2016 Strategic Plan

Prepared by:
Miranda Pietschman
Allie Keck
Jennifer Glorioso
AYCE PR
March 23, 2016

Table of Contents
Page
Executive Summary ....................................................................................................................... 3
Introductory Summary .................................................................................................................... 3
1.0 Organization Background ....................................................................................................... 4
1.1 Business definition ...................................................................................................... 4
1.2 Vision ........................................................................................................................... 4
1.3 Mission ......................................................................................................................... 4
1.4 Value Proposition......................................................................................................... 4
1.5 Organization Structure ............................................................................................. 4-6
1.6 History & Culture ....................................................................................................... 6
2.0 Situation Analysis .................................................................................................................... 6
2.1 Definition & Scope of Situation .............................................................................. 6-7
2.2 Stakeholders Affected ................................................................................................. 7
2.3 Competition ................................................................................................................. 8
2.4 SWOT Analysis ..................................................................................................... 8-10
2.5 Market Position .......................................................................................................... 10
3.0 Plan ........................................................................................................................................ 10
3.1 Objectives ........................................................................................................................ 11-13
3.2 Strategies ............................................................................................................. 11-13
3.3 Tactics ................................................................................................................. 11-13
3.4 Critical Success Factors ...................................................................................... 13-14
3.5 Key Performance Indicators ............................................................................... 14-15
3.6 Budget & Resource Allocations................................................................................. 15
3.7 Timeline ..................................................................................................................... 15
3.8 Evaluation Method & Anticipated Results .......................................................... 15-16
Appendices ............................................................................................................................. 17-21
A. The Villa Survey Results ...................................................................................... 17-19
B. The Villa Strategic Plan Budget 2016 ......................................................................... 20
C. The Villa Strategic Plan Timeline 2016 ...................................................................... 21
References ..................................................................................................................................... 22

Page 2 of 22

Executive Summary

The Villa on 45 is a local, family-favorite restaurant in Neoga, Illinois. Because The Villa has a
strong history in the community, it already has a very loyal customer base in a town that offers
few food service options. As a staple in its community, The Villa has been more successful each
year its been open. It seeks to expand its role in the community and attract a more diverse set of
customers in the upcoming year.
This strategic plan will guide The Villa through the process of expanding its customer base for
the remainder of this year, beginning the week of April 4, 2016 and concluding the week of
December 26, 2016. The restaurant will first be defined and analyzed by taking a deeper look at
The Villas mission, values, and daily operations. Following that section will be an analysis of
The Villas business situation. Then a section that presents a complete plan to help The Villa be
more successful this year than any year previous. This plan includes a timeline and suggested
budget for the objectives. The suggested objectives are:

Adopt new digital communication technologies to increase public satisfaction with

The Villa by 20 percent by November 1, 2016.
Increase advertising in local media by 25 percent by August 1, 2016.
To promote favorable attitudes toward The Villa among 30 percent of The Villas
current publics by December 31, 2016.

This plan serves as a guide for The Villa on 45 to enact these objectives for the remainder of this
year and beyond as management sees fit. The owner and manager will be responsible for
maintaining working knowledge of this plan while encouraging employees to adopt principles,
practices, and procedures in accordance with the objectives. This plan may be altered in future
years to increase The Villas success, again as seen fit by management. After accepting this plan,
The Villa may begin taking the steps outlined below to grow and achieve their goals.

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1.0 Organization Background

This section of the Strategic Plan covers necessary information about what type of organization
The Villa is, why it exists, how long its been in operation, where it operates, and how it is
structured. This information is necessary to understand the rest of the strategic plan.
1.1 Business Definition
The Villa is a Neoga community staple. It is known and loved for its family-friendly atmosphere.
As the only sit-down restaurant in Neoga, the majority of its patrons are regulars. The small
community and several groups of families that work at The Villa really perpetuate the feeling of
one big family. The Villa now offers staple items like pizza, breadsticks, specialty burgers, and
the town-favorite Russian sub. There are also weekly in-house specials added, which end up
performing much better than expected.
1.2 Vision
The Villas vision is to be the number one choice for families from Neoga and surrounding
communities to enjoy delicious food in a family-friendly atmosphere.
1.3 Mission
The Villas mission is to provide excellent food and hospitality to its loyal patrons in Neoga,
Illinois, while operating a profitable business. The Villa seeks to treat its patrons as family from
the moment they walk in the door.
1.4 Value Proposition
The value proposition is necessary assert why The Villa is unique among other food service
providers in Neoga, Illinois. The value proposition is composed of a slogan, which simply and
provokingly says what makes The Villa unique from all others, and proof points, which support
the thesis statement as to why patrons choose The Villa.
Slogan: Neogas family-friendly experience with delicious food and great company.
Proof points:
Patrons of The Villa are generally known by name when they walk through the door.
Even if you arrive at The Villa alone, you generally end up eating with someone you
know.
There are several notable groupings of family members who work at The Villa,
adding to the familial culture.
Though the menu has changed over the years, its stuck to its roots with several
popular staple items.
1.5 Organization Structure
The Villa on 45 is open Monday through Saturday from 11 p.m. to 9 p.m. In November The Villa
switches to winter hours and closes one hour earlier due to the cold weather. The Villa employs
five to ten female servers throughout the year, and it employs five to seven cooks and three
managers to keep the restaurant running properly. Around the holidays it is an extremely busy
time for any restaurant, and The Villa is no exception. The first few months of the year are slow,
but business picks back up once summer hits. Most of the staff are Neoga residents and range
from the ages of 17 to over 60. The job descriptions are listed below.

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1.5.1 Owner: Frank Miller

Miller is a resident of Dietrich, Illinois, where he also runs the Blacktop Bar. He can be found
washing dishes during the day and taking care of odd tasks. There is often more to do at The Villa
than there is at the Blacktop because Blacktop does not serve food. Miller tries to spend his
evenings at home because, when the weekends come around, he knows he is needed at the
restaurant from open to close.
1.5.2 General Manager: Bob Thomas
Recently retired, Thomas came back to the restaurant business to help Miller learn the ins and
outs of the food-service industry. Thomas was in charge of inventory and food truck orders. He
also hired and trained most of the cooks. If it was not for Thomas, The Villa on 45 would not
have lived up to the standards of the old Villa.
1.5.3 General Manager: Dona Trail
Trail worked at the old building, and some of The Villa on 45s best-selling dishes are her
recipes. She takes care of inventory, food truck orders, container orders, prepping the kitchen in
the mornings, and she works as a server. Trail is expected to be at work Monday through Friday
from 9 a.m. until 2 p.m. Despite being the oldest employee at The Villa, she is most likely
everyones favorite server.
1.5.4 Assistant Mangers Roxy Manhart & Megan Bush
The assistant mangers are part-time employees. They alternate night shifts, and both are required
to be there on the weekends. Manhart and Bush are expected to do everything, from cook to serve
to dishes. They fill in wherever is needed. The assistant mangers also make the schedule and
prepare the kitchen for the dinner rush. They are the last people to leave the restaurant at the end
of the night.
1.5.5 Servers
Servers are expected to work at least one weeknight and Friday and Saturday evenings, if
possible, from 5 p.m. until close. They are in charge of preparing the salad room. This assignment
means refilling butter, sour cream, desserts, and other menu items in their coolers. The servers are
also responsible for providing great customer service from the moment they have their first table.
Many servers take to-go orders over the phone as well. At the end of the night the servers are

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responsible for making the restaurant look the way they found it, which entails sweeping, refilling
the cooler, wrapping silverware, and putting away dishes.
1.5.6 Cooks
The cooks are some of the hardest workers at The Villa. They are expected to work a few
weeknights and preferably Friday and Saturday from 4 p.m. until close. Their biggest
responsibility is making sure the food is prepared properly and tastes the same every time. They
help prepare the kitchen for dinner by restocking food items and dishware. During dinner rushes
they must be able to handle the pressure of being pulled in many different directions. After dinner
they help clean the kitchen, do dishes, restock supplies, and help the servers with anything else
they might need.
1.6 History & Culture
On July 1, 2013, The Villa on 45 opened in the small town of Neoga, Illinois. Most people would
look at the opening of a restaurant as not that big of a deal. But it was the return of a Neoga icon.
For 25 years the original owner Bob Thomas ran The Villa in the old building across the street.
During this time Thomas established a wonderful relationship with the community and had a
menu full of famous dishes.
After he retired, the restaurant shut down and was eventually demolished in the early
2000s. A few years later, local bar owner Frank Miller decided to reopen the restaurant attached
to his bar, but he knew it would not succeed without Thomas help. The Villa on 45 has been
open for over two years now, and it is once again a huge staple in the Neoga community.
The Villa is the only family-friendly, sit-down restaurant in Neoga, Illinois. For this
reason it is a very valuable community treasure. Now that The Villa has been established for a
few years, word has had time to spread to other local communities. People travel from Effingham
and Mattoon to enjoy the delicious cuisine, such as the Friday night all you can eat fish special.
There are several similarities between the new Villa and the old one, which brings
nostalgic memories to loyal customers. The color scheme, layout, and randomly displayed
trinkets are all reminders of the past. This brings a familiar feel to a new restaurant, which patrons
truly enjoy.

2.0. Situation Analysis

The Villa on 45 has the potential to grow and expand its customer base from communities
surrounding Neoga. For the past two years, the majority of customers have come from the Neoga
area. In 2016, The Villa has the capability to attract customers from outside communities. This
section details and analyzes The Villas situation by defining the scope of the situation, the
stakeholders effected, the competition The Villa faces, and an analysis of The Villas strengths,
weaknesses, opportunities and threats.
2.1 Definition & Scope of Situation
The Villa just completed its busiest year in 2015 and is looking to continue to grow in 2016. In
order to reach this goal, The Villa will need to update more than just its menu. The organizations
current food vendor is Sysco. The products from Sysco perform well overall; however, the inhouse dishes are the best-selling items. Specials tend to be in demand for much longer than
anticipated, and customers miss them dearly when theyre replaced. For example, the last special
added was chicken stir-fry, which performed very well and has stayed on the special menu for
longer than planned. Current customers have been requesting new specials weekly, and this
willingness to take customers suggestions for specials creates positive buzz in the community. If
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The Villa capitalizes on this buzz and continues to keep competition on their toes, The Villas
name will be top of mind within surrounding communities, as friends use word-of-mouth
promotion.
The Villa relies on its very loyal customers in Neoga to keep it running. The affordability
and family-friendly atmosphere make this restaurant an easy choice. These qualities should be
promoted to surrounding communities to create awareness of the organization and bring in more
business. The reopening of The Villa on 45 has caused confusion for surrounding communities
because there is a Villa Pizza Restaurant in Mattoon, Illinois, which is only 20 minutes from
Neoga. In 2016, The Villa on 45 needs to work on differentiating itself and creating brand
awareness to strengthen its customer base from surrounding communities.
Internally, The Villa has some issues with employee turnover. With so much on his plate
when first reopening The Villa, Frank originally overlooked hiring reliable staff members. As a
non-native Neoga resident, Frank is learning to rely on the opinions of his current employees
more when it comes to hiring new staff members. Because Neoga is such a small town, everyone
seems to know everyone else. Therefore, the opinions of current employees on future possible
hires are invaluable to Frank in the hiring process. This approach has helped lower the turnover
rate, but as with any restaurant, employee turnover is expected. Ultimately, employee turnover
affects a companys bottom line, and continuing high turnover will not help The Villa expand
because the resources that are poured into continuously hiring and training new employees will
impede on the resources left for expansion. The simplest ways to lower turnover rates are to
create a positive work atmosphere, offering employees flexibility, and praising employees for job
done well (The Wall Street Journal, n.d.).
In terms of technology, The Villa is a laggard, meaning they are the last to adopt
technology innovations. Laggards only make up 16 percent of customers because they generally
detest change and can often be older in age (On Digital Marketing, 2016). The cash register and
credit card systems are old and outdated, which ultimately slows down transaction time. This
problem can lead to discontent among customers as they wait an extended amount of time for
their bill to arrive, ultimately upsetting them at The Villas service. The antiquated system also
risks data accuracy and security, which could compromise The Villas reputation because
transaction data are not well protected or customer data gets lost or stolen. Beyond sales
transaction systems is communication media. The use of digital media could help The Villa
become more prevalent among target customers through both traditional and social media
because people in both realms use them. Such an approach would ultimately add to The Villas
brand recognition inside and, especially, outside of the Neoga community (Morley, 2010). The
Villa needs to move from a laggard customer to at least a position of early majority. These
customers are slower to adopt new technology than early adopters, but they are still ahead of the
curve (On Digital Marketing, 2016). This earlier adoption would allow them to bring The Villa
forward socially and ultimately help them expand.
2.2 Stakeholders Affected
The Villa has many stakeholders on whom the organizations success or failure depends on.
Owner Frank Miller is the major source of management for The Villa. If sales were to decline, the
business could fail without his support. The Neoga community is home to many of the loyal
customers that go to The Villa. The customers range from daily clients to frequent clients. They
are the audience that truly matters to the restaurants success. The Villa also relies on the
employees who are the face of the company. The customers experience relies on the employees
performance. The food vendor Sysco is also a stakeholder because they rely on The Villa for
continuous business.

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2.3 Competition
The Villas major competition lies within one mile of the restaurant. The Depot is located right
off the interstate, which means the majority of its customers are truck drivers who go there rather
than The Villa due to its close location. This is a major competitor for The Villa because it is the
only other sit-down restaurant in such a small town. It has many of the same offerings The Villa
does, such as pizza and sandwiches. However The Depot has a much different atmosphere than
The Villa. The Depot is seen as a truck stop in Neoga, and isnt a first choice for most families.
This makes leveraging The Villas unique family-feel an easy fix.
Caseys General Store is the second competitive restaurant in town, where patrons can
purchase pizza and other foods. This organization also lies within one mile of The Villa.
Although this restaurant is a direct competitor for business, The Villa has many offerings Caseys
does not. The Villa has tables to sit down at, a full menu of offerings, and friendly servers. Again,
these items can be leveraged to get customers to choose The Villa over Caseys.
The IGA is a third competitor, located within one mile, and offers freshly made deli food.
Although this is a competitor, its degree of competitiveness vs. The Villa is small. The IGA
simply offers deli food for purchase. Its more like a convenience store than a restaurant, which
means The Villa has a lot more to offer to customers around town.
Finally there is Villa Pizza located in Mattoon, about 15 miles away from The Villa.
Although this restaurant lies quite far away, its probably The Villas biggest competitor because
the two are often confused due to the similarity in names. Villa Pizza offers strictly Italian-based
dishes, whereas The Villa is very diversified in its offerings. With this being said, it will be
important for The Villa to differentiate itself from Villa Pizza with local advertisements. These
advertisements will need to focus on offerings that arent necessarily Italian-based to help clarify
the difference between the two restaurants.
2.4 SWOT Analysis
This analysis of The Villas strengths, weaknesses, opportunities and threats (SWOT) uncovers
the areas of advantage, disadvantage, growth and risks for the organization. Each SWOT item is
stated (aspects) and defined based on what it could mean to the company (implications) and then
a mode of action is offered according to what will work best for The Villa (possible actions).
Aspects

Implications

Loyal customer base

Customers enjoy the

traditional feel of The
Villa, including the
food and community

Celebrate with a
customer appreciation
day

Deep connections to
the community from
previous Villa
ownership

Bob was recently

diagnosed with
pancreatic cancerthe
Villa will hold a
celebratory event for
Bob to raise money for
his hospital bills.

Bob Thomas
Strengths

Small town location

Willingness to create

Employees and
patrons are like
family, this
atmosphere keeps
them coming back
New suggestions
Page 8 of 22

Possible Actions

Continue to hire based

on suggestions from
current employees
Develop Sample

specials from
customers
suggestions

Weaknesses

Low employee
turnover; satisfied
employees

Happy employees
equal a happy
workplace and
consistency for
customers

Family-friendly and
affordable

Its a great place to

bring your kids
because its the only
family sit down in
town

Antiquated sales
transaction system

Ultimately slows
down transaction
times

Lack of prominence
off of the interstate
highway

They lose business to

The Depot

Lack of social media

Lack of website

Lack of advertising

Opportunities

should be tested on
larger audiences

Pursue traditional
and new media
channels to build
market awareness
Play off of
Community Cash
and introduce Villa

Lack of interaction
with publics and
promote The Villa
Difficult to find
information on the
restaurant
Lack of brand
awareness in
surrounding
communities
Theyll build brand
awareness

Saturday where Frank

cooks new suggestions
and from 12:00 PM
1:00 PM once a month
which allows customers
to come in and try and
rate samples to add to
the menu
To keep employees
happy and feeling
appreciated, Frank will
cook an employee
appreciation brunch
once a month on
Sundays (when The
Villa is closed)
Promote these qualities
when gaining
recognition in other
communities
Ensure all other parts of
the experience are
pleasurable until
technology can be
updated
Invest in an interstate
highway sign that
advertises for The Villa
Get social media
accounts
Hire an outside vendor
to design a website
Purchase advertising
time on local radio
stations
Develop a marketing
plan

Tying this in with the

Introduce Villa
local Community Cash Bucksa punch card
program would reward for every $15 spend, get
Page 9 of 22

Bucks

and recognize The

Villas loyal members

Possibly look into

expanding into
catering, as its
continuously
increasing business
for restuarants
(National Restaurant
Association, 2013).

Catering could help

introduce The Villa to
surrounding
communities, thus
expanding their brand
awareness and
ultimately increasing
their bottom line
Customers from
outside Neoga can be
confused between the
difference between the
two restaurants,
meaning they may not
choose The Villa over
Villa Pizza
Revenue could be
generated from the
additional customers

Confusion with Villa

Pizza in Mattoon
Threats

Loss of customers to
Depot

a punch. After 10
punches, you get a free
dessert.

Develop a catering plan.

Advertise on local radio

stations to create brand
and product awareness
and differentiate The
Villa from Villa Pizza

Invest in a highway sign

2.5 Market Position Analysis

The Villa on 45 is a repositioner. It was originally known as The Villa, however it closed due to
the owner retiring and no one else could keep it running. Ten years later, it reopened when Frank
Miller decided to invest in the name that was already established and cherished in the Neoga
community. The Villa on 45 remade itself from being solely a family restaurant to the only family
restaurant and bar in Neoga. The Villa on 45 is trying to continue the legacy of its predecessor.
Maintaining and building upon this reputation will be essential to ensuring The Villas long-term
success.
In the future, The Villa could aim to become a leader in Neoga. The restaurant currently faces
little competition, especially in terms of family friendly restaurants. This could easily allow it to
move into a position of leadership in the community. By following the plan outlined below, The
Villa can get a jump on becoming the leading family-friendly restaurant in the community.
3.0 Plan
In order to build a better, more-profitable organization, we will need to utilize the strengths and
opportunities available to The Villa (see Section 2.4) to overcome its weaknesses and threats.
Below is an outline of the specific objectives The Villa needs to immediately focus on, with
strategies and tactics outlined for each objective. Additionally in this section are the key
performance indicators (KPI) for The Villas success, the timeline for the business plan, the
allotted budget available for the plan, and evaluation approach for determining success.

Page 10 of 22

3.1 Objectives, Strategies, and Tactics

The following table outlines the objectives, strategies and tactics we have set forth for The Villa
to reach its goal of customer expansion by December 31, 2016.
Objectives: these are the main, broad things The Villa needs to accomplish to
reach its goal. Each objective includes four parts: (1) a desired effect, (2) a goal,
(3) the target audience, and (4) an established deadline. The benchmarks for each
objective are presented as well.
Strategies: these are categories of things The Villa needs to do to fulfill the
objectives.
Tactics: these are the specific actions The Villa will carry out to accomplish each
strategy, ultimately fulfilling each goal.
Objectives
1. Adopt new digital
communication technologies
to increase public satisfaction
with The Villa by 20 percent
by November 1, 2016.

Strategies
Empower and train employees
to utilize new technologies.

Tactics
Create a social media plan to
increase interactions with
possible publics.
-The Villa will need to focus
on three aspects of social
media: setting up a Twitter
account, developing the
existing Facebook account,
and utilizing HootSuite to
schedule posts in advance.
General and Assistant
Managers should be trained
on how to utilize social media
accounts and HootSuite. These
are the only employees who
should be working the
accounts to avoid possible
mishaps. Other employees
should be encouraged,
however, to talk with the
managers about ideas for
posts online.
________________________
Develop a website to increase
brand awareness of The Villa.

(Benchmark for the goal: 80

percent of respondents to our
survey about The Villa said
that they strongly agreed that
the service was excellent. 20
percent of respondents only
mildly agreed that the service
was excellent. [See Appendix
A])
(Rationale for the goal: We
want to ensure that all people
visiting The Villa feel that the
service is excellent. Updating
the register technologies and
creating an online presence
will ensure more people are
satisfied by decreasing the
time patrons wait to pay and
increasing the amount of
information available to all
publics [but especially those
who are unfamiliar with The
Villa] online.)

To properly attract publics

outside of Neoga, The Villa
needs to have an easily
findable source of information
about its offerings. The
general managers should
create a site on Weebly and
use online tutorials to train
themselves on how to manage
it. They should be the only

Page 11 of 22

ones with access to the

information. They can go
another route however, and
hire a professional to design a
site (costs laid out in Appendix
C). Website to be promoted on
the menu.
_________________________
Introduce new computer cash
register systems.
All servers should be trained
on how to operate the new
computer cash register
systems to decrease customer
wait time.
2. Increase advertising in local
media by 25 percent by
August 1, 2016.

Selective exposure of positive

messaging through advertising
materials.

Radio spot

(Benchmark for the goal: Of

the 40 survey respondents,
only 3 (0.07 percent) stated
they had heard of The Villa by
an ad or online.)

There are three stations that

reach several communities in
the area. They are 101.3
WMCI, 104.3 The Party, and
102.3 KJ Country.
______________________
Newspaper spot

(Rationale for the goal: The

Villa is missing out on a large
segment of customers outside
the Neoga area by not
advertising in local media. If
they place ads in local media,
they can get their name out to
more communities.)

Advertising in the Effingham

Daily News will reach the
following cities: Newton,
Teutopolis, Neoga, Sigel, and
Dietrich.
________________________
Billboard ad on I-57 North and
South next to The Depots
Placing a billboard here
would be very strategic in
competing with The Depot. It
would allow town visitors a
quick glance that The Depot
isnt the only place to eat in
Neoga.

3. To promote favorable
attitudes toward The Villa
among 30 percent of The
Villas current publics by
December 31, 2016.

Show employee and customer

appreciation.

Bob Thomas fundraiser

Supporting Bob Thomas will
draw his long-time community
supporters out to see what a
great family The Villa is and
how much they appreciate Bob

(Benchmark for the goal:

Page 12 of 22

When we asked survey

respondents if they felt The
Villas atmosphere was
excellent, only 63 percent of
the current publics strongly
agreed. If we increase this by
30 percent over the next few
months, we will hit almost 100
percent satisfaction among
current publics. [See
Appendix A].)

and the community as a whole.

(Rationale for the goal:

Boosting current publics
morale regarding The Villa
will allow it to maintain its
great connection and name
within the Neoga community.)

________________________
Employee appreciation Sunday
brunch

_________________________
Sample Saturdays every
other Saturday
This would allow community
members to try new things,
experience The Villa in new
ways, and increase their liking
with a fun event.

Hosting a brunch for

employees every other Sunday
would keep them feeling happy
and appreciated.

3.2 Critical Success Factors

The following table highlights four vital factors that could impact the success of The Villa. These
factors will either enable or disable The Villa from achieving each of its objectives over the
course of the next year. Along with each factor, implications are highlighted. The factors include:
Opportunities: These factors are centered on the strengths The Villa has to work with and
can take advantage of in order to achieve the objectives.
Barriers: Potential opposition to the organization that can be situational, attitudinal, and
environmental.
Environment: Internal and external forces that interact with the ways in which The Villa
functions.
Resources: Included are employees and materials used in the daily operation of The Villa.
Objectives
1. Adopt new
digital
communication
technologies to
increase public
satisfaction with
The Villa by 20
percent by
November 1,
2016.
2. Increase
advertising in
local media by
25 percent by

Opportunities
Plenty of
managers to run
social media
accounts.

Barriers
New
technologies will
be an expensive
investment.

Would increase
overall company
efficiency to
invest in newer
technologies.
The Depot
currently
advertises on the
highway, so to

Managers must
be well trusted to
have access to
social media
accounts.
Could potentially
pose a burden to
The Villa if the
ads cost more
Page 13 of 22

Environment
Strengthens the
relationship
between the
restaurant and
the community,
as they will have
access to more
information
about The Villa.

Resources
Designated
employees can
run social media
accounts.

Strengthens the
relationship
between the
restaurant and

Allocate funds in
the budget to
advertising.

Would need at
least two iPads
and Square
attachments.

August 1, 2016.

3. To promote
favorable
attitudes toward
The Villa among
30 percent of
The Villas
current publics
by December 31,
2016.

make a name and

stay competitive,
we would
advertise there as
well.

Increase
recognition of
The Villa in
Neoga and
surrounding
communities.
The Villa already
has a very loyal
customer base.

than the business

they generate.

Limits time
Frank spends at
the restaurant.

the community,
as they will have
access to more
information
about The Villa.

Builds reputation
for The Villa.

Can potentially
create a financial
burden.

The Villa already

has deep
community
connections
which allow it to
be heavily
involved.

Increase
customers
willingness to
order new things.

Boost employee
morale.

Cost of food and

drink.

More employees
will be needed to
work events.

3.5 Key Performance Indicators (KPIs)

KPIs are specific measurements that track The Villas progress toward its objectives. KPI
measurements will be taken at different intervals in order to compare snapshots with the original
benchmark.
- Objective 1: Adopt new digital communication technologies to increase public
satisfaction with The Villa by 20 percent by November 1, 2016.
o Benchmark: The survey we distributed to The Villas patrons serves as a
benchmark for this objective.
o KPI: Increased transaction times and customer satisfaction, as well as increased
social media interaction and followers, will indicate that the restaurant is moving
in the right direction. A new survey to determine the publics attitudes will be
distributed July 1, 2016 to track how opinions are changing and then again
November 1, 2016 to verify if satisfaction increased by 20 percent due to new
technologies making The Villa faster and more in tune with the times.
- Objective 2: Increase advertising in local media by 25 percent by August 1,
2016.
o Benchmark: This objective assumes that The Villa does not currently take
advantage of advertising opportunities, therefore the benchmark is zero.
o KPI: To measure the success of advertising, staff will kindly ask unfamiliar faces
how they heard about The Villa after the first advertisement runs and the
billboard is installed.
- Objective 3: To promote favorable attitudes toward The Villa among 30 percent
of its current publics by December 31, 2016.

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o
o

Benchmark: Results from the survey we distributed can be found in Appendix A.

These results sum up how current publics feel about The Villa.
KPI: Continually track the number of people showing up to Sample Saturdays
and in July, redistribute a new survey to determine the publics attitudes in July
1, 2016 to track how opinions are changing and then again November 1, 2016 to
see if the goal increase was met.

3.6 Budget & Resource Allocations

The Villa has several objectives outlined for the next year. These objectives were created to
further The Villas reputation as the family-friendly place to eat in Neoga, as well as differentiate
it from competitors. To reach these objectives, we have outlined a budget with total expenses for
each tactic. Unfortunately, we were unable to gather information the income associated with The
Villa, so there is no comparison to make between income and expenses. However, we have
detailed the budget for the implementation of this plan to give management an outline of expected
costs.
The budget, outlined in Appendix B, offers an itemized list of expenses for specific tactics
presented in section 3.1. The costs of planning, food and staff for the three events The Villa will
host were not outlined, due to restrictions on the budgetary information provided by The Villa.
However, all of the other objectives and tactics are outlined in the budget.
It is also important to note that keeping these tactics running every year would mean recurring
costs, which would need to be adjusted for inflation during future planning. Constant outreach is
necessary to continue building relationships with the surrounding communities to bring patrons
back to The Villa. Recurring patrons will offset the costs The Villa will pay for this plan. For
more budget information, see Appendix C.
3.7 Timeline (beginning with the proposals acceptance/approval)
In order to ensure the progress of The Villas strategic plan and continued success of the store, a
timeline was created to guide The Villas management and employees. The timeline shows when
each tactic should be started and completed. The timeline operates from April 4, 2016 until
December 31, 2016. The timeline begins in April to give management the time to read through
and understand the plan and all it requires. It ends in December to ensure there is sufficient time
for each objective and respective tactics to be achieved. See Appendix C for the timeline.
3.8 Evaluation Method & Anticipated Results
To determine if this plan was successful, The Villa will have to evaluate the efforts of this
plan. This section outlines how to evaluate the success of each objective.
1) Adopt new digital communication technologies to increase public satisfaction with
The Villa by 20 percent by November 1, 2016.
When a new survey is distributed to customers by the end of the year, and overall
satisfaction with The Villa increased by 20 percent, then the plan was successful.
If by the end of the year there was an increase in social media interactions and
followers, then the plan was successful.
If the plan was not successful, adjust operations for the next fiscal year to reach
the increase for next fiscal year.
2) Increase advertising in local media by 25 percent by August 1, 2016.
Evaluation of this requires tracking of overall advertising efforts, including
asking new faces how they heard about The Villa, and recording these results.

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If this was unsuccessful, plan for more adjustments to the amount of advertising
done in the next fiscal year.
3) To promote favorable attitudes toward The Villa among 30 percent of The Villas
current publics by December 31, 2016.
Use of follow up survey to determine if overall attitudes toward The Villa
increased by 30 percent by the end of the year.
If it did not increase enough, plan for more adjustments to the ordering process
for next fiscal year.

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Appendices
A. The Villa Survey Results
1. What is your sex?
12 Male/28 Female
2. What is your age?
a. 14-25---- 15
b. 26-35---- 4
c. 36-45---- 5
d. 46-55---- 4
e. 56-up---- 12
3. How many years have you lived in Neoga?
a. Visit- 5
b. 1-10 --- 5
c. 11-20--- 16
d. 21-30--- 4
e. 31-40--- 2
f. 50up--- 3
4. How did you discover the villa?
a. Friends--7
b. Family--4
c. Knew owner--3
d. Location 11
e. Ads or online-3
f. Not answered-2
5. What is your relationship status?
a. Single--- 9
b. In a relationship--- 12
c. Married--- 16
d. Divorced---3
6. Rate the Villa on a scale of one to five
a. 5---27
b. 4---11
c. 3---2
The next section of the survey consisted of questions concerning your attitudes towards the
Neoga Community. Participants circled the number corresponding to the term that describes how
they felt about the statement.

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Retail or commercial businesses are a positive feature to a community.

Question 9

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

The Villas service quality is excellent.

Question 11

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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 The Villas atmosphere is excellent.

Question 12

Strongly Agree

Agree

Neutral

Disagree

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Strongly Disagree

B. The Villa Strategic Plan Budget 2016

The Villa Strategic Plan Budget

ACCT

1
ACCT

100
110

INCOME
INFORMATION UNAVAILABLE
EXPENSES
Introduce new technology
Set up social media accounts
Develop a website

TOTAL

NOTES

$90.00
$0.00

New cash register systems

$1,400.00

This cost is to cover the use of Hootsuite Pro

To develop a website using Weebly, they would
pay nothing. However, if they wanted a
professional hire, it would cost upwards of
$1,000.00
For two iPads and two Square stands for card
checkout.

120
130
200

Local advertising
Highway billboard

$5,500.00

Local radio ads

$918.00

Local newspaper ads

$337.50

220

230
240
300
310
320
330

Favorable attitudes
Bob Thomas fundraiser
Sample Saturday
Employee appreciation
TOTAL

We would like to see The Villa maintain its

billboard presence for all nine months of this plan.
It costs $1,000 to make the billboard itself, and
$500 to house it on the highway monthly. We
understand the amount budgeted here may be
too outrageous, but we wanted to give an
accurate portrayal of what we see working best
for The Villa.
The cost for a 30-second spot during drive time is
$17.00. Through the duration of this plan, we
would run a spot twice a month, on each of the
three radio stations listed in section 3.1, for a total
of six 30-second spots every month.
The cost for a three-inch column is $37.50.
Through the duration of this plan, we will run a
newspaper ad once a month.
Planning, food, and staff
Planning, food, and staff
Planning, food, and staff

$8,245.50

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Objectives & Tactics

Specific Dates
1. New technologies
Set up social media accounts
Set up social media calendar
Website Development
Promote new website
Invest in new cash systems
2. Local advertising
Radio ad
TV ad
Highway billboard
3. Favorable attitudes
Actual event
Bob Thomas fundraiser
takes place July
planning
16, 2016
Every other
Sample Saturdays
Saturday
Employee appreciation brunch Last Sunday of
every month

C. The Villa Strategic Plan Timeline 2016

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12/19

12/5

11/21

11/7

10/24

10/10

9/26

9/12

8/29

8/15

8/1

7/18

7/4

6/20

6/6

5/30

5/16

5/2

4/18

4/4

References
Morley, M. (2010). Effects of technology on business communication. Retreived from
http://smallbusiness.chron.com/effects-technology-business-communications-23045.html
National Restaurant Assocation (2013). Increase your revenue through catering. Retrieved from
http://www.restaurant.org/Manage-My-Restaurant/Operations/Alternativevenues/Increase-your-revenue-through-catering
On Digital Marketing (2010). The 4 customer segments of technology adoption. Retrieved from

http://www.ondigitalmarketing.com/learn/odm/foundations/5-customer-segmentstechnology-adoption/
The Wall Street Journal (n.d.). How to reduce employee turnover. Retreived from
http://guides.wsj.com/management/recruiting-hiring-and-firing/how-to-reduce-employeeturnover/

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