pham-Gia, 2009)
In addition to its sale of high-quality coffee products, Starbucks retailers also offer Italian-style coffee drinks, cold blended drinks, complimentary foods, coffee-related accessories and equipment, and top quality herbal tea. Besides its company-operated retailers, it also offers packed coffee and tea items, ready? to-drink drinks such as its canned Frappuccino drinks, ice creams, Starbucks DoubleShot coffee drinks and other items mainly through licensing connections (Pahl, 2008)
A marketing manager in any organization has to ensure that they set priorities when it comes to the promotion objectives. The promotional objectives are an important indicator which the marketing managers within an organization use when choosing the promotional tool they will use (Perreault, Cannon, & Mccarthy, 2010) There are various reasons why the share a coke campaign was successful
This observation is a nice package that will encourage me the more to make my investments in P&G. References Global Top 50 brands. (2013, April)
Appendices Appendix 1: Procter & Gamble Co., Income Statement, Revenues (USD $ in millions) 12 months ended Jun 30, 2014 Jun 30, 2013 Jun 30, 2012 Jun 30, 2011 Jun 30, 2010 Jun 30, 2009 Beauty 19,507 19,956 20,318 19,937 19,258 18,789 Grooming 8,009 8,038 8,339 8,245 7,864 7,543 Health Care 7,798 12,830 12,421 12,033 11,493 13,623 Snacks and Pet Care 3,156 3,135 3,114 Fabric Care and Home Care 26,060 27,448 27,254 24,837 23,805 23,186 Baby, Feminine and Family Care 20,950 16,790 16,493 15,606 14,736 14,103 Corporate (895) (1,145) (1,255) (1,353) (1,329) Net sales 83,062 84,167 83,680 82,559 78,938 79,029 Appendix 2: Table 1: Revenue / Earning Per Share (EPS) Summary (2012 -- 2014) (These statistics are for past 5 years QUARTERLY continuation on table 2 below) Fiscal Quarter 2014 (Fiscal Year) 2013 (Fiscal Year) 2012 (Fiscal Year) September Revenue $21,205(m) $20,739(m) $21,530(m) EPS 1
Appendices Appendix 1: Procter & Gamble Co., Income Statement, Revenues (USD $ in millions) 12 months ended Jun 30, 2014 Jun 30, 2013 Jun 30, 2012 Jun 30, 2011 Jun 30, 2010 Jun 30, 2009 Beauty 19,507 19,956 20,318 19,937 19,258 18,789 Grooming 8,009 8,038 8,339 8,245 7,864 7,543 Health Care 7,798 12,830 12,421 12,033 11,493 13,623 Snacks and Pet Care 3,156 3,135 3,114 Fabric Care and Home Care 26,060 27,448 27,254 24,837 23,805 23,186 Baby, Feminine and Family Care 20,950 16,790 16,493 15,606 14,736 14,103 Corporate (895) (1,145) (1,255) (1,353) (1,329) Net sales 83,062 84,167 83,680 82,559 78,938 79,029 Appendix 2: Table 1: Revenue / Earning Per Share (EPS) Summary (2012 -- 2014) (These statistics are for past 5 years QUARTERLY continuation on table 2 below) Fiscal Quarter 2014 (Fiscal Year) 2013 (Fiscal Year) 2012 (Fiscal Year) September Revenue $21,205(m) $20,739(m) $21,530(m) EPS 1