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Running head: MARKETING PLAN

Riadha Coffee House: Marketing Plan

Makisha Hampton
Dr. Tracy Ellard
Mkt 500: Marketing Management
October 29, 2014


Construct a concise execute summary that provides the details of the outcomes of your
marketing plan outcomes. The relevant outcomes include profitability, shareholder returns,
and return on investment.
Executive Summary
Riadha Coffee House is a small self-owned business located in New York that specializes
in selling hot coffee to the public, mainly working citizens and university students. The company
is located at a strategic point in the city where many university institutions and office complexes
are situated. This ensures that the schedule for the staff is always tight. The evaluation of the
companys internal weaknesses and strengths and external threats and opportunities served as the
foundation for the marketing plan and strategic analysis. The strategy focuses on the companys
growth plan suggesting ways in which the profitability of the company can increase. The current
profit margin is 30 percent, and the target is to reach 40 percent in the next two years. If the
profit increases, then the shareholders returns on investment will go up.
Conduct an environmental analysis that includes competitive, economic, political, legal,
technological, and sociocultural forces.
Founded as a coffee-selling shop, Riadha has evolved into a marketer of high-quality
brands for large coffee production companies, therefore, gaining additional income from
advertisement. I purchased the company in mid-2010 and owing to my full-time commitment; I
managed to turn the business into a successful enterprise.
Marketing Environment


Competitive forces. There is a stiff rivalry in the coffee-brewing industry in both

domestic and international markets. Sales figures fluctuate because the competition makes it hard
for the company to expand (Long, 1996). The market share is evenly distributed since there are
many restaurants doing similar business. Although the company continues to operate, more
competition is expected to enter the market.
Economic forces. A strategy to cut promotion costs is a policy in many companies.
Riadha is focusing on cutting the advertising costs, sales promotion, and specific advertisement
within the confines of the restaurant (Larson, 2008). This is because the company is
concentrating mainly on its customers. Moreover, harsh economic force made Riadha Coffee
House to concentrate on the value it receives from promotion revenues.
Political forces. Riadha Coffee House does not expect its operations to be influenced by
any political event.
Legal and regulatory forces. Food industry is thoroughly controlled by multiple
legislations because the products sold are consumed by human beings (Canavari, Castellini, &
Spadoni, 2010). Riadha regularly faces regulatory influences especially on the hygiene. I plan to
improve on cleanliness so that the company can escape these forces legally.
Technological forces. A major technological trend involves the use of enterprise resource
system to operate restaurant businesses. The enterprise software increases the productivity and
accuracy of employees because they use the system for taking orders from the customers.
Additionally, the software increases the accuracy of figures meant to avoid anomalies and at the
same time improve customer service. Riadha uses a customized enterprise management
information system for its operations.


Sociocultural forces. Riadha Coffee House aims at improving the work-life balance for
both the employees and customers. This is a trend Riadha management noted because most of
the people have not much time to work or get involved in co-curricular activities. The company
has invested in modern coffee brewing machines that save time making the consumers satisfied
and at the same time increasing motivation for the staff.
Specify the primary and secondary target markets for your company. Be sure to cover
the 4Psm 5Cs, and STP.
By focusing on a promise of quality services, Riadha has efficiently rolled out a niche
differentiation plan at a somewhat assorted marketplace. The ability to distinguish our products
and services has added to superior yearly sales. Under our secondary market, promotion for large
coffee manufacturing companies has boosted our earnings considerably. We think about our
primary target market (working people and students) by establishing competitive prices so that
we can get referrals. We are located in a strategic place allowing our customers have a quick
access to our products and services.
Firstly, it is our policy always to put the customers above everything. We usually identify
their needs and, most importantly, keep track of the regular customers (Tsakiridou, Mattas, &
Mpletsa, 2009). Secondly, we gauge if Riadha has the capability of meeting those needs through
conducting a SWOT analysis for the organization. Thirdly, we study our competitors to find out
how they are conducting their operations. This often assists us in gaining a competitive edge.
Finally, we keep our collaborators close to our business because they contribute immensely to its


Further, we have to apply strategic practical thinking (SPT) for our business to grow
exponentially. We hire a virtual Chief Marketing Officer (CMO) to integrate our plan, marketing
and sales needs. We add value to the organization by acknowledging that a single customer is
sufficient to cover expenses for the growth and sales initiatives (Larson, 2008).
Conduct a performance analysis with set benchmarks of 50% to 75% per annualized plan.
Your analysis should include at least four (4) of the following metrics: tracking downloads
of Website content, Website visitors, increases in market share, customer value, new
product adoption rates, retention, rate of growth compared to competition and the market,
margin, and customer engagement. Develop four (4) quantitative and (4) qualitative
marketing objectives from your chosen metrics.
The goal of performance analysis for Riadha Coffee House is to attain key objectives and
outcomes to optimize operations. The performance measurement for Riadha aims at setting
benchmarks of 50 percent to 70 percent of the annualized plan.
Performance Metrics
Customers engagement. The way customers perceive Riadha is important to us. We
acknowledge this because there are many competitors thirsting for attention of our clientele base.
We engage our customers through social media sites, for example, Twitter and Facebook. The
conversation helps us to gauge if our products are trending up or down; then we can take
appropriate measures. As a benchmark, this is highly dependent on price and industrial point.
Website visitors. We post our products on the website and measure the increase in traffic
from search engines, for example, Google. This is a valuable way of determining that our content
is being viewed. The increase in the number of website visitors often contributes to 60 percent of
inside sales.


Increase in market share. Despite the fact that we cannot measure our market share
because it is evenly distributed, we estimate our market allocation internally based on the
number of customers who frequent Riadha in comparison with the competitors. This metric
constitutes over 70 percent of our annualized strategy.
Customer value. Customer value comes first in our operations. We ensure that
consumers receive the worth they deserve because they are our source of revenue. This metric
contributes to over 75 percent of our annualized plan.
Current Marketing Objectives
Qualitative and Quantitative Marketing Objectives
A) Customer Value Metric
a) To set competitive prices affordable to our customers.
b) To increase superiority of our products and services.

c) To give preference to our customers.

d) To improve on customers value.
B) Web Visitors Metric
a) To make our web content attractive.
b) To update our web content frequently.
c) To develop a questionnaire for our customers feedback.
d) To reinforce the positive image for our company.


C) Customer Engagement Metric

a) To create awareness of our company among potential customers.
b) To develop responsive advertising.
c) To teach consumers how our products or services can impact their lives.
d) To reinforce a positive image for our company.
D) Market Share Metric
a) To develop strategies of attaining a large market share.
b) To conduct a competitive research.
c) To hire a marketing consulting firm to help in increasing the market share.
d) Allocate resources for advertising and promotion.
Conduct both a SWOT analysis and needs analysis for your product. Each analysis should
examine four (4) strengths, weaknesses, opportunities, and threats for your company.
A) Strengths
a) We consistently brew delicious coffee.
b) We have an excellent affiliation with our suppliers.
c) Technological advancement by use of enterprise software in our operations.

d) Our location and accessibility.

B) Weakness


a) We lack funding for expansion of our company to other areas.

b) We have not established ourselves as a reputable coffee house in other parts of the
c) Small profit margins.
d) High raw material costs.
C) Opportunities
a) Customer loyalty creating an ongoing relationship.
b) The market for coffee consumers is vast and growing.
c) Installation of Wi-Fi for our customers to have quick internet access.
d) Continue to venture in more enticing coffee brands.
D) Threats
a) Competition could develop new marketing campaigns, and, therefore, requires more

b) Coffee price fluctuation is affecting our sales.

c) Environmental standards against pollution are a threat since we have to be updated on

the new government regulations.
d) Punitive food safety guidelines.
Riadha Coffee House Needs Analysis


By application of the needs analysis, we will be in a position to understand what the

business objectives are. Additionally, we shall identify what Riadha is looking for and what are
the required skills needed.
A) Strengths
a) Alignment with business strategy.
b) System infrastructure improvement.

c) Stable market share.

d) Formulating new business objectives.
B) Weakness
a) Data integrity.
b) Data accuracy.
c) Resistance to change.
d) Short learning curve for employees.
C) Opportunities
a) New business opportunity.
b) Improvement of competitive advantage.
c) Sales plan redesign.
d) Attending clients meetings.



D) Threats
a) System security threats.
b) Change of the business environment.
c) Data error in the enterprise software.
d) Lack of employee training.

Canavari, M., Castellini, A., & Spadoni, R. (2010). Challenges in marketing quality food
products. Journal of International Food & Agribusiness Marketing, 22(3-4), 203-209.
Larson, R. (2008). Marketing meal solutions. Journal of Food Products Marketing, 8(1), 63-71.
Long, R. (1996). Impacts of competition on food production, processing and marketing. Journal
of Food Products Marketing, 3(3), 83-84.

Tsakiridou, E., Mattas, K., & Mpletsa, Z. (2009). Consumers' food choices for specific quality
food products. Journal of Food Products Marketing, 15(3), 200-212.