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1. Group 1
Stacie DeLucia [email protected] 973-479-7671Kaitlin Poillon [email protected] 717-715-3943Marissa DeStefano [email protected] 845-825-1928Alanna Downey [email protected] 516-297-1794James Kennedy [email protected] 302-388-5081
Group Discussion: Friday, February 12Roles:
1. Secretary: Responsible for the meeting minutes for each week, as well as being in charge of submissions to weekly assignments on Canvas.
2. Treasurer: In charge of creating the voucher for each week and determining the distribution of money for each group member based on their own judgement.
3. Organizer: Reminds group of due dates, makes plans, sets goals, and keeps everyone on track.
4. Research Development: Responsible for bringing in outside information each week that could be beneficial to the end result of the project.
5. Leader: Reviews every assignment before submissions, and makes sure that everything that needs to be submitted is complete. Will check in with the secretary an hour before submissions are due to be sure that they are complete and submitted.
Rules:1. Each member of the group will switch roles every Friday by going counterclockwise
around the table. Starting with Alanna as the secretary, James as the treasurer, Stacie as the organizer, Kaitlin as the research development and Marissa as the leader.
2. All members of the group will attend all meetings or will otherwise let the group know that they will be absent in a timely manner.
3. One dollar will be deducted from the voucher for members that miss meetings. 4. If an assignment is not submitted on time, the group member in charge of the
submissions for that week will lose all of their voucher points to be distributed to the members of the group that took care of the issues.
5. If the members of the group do not meet the needs of the group each week, points will be deducted from the voucher.
Business Plan:Ideas:
- healthy fast food → healthy burgers: grass-fed beef, bison burgers, spiralized veggie pastas, kid’s meals: apple sticks, carrot sticks, IF fries: baked sweet potato fries, farm to table type products, effectiveness over efficiency
Group #1
Section Title: 01 - Group Rules, Responsibilities and Business TypeGroup Roles and Responsibilities
1. The Secretary will be responsible for the meeting minutes for each week, and will also be in
charge of submissions to weekly assignments on Canvas.
2. The Treasurer will be in charge of creating the voucher for each week and determining the
distribution of money for each group member based on their own judgment.
3. The Organizer will reminds the group of due dates, will make plans, set goals, and keeps
everyone on track.
4. The Research Developer will be responsible for bringing in outside information each week that
could be beneficial to the end result of the project.
5. The Leader will review every assignment before submissions, and will be sure that everything
that needs to be submitted is complete. He or she will check in with the secretary an hour before
submissions are due to be sure that they are complete and submitted.
6. Each member of the group will switch roles every Friday by going counterclockwise around the
table. Alanna will start as the Secretary, James as the Treasurer, Stacie as the Organizer, Kaitlin
as the Research Developer and Marissa as the Leader.
Group Rules, Requirements, and Consequences
1. All members of the group will attend all meetings or will otherwise let the group know that they
will be absent in a timely manner.
2. One voucher point will be deducted from the voucher for the first absence of a member, and the
point amount deducted from the absent member will increase as the number of absences
increases. For example, if someone misses two meetings, then two voucher points will be
deducted from that person.
3. The deducted voucher points will be given to the person who steps up and takes on the absent
person’s role.
4. If an assignment is not submitted on time, the group member in charge of the submissions for that
week will lose all of their voucher points to be distributed to the members of the group that took
care of the issues.
5. If any member of the group does not meet the needs of the group each week, one point will be
deducted from the voucher, and will be distributed accordingly by the discretion of the Treasurer.
Tentative Schedule:
01: Rules
Secretary: AlannaTreasurer: JamesOrganizer: StacieResearch Developer: KaitlinLeader: Marissa
02: Mission StatementSecretary: JamesTreasurer: StacieOrganizer: KaitlinResearch Developer: MarissaLeader: Alanna
03: Site VisitSecretary: StacieTreasurer: KaitlinOrganizer: MarissaResearch Developer: AlannaLeader: James
04: ProductSecretary: KaitlinTreasurer: MarissaOrganizer: AlannaResearch Developer: JamesLeader: Stacie
05: CustomerSecretary: MarissaTreasurer: AlannaOrganizer: JamesResearch Developer: StacieLeader: Kaitlin
06: CompetitonSecretary:AlannaTreasurer:James
Organizer:StacieResearch Developer:KaitlinLeader:Marissa
07: PlaceSecretary: JamesTreasurer:StacieOrganizer:KaitlinResearch Developer: MarissaLeader:Alanna
08: Organizational ChartSecretary:StacieTreasurer: KaitlinOrganizer: MarissaResearch Developer: AlannaLeader:James
09: Orientation & TrainingSecretary:KaitlinTreasurer:MarissaOrganizer:AlannaResearch Developer:JamesLeader:Stacie
10: Polices & ProceduresSecretary:MarissaTreasurer:AlannaOrganizer:JamesResearch Developer: StacieLeader:Kaitlin
11:Secretary:AlannaTreasurer:JamesOrganizer:StacieResearch Developer: KaitlinLeader:Marissa
12:Secretary:JamesTreasurer:StacieOrganizer:KaitlinResearch Developer:MarissaLeader:Alanna
13:Secretary:StacieTreasurer:KaitlinOrganizer:MarissaResearch Developer:Alanna
Leader:James
14:Secretary:KaitlinTreasurer:MarissaOrganizer:AlannaResearch Developer: JamesLeader: Stacie
15:Secretary:MarissaTreasurer:AlannaOrganizer:JamesResearch Developer: StacieLeader:Kaitlin
Business Plan
The business plan that the group is going to use is a healthy fast food restaurant that is geared
towards create your own. Today’s fast food restaurants are effective for a quick, inexpensive meal on the
go, but those meals are not healthy choices. The healthy fast food restaurant is going to make healthier
food options that are less expensive than health food stores, but have more nutritional benefits than the
traditional fast food restaurant. The business is going to serve classic fast food items with a healthy twist.
The restaurant will have a menu with vegetarian and vegan options as well as options that include meat
and other animal products. For example, it will serve burgers, but instead of a typical greasy, fatty burger
it will be a grass- fed beef, bison burger, or other healthy substitutes. Another example of a healthy meal
that the restaurant will serve is a create your own pasta dish. Instead of using typical wheat pasta, the
restaurant will use spiralized veggie pasta. Customers will be able to choose which vegetables they
would like and the toppings for their personalized pasta dish. The restaurant is also going to have options
for kid’s meals, which will have healthier substitutes for foods like chicken nuggets and French fries. The
restaurant is going to emphasize effectiveness over efficiency, because of the want to satisfy the
customer.
02: Mission Statement and Organizational Objectives
Mission statement: “Our mission is to provide healthy alternatives to your favorite fast food items without
sacrificing convenience and affordability for both the busy health-conscious consumer and the casual
diner alike.”
Objectives
1. By September 2016, the business will plan to establish strategic partners in the community in
order to accommodate to our customer’s desires for fresh, local, and organic ingredients when
they are available.
2. By March 2017, six months after opening, the business will resolve outstanding debts. Ten
months after opening, the business will maximize profit in order to prevent spoilage and waste by
buying more of what is selling, and stop buying what is not selling.
3. The company will provide a quick, efficient dining experience in order to build a returning
customer base thus doubling the amount of sales by March 2017. In order to ensure customer
satisfaction, the business will implement customer loyalty cards and utilize social media sites to
establish the company’s brand.
4. The company will maintain employee satisfaction by providing adequate, ongoing training and
rewarding hard work done by the employees. This will be done through competitive wages and
giving recognition to successful employees. Organized monthly meetings will take place starting
the day of opening to obtain feedback of the employees to empower the overall mission of the
company.
References
1. Restaurant Mission Statements. Mission Statements.com Web site.http://www.missionstatements.com/restaurant_mission_statements.html.
Published 2009. Updated 2016. Accessed February 19, 2016.
2. Restaurant Mission Statement. Samples Help.org Web site.http://www.samples-help.org.uk/mission-statements/restaurant-mission-statement.htm.
Published June, 2015. Accessed February 19, 2016.
03: Site Visit
● Who are your customers, clients, patients, or guests?
○ It varies depending of the time of the year. In the Winter and Summer it tends to
be more UD staff and local residents whereas during the school year, it is a lot
more students.
● What product are you providing?
○ We provide salads, soups, wraps, and catering.
● Why was this location chosen? Is it a good location?
○ The location was a good market fit for a college campus and far enough from our
other location. Off times are pretty slow so we tend to have a smaller staff at these
times, but the location is ideal especially in the regular season.
● How do you advertise your product?
○ We have ads that are done through the corporate Saladworks company so it is
pretty easy for us. We advertise through mailing lists with promotions or coupons
and sponsor events as well.
● Who is your biggest competitor?
○ Our biggest competitor right now is probably Panera because they offer the same
types of products as us. Also, Honeygrow will be a competitor when it opens up
across the street.
● How many people do you employ and what kinds of jobs do they do?
○ We usually hire about 6-7 employees or just under 20. The positions we have are:
Supervisors, line workers, and dish washers.
● How do you recruit people to hire? What are the salary ranges for each job function?
○ The way we currently hire is through our recruiting system online through
corporate where anyone can apply using our website. Also, word of mouth and
posting an opening on the window help with recruiting as well.
○ Salary starts at minimum wage and supervisors usually get about $10-12 per hour.
Everyone is paid hourly.
● How do you orient and train your employees? (hands on, meeting, online)
○ We begin hiring before the season picks up so that we can begin training. We start
by training in one position and then another, and eventually cross-training.
● How do you measure employee satisfaction?
○ We get feedback by either them coming to me to talk about it, or submitting
concerns online through corporate. We also give regular raises and time off as a
reward.
● How do you deal with the perishable food product you have regularly?
○ We usually get pretty good at predicting how long something is going to last
based on the season and popularity of it. We get large shipments on Monday
based on our weekly demands and then adjust as we go. To reduce lost product,
we switch out some of our ingredients with the other Saladworks location if we
have a surplus. Products stay in the store for 24-36 hours and then they get
discarded if unused.
● How often do you cater at this location?
○ Not often at this location most likely because of UD catering. We usually cater for
Dr. offices and banks around the Newark area.
● How do you maintain relatively low costs for a healthy, more expensive product?
○ We only show our prices on the salad case
and usually these come from corporate.
Since we are a large company, it is
relatively easy to keep costs reasonable for
the product as a result of buying power and
sourcing.
04: ProductEat This Not That will feature a wide variety and range of products centered around a
“create your own” philosophy.1 The ingredients will be locally sourced, when possible, and each
meal will be assembled by the Eat This Not That staff. Eat This Not That will ensure the quality
of every customer’s meal by thriving on fresh ingredients, healthy options, and fast, friendly
service.
When a customer enters Eat This Not That, they will immediately be presented with a set
of kiosks through which they will order their items. Eat This Not That will feature a Build Your
Own Bowl (BYOB) concept. Customers will have the option, while ordering through the kiosk,
to pick from a list of food items that they would like their meal to consist of. There will be
choices for the base of the bowl, different protein sources, savory toppings, fresh, seasonal
vegetables, side dishes, dressing selections, and various condiments. The items that will be added
to the customer’s dish will be completely dependent on the consumer’s choice.
The bases for the bowls that will be offered at Eat This Not That will include lettuce
bowls, spiralized veggie pasta, stuffed peppers, or stuffed portabella mushrooms. If the spiralized
veggie pasta choice is selected, the customer will decide from a list of which vegetables they
would like in their dish.2 The list of spiralized veggie options includes: zucchini, carrots,
spaghetti squash, sweet potatoes, cucumbers, parsnips, beets, and all root vegetables that are in
season.2 These items will act as the base of the bowl, but if a customer would prefer not to
include one of these items in the order, a plastic bowl?? will be used.
Following the selection of a base for the bowl, the customer will decide on whether or not
to add quinoa, brown rice, or beans to the dish. Thereafter, Eat This Not That will offer a large
amount of different protein sources ranging from grass-fed beef burgers to grilled tofu.
Customers will have the option of choosing between grilled chicken, turkey, grilled steak, grass-
fed beef burgers, turkey burgers, black bean veggie burgers, grilled tofu, seasonal fish, and
falafel as a protein source for BYOB at Eat This Not That. Along with protein, the healthy fast
food restaurant will offer an array of topping selections for it’s customers. Chickpeas, hummus,
avocado, tomatoes, roasted red peppers, almonds, nuts, parmesan cheese, mozzarella cheese,
salsa, Pico de Gallo, chia, hemp, and flaxseeds, edamame, olives, artichoke hearts, capers, and
corn will all be options for consumers to add to the BYOB. Also, more vegetables including
lettuce, kale, spinach, broccoli, Brussel sprouts, cauliflower, string beans, snow peas, shredded
carrots, cabbage, onions, and mushrooms will be a part of the selection. Dressings such as
balsamic vinegar, red wine vinegar, Italian, fat-free ranch, and oil and vinegar will be offered to
top off a BYOB item, and condiments such as ketchup, mustard, and hot sauce will also be
available for customers to select.
While the BYOB option will be Eat This Not That’s main attraction, there will be other
products offered as well. For the consumer uninterested in the bowl, customers will be able to
purchase any of the items listed above separate from the BYOB concept. The protein sources
offered will also be available in the form of a sandwich or a wrap. Customers will have the
choice of a whole grain, whole wheat, or gluten-free bun, or a whole wheat tortilla. Also, there
will be a carb-free lettuce wrap option available. Eat This Not That will also provide customers
with the choice of adding fresh, seasonal fruit or baked sweet potato fries to each meal. All of
these alternatives and additional food options will be offered at the ordering kiosks.
Eat This Not That will also provide a large assortment of different kinds of healthy drink
options for it’s customers. Instead of the traditional soda options that all fast-food restaurants
offer, Eat This Not That will provide natural ingredient sodas, unsweetened iced and herbal iced
tea, Bai branded assorted drinks, bottled water, and coffee. As an alternative to the typical fast-
food milkshake, Eat This Not That will offer fruit smoothies as an option. The fruit used to make
the smoothies will be seasonal and locally sourced when available, and low-fat plain Stonyfield
yogurt along with ice will also be used as ingredients in the smoothies.
To better accommodate to the University of Delaware college student population, Eat
This Not That will create a mobile app that will provide customers with coupons and alert them
of certain deals and promotions regularly. The mobile app will also contain Eat This Not That’s
full menu so that consumers can easily browse through the offered items. Suggestions from
customers regarding service, quality, and friendliness will be encouraged, therefore, the mobile
app will also provide surveys available to the customer upon the purchase of any item from the
restaurant.
The goal of Eat This Not That is to provide healthy and affordable alternatives to the on-
the-go, ever so popular fast-food restaurant options. While accommodating to the health-
conscious consumer, Eat This Not That will also cater to the customers looking for the traditional
fast-food option, only in a healthier way. By having a variety of different products, Eat This Not
That will attract those from the community who are looking for a substantial yet cheap meal
option. There is a tasty meal that will accommodate to anyone’s preference at Eat This Not That!
References
1. Pie Five Pizza Company. PieFivePizza Web site. http://www.piefivepizza.com/menu/. Published 2014. Accessed February 29, 2016.
2. Healthy Recipes. AllRecipes Web site. http://allrecipes.com/recipes/84/healthy-recipes/. Published 2016. Accessed February 27, 2016.
● Spiralized veggie pasta (customer decides on kinds of veggies)● Grass-fed beef bison burgers, black bean veggie burgers, grilled chicken. (choice of
whole grain, whole wheat, or gluten-free bun. Carb-free lettuce wrap option available) ● Baked sweet potato fries● Kids meals● Vegetarian/vegan options??
BYOB: Build your own bowls● Bases: lettuce bowl, spiralized veggie pasta, stuffed peppers/portobellos ● Filler: Quinoa, Brown Rice, Beans/Lentils● Spiralized vegetables: zucchini, carrots, spaghetti squash, sweet potatoes, cucumber,
parsnips [all seasonal root vegetables], beets● Protein: grilled chicken, turkey/turkey burger, grass-fed beef burger, grilled steak, veggie
burger, grilled tofu, seasonal fish, falafel
● Toppings: chickpeas/hummus, avocado, tomatoes, roasted peppers, almonds, nuts, parmesan cheese, salsa, pico de gallo, chia seeds, flaxseeds, hemp seeds, seaweed salad, edamame, olives, artichoke hearts, capers, corn,
● Vegetables: lettuce, kale, spinach, broccoli, brussel sprouts, cauliflower, string beans, snow peas, shredded carrots, cabbage, onions, mushrooms
● Sides: fruit [apple, banana, orange, grapes, etc.] or roll ● Dressing: balsamic vinegar, red wine vinegar, italian, pesto● Condiments: ketchup, mustard, hot sauce
Technology● Kiosk ordering
http://allrecipes.com/recipes/84/healthy-recipes/http://greatist.com/health/52-healthy-meals-12-minutes-or-lesshttp://www.foodnetwork.com/healthy/packages/healthy-every-week/quick-and-simple.htmlhttp://sweetgreen.com/menu/?region=philadelphiahttp://www.piefivepizza.com/menu/
05: Customer and Locationhttp://www.towncharts.com/Delaware/Demographics/Newark-city-DE-Demographics-data.htmlhttp://www.prnewswire.com/news-releases/report-3-health-conscious-consumer-demographics-at-forefront-of-emerging-functional-food-trends-300010641.htmlhttp://www.huffingtonpost.com/elwood-d-watson/younger-consumers-are-tre_b_6632166.htmlhttp://enjoydowntownnewark.com/benefits-opportunites/https://storify.com/Rattenfengher/fast-food-collegehttp://www.city-data.com/city/Newark-Delaware.htmlhttp://www.foxnews.com/leisure/2015/04/15/americans-spend-more-on-dining-out-than-groceries-for-first-time-ever/
Geographic Information: Main Street Galleria, E. Main Street Newark, DE● easy walking distance for college students, centered among other frequented businesses● winter/summer → switch promotional strategies
Demographic Information: college students → millennials, newark community people, families with children, median household income is $53,372
Psychographic Information: concerned with health and appearance, people who want a healthy lifestyle but don’t have a lot of time on their hands, people favoring quality food over quantity (dollar menus), dietary purposes,
05: Customer and Location
As the opening of the organization is approaching, it is important to be aware of
the potential customers who will be invested in Eat This, Not That. Before opening the business,
research on existing market data, government documentation and visual observance must be
completed to help build the organization. By analyzing demographic, psychographic, and
geographic information, the business is able to determine its target market.
Demographics
The demographics of the organization’s target market is mainly millennial. This age
bracket spends a lot of time walking, eating and spending money on Main Street. Since it runs
through the University of Delaware campus, it is likely that a lot of students will be eating at the
restaurant. The ages vary, but mainly teenagers to early, mid-twenty year olds.1 People of the
Newark community will also be eating at the restaurant, as well as families with their children.
Psychographics
The psychographics for the organization’s target market mainly include motives, such
as healthy eating and convenience, which supports the viability of the restaurant that is Eat This,
Not That. 2 Newark city data shows that Newark, DE has a median age of 22 years old.1 This
entails that the college campus delegates a large portion of the town’s population and therefore
affects the psychographics by centering around convenience/efficiency. One study states that
college students are willing to spend greater amounts of money on fast food due to convenience,
with heavy influence in peer approval. At the University of Delaware, this is very prevalent
considering all of the fast food options on Main Street. 3
People who are concerned with health are likely to eat at this restaurant because there
are several healthy food options offered, and not just typical “salads”. The appearance and
presentation of food is very important to majority of people, which is why it is essential that the
food is prepared in front of the customer. This will allow the customer to choose amounts of
specific items for their portion, which definitely attracts people to come and eat at this restaurant.
The organization is targeting people who want to maintain healthy lifestyles, but don’t have a lot
of time on their hands. This includes full-time workers, students and families who don’t have
time to prepare meals during a busy day. Since the restaurant is in the center of convenience for
Newark residents and UD students, as stated below in the geographic portion, it will attract
health-conscious customers who want a quick and nutritious meal. Nowadays, people are starting
to prefer quality over quantity. 4 Instead of ordering off a dollar menu at McDonald’s, people are
deciding to choose healthier options as consciousness is growing in popularity. A lot of times,
healthier options means spending more money. Newark Natural Foods, Whole Foods, and even
organic produce at Acme, are expensive and it is time consuming to shop at these locations. The
quality of the food at the organization will be organic when possible and the options will be just
as healthy as a local health food store but with a price and convenience more akin to a fast food
meal. Staying true to the vision, Eat This, Not That will provide healthy, and local food at a
comparable processed food price, making it easier for the customer to get their prepared meal
rather than overspending at a health food store with significantly less convenience.
Geographics
The organization is located in the Main Street Galleria, which is E. Main Street
Newark, DE. This is an easy walking distance for college students who usually travel by foot
or bike around campus all throughout the day. It is also conveniently located close to the
parking lot that students who drive can use or families that live in the community can use.
Since the organization is quick and convenient, it is perfect for students to grab a healthy
meal in between classes or during a study break. The location is centered among other
businesses, including Lieberman’s Bookstore, Grotto’s and Brew Haha. Since Grotto’s has
generally unhealthy food options and Brew Haha is a small coffee café with a limited menu,
the location for Eat This, Not That is ideal. The fall and spring are going to be busier times
for the business, because this is when the university is in session and the enrolled 18, 141
students are on campus.5 In the winter and summer the business will have to adjust to the
decrease of students on campus. There are still about half of the students for the winter
and summer sessions, but during these times the business will have to shift its focus onto
the Newark community of families. During the winter and summer seasons Eat This, Not
That will switch its promotional strategies to ones that attract the families that live in
Newark.
All in all, Eat This, Not That will have a target market consisting mainly of the
University of Delaware student population, as well as faculty and staff of the school.
Families, especially with children, and those a part of the Newark community will also be
frequent customers. Because Eat This, Not That is a healthy fast-food restaurant providing
fresh, local, organic ingredients when available, a huge customer population of the business
will come from the health-conscious consumer which is also provided as a majority of the
student population. Also, the efficiency of the organization will create more of an appeal,
especially for busy college students. With the location of Eat This, Not That in a very central
and bustling part of Main Street, there is much more of a chance that consumers will stop in
and see what the business has to offer. Eat This, Not That will ensure quality and efficiency
of each product for each one of its customers, and will achieve excellence in all areas of
service.
References
1. Newark, DE. City Data Web site. http://www.city-data.com/city/Newark-Delaware.html
Published 2013. Accessed March 26, 2015.
2. How to Use Psychographics in Your Marketing: A Beginner’s Guide. Blogspot Web site.
http://blog.hubspot.com/insiders/marketing-psychographics Published December 26,
2013. Accessed March 6, 2016.
3. Fast Food College: Where Burgers and Professors Meet. Storify Web site.
https://storify.com/Rattenfengher/fast-food-college Published 2015. Accessed March 6,
2016.
4. Customers reveal why the stopped going to McDonald’s, Chipotle and Starbucks. Buisness
Insider Web Site. http://www.businessinsider.com/why-people-stop-going-to-chain-restaurants-
2015-3 Published March 26, 2015. Accessed March 6, 2016.
5. http://colleges.usnews.rankingsandreviews.com/best-colleges/university-of-delaware-1431
Published 2016. Accessed March 16, 2016.
06: Competition
Saladworks
Strengths: well- known chain, creates customer loyalty and quality standards, walk into any and
will get the same thing, big companies have more money for advertising, can survive a loss
better than a smaller business, customer watches them make it ( we will do this as well) ,
catering, because is a chain more are available, easier to spread the brand, deliver
Weakness: is too expensive for what you get, do not advertise the price ( so college students are
lost as a customer), have a limited menu to hit a niche market, big chains the employees are not
the most satisfied, variety, ambiguous prices/ confusing for the customer
Selling prices:?? ambiguous prices depends on what is order around $11 for a meal
Promotion methods: through corporate, social media, website, re doing the menu, sponsoring
events
Panera
Strength: well- known chain, creates customer loyalty and quality standards, walk into any and
will get the same thing, big companies have more money for advertising, can survive a loss
better than a smaller business, wide variety, customer empowerment (you pick two) (our’s would
be more empowerment), has that cafe feeling (also a weakness- is too comfortable, people abuse
the wifi), panera card, catering, because is a chain more are available, easier to spread the brand
Weakness: expense for how much food you get, have a limited menu to hit a niche market big
chains the employees are not the most satisfied high turnover of employees, weird about
substitutions and flexibility in meals, time it takes to prepare the food, do not deliver
Selling Price: $8-15
Promotion: commercials, social media, website, mass email, donating food to food banks, We
support events held by non-profit organizations serving those in need by donating a certificate or
fresh bakery products, fundraisers,
Expectations on how to compete: more custom, prices being a little lower, can change market
strategy because are a small business, less strict protocol, can do daily special, more flexibility,
pivoting (try something), later hours for a promotion, try a breakfast, place that is welcoming but not
too like home that you don’t want to leave, simple, clean, fresh, social media and reward card, in
store tie in with local gym and crossfit, fundraisers,
Group #1
Section Title: 06 – Competition
As the business is preparing for it’s opening, Eat This, Not That, has taken notice of the
various competitors on Main Street. There are countless restaurants located on Main Street that
will pose as a threat to the business. The two main competitors for Eat This, Not That, will be
Saladworks and Panera. These are two of the healthier options on Main Street, so the business
will be competing for the their customers.
Saladworks is located in the heart of Main Street, and a short distance from campus of the
University of Delaware. This business has many strengths, but it also has some weaknesses.
One strength of this business is that it is part of a franchise. This allows them to receive
guidance from corporate. Another plus from being part of a franchise is that there is a level of
comfort for the customer. When the customer walks into a Saladworks anywhere, they should
experience the same quality as any other Saladworks. This makes customer loyalty to the entire
corporation, because people want consistency and not surprises. Another positive of belonging
to a big corporation is the resources to possibly survive a loss of customers and profit better than
a small business, like Eat This, Not That. Another strength of Saladworks is that the customer is
able to watch his or her meal being made. This gives the customer control over what is being
done, and then they know all that is going into their meal. Saladworks also offers catering and
delivery, which also operates as a strength. The Saladworks website is another strength, because
it allows the customer to order online, allows the customer to give feedback, and look at a menu
for special allergies1. This allows them to attract more customers. With all of Saladworks
strengths it also has some weaknesses. One weakness is the price. It is expensive in proportion
to the amount of food that is received. The pricing is also ambiguous, which can turn away some
customers who want to know exactly what they are paying for. The sandwiches, soups, and
menu salads have a set price, but the build- your- own – salad does not. The prices for each part
of the salad are not listed online or in the store so it is hard to tell the price of a customized
salad3. Another weakness of Saladworks is its limited menu. A customer can chose from a
salad, soup, or sandwich. The franchise targets a niche market that way, and does not appeal to
the fast -food market. Another weakness is since the business is located close to a college
campus; many of its employees are college students. This works out for the fall and spring, but
when the university is not in session, the business loses some of its workers, according to the
manager. This can lead to more time and money being spent to hire and train new employees for
the off seasons2. The typical price for a meal at Saladworks ranges from around $8 to $11. This
is a rough estimate because of the ambiguous prices for the build- your- own- salad. In order to
gain customer loyalty, the franchise uses different promotion methods. Saladworks has a
rewards card called the Fresh Fan Club. This allows a frequent customers to earn points upon
each visit, and with a certain number he/ she is able to receive a free meal3. The business also
uses Facebook, twitter, and pinterest to attract people on social media and tell them new
information3. The Saladworks website also allows for customer feedback, ordering, catering
information, and much more. Another promotion method used is through corporate they are
given advertisements and other tools to help promote the franchise.
The other restaurant that is seen as competition is Panera. Like Saladworks, Panera
comes from a big corporation. It is not a franchise like Saladworks, because you are not able to
open just one; the company prefers the manager to open around fifteen stores4. Since Panera is
part of a big business and is well known, customers have developed a trust for the business.
They expect and receive the same quality and environment as any other Panera. Another
strength is its ability to survive a loss because it comes from a bigger business. Another strength
of Panera is its menu. They have a wide of variety of options from bakery items to bagels to
smoothies to soups to salads to sandwiches to more. This attracts a larger market of people.
Panera also gives the customer empowerment with the “you pick two menu”. This allows the
customer to choose a soup, sandwich, and/or salad4. Panera also offers online ordering and
catering. Another strength of Panera is its café atmosphere. It is a relaxing and welcoming place
that a customer wants to stay to eat his/her meal and meet up with friends. However, this can
also work as a weakness because some customers will abuse it and stay at the restaurant for long
periods of time. The time it takes to receive the food is also a weakness. It takes a decent
amount of time to get a meal, so this is not for the grab and go market. Another weakness of
Panera is the price of the food in proportion to the amount of food. The typical price for a meal
ranges from $8- $12, but it depends on what is ordered. Panera is able to spread its brand
through different promotion methods. One method that is employed is commercials. The big
corporation is able to make commercials that show the freshness of Panera. The franchises also
receive other forms of advertising from corporate. Panera utilizes social media like Facebook,
pinterest, instagram, twitter, and youtube to attract new customers and stay connected to its
current customers4. Panera also has a rewards program called my Panera, where members get
free food items with a certain number of purchases. Another promotion effort of Panera is to
give away its day old bread to charities and hunger nonprofits4. The business also allows
fundraisers to be held in its franchises. Another promotion method is selling its products in
grocery stores like its mac and cheese, salad dressing and more4. This gives the customer more
opportunities to buy Panera products than in just a Panera store.
Eat This, Not That is going to be prepared to compete with these two Main Street
favorites. The business is going more customizable. Both Saladworks and Panera allow the
custom some say in the meal, but Eat This, Not That is going to be centered on the ability of the
customer to make his/her own meal. Eat This, Not That is also going to sell at a fairer price in
proportion to the amount of food received. Since the business is going to be a smaller it will
have the ability to be more flexible in its products, substitutes, and marketing strategies. The
business can try out new promotions without having to pass it through corporate. One promotion
that will be attempted is having a breakfast deal, in order to compete with Panera’s breakfast
options. Another promotion will be a late night special on the weekends. The atmosphere of Eat
This, Not that is going to be welcoming but simple. The business does not want it to become a
place where customers stay longer than necessary like at Panera. Eat This, Not That is also
going to use social media including, Facebook, twitter, instagram, pinterest, and youtube to
attract customers. It is also going to utilize a rewards program to show appreciation for returning
customers. The business is also going to try to work with a local gym to appeal to more people.
References
1. What is a franchise business? Business Law Free Advice Web site. http://business-
law.freeadvice.com/business-law/franchise_law/franchise_business.htm Accessed March 12,
2016.
2. Retaining Franchise Employees. Franchising.com Web site.
http://www.franchising.com/howtofranchiseguide/retaining_franchise_employees.html Accessed
March 12, 2016.
3. Saladworks. Saladworks Website. http://www.saladworks.com Accessed March 11,
2016.
4. Panera Bread. Panera Bread Web site. https://www.panerabread.com/en-us/home.html
Accessed March 11, 2016.
07: Place
Directly in the Galleria on the beginning of Main Street in Newark, DE.
● Amenities: Wifi, bathrooms, produce display wall, bottled drinks, ATM machine, UD
community bulletin board, validated parking
● Seating: Bar seating, small tables (8-10 four person) fixed to floor
● Atmosphere: Welcoming, doors open on nice days, bright colors, not too much seating,
modern, wheelchair accessible (automatic door)
● Equipment: spiralizer, 3 bay industrial sink, kitchen utensils, pans, bowls, mop
closet/brooms, speakers, chalkboard signs, grill, commercial refrigerator, ice machine,
lockers, veggie bins,
● Commercial spiralizer: $316.80
http://www.webstaurantstore.com/nemco-55200an-1-16-1-2-adjustable-easy-slicer-fruit-
vegetable-cutter/591N55200AN.html?
utm_source=Google&utm_medium=cpc&utm_campaign=GoogleShopping&gclid=CLuRt6G40s
sCFdgRgQodP6YETw (spiralizer source)
Location: Eat This, Not That
Eat This, Not That restaurant was created to be a fresh, healthy alternative to traditional fast food restaurants.
The restaurant will feature a new take on typical fast foods that are convenient, affordable, and most importantly,
nutritious, for the health conscious consumer and the busy customer alike. To fit the vision of the restaurant and its
mission statement, Eat This Not That was chosen to become a reality in Newark Delaware, with a location, decor, and
selection of features and amenities that will cater to the consumer market in that area.
While visiting commercial areas in Newark, it was easily determined that being located in close proximity to the
college campus would offer the highest likelihood of success, given the high rate of restaurant dining amongst college
students. According to a campus survey performed by www.boundless.org, college students eat from a restaurant an
average of six to eight times per week.1 To be the most accessible to the college as well as the local residents of the Newark
area, choosing a location on Main Street was determined to be the ideal location, evidenced by the wide array of stores,
bars, and restaurants, as well as it being in the center of campus. While there is several blocks of commercial locations on
Main Street, the first block of stores would locate Eat This Not That in a prime area that receives a lot of foot traffic from
the students as well as high visibility to catch the eye of cars passing through. The Main Street Galleria would ultimately
provide an ideal location for a new restaurant due to its open floor plans, available parking, and currently frequented by
many students and locals that either park there for class and grab a coffee or slice of pizza from the already existing
businesses. There has already been a healthy restaurant in the Galleria for many years which indicates that a restaurant
that features more nutritious options than the other restaurants on Main Street, and since that restaurant only offers
soups, salads, and wraps, the competition would be minimized because Eat This Not That will offer a wider array of food
choices for consumers that want more than a salad or light fare, but are concerned about what they put in their bodies.
From the outside, Eat This Not That will feature large glass windows, which allows for a clear view of the
restaurant to attract new customers, while providing ample amounts of daylight and views of the campus to be enjoyed
while dining inside. When entering the restaurant through the wheelchair accessible entrance, customers will have a
direct view of the restaurant, due to it’s spacious, open floor plan, and the ordering kiosks and pick up counter centered
in the back of the room. In addition to the natural light from the open glass store front, the restaurant will feature bright,
vibrant colors that mimic the array of colors of various vegetables, such as vibrant reds of tomatoes, greens of leafy
vegetables featured in the salads, and white backgrounds on the walls to amplify the lighting and clearly displaying the
cleanliness of the restaurant. Rather than a busy floorplan that is cluttered by partitions and an over-abundance of tables,
Eat This Not That will have the majority of it’s seating at bar counter table that extends the length of the front of the
restaurant with bar stools (Appendix Item 8) lined up along it so diners can enjoy the views while they savor their meals.
An additional eight to ten tables (Appendix Item 9) will be primarily located to the right of the entrance to allow an open
direct flow from the doorway to the ordering kiosk and pick up counter. To provide ambiance to the restaurant, colorful
art will be hung on the walls that feature images of the type of food being offered, such as ripe vegetables and fruits, as
well as a large glass case that stores the produce to give the decor dimension while informing the customers of the
freshness of the ingredients via blackboards displaying the delivery date of the produce and the farm it was sourced from.
Behind the pick up counter will be the kitchen where all the various menu items will be prepared, then placed on a service
window for the counter employees to receive and present to the awaiting customer. The unique feature of the restaurant
will be the automated ordering kiosks, featuring touch screen computers for the customers to place their order and
customize it to their desire by selecting available side dishes or toppings for their entrees. A final key feature of the
restaurant to help secure a healthy relationship with the college community would be a large University of Delaware
bulletin board where campus groups and organizations can advertise their upcoming events for all to see.
In addition to the university bulletin board, Eat This Not That will offer several other amenities that will
enhance the customers’ dining experience. Free wifi service will be offered in the restaurant so that customers can feel as
if they are saving money when they are dining by not using their data while they check their emails, text messages, or
work on school projects. Other conveniences offered would be both fountain and bottled beverages for ease of portability
to diners returning to work or going to class and want to take an additional beverage for later. For the consumers that
aren't on foot, the Main Street Galleria offers a metered parking lot to allow customers an easier way to park than
hunting for on street parking on a popular busy street. To entice customers to choose Eat This Not That instead of a
competitor, validated parking will be offered to reduce the parking fee, and therefore keeping more money in the hands
of the consumer to spend in the restaurant, as well as providing them with the feeling that the restaurant provides top
level customer service. Finally, to help build a business relationship with the college and local residents alike, Eat This Not
That will be part of the Off Campus Dining program, which allows students to use their meal plans to purchase meals,
and an ATM machine (Appendix item 10) for those customers that either don't have a meal plan, or prefer to pay with
cash.
To initially open for business, Eat This Not That will need several traditional restaurant items and a few unique
items that will help set it apart from a typical fast food or salad restaurant. In addition to the bar stools and tables with
chairs mentioned previously, the restaurant will require 3 touch screen computers housed in a stable, theft proof housing
(Appendix Item 7), where customers can order their meals. For beverages, a fountain drink dispenser with built in ice
maker (Appendix Item 6), and a refrigerated cooler to house the bottled beverages will be placed at the end of the pick up
counter. Inside the kitchen will feature a 3 section industrial sink (Appendix Item 3), range (Appendix Item 2), industrial
refrigerator (Appendix Item 1), and a counter top (Appendix Item 4) to secure 2 commercial grade spiralizers (Appendix
Item 5) for creating the vegetable spiral “noodles” for the meal bowls offered on the menu. In the main dining area,
speakers for ambient music will be placed, along with separate gender bathrooms, and a manager office where the
cleaning supplies, slop sink/drain, and employee lockers will be located. Depending on price analysis, industrial
equipment will either be rented or purchased. Initial cost research determined that the commercial grade spiralizers are
$316.80 each (Appendix item 1). 2
From the moment the customer enters through the door and easily flows directly to the ordering kiosk, until
they receive their meal and chooses to dine in or take out, Eat This Not That will offer a clean, welcoming, vibrant dining
experience, that will encourage repeat business, that will grow as customers tell their friends and family about the fast,
delicious meal they had that didn’t ruin their wallet or their waistline. References
1. Students rely more on convenience, price when considering food options. The Flor-Ala. Web site.
http://www.florala.net/news/students-rely-more-on-convenience-price-when-considering-food-options/
article_1574daf4-3a21-11e0-8bc5-00127992bc8b.html. Published February 17, 2011. Accessed March 22, 2016.
2. Webstaurant Store. Web site. http://www.webstaurantstore.com/nemco-55200an-1-16-1-2-adjustable-easy-slicer-fruit-
vegetable-cutter/591N55200AN.html?
utm_source=Google&utm_medium=cpc&utm_campaign=GoogleShopping&gclid=CLuRt6G40ssCFdgRgQodP6YET
w. Accessed March 22, 2016
Appendix
1. Commercial Refrigerator. http://www.webstaurantstore.com/avantco-cfd-2rr-54-two-section-solid-door-reach-in-
refrigerator-46-5-cu-ft/178CFD2RR.html?
utm_source=Google&utm_medium=cpc&utm_campaign=GoogleShopping&gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfHb122Gl-tLHo5zc2t-qQWfMWpiaya5PsXu5yGKY6SYaAi0G8P8HAQ
2. Commercial Range. http://www.jesrestaurantequipment.com/IR-10-Imperial--Restaurant-Range-w10-Burners-2-
Ovens-60-in_p_10195.html?gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfFcuzCSnh3yFni4vf3bhfXheawUQFEOgykarXaUgWJcaAtIG8P8HAQ
3. Commercial Three Section Sink. http://www.eliterestaurantequipment.com/universal-lj1216-3-41-three-compartment-
sink-nsf-certified.html?SID=v33p51rkcibs6ouiqooctmhu27&gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfEqPMkeLVlO3VYfZLM4ctQUBM1QhD-d8qWo9Ae-TtSwaAuWs8P8HAQ
4. Commercial Countertop. http://www.webstaurantstore.com/regency-24-x-72-18-gauge-304-stainless-steel-commercial-
work-table-with-galvanized-legs-and-undershelf/600T2472G.html?
utm_source=Google&utm_medium=cpc&utm_campaign=GoogleShopping&gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfJrUCm7BbbghKNrnG3ndF0IlSK3hkUHBfKQypdNgicAaAjOa8P8HAQ
5. Commercial Vegetable/Fruit Spiral Slicer. http://www.webstaurantstore.com/nemco-55200an-1-16-1-2-adjustable-easy-
slicer-fruit-vegetable-cutter/591N55200AN.html?
utm_source=Google&utm_medium=cpc&utm_campaign=GoogleShopping&gclid=CLuRt6G40ssCFdgRgQodP6YETw
6. Fountain Drink with Ice Machine. http://restauranttory.com/hoshizaki-commercial-ice-machine-crescent-cuber-
stainless-steel-module-watercooled-kmd450mwh.asp?gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfCzFNbtwOLmQ0rkmq9b8wUkhuAdAN9fNhEFTjMVq3yAaArg68P8HAQ
7. Ordering Kiosk. http://www.bhphotovideo.com/bnh/controller/home?
O=&sku=1110567&gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfCPdu7dgxnboT46OUzyG28DfTnJc9J49uUHOO49w9a8aAk0n8P8HAQ&is=REG&ap=y&c3api
=1876%2C52934715962%2C&A=details&Q=
8. Barstools and chairs. https://jet.com/product/detail/a2cd62f26d0d42d79a51210cb51bc705?
gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfOOOWJkz_rQkhMQ12Y23knbM9oxN_5NNe0CxfbrwWZkaAixr8P8HAQ
9. Dining Table. https://www.katom.com/228-BCT304225.html?zmam=29342707&zmas=1&zmac=32&zmap=228-
BCT304225&utm_source=google&utm_medium=adwords&utm_campaign=CSE&gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfBPthvwK1QvbpjrhwRwIOjjzKVnxayq3FW_eEGhUL90aAqDp8P8HAQ
10. ATM Machine. http://www.atmcompanyusa.com/atm-equipment
08: Organizational Chart, Job Description, and Job Specification
Organizational Chart:
Store Hours of Operation:
Monday-Wednesday: 11 AM- 10 PM
Thursday-Saturday: 11 AM- 2AM
Sunday: 12PM-6PM
Shifts:
Manager:
Monday-Wednesday: 10:00 AM- 4:30 PM Day Shift and 4:00 PM-10:30 PM Night Shift
Thursday-Saturday: 10:00 AM-6 PM Day Shift and 5:30 PM- 2:30 AM Night Shift
Sunday: 11AM- 6:30 PM
Team Restaurant Member
Monday-Wednesday: 10:30 AM- 4:00 PM Day Shift and 4:00 PM - 10:30 PM Night Shift
Thursday-Saturday: 10:30 AM- 6:00 PM Day Shift and 6:00 PM - 2:30 AM Night Shift
Sunday: 11:30 AM- 6:30 PM Full Day Shift
Grill Cook
Monday-Wednesday: 10:30 AM- 4:00 PM Day Shift and 4:00 PM - 10:30 PM Night Shift
Thursday-Saturday: 10:30 AM- 6:00PM Day Shift and 6:00 - 2:30 AM Night Shift
Sunday: 11:30 AM- 6:30 PM Full Day Shift
Janitorial Worker
Monday-Wednesday: 11AM-5:30PM Day Shift and 5:00PM -10:30 PM Night Shift
Thursday-Saturday: 11 AM-7:00PM Day Shift and 6:30PM-2:30 AM Night Shift
Sunday: 12 PM- 6:30 PM Full Day Shift
Job Description
Title: Restaurant Team Member
Reports to: Shift Manager
Job Summary: The Restaurant Team Member will provide a friendly and welcoming attitude
while serving customers, uphold the mission statement of the company, work well with others to
contribute to a healthy working environment, and use food service skills to ensure quality
product is being delivered to each receiver.
Duties and Responsibilities:
● Interact professionally and cater to customer’s needs and requests on food assembly line
● Prep food stations at beginning of shift, and maintain throughout, filling up with fresh,
quality food product when necessary
● Maintain maximum cleanliness by wearing and changing gloves regularly, washing
hands, wiping down counters, etc.
● Work within the specific section of the food preparation line assigned at each shift.
● Attend mandatory monthly work-related meetings
● Report to the Shift Manager assigned each shift
Key Relationships:
Restaurant Team Member will report directly to the Shift Manager during the time scheduled.
Cooperation and collaboration between all employees is a mandatory factor, as well as clear
communication between Team Member and Customer.
Hours of Work:
Minimum of 2-3 day or night shifts scheduled per week at 5-8 hours per shift.
Job Specification
Title: Restaurant Team Member
Reports to: Shift Manager
Summary: Team Member must meet all of the following qualifications listed below. Preferred
attributes of employee include: prior restaurant/food service experience, or related customer
service experience. Initially part-time. Full-time may be offered with further experience.
● Must be of legal working age
● Literate at a high school level
● No education minimum as long as in legal working age group
● Ability to communicate verbally with customers
● Friendly
● Ability to work under high pressure during busy times
● Attention to detail when preparing food
● Basic knowledge of cooking and equipment
● Completion of OSHA Training upon employment
● Able to lift 10-15 lbs.
● Legally able to work with potentially dangerous machinery and cutlery
Potential Job Hazards:
● Slip and Fall
● Cuts/Burns
● Heavy Lifting
● Electrical Hazards
● Potentially Dangerous Machinery
Equipment:
● Commercial Spiralizer
● Professional Cutlery
● Commercial Refrigerator
● Interactive Tablet Ordering Kiosks
References
1. “Difference Between Job Description and Job Specification” Published 29 May 2015.
http://keydifferences.com/difference-between-job-description-and-job-specification.html Web.
Accessed 23 March 2016.
2. "Food Preparation Worker" Job Description - Part 1." http://job-
descriptions.careerplanner.com/food-preparation-workers.cfm Web. Accessed 23 March 2016.
3. “Food Service Manager Job Description” America’s Job Exchange website.
http://www.americasjobexchange.com/food-service-manager-job-description Web. Published
2016. Accessed 24 March 2016.
4. “Job Description and Job Specification” http://www.managementstudyguide.com/job-
description-specification.htm Management Study Guide.Web. Accessed 4 April 2016.
09: Orientation Procedure, Training Plan, and Lesson Plan
Orientation Procedure
● New hire shows up one hour after the first shift starts: 11:30 am
● Report to shift manager upon arrival
● Receive an employee manual from manger and go through it as far as what is expected
○ Opportunity for them to ask questions
○ Manual: uniform, how to request days off, safety, customer service
● Get a tour of the entire facility from the manger and meet people on staff
○ Customer flow
○ Kiosks
○ Kitchen
○ Sample food
○ Clocking in and out
○ Shift manager takes new hire through line as if they were the customer
● Assign new hire to a restaurant team member to have them shadow
○ Opportunity for more questions if and when needed
During the 12 pm lunch rush, have new hire take an online course on safety
Mission statement and objectives
http://smallbusiness.chron.com/example-orientation-program-new-employees-10762.html
http://smallbizclub.com/run-and-grow/human-resources/employee-orientation-and-training-for-
small-businesses/
https://www.osha.gov/dte/oti/index.html
Training: 6 months
Month 1: customer service → customer interactions
Month 2: cleanliness and sanitation → change gloves, wash hands, wear hair net
Month 3: emergency preparedness → fire safety, cpr, etc
Month 4: sales marketing
Month 5: nutrition on what our foods offer and why it’s healthy, locality of foods
Month 6: ethics
Lesson Plan:
● Behavioral Objective: Identify the health benefits and locality of each food group that
offered at Eat This, Not That when given a written evaluation upon completion of
training.
● PowerPoint and sampling for food groups
● Invite our local suppliers
● Question and answer
● Written evaluation will be given to employees
● Outline:
○ Attend regular monthly meetings
○ Prepare for training by:
■ Setting up powerpoint
■ Set up samples → have employees come to the front of the room and
get plate of food samples
■ Once everyone is seated, begin powerpoint presentation
■ Powerpoint includes: different kinds of foods offered, nutrition facts, and
suppliers of the products (locality)
■ Speaker?? Would talk about farm
● Where located, practices used
■ Question/answer
■ Written Evaluation
■ Go over evaluation with employees and answer any additional questions
Orientation Procedure
10:30 am – 2 pm
10:30 am : Arrival and Introductions
New employee will arrive at Eat This, Not That and will report to the shift manager who will
introduce them self and the rest of the restaurant team members on staff that day.
10:40 am : Tour of Facility
The shift manager will take the new hire on a tour of the entire restaurant. The shift manager will
show the new employee the dining and serving areas, the kitchen, where the bathrooms are,
where to clock in and out for work, and the location of the shift manager’s office.
11:15 am : Customer Flow and Food Sampling
The usual customer flow of the restaurant will be explained by the shift manager while he or she
will take the new hire through the line as if they were the customer. This will familiarize the new
employee with the ordering kiosk system, as well as demonstrate to them how a customer at Eat
This, Not That should be treated and served. The new hire will also be given the opportunity to
sample the restaurant’s food.
11:45 am : Shadowing and Observation
The shift manager will assign the new hire to a restaurant team member for them to shadow
during the 12 pm lunch rush.
1:00 pm : Required Paperwork, Policies, and Procedures
The shift manager will take the new employee into their office where they will distribute an
employee manual that will contain company policies and procedures to be reviewed by manager
in the presence of the new employee. Additional paperwork will be completed, and any further
questions that the employee may have will be answered and discussed.
Training Plan
At each monthly meeting, which will occur on the first Friday of every month, a new topic of
training will be introduced to the employees. Each training session will take about 40 minutes of
each hourly meeting. The training agenda for the first six months is as follows:
Month 1: Customer Service
Training on how to provide excellent customer service will be provided.
Month 2: Food Safety and Sanitation
Training on proper food safety and common procedures such as hand-washing, changing gloves
frequently, and wearing a hair net will be enforced.
Month 3: Emergency Preparedness
Employees will be provided with a training session enhancing their knowledge on proper fire
safety, CPR, and how to handle dangerous kitchen equipment.
Month 4: Nutrition and Sourcing of Products
The employees will be trained on the nutrition benefits of the products that Eat This, Not That
will provide from local sources.
Month 5: Sales Marketing: Provide employees with information regarding Eat This, Not That
and their social media customer base. Training on the ins and outs of the mobile app will be
provided, as well as ways in which the employees can promote Eat This, Not That on a regular
basis.
Month 6: Discipline and Ethics: How to handle incidents involving proper discipline and
appropriate interaction with fellow employees will be discussed.
Lesson Plan: Nutrition and Sourcing of Products
Objective: Identify the health benefits and locality of each specified food that is offered at Eat
This, Not That when given an evaluation upon completion of training.
Instructional Method: A PowerPoint presentation will be given consisting of the nutrition facts,
benefits, and suppliers of certain selected foods provided at Eat This, Not That. While the
information is being presented, employees will have the opportunity to sample the products that
are being discussed. At the conclusion of the presentation, one of the company’s local suppliers,
if available, will depict where they are located and the practices that are used to supply the
products. Lastly, a written evaluation will be completed by each employee.
Outline of Training
1. Before arrival of the employees, presenters will set up the projector and screen for the
PowerPoint presentation, as well as provide a table at the front of the room containing samples of
products.
2. The employees will arrive and immediately form a line at the front table where they will
get a plate of food samples.
3. Once every employee is seated and settled, the PowerPoint presentation will be given.
4. If available, the guest speaker will present on their location and practices.
5. Question/Answer session for employees to clarify information.
6. A written evaluation will be given to the employees.
7. After completion, the evaluation will be reviewed during that same training session, and
any additional questions from employees will be answered.
8. The training will have been effective based on each employee’s success on the written
evaluation.
References
1. Employee Orientation and Training for Small Businesses. SmallBizClub Web site.
http://smallbizclub.com/run-and-grow/human-resources/employee-orientation-and-training-for-
small-businesses/. Published 2015. Accessed April 8, 2016.
2. Example of an Orientation Program for New Employees. Chron Web site.
http://smallbusiness.chron.com/example-orientation-program-new-employees-10762.html.
Published 2016. Accessed April 8, 2016.
3. OSHA Training Institute. United States Department of Labor Web site.
https://www.osha.gov/dte/oti/index.html. Accessed April 10, 2016.
10: Policies and Procedures
1. Operations1.1: Food Preparation
1.2: Safety and Sanitation
1.3: Emergency Procedures
2. Human Resources 2.1: Time Clock Operations
2.2: Vacation/Paid Time Off
2.3: Complaints/Grievances
3. Finance 3.1: Payroll
3.2: Insurance
3.3: Workers Compensation
4. Administration 4.1: Records/Documentation
4.2: Performance Appraisals
4.3: Confidentiality
5. Marketing 5.1: Advertising
5.2: Social Media
5.3: Business Identity
6. Research 6.1: Competition
6.2: Market Research
6.3: Innovation/New Ventures
Operations
1.1 Food Preparation
Policy
To ensure consistent and quality food for the customers, the highest levels of cleanliness
are to be maintained. All food preparation procedures are to be performed in the company
kitchen using the predetermined recipes and methods listed below.
Procedure
● Wash all fruits and vegetables.
● Freshly prepare (chop/slice) foods using clean, sanitized equipment, and place in
proper containers ensuring no cross contamination.
● Separate cutting boards and knives are used according to which food is being
prepared.
● Follow predetermined recipes to maintain consistency of taste and appearance.
● Refrigerate all leftover prepared food for later use.
● Ensure the leftover food is placed in a clean, covered container.
● Use designated spoons for each serving container to avoid cross contamination in
serving area.
● Adhere to predetermined portion control to maintain consistency, and avoid
profit/inventory loss.
● Upon the designated time of closing, ensure all extra food is put away.
Operations
1.2 Safety and Sanitation
Policy
In order to maintain the highest standards of cleanliness and meet all governmental
sanitation requirements, employees must adhere to established guidelines to ensure
consistency in safety and quality control.
Procedure
● Upon arrival all employees must wash hands before handling the food and
equipment.
● During the preparation and distribution of food, all employees are required to wear
hair nets and gloves that are regularly changed.
● Make sure that the cooking utensils are sanitized and all surfaces are adequately
sanitized.
● Regularly check that the proper containers are being used to store/ hold prepared
foods to eliminate cross contamination as a concern when serving.
● All stock of perishable goods must be checked and rotated daily to inspect for
mold or spoilage.
● Check and maintain proper temperatures of all foods while prepared and before
being sold to customers.
● Keep chemicals and cleaning products away from the food areas at all times.
● Trash is to be kept in the can and taken to the dumpster through the back door and
not through the dining area, and never carried in just the bag.
● Labeling utensils accordingly for allergy purposes.
Human Resources
2.2 Vacation/Paid time off
Policy
Full time managers will receive an equivalent of two weeks worth of sick and/or vacation
days with full compensation. Part time hourly workers will be able to request days off
with at least two weeks notice without compensation.
Procedure
● Vacation hours do not begin to accrue until the initial 90 day probationary period
is completed.
● Fill out official form from manager to request time off.
● Hand in completed form 2 weeks prior to a manager for review.
● Management reserves the right to deny time off requests.
● In case of an emergency time off request with less than the standard 2 weeks
notice, documentation of emergency is required.
● Make sure time off is approved by manager before taking leave of absence.
Administration
4.2 Performance Appraisals
Policy
Bi-annual performance appraisals are to be completed for each employee to provide
feedback for future growth of individual with the company. The appraisal interview will
include a one-on-one meeting of the manager and employee being assessed. These
appraisals are used to determine the basis for salary/wages, along with promotion or
demotion.
Procedure
● Manager will notify employee two weeks before appraisal interview is set to take
place.
● Performance appraisals will be conducted outside of scheduled shift hours, but
employee will be paid for the time spent in appraisal.
● Upon scheduled interview, manager must possess a completed assessment form to
review with set employee and place in employee’s file.
● Once the assessment is reviewed, manager and employee will assess past goals
and set new goals for future performance.
● In case of discrepancy, employee is encouraged to file a grievance form within
thirty days of assessment.
Marketing
5.2 Social Media
Policy
Facebook, Instagram, and Twitter social media applications will be utilized to increase
sales by capitalizing on the availability of free advertizing and marketing via the internet
and mobile based applications
Procedure
● Propose social media post/new content to owner upon completion.
● Review proposed post with owner, and assess/make changes as agreed upon.
● Include the correct dates, times, logos according to promotional events.
● Regularly perform user experience assessments to ensure top customer
satisfaction.
● Each day, a “Customer of the Day” will be chosen to be featured on the app based
on the best picture posted with designated “hashtag,” chosen by the shift manager.
● Prizes may be awarded to customer of the day determined by each month’s
promotional item. (ex: free drink, free extra topping)
● The company’s app will include each month’s seasonal toppings/featured items as
appointed by owners and must be updated and maintained on a daily basis by
manager on duty.
● Once a month, a post must be published featuring the local partners that provide
the ingredients served daily.
● Customers will be given a link to a satisfaction survey upon ordering, to be
completed on the social media app regularly with prize incentives.
Research
6.1 Competition
Policy
Research on competition is to be done by a manager monthly. Confidentiality is to be
valued and all research is to be kept within the business. Failure to respect this will result
in necessary disciplinary actions.
Procedure
● Once a month, a designated manager is required to visit and assess the physical
location of a strong competitor’s promotional strategies
● Determine the customer flow/preferences
● Determine successes and downfalls of each procedure
● Manager must complete a report to present to the owner to assess and compare
strengths and weaknesses between other local businesses.
● Owner evaluates report with manager.
● Discuss ways to make any necessary changes to the business.
References
1. Food Preparation and Handling. Nutrition411 Web Site.
http://www.nutrition411.com/content/food-preparation-and-handling Published January 1, 2009.
Accessed April 15, 2016.
2. How to Develop a Restaurant Employee Handbook. Food Service Warehouse Web Site.
http://www.foodservicewarehouse.com/blog/develop-restaurant-employee-handbook/ Published
August 3, 2015. Accessed April 15, 2016.
3. Food Handling & Preparation. Lyell McEwin Regional Volunteer Association. Web Site.
http://www.lyellmcewinvolunteers.org.au/policy-9-1-food-handling-preparation/ Published April
21, 1999. Revised January 2014. Accessed April 15, 2016
4. Operating a Sanitary and Safe Kitchen. Long-Term Living Web Site.
http://www.ltlmagazine.com/article/operating-sanitary-and-safe-kitchen Published April 1, 2007.
Accessed April 18, 2016.
11: Promotional
Use facebook and punchcard
A week before we open we can distribute the cards to the localsThen when school comes back then we can distribute to them (on foot, in trabant, bookstore, Liebermans)
Square thing- to facebook pageAnd web address to our facebook page (like and follow for more information)Buy 5 get the sixth free!!
At kiosk- visit our facebook pageWhen kiosk not being used default to live feed from customers using facebook and twitter
Vista print for the punchcardsDo a VIP card, only do a couple and every time you use it you get something like 5% off every order (will help generate business to a new place because you get some off)
http://www.learningmarket.org/page.cfm/link=125http://blog.fivestars.com/big-companies-loyalty-programs/https://www.business.qld.gov.au/business/running/marketing/online-marketing/using-facebook-to-market-your-business/benefits-of-facebook-for-businesshttps://www.postplanner.com/top-10-benefits-facebook-business-page/
Section 11: Promotional Materials
The promotional materials that Eat This, Not That are going to use will help increase the
traffic to the business, the buzz in the community, and will educate the consumer about the
business. Since Eat This, Not That is located in the heart of the University of Delaware; the
business will have to use promotional materials to attract both the college student on a budget
and the local community member with a family. Eat This, Not That is going to utilize the social
media outlet of Facebook as a promotional material. The business is also going to make a
loyalty punch card as a promotional material.
One promotional material that the business is going to use is a Facebook page. This page
will have a plethora of information on it for the customer. It will have features of any specials or
promotions that are currently going on. The Facebook page will also have general information
about the business, like its address, phone number, and hours of operation.1 This way the
customer will have any of the basic information that they need. The page will also have the
mission statement of Eat This, Not That and a brief description of the type of products sold to
educate the person that has not heard/visited the restaurant. The Facebook page will also have
listed the seasonal menu items, so that the customer will know what is offered that day in the
restaurant. The page will also have pictures of the food served, and pictures and stories of the
farmers that supply the food to the restaurant. This will allow the customer to know where their
food comes from. By developing a Facebook page the business will lower its marketing costs,
because a Facebook page is free.2 This is important because Eat This, Not That is a small
business. We could use this saved money for other marketing strategies or for research into new
menu items. A Facebook page will also allow customers or possible new customers an
opportunity to voice their opinion. They can either post to the Facebook wall or message the
page, and the manager will be in touch with them. Eat This, Not That hopes to have the
Facebook incorporated into the actual restaurant. At the kiosk where customers order and pay
the Facebook page will be displayed showing customers photos and comments about the
restaurant, while the machine is not in use. This will encourage the customer that goes to order
to get check out the Facebook page. Another advantage of using the Facebook page is that a
majority of people will be able to access it from their phones.2
Another promotional material that Eat This, Not That is going to use is a loyalty punch
card. The business is going to make the punch card be after 5 bowls/ meals the sixth bowl/meal
will be free by presenting the fully punched card. The business is going to have the cards made
before the opening of the business so that we can distribute them. The cards will be passed out
on Main Street a week before the opening. This will help to spread the word about the business
to the people that live in the community. Eat This, Not That wants to not only appeal to the
student body of the university, but also those that live in Newark all year long. When the
university opens up for the fall session more loyalty cards will be distributed to the student body.
They will be passed out on Main Street, in the Trabant student center, and the Perkins student
center. These cards will help to increase the visits to the restaurant.3 Customers will be
encouraged to come in order to unlock their free bowl/meal. Another positive of using the
loyalty punch cards is that it will increase the word about the business as people talk about
receiving the punch card and their experience of the restaurant.3 Eat This, Not That is also going
to implement a special loyalty punch card. It will be called the V.I.P. punch card. There will
only be around forty of these made, and it will have a special promotion each time it is presented.
The V.I.P. card is going to give the customer five percent off their purchase, when the card is
presented. This will make the customer feel like they are getting a special deal each time they
use it. These forty cards will be evenly distributed among both the community members and the
student body. Both cards are going to have the Facebook name on it to encourage the customer
to go and like the Facebook page for more information about the business. Eat This, Not That
will order 500 punch cards from Vistaprint and the price will come out to be $9.99.4
References1. Benefits of Facebook for business. Queensland Government Web site. https://www.business.qld.gov.au/business/running/marketing/online-marketing/using-facebook-to-market-your-business/benefits-of-facebook-for-business Updated August 22, 2014. Accessed April 21, 2016.2. Top 10 Benefits of a Facebook Business Page. Post Planner Web site. https://www.postplanner.com/top-10-benefits-facebook-business-page/ Accessed April 21, 2016.3. Why Big Companies All Have Loyalty Programs. Insights Web site. http://blog.fivestars.com/big-companies-loyalty-programs/ Accessed April 21, 2016.4. Loyalty Cards. Vistaprint Website. Accessed April 21,2016. http://www.vistaprint.com/studio.aspx?template=1989104_B7P&ag=True&xnav=previews&xnid=image_175&rd=1 Accesed April 22, 2016.
https://www.facebook.com/etntnewark/
12: Productivity RatiosHours of OperationMonday, Tuesday, and Wednesday: 11 hours/day = 660 minutes/day Thursday, Friday, and Saturday:15 hours/day = 900 minutes/day Sunday : 6 hours/day = 360 minutes/dayEmployees per shift (Labor): 3 Restaurant Team Members + 1 Prep Cooks + 1 Janitors + 1 Shift Manager = 6 total employees
Productivity ratio: Minutes/sales
Labor minutes/day
Meals served/day
Product: “Build Your Own Bowls”:
Monday, Tuesday, Wednesday per day: 3960 labor minutes/220 meals served
Thursday, Friday, Saturday per day: 5400 labor minutes/270 meals served
Sunday: 2160 labor minutes/100 meals served
To display the productivity ratio for Eat This, Not That restaurant, the ratio of labor
minutes to sales was chosen. To begin, the hours of operation for a week was examined and
converted from hours to minutes. Monday, Tuesday, and Wednesday, the restaurant is open from
11:00am until 10:00pm, which equals eleven hours of operation for a total of 660 minutes of
labor time. Thursday, Friday, and Saturday, the restaurant is open later to take advantage of the
close proximity to the local bars and attract some of the patrons that leave after the bars close at
1:00am. The restaurant is open from 11:00am until 2:00am on those days which total fifteen
hours of operation, or 900 labor minutes. On Sunday, the restaurant is open a bit later to not
compete with the time that many potential customers are in church, so the opening time is
12:00pm and closes at 6:00pm, which totals six hours, or 360 minutes of labor time.
Once the labor minutes were calculated the number of meals that can be served was
determined. To determine the number of meals, a competing local restaurant was contacted and
asked how many meals that they sell during their hours of operation. Salad Works restaurant,
which is also on Main Street in Newark, and sells similar products and prepares them in a similar
fashion, reported that they sell approximately 250-300 meals during the week, and approximately
150-175 meals on the weekend. To better estimate the number of meals that can be served at Eat
This, Not That, other restaurants that offer a similar style of food were contacted but information
about their number of sales per day were not able to be obtained due to being unable to speak to
a manager at either Chipotle restaurant or El Diablo restaurant. By personally observing the
service at those restaurants it was determined that they both average approximately three minutes
of assembly time per meal and that data was used to determine the rate of service that can be
expected at Eat This, Not That when it is open for business.
To create the ratio between labor minutes each day and meals served each day, the
number of minutes each day needed to be multiplied by the number of employees each day. Each
day is divided up into 2 shifts, each staffed with six employees (three restaurant team members,
one prep cook, one janitor, and one manager) for a total of twelve employees. The exception is
Sunday, because due to the shorter business hours, is only one shift containing six employees.
Monday, Tuesday, and Wednesday, the restaurant is open for 660 minutes which when
multiplied by twelve employees equals 3960 labor minutes. Thursday, Friday, and Saturday, the
restaurant is open for a total of 900 minutes, which when multiplied by twelve employees, totals
5400 labor minutes. Finally, Sunday, the restaurant is open for 360 minutes, and when multiplied
by only six employees because there is only one shift, totals 2160 labor minutes. Basing sales off
of the information gathered from the interview with Salad Works, it was determined that sales
would be similar, but a little longer for each meal at Eat This, Not That due to the proteins being
served may need to be replenished with hot proteins that would need to be cooked or heated.
Because of the need to factor in cooking times, it was determined that Monday-Wednesday 220
meals can be expected to be sold each day. With the longer hours but no guarantee that the post-
bar crowd will heavily migrate to the restaurant, an additional fifty meals can be expected for a
total of 270 meals per day. On Sunday, with the hours being less, and the popularity of Sunday
family dinners at home, 100 meals can be expected. The ratio of minutes per sale to meals served
Monday-Wednesday would be 3960 labor minutes / 220 meals served. The ratio for Thursday-
Saturday would be 5400 labor minutes / 270 meals served. Finally, the ratio for Sunday would be
2160 labor minutes / 100 meals served.
The ratios presented are approximations, and by considering the planned outreach and
developed relationship with the University of Delaware as well as the promotions that will be
offered, these ratios can reasonably be expected to change as popularity increases and more
meals per day served.
Oral Conversation: SaladworksWeekday: 250-300Weekend: [half of their sales] 150-175
http://smallbusiness.chron.com/labor-productivity-ratio-14591.html
13:Budget for Startup and First 6 Months
Using the resources listed below, Eat This, Not That has created a spreadsheet listing
both the Capital and Operating Budgets to project how much it would cost to start up the
company, including the first six months of sales.
In regards to the Capital Budget, all of the prices were based on fixed costs from research
that the group did from online retailers and companies. In the way of decoration or pictures that
the company will have in the store, the group decided to approach things differently. Since Eat
This, Not That is a local, community-based organization, the decision has been made to acquire
artwork from local artists and students from the University of Delaware. This decision would
show the surrounding community that the company supports them, as well as it would keep the
company’s costs extremely low compared to purchasing store-bought decor. Therefore, the
picture section on the spreadsheet is labeled “varies” as the group does not know the exact
pricing of these local pieces of art. Finally, the cost of one food item was priced out for the first
six months in the Capital Budget. To find this cost per month, the group calculated how many
pounds of beef (burgers) would be sold each month based on the results and estimations of the
productivity ratios calculated in the previous section. Next, the group found a reliable resource
from the USDA to provide a price per pound. Multiplying the price by the pounds of beef sold,
granted the number that is listed on the spreadsheet labeled “Food Inventory”.
Moreover, the Operations Budget is also based off of internet resources, and required
much adjustment and estimation, considering the location (state), and type of business that the
group is establishing. On the other hand, factors that the group calculated without resource aid
were wages, and employee benefit. To get these numbers, the group calculated how many labor
hours per day were being worked by each employee. The number of employees as well as how
many days a week they would be working, were also considered. Multiplying this number for the
entire month, allowed our group to come up with solid numbers for labor costs for the first 6
months. To further explain the Operating Budget in regards to property taxes, the group recorded
“Rental” on the spreadsheet, meaning that the taxes would be billed to the owner of the property
in which the rental expenses are being payed to. Therefore, Eat This, Not That would not have to
worry about this expense in the budget.
Rent:http://www.loopnet.com/Listing/19581542/45-E-Main-Street-Newark-DE/
Office Desk: http://www.staples.com/Ameriwood-Tiverton-Executive-Desk-Expert-Plum/product_718416?cid=PS:GooglePLAs:718416&ci_src=17588969&ci_sku=718416&KPID=718416&lsft=cid:PS-_-GooglePLAs-_-718416,kpid:718416,adtype:pla,channel:online&gclid=CN7-65mMxswCFYsmhgodsCENNw&akamai-feo=off
Desk Chair: http://www.webstaurantstore.com/mid-back-burgundy-mesh-office-chair-with-arms-black-padded-seat-and-chrome-base/354H8369FBGA.html?utm_source=Google&utm_medium=cpc&utm_campaign=GoogleShopping&gclid=CLPjtNKNxswCFVBZhgodIpIFqA
Lockers:
http://www.uline.com/Product/Detail/H-4290GR/Locker-Room-Equipment/Uline-Lockers-Double-Tier-3-Wide-Unassembled-18-Deep-Gray?pricode=WY672&gadtype=pla&id=H-4290GR&gclid=CK3qpdmOxswCFYIfhgodIaYMDQ&gclsrc=aw.ds
Office Computer:http://www.apple.com/mac/compare/
Commercial Refrigerator:http://www.webstaurantstore.com/avantco-cfd-2rr-54-two-section-solid-door-reach-in-refrigerator-46-5-cu-ft/
178CFD2RR.html?
utm_source=Google&utm_medium=cpc&utm_campaign=GoogleShopping&gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfHb122Gl-tLHo5zc2t-qQWfMWpiaya5PsXu5yGKY6SYaAi0G8P8HAQ
POS Computershttp://www.bonanza.com/listings/Gowe-ALL-In-One-15-Touch-pos-terminal-point-of-sales-device-pos-system-wirel-/273375951?goog_pla=1&gpid=68416460701&gpkwd=&goog_pla=1&gclid=CjwKEAjwgbG5BRDp3oW3qdPiuCwSJAAQmoSDFVzXEPgrLXVt8oUbqBpcUAx6MKRMgMhOVjvj8laiyRoCQmnw_wcB
Commercial Range. http://www.jesrestaurantequipment.com/IR-10-Imperial--Restaurant-Range-
w10-Burners-2-Ovens-60-in_p_10195.html?gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfFcuzCSnh3yFni4vf3bhfXheawUQFEOgykarXaUgWJcaAtIG8P8HAQ
Commercial Three Section Sink. http://www.eliterestaurantequipment.com/universal-lj1216-3- 41-three-compartment-sink-nsf-certified.html?SID=v33p51rkcibs6ouiqooctmhu27&gclid=Cj0KEQjw2sO3BRD49-zdzfb8iLwBEiQAFZgZfEqPMkeLVlO3VYfZLM4ctQUBM1QhD-d8qWo9Ae-TtSwaAuWs8P8HAQ Commercial Countertop. http://www.webstaurantstore.com/regency-24-x-72-18-gauge-304- stainless-steel-commercial-work-table-with-galvanized-legs-and-undershelf/600T2472G.html?utm_source=Google&utm_medium=cpc&utm_campaign=GoogleShopping&gclid=Cj0KEQjw2sO3BRD49-zdzfb8iLwBEiQAFZgZfJrUCm7BbbghKNrnG3ndF0IlSK3hkUHBfKQypdNgicAaAjOa8P8HAQ Commercial Vegetable/Fruit Spiral Slicer.
http://www.webstaurantstore.com/nemco-55200an-1-16-1-2-adjustable-easy-slicer-fruit-
vegetable-cutter/591N55200AN.html?
utm_source=Google&utm_medium=cpc&utm_campaign=GoogleShopping&gclid=CLuRt6G40s
sCFdgRgQodP6YETw
Ordering Kiosk. http://www.bhphotovideo.com/bnh/controller/home?O=&sku=1110567&gclid=Cj0KEQjw2sO3BRD49-zdzfb8iLwBEiQAFZgZfCPdu7dgxnboT46OUzyG28DfTnJc9J49uUHOO49w9a8aAk0n8P8HAQ&is=REG&ap=y&c3api=1876%2C52934715962%2C&A=details&Q=
Drink machine: http://www.sodadispenserdepot.com/pics/sodadispenser172.htm?gclid=CI_Xx8eTxswCFVhZhgod58EOzA Barstools and chairs. https://jet.com/product/detail/a2cd62f26d0d42d79a51210cb51bc705?
gclid=Cj0KEQjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfOOOWJkz_rQkhMQ12Y23knbM9oxN_5NNe0CxfbrwWZkaAixr8P8H
AQ
Dining Table. https://www.katom.com/228-BCT304225.html?
zmam=29342707&zmas=1&zmac=32&zmap=228-
BCT304225&utm_source=google&utm_medium=adwords&utm_campaign=CSE&gclid=Cj0KE
Qjw2sO3BRD49-
zdzfb8iLwBEiQAFZgZfBPthvwK1QvbpjrhwRwIOjjzKVnxayq3FW_eEGhUL90aAqDp8P8HA
Q
ATM Machine: http://www.atmcompanyusa.com/atm-equipment
Utilitieshttps://www9.nationalgridus.com/non_html/shared_energyeff_restaurants.pdf
Delaware Business Licence:
https://onestop.delaware.gov/osbrlpublic/controller?JSPName=BUSINESSCODES&op=next&showMenu=&=$75 per year
Advertising (website): http://executionists.com/much-website-cost-2016/
Insurancehttp://www.brighthub.com/office/entrepreneurs/articles/86452.aspx
Wholesale Grass Fed Beef Prices:https://www.ams.usda.gov/mnreports/nw_ls110.txt
Food Prices:http://www.ers.usda.gov/media/303025/aib790d_1_.pdfhttps://www.ams.usda.gov/mnreports/fvwretail.pdf
Plastic Utensilshttp://www.webstaurantstore.com/choice-wrapped-cutlery-pack-with-white-plastic-knife-fork-spoon-napkin-250-case/346WKFSNM.html
Napkinshttp://www.webstaurantstore.com/kraft-natural-low-fold-1-ply-dispenser-napkin-250-pack/9993061DNKFT.html
Plastic Bowlshttp://www.webstaurantstore.com/dart-solo-b32sb-presentabowls-pro-32-oz-black-square-plastic-bowl-252-case/301B32SB.html
Paper 16-18oz. Cupshttp://www.webstaurantstore.com/dart-solo-rp16p-j8000-symphony-16-18-oz-poly-paper-cold-cup-1000-case/760RP16PSYM.html
Plates http://www.webstaurantstore.com/dart-solo-6pwcr-concorde-6-white-non-laminated-round-foam-plate-125-pack/9996PWCR.html
Waste Managementhttps://www.wm.com/store/catalog/business/waste-services/permanent
14: Prices for Product Line
Using information developed in the budget and how many customers will be served, identify the price at which the product should be sold. Justify the use of the chosen pricing method. Information to include in determining prices: (In a combination of paragraph format and spreadsheets as appropriate) – (6 pt.)
● Costs for producing the product: Build Your Own Bowl
○ Bowl for meal: $46.34 bowls/case
■ 252 bowls/case
■ .18/bowl
○ Grass-fed beef: 248 lbs/month = $1,364/3,968 = .34 per oz
■ 248 lbs = 3,968 oz
■ 6 oz beef/bowl = .34 x 6 = $2.04 beef per bowl
○ Zucchini: 45 lbs/month. 1.33/lb
■ 8 oz. in bowl = .67 per bowl
○ Corn: 30 lbs/month
■ .39 cents per lb.
■ 6oz. In each bowl= .15
○ Tomatoes: 30 lbs/month = 1.38/lb
■ 6 oz. in each bowl = .52
○ Carrots: 30 lbs/month → .33/lb■ 6 oz in each bowl = .12
○ TOTAL for one to make: $3.68
○ Selling price: using a factor method of 2.7 = $9.93 per bowl plus a drink!!!
● Number of customers to be served: 1570 meals/week = 6280/month
● Price per unit of product or service identified:
● Compare the determined price to the competition for similar products: $8.79 at
saladworks with lettuce, corn, buffalo chicken, carrots, tomatoes, and broccoli
● Price provides a reasonable financial return to the organization: $9.99 x 6280
meals/month = $62,737.20
○ 9.99 + drink for bowl
● If the price isn’t realistic, identify possible changes in the business plan to adjust prices:
Salad works price
https://online.saladworks.com/#/additem/4321