. Current Competitive Situation
There are a number of small competitors in the food ordering business today. Most of them are the single restaurant units, which does take-outs and deliveries.
The advantage FoodPortal has over these restaurant units is the consolidation approach. Since FoodPortal consolidates all the participating restaurants and the proprietary algorithm integrated with GIS system of foody.com facilitates the fast search by geo location adds a fast convenience for customers.
The other big competitors in this space are GRUB HUB and EAT24 by Yelp. They are multi-million dollar national companies with high setup charges and up to 40% in commission on every order. FoodPortal, Inc. charges in the range of 15-20% commission,
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GRUBHUB
Highlights
• GrubHub is the nation 's leading online and mobile food ordering company dedicated to connecting hungry diners with local takeout restaurants.
• The company’s online and mobile ordering platforms allow diners to order directly from approximately 40,000 takeout restaurants in more than 1,000 U.S. cities and London.
• The company’s 24/7 customer service teams support every order. GrubHub has offices in Chicago, New York and London.
FoodPortal, Inc. believes in its objective of convenience and giving a healthy experience to its customers is focused more on achieving the desired objective rather than competition. As seen above the market demand is huge as 90% of the food ordering business is still up for grab.
7. Distribution Channels
FoodPortal, Inc. will employ direct distribution channels to bring restaurants into its business integration B2B. The B2B channel will acquire restaurants through direct marketing or through the other business referrals forming a network of partner restaurant businesses. Existing restaurant business networks will also be used for acquisition of restaurants as
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They will be also be carrying an implicit job of public relations.
➢ FoodPortal, Inc., believe in customer satisfaction is key. Sales Representatives who are in constant touch with restaurants will also help restaurants in CRM related activities.
Communication Plan:
➢ Sending Email newsletters to restaurants and customers.
➢ For B2B, internal FAQ and technical blog forum will be setup. Clients (restaurants) and sales reps can call, post or ask questions pertaining to the technology.
➢ Website will have information about upcoming trainings, webcasts and talks.
➢ Social Media – Facebook, Twitter, LinkedIn, and Flickr – Existing Clients and perspective clients will be encouraged to interact.
➢ Management will be sent forms pertaining to surveys and getting feedback.
➢ Sending Email newsletter to employees about upcoming trainings, seminars and holidays.
➢ ENACT (Emergency notification and communication technology) is setup to send mass emergency email notification to employees.
Crisis Management Plan
➢ If crises occur in company office like Power outage or Incremental weather situation. Employees are responsible to notify their
Our mission is to provide our customers with the best products and services that we have created a new market space for. We strive for 100% customer satisfaction and taking what used to be multiple purchases of software into one operation system. That can increase many aspects of the important sectors within the restaurant industry. I.e. decrease employee-training time, increase outputs, real-time record keeping ‘including inventory’, and more.
PepsiCo can potentially acquire California Pizza Kitchen and integrate it in the company’s decentralized management approach. Since PepsiCo executives have experience in the quick service food industry, it should not be a reach for the company to successfully run this casual dining restaurant. For this venture to be successful, it is imperative that management cut down the operating costs at California Pizza Kitchen through the PepsiCo Food Systems distribution network and improve on the 3.1% operating margin that California Pizza Kitchen is currently operating at.
Distribution: Chipotle uses distribution centers to gather their industrialized food products and other goods to distribute to
Demand for Panera franchising opportunities was very high, which allowed Panera to be picky about where and with whom they would do business. Panera determined where bakery-café locations could be. The franchisees bore the cost of opening new locations, and were required to obtain their ingredients from the home company. Expansion using the franchise model provided many upside benefits for Panera, while limiting the downside r...
When different kinds of menu for lunch and dinner are included, there is an opportunity for attraction of more clients in the new outlet
competitors, serving as a role model to other global food service, and its drive thru innovation.
All cooking and baking for the fast food will be done in the kitchen facility. This facility will be equipped with computerized deep fryers, commercial freezer and refrigerators, preparation tables, stoves, ovens, and other related equipment. One employee and one chef will be in charge in the kitchen.
Customers buy when they feel it is necessary giving them the upper hand on the industry. Bargaining power of suppliers: In the quick- service restaurant, the suppliers vary. They really do not rely distributors as large restaurants do. Threat of new substitutes: The restaurant industry is segmented into many parts: full service restaurants ($120 billion); quick- service restaurants ($110 billion); away-from-home managed institutions, examples: food services for schools and hospitals ($21 billion); and other food industries ($106 billion). (Marshall Jones, 1999). Rivalry among competi...
We served best quality food to satisfaction of buyer. Our main weakness is we provide better than other cafe but other competitor in lowest price.
Restaurants provide homogeneous products, though service delivery may differ from one place to another depending on the caliber of regular customers registered over a period of time as well as the target market. This means in most cases, service delivery will remain the main factor behind success of any enterprise in the hospitality industry.
An evaluation of the restaurant’s strengths, weaknesses, opportunities and threats served as the foundation for this marketing plan. The plan focuses on the restaurants marketing strategy, suggesting ways in which it can build on new customer relationships, and development of new food products and targeted to specific customer groups.
Local Capacity. The convenience store chain can provide local cooking capacity at the stores and assemble foods almost on demand. Inventory would be stored as raw material. This is seen at the U.S. fast-food restaurant franchise Subway where dinner and lunch sandwiches are assembled on demand. The main risk with this approach is that capacity is decentralized, leading to poorer utilization.
For years now Pizza Hut, Inc. has been the leader of the pizza industry. We have been privileged to have had the opportunity to perform research on advancements we can make to maintain this reputation. Based upon our Economic Analysis we have decided to not launch the BIGFOOT pizza. The following gives a detailed analysis, offers alternatives to improving the Pizza Hut experience, and gives reasons why we came to this conclusion.
The problem in the foodservice sector is related to the low income of their workers. Affecting mainly the lifestyle of those who make up this system. In the United States, there are 12 million workers in
More specifically, the fundamental factors that contribute to customer satisfaction in restaurants include the food (hygiene, balance, and healthiness), physical provision (layout, furnishing, and cleanliness), the atmosphere (feeling and comfort), and the service received (speed, friendliness, and care) during the meal experience (Johns and Pine,