MARKETING PLAN & SALES STRATEGY

Market Penetration

Entry into the market should not be a problem. The store has high visibility with heavy foot traffic all day long. The local residents and students always support new restaurants and the tourists do not have fixed preferences.

Marketing Strategy

Focusing on the unique aspect of the product theme (healthy, tasty foods) a mix of marketing vehicles will be created to convey our presence, our image, and our message. 
- Print media - local newspapers, magazines and student publications 
- Broadcast media - local programming and special interest shows 
- Hotel guides - concierge relations
- Direct mail - subscriber lists, offices for delivery 
- Misc. - yellow pages

A public relations firm has been retained to create special events and solicit print and broadcast coverage, especially at the start-up.

The marketing effort will be split into 3 phases:
1) Opening -- An advanced notice (press packet) sent out by the PR firm to all media and printed announcement ads in key places. Budget – 200,000,- Sk
2) Ongoing -- A flexible campaign (using the above media), assessed regularly for effectiveness. Budget – 100,000,- Sk
3) Point of sale -- A well-trained staff can increase the average check as well as enhancing the customer's overall experience.

Future plans and Strategic Opportunities

Catering to offices (even outside of our local area) may become a large part of gross sales. At that point a sales agent would be hired to directly market our products for daily delivery or catered functions.

OPERATIONS

Hours of Operation

The restaurant will be open for lunch and dinner 7 days a week. Service will begin at 11:00 AM and end at 11:00 PM. The restaurant will be closed on Christmas, Easter and New Year Eve.

Systems & Controls

A big emphasis is being placed on extensive research into the quality and integrity of our products. They will constantly be tested for our own high standards of freshness and purity. Food costs and inventory control will be handled by our computer system and checked daily by management.

Food Production

Most food will be prepared on the premises. The kitchen will be designed for high standards of sanitary efficiency and cleaned daily. Food will be made mostly to order and stored in large coolers in the basement.

Delivery & Catering

Food for delivery may be similar to take-out (prepared to order) or it may be prepared earlier and stocked. Catering will be treated as deliveries.

MANAGEMENT & ORGANIZATION

Key Employees & Principals

Tomáš Dioši is also a president and manager of Fortuna Restaurant. He brings with himself a track record of success in the natural foods industry. His management style is innovative and in keeping with the corporate style outlined in the mission statement.

Compensation & Incentives

Fortuna will offer competitive wages and salaries to all employees with benefit packages available to key personnel only.

Board of Directors

An impressive board of directors has been assembled that represents some top professional from the area. They will be a great asset to the development of the company.

Management to be Added

We are presently searching for a general manager and executive chef. These key employees will be well chosen and given incentives for performance and growth.

Management Structure & Style

Tomáš Dioši will be the President and Chief Operating Officer. The general manager Marek Hlinka and chef Peter Danczi will report to him. The assistant manager and sous-chef will report to their respective managers, and all other employees will be subordinate to them.

LONG-TERM DEVELOPMENT & EXIT PLAN

Goals

Fortuna is an innovative concept that targets a new, growing market. We assume that the market will respond, and grow quickly in the next 5 years. Our goals are to create a reputation of quality, consistancy and security (safety of food) that will make us the leader of a new style of dining.

Strategies

Our marketing efforts will be concentrated on take-out and delivery, the areas of most promising growth. As the market changes, new products may be added to maintain sales.

Risk Evaluation

With any new venture, there is risk involved. The success of our project hinges on the strength and acceptance of a fairly new market. After year 1, we expect some copycat competition in the form of other independent units. Chain competition will be much later.

Exit Plan

Ideally, Fortuna will expand to five units in the next 10 years. At that time, we will entertain the possibility of a buy-out by a larger restaurant concern or actively seek to sell to a new owner.