Marketing Plan Asian Bazar Group 12

Marketing Plan: Asian Bazar

BSMM-8140: Marketing
Master of Management.
Summer 2020
UNIVERSITY OF WINDSOR
2019-2020
Submitted to: Dr. Peter Voyer
Submitted by:
Karen Correia- 105137647
Jaspreet Dhariwal- 105112842
Mushfik Hasan- 105136602
Karan Hazrati- 105113393
Aqib Akter Nizam- 110017037
Afrah Zafar- 110017011
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Contents
Executive Summary....................................................................................................................................... 4
1. Introduction .............................................................................................................................................. 5
1.1 Purpose ............................................................................................................................................... 5
2. Company Analysis ..................................................................................................................................... 5
2.1 Organisation Structure ........................................................................................................................ 5
2.2 Mission ................................................................................................................................................ 6
2.3 Core Values ............................................................................................................................................. 6
2.4 Core Competency and Sustainable Competitive Advantage .............................................................. 6
3. Industry Analysis ....................................................................................................................................... 7
3.1 SWOT Analysis..................................................................................................................................... 7
4. Competitor Analysis ................................................................................................................................ 10
4.1 Influence ........................................................................................................................................... 11
4.1.2 Strategy .......................................................................................................................................... 11
4.1.3 Matchup ......................................................................................................................................... 12
5 Positioning Strategy ................................................................................................................................. 12
5.1 Positioning Statement....................................................................................................................... 13
5.1.2 A perceptual map........................................................................................................................... 13
5.2 Points of Difference: ......................................................................................................................... 13
6 Customer Analysis: ................................................................................................................................... 14
6.1 Customer Segmentation ................................................................................................................... 14
6.2 Marketing Objectives: ....................................................................................................................... 14
6.2.1 Rationale behind Objective: (SMART) ........................................................................................ 15
7. Market - Product Focus ........................................................................................................................... 15
7.1 Marketing and Product Objectives: (Target Market) ........................................................................ 15
7.2 The Four P’s of Marketing ................................................................................................................. 16
7.2.1 Product ....................................................................................................................................... 16
7.2.2 Place Strategy............................................................................................................................. 18
7.2.3 Price Strategy ............................................................................................................................. 18
7.2.4 Promotional Strategies ............................................................................................................. 19
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8 Sales Forecast........................................................................................................................................... 21
9. Implementation ...................................................................................................................................... 23
9.1 Short-term implementation .............................................................................................................. 24
9.1.2 Long term implementation ............................................................................................................ 25
10 Measurement......................................................................................................................................... 26
11 Conclusion .............................................................................................................................................. 26
Bibliography ................................................................................................................................................ 27
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Executive Summary
Asian Bazar is a family owned business that sells international groceries of various ethnicities and
different meat products. The store carries a huge variety of local and international brands. It is
currently in the growth stage of the product life cycle. The marketing plan highlights various
growth opportunities, with a strong understanding of the changing needs of current and potential
customers. Along with that, the report also talks about how the company can position itself in a
profitable way that also supports the brand image.
In order to analyze the internal and external situation of the company a SWOT analysis was
completed. The marketing research gives us an overview of the competitors and current industry
trends. Once the SWOT analysis and competitive landscape was determined, a position strategy
was implemented to give Asian Bazar a competitive edge and outline the services it intends to
provide for the customers. Various strategies of the marketing mix are analysed based on the
current market situation. These strategies are based on the financial projection that is conducted
for 5 years.
An implementation plan is formulated and discussed towards the end of the report. The short- and
long-term plan focuses on anticipating the needs of the customers and providing additional services
to address them. Overall this report provides a sustainable plan to ensure growth and development
in the business.
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1. Introduction
Within the current market situation businesses compete to stand out and create unique value which
assists in creating competitive advantage. Hence companies need to take various steps and aspects
into consideration in order to ensure the marketing plan is appropriate to stay ahead of competition.
This report focuses on critically analyzing Asian Bazar, a convenient store located in Windsor.
The report is divided into three key parts, the first part of the report introduces the company, such
as its key objectives, values, mission, and vision. Followed by, examining and evaluating the
current strengths, weaknesses, opportunities, and threats. Also, proposing key approaches to
ensure a successful marketing plan. In the final part of the paper, we provided short term, long
term implementation and showing feasibility through financial analysis over the next five years.
1.1 Purpose
The purpose of this report is to develop a 5-year marketing plan for Asian Bazar, which is a small
business located in west Windsor, Ontario. The marketing plan discusses the various opportunities
that the business owner can evaluate and incorporate in order to expand and leverage its brand to
enhance growth.
2. Company Analysis
Asian Bazaar is a small market situated at 575 Partington Avenue, Windsor. It is very near to the
University of Windsor and takes only 10 minutes from Sunset Avenue by walking. Asian Bazaar
is a small shop founded in 2017, having only one employee along with the owner. Mr. Mohammad
Abdul Kader Dewan who is the sole owner of this consumer item-based shop. In the beginning,
the shop focused on selling very a smaller number of products however, the owner started to gather
all the necessary products for daily use of the consumers. Now the shop has a wide variety of goods
including some fresh vegetables (e.g. tomatoes, chillies, potato, coriander leaves, onions etc.)
snacks, dairy products, bead, eggs, and yogurt. As the owner is a Muslim, he sells Halal meat for
religious purpose and other products like canned items, international food, beverages, utensils, and
ready to eat meals
One advantage that Asian Bazaar enjoys is that there are lots of Muslims students from different
countries like Bangladesh, India, Iran, and some people from Africa who reside in Wyandotte
Street and maximum of them have the habit of eating Halal. Therefore, there are no stores nearby
who sell Halal meat. Hence students can get the meat from the shop which is nearby and do not
have to travel far. The owner uses a big machine to cut the beef, chicken, lamb according to
customers’ choice. The meat orders can also be placed via telephone and are ready for pick up for
consumers. Moreover, the shop gains benefit from the favourable geographical location.
2.1 Organisation Structure
The business is a Sole proprietorship. MR. Dewan holds 100 percent ownership of the business.
The operation was opened in 2017 and he is the only person handling the business. From January
2020 he has hired one person who is employed part time on an hourly basis.
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2.2 Mission
Asian Bazar’s mission is to improve customer experience by providing goods and services in an
effective and efficient manner with ease and affordability to fulfill the daily needs of customers
within the neighbourhood. Asian Bazar focuses on the following attributes:
C-Convenience
V- Value
F- Fresh products
E- Ease
N- Nutritional Products
2.3 Core Values

Core values are the belief that an organization has. This helps them to achieve their goals by
providing them a pathway and guiding their decisions, behavior and actions. When Mr.
Mohammad Abdul started Asian Bazar business, his main motive was to serve the customers with
ease, and affordability.
When he hired an employee, the training he provided was also based on the values of integrity,
honesty, and safety. He made sure the products that he sold, increased the standard of the
consumers health, and well-being by providing nutritional products with ease and convenience
Asian Bazar strives for exceptional customer service not only towards the employees, but also to
its vendors. They also follow the principle of people matter. Asian Bazar believes that buying daily
necessities is more than an errand. Hence, they provide great value under one roof.
2.4 Core Competency and Sustainable Competitive Advantage
The preliminary point for understanding core competencies is comprehending that businesses need
to have something that consumers uniquely value if they are to make profits. Many convenience
stores are using different resources and compatibilities to gain competitive advantage (Pui,
Xinping, & Man, 2005)First, a core competency of Asian Bazar is the potential for accessing the
Asian markets. This guarantees that the product or service are introduced with unique value while
not only providing flavors from the Asian continents to North America but also providing
products to residents from different nationalities which consist of 22.9% of Windsor’s Population
(CTV News, 2017)
Secondly, differentiation refers to providing improved or exceptional products. Asian Market can
do this by providing the highest quality products and delivering services faster than competitors
quickly, and conveniently. Asian Market has achieved differentiation by clever and innovative
methods including meticulous planning and providing fresh and high-quality products while
keeping waste to its minimum as compared to the competition.
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Thirdly, having exceptional staff also provides an opportunity for achieving competitive
advantage. Asian Bazar has provided exemplary customer service by hiring experienced
hardworking and knowledgeable staff. They offer moral obligation and empowerment to their
employees. The design of the store is laid out efficiently, which makes it easier for the customer
to find different products.
3. Industry Analysis
Convenient store is vital today for providing convenience, ease, variety of fresh, nutritious
products, and value for the customers in order for consumers to effortlessly obtain the necessity
utilities closer to an individual’s location. Within Canada today the third biggest expense is grocery
which is about 10% of an individual’s income. Canadians spend about $100 billion at about 3000
different grocery stores including convenient stores. According to the Government of Canada
statistics (2017) convenience store average revenue is approximately $9.5 billion (Doering, 2018).
Moreover, according to Bedford (2019), there are about 7752 convenient stores within Canada and
about 37116 employed within this industry. Hence, the biggest convenient store in Canada is
Couche Tard, which was first established in 1985 in Quebec. Today it has about 2100 stores in
Canada and sales of $37.9 billion. Followed by Parkland fuel Corporation, which was first
established in 1975 Calgary, hence today it has about 1860 convenient stores across Canada
(Governemnet of Canada , 2019). Shell Corporation Ltd being the third largest was founded in
1911 in Calgary, currently has 1300 convenient stores across Canada. Parkland fuel corporation
and Shell Corporation Ltd have sales of about $3 billion. Couche Tard, Parkland fuel Corporation,
and Shell Corporation Ltd hold 60.9% of the total market share across Canada (Statista , 2019)
It could be depicted from above that convenient stores have played an important role in the market
today and have a rising popularity within the Canadian market. Hence, it is key for the stores to
really be convenient, fast, easily accessible, and friendly to attract then sustain the customers
within the long-run.
3.1 SWOT Analysis
SWOT Analysis is a significant framework used for strategic development within organizations.
Hence it is used to analyze the situation of an organization both internally and externally. The
findings can be used to determine the organizational strategy, planning the activities of the
business, establish any difficulties thus how to reduce those, competitive advantages, and how the
business can improve and develop itself for a better future. The framework consists of four key
components: strengths, weaknesses, opportunities, and threats. The table below represents the
SWOT analysis for the Asian Bazaar.
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Strengths
Utility Products
Asian Bazar has a great variety of basic needs products such as small household products, quick
ready to eat meals, and other day to day consumer necessities to not only cater the needs of the
consumers but these are easily available at the store and are convenient to the consumers. Asian
Bazaar ensures these products are always available and in stock for the consumers.
Location
The Asian Bazar is located near the University of Windsor (approximately 10 Minutes walking
distance) and also around the residential area where mostly university students live. This provides
Asian Bazar an advantage to attract different varieties of students who are highly likely to walk to
the store to purchase the products they need immediately and easily accessible rather than drive or
take the bus to a larger store.
Independence
Asian Bazaar is owned by one person. Therefore, this provides opportunities such as easily being
able to adjust to the consumer needs hence easily being able to express to the shoppers what more
he could offer. For example, in terms of the fresh meat; customers have the choice of cut for the
meat, the size of each piece, with skin or without skin, halal, and mince. Moreover, this also
ensures devoted running of the business and ensuring to maintain and support the standards and
values of Mr. Mohammed Abdul Kader Dewan.
Customer Service
Mr. Mohammed Abdul Kader Dewan and Mehedi (employee) provide a personalized service to
the customers. Moreover, create an approachable, and friendly environment to not only ensure an
exceptional pace of service but an assurance of a memorable shopping experience.
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Weaknesses
Lack of Sufficient staff
Having limited staff makes it difficult for the owner of Asian Bazar to focus on multiple customer
queries at a time, which may result in longer wait time at the cash counter or for a query to be
resolved during rush hours.
Lack of Local Marketing
This is a strategy that focuses on targeting local consumers near the business which can help
convert the resident traffic into sales. Asian Bazar has not been able to take advantage of the
social media presence. Moreover, Asian Bazar needs to invest in a website which can provide the
customers insightful knowledge.
Price and Benefits
Many retail giants like Walmart, FreshCo offer commodities at a lower price along with different
promotional strategies like BOGOF, coupons, discounts etc., which makes it difficult for Asian
Bazar to compete. Asian Bazar needs to focus on other strategies to build a loyal customer base or
come up with different promotional strategies.
Limited Knowledge
Asian Bazar is a newly opened store which is privately owned by a single owner. Mr.
Mohammad Abdul has limited knowledge about the different pricing and promotional tactics that
can be used to increase the customer base.
Opportunities
Increase Product Variety
The majority of the Asian Bazar is focused on the Asian product category. Hence since the location
of the store is around the university and student residence the store could increase the customer
base by targeting more international backgrounds. This could be done through increasing the
product variety through offering more specialty food products, and flavours from different
countries. This would encourage building a strong and loyal customer base, increase customer
excitement, motivate them to return, better meet the needs and wants of the international students,
and ensure competitive barriers. Most importantly this would also ensure a better satisfaction.
Online Presence
Since the majority of target customers for Asian Bazar is young adults, therefore the store could
adapt to various social media marketing techniques such as Facebook and Instagram. Hence the
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innovative voice within the social media platforms would encourage awareness, confidence, and
engagement. In addition to this, it would be beneficial to create a website for Asian Bazar. The
website that could be easy for consumers to navigate, easily be able to find the information about
the products and have a unique visual design to engage the target customers. This would ensure
Asian Bazar is able to reach out to more customers, it is a cost-effective strategy for marketing
since the website would be running 24-7 and it is a pull strategy where the products market
themselves.
Service Extension
Asian Bazar could extend its services further through various different ways, firstly, by offering
the customers pick up services through making reservations of products on the websites. Secondly,
delivery options for the products purchased online free delivery for up to $30 and if below delivery
fee would be $5.00. Finally, since Asian Bazar has additional space at the back of the store the
space could be utilized to begin preparing freshly prepared quick breakfast, lunch, and dinner
specials. These would assist Asian Bazar to differentiate themselves by providing unique,
personalized service to selective target consumers that they know will be willing to pay more for
the ease service for example having online purchases, packed and ready for pick up.
Threats
Barrier of Entry is low

The Startup cost to open a convenience store ranges from anywhere between $10,000 - $50,000
depending upon the locality (Entrepreneur, n.d.)This creates a threat as initial investment is less
which would result in multiple players in this business. These players can come up with different
tactics which can result in a buyer switch.
Availability of products
Some of the products are sold by Asian Bazar, and are also sold by its competitors of Asian Bazar
thus Asian Bazar should make sure they keep the products available to the customer to avoid
switching costs.
Switching cost is low
Convenience stores offer services that can be easily imitable by new entrants. Asian Bazar should
come up with new tactics to retain the loyal customers through loyalty programs and have
promotions to stimulate call to action.
4. Competitor Analysis
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4.1 Influence
V-Desi Super Store Community Asian Food Asian

Food Mart Imports Bazar
Media Website, Facebook Page (Not N/A Facebook, Yellow

Approach updated), Instagram, Yellow Page
Page Website,
Yellow Page
Google 4.6 out of 5 4.3 out of 5 4.1 out of 5 4.5 out of

reviews 5
72 Reviews 6 Reviews 414 reviews
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Reviews
Marketing Instore promotion N/A Website N/A

Tactics promotion
4.1.2 Strategy
V-Desi Super Community Asian Food Asian Bazar

Store Food Mart Imports
Year 2019 2017 2014 2017

Founded
Target Indian, Pakistani Indian, Pakistani Indian, Pakistani Indian, Pakistani &
Customer & Bangladeshi & Bangladeshi & Bangladeshi Bangladeshi
Major Asian grocery Asian grocery Asian grocery Asian grocery items
Products items, sweets and items and snacks items, sweets and and snacks (Halal)
snacks (Halal) snacks
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Key Delivery option Halal products Home shipping Halal products for
Benefits available for Muslim for large orders/ Muslim Community
Community and Offers Seafood
International
deliveries to
USA
Opening 7 days a week 7 days a week 7 days a week 7 days a week (11am
Hours (10am -9pm) -10pm)
(10am -8pm) (10am -8pm)
Sunday
(10am -7pm)
4.1.3 Matchup
Asian Bazar is located in West Windsor where the majority of the population is immigrants and
international students as University of Windsor is located in this area. If we take a look at the West
Windsor Census Profile 2016, we can see that west Windsor contains 170 Bangladeshi, 595 Indian
and 305 Pakistani citizens. Around 16.5% of the total population of west Windsor are from these
three countries (Canada, 2019)Considering these demographics we can easily assume that
competition for Asian food businesses is very high in this area. In West Windsor, Asian Bazar has
mainly three major competitors which are Community Food Mart and V-Desi Superstore, and
Asian Food Importers. If we compare above listed data, it is clear that V-Desi Superstore and Asian
Food Importers Store are ahead in competition than other two stores though V-Desi Superstore is
newly launched. On the other hand, Asian Bazar is around two years old and has developed many
loyal customers. It is also an advantage for Asian Bazar that they can serve Muslim community
which is a niche portion of the market. The above information also gives us an idea that
Community Food Mart and Asian Bazar are almost at the same level in the competition, but
Community Food Mart lacks additional benefits. Both stores do not have any promotional
materials to attract customers. They only survive on personal connections and word of mouth
promotion. On the other hand V-Desi Superstore and Asian Food Importers are trying to reach
people through social media although V-Desi Superstore is not regularly active in these platforms
as they just launched their business. So, in the section of competitor analysis Asian Bazar is far
behind and will lose the market or will have no progress in the business if the owner does not take
any necessary development action.
5 Positioning Strategy
Making the products available through unique purchasing experience. Asian Bazar can focus on
its strengths and opportunities to deliver the products and service to target customers and retain
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them. Asian Bazar can work on its promotional activities to reach maximum number of targeted
customers.
5.1 Positioning Statement
To provide our customers the real meaning of convenience.
5.1.2 A perceptual map
Perceptual map provides a 2 - dimensional visual representation of a brand on the lines of its
attributes against its competitors. With the help of this map we can understand the consumers
perception of Asian Bazar in terms of reach and benefits among its competitors.
5.2 Points of Difference:

Asian Bazar has 4 distinguishing characteristics:
1. A clean, well organized, properly aisled grocery store where the shelves are organized
according to ethnic products which allows a convenient shopping experience.
2. Availability of poultry and seafood products, which most stores near by do not offer this.
3. Well positioned and situated near university in order to attract the target market.
4. Convenience of easy refund and exchange policies.
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6 Customer Analysis:
6.1 Customer Segmentation
Types Patterns
Demographic Mostly women, students from India, Pakistan, Bangladesh and other
south Asian and African countries. Age ranges between 22- 40. Lower
middle to upper middle level income.
Geographic West Windsor
Behavioral Prefer halal meat, do grocery shopping 2-3 times a week, easily
available products, frequent users.
Psychographic Deal seekers, last minute shoppers, drop buys, students
From the table above it could be depicted that the retail industry continues to grow in Canada, it is
especially important for the small business owners to focus on their customers' demands. Today,
the customers are not just interested in the products, but they also greatly value the businesses that
realize their individual needs and are able to meet their expectations.
Therefore, after critical analysis of segmentation our target market are the people living nearby
within walking distance to 10- 20 mins of drive. Windsor being a multicultural society, the target
market for the store consists of people from various ethnicities such as India, Bangladesh, and
Pakistan. Thus, with the increased product categories within the store the target market would also
target other ethnicities such as African, Arabic, Candians and other Asian countries. The main
customer demographic of the store will be 22-40 years who have average to high income.
University students are the quick buyers. They are also budget conscious like the deal seekers.
Most of their budget is spent on items such as noodles, coffee, tea, cookies, chips and canned
foods. Average to high income people like to stock up food to avoid frequent store visits. They
usually visit the store once in two to three weeks and buy a variety of products which would last
them for some time. To retain the drop buys, Asian Bazaar offers and maintains cleanliness and
availability of stock. Customers really enjoy the presence of local and international food items at
one place.
6.2 Marketing Objectives:
1. Service expansion through Home delivery and provision of freshly made snack options by 2025.
2. To increase the net sales by 3-5 % every year for consecutive five years.
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3. Cost growth of 1.5% by 2025.
4.Increasing the product line by targeting different customer segments by April 2022.
6.2.1 Rationale behind Objective: (SMART)
Specific
The Four objectives we have listed above are sustainable because Asian Bazar has been doing this
business for the last two years and developed some personal connections throughout the
community. People who live nearby know about this store and the owner has a strong hold and
experience in the market in comparison with the competitors. It can be said that the store has the
potentiality to grow if the owner gets a defined guideline of new competition and marketing
concepts. Considering all the aspects it is possible for the owner to achieve the goal within five
years.
Measurable
Along with the objectives we have set the timeline and goals, for example some percentages, and
objectives to achieve those numbers. So, we have listed some measurable goals.
Attainable
As our team discussed above, the owner has experience in the market and has the potentiality to
grow. The goals we have decided to achieve within five years for Asian Bazar is completely
attainable considering all the factors of the store and the owner.
Realistic
The objectives are based on the store’s previous growth and owner’s experience and potentiality.
Therefore, we can say that the objectives are realistic.
Time Bound
The marketing objectives listed above are set to achieve within the next five years with proper
measurement and step by step timeline. Therefore, the objectives are perfectly attainable and
measurable within the timeline.
7. Market - Product Focus

7.1 Marketing and Product Objectives: (Target Market)
Primary market
Asian’s Bazar main market is the customers for halal meat. It consists of Muslims who find it
challenging to find meat in other supermarkets. They are looking for a variety of chicken and beef
products which are clean, cut to their personal standard and fresh products. These customers are
willing to pay a premium and wait longer periods of time. To further enhance their experience a
larger variety of meat products are also available. Chicken is available boneless and bone-in for
breasts, thighs, drumsticks, and wings. Similarly, beef is available for steaks, stewing, ribs, roasts,
and other cuts. A segment of meat buyers also places phone orders and come to pick up the meats.
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Secondary Market
This leads to the second market of Asian Bazar, phone orders. Customers who are busy and
looking for an efficient grocery experience call in to place orders and pick them later. This usually
includes mothers, the elderly, and busy households where every member has additional activities.
Their commonality is they have a very structured grocery list to fulfill the needs for a certain time
period and often are regular customers. Staff is present to fulfill their orders within an hour. Along
with meat products, phone orders consist of non-perishable items such as canned products, boxed
products, rice, spices and more. However, some are not able to come quickly and often state as
lack of time as their excuse. This presents an opportunity to engage an additional market subset
to the phone order by offering delivery of their goods. Customers who are busy and are unsure if
they will be able to pick up the phone order would find these services convenient and useful. This
enhancement of the market would attract additional customers.
Tertiary Market
The tertiary market of Asian Bazar are the walk-in customers. These customers include students,
bargain shoppers, and customers for fresh produce. The students and bargain shoppers are looking
for cheap alternatives. They are also unsure of what they are looking for and can be enticed to buy
any products if a discount or a sale is provided.
Emerging Market
A new and emerging market for Asian Bazar could be other ethnic customers. Asian Bazar’s
primary customer ethnicity is of South Asian descent. East Asian customers are also looking for
unique products such as fruits and vegetables from China, Japan, and Korea. One aspect to consider
is the meat needs for the East Asian community. Introduction of pork products could have an
adverse effect by dissuading the South Asian customers for getting their meat products. But
increasing non-perishable and perishable products and extending services to freshly made snack
options could attract new customers and fulfills the needs of current customers who are looking
for unique products.
7.2 The Four P’s of Marketing

7.2.1 Product
Located in the heart of the city, Asian Bazaar offers a wide range of products to its customers. The
diversity of products is one of the competitive advantages that the store has over other competitors.
The products are similar to what other stores carry in terms of packaging size, quality, and quantity.
The store sells local as well as international brands from India, Pakistan, Bangladesh.
Diversification: Diversification refers to the company’s strategies for the development of the
business in a way that it widens the scope of the organisation by introducing new products and
targeting new and different markets. Asian Bazar only offers in-store purchases for its products.
With the introduction of home delivery, reservation for products online, and extension of services
in freshly made snacks, customers will place their orders on the phone and get their groceries
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delivered to their doorstep. This would give them the ease of grocery shopping and the convenience
of saving time. Hence, also enjoy the variety of foods.
As discussed earlier, another major goal of our marketing plan is to increase our product line by
targeting different customer segments. This goal can be achieved by introducing fresh fruits along
with the vegetables in order to expand the fresh produce section in the store. Since most of the
customers are from Asian countries, Asian Bazar can build a brand person relationship by offering
fruits such as mangoes, guava, lychee etc which are available back home but not easily accessible
in other grocery stores of Windsor.
Asian Bazar can also expand their variety of fresh meat by adding sea food to their product line.
The seafood can be prepackaged and available for customers to buy. The availability of different
types of meat, fresh produce, fresh snacks, and other grocery items will serve the purpose of one
stop shop for its customers.
Another customer group that can be attracted could be of Chinese, African, Arabic and Japanese
ethnicities. These customers also have unique products they are looking for that are not readily
available in other grocery stores. Goods such as noodles, tofu, bok choy, gai lan and others would
attract them. However, one thing to consider is to not lose current customers by avoiding pork
options. By offering lower and competitive prices would also attract Chinese, African, Arabs, and
Japanese and other ethic group of students.
Present Product New Product
Present Customers Market Penetration Product Development
New Customers Market Development Diversification

Introduce fresh fruits
- Pre-packaged Seafoods
-Introduce new ethnic products
- Delivery System
- Introduce freshly made snacks
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7.2.2 Place Strategy
Stores like Asian Bazar have a very high demand in west Windsor as University of Windsor is
located in this area and a huge number of students from Asian region and other ethnicities are
studying in this university. Due to this reason, store location is an important consideration for the
store owners.
If we compare the location strategy of the competitors with Asian Bazar, then we will come to the
conclusion that Asian Bazar is behind than other competitors in the race. Asian Bazar is located at
Partington Avenue and the location of the store is not even on the main street where people can
easily notice the signboard of the store. Even the store does not have a name board on the main
street so that customers can get to know an Asian store is located here. On the other side V-Desi
SuperStore, Community Food mart and Asian Food Imports location is on the main street and even
their locations are prime locations. Their stores are easily identifiable from the main street.
Asian Bazar
Community Food Mart Asian Food Importers V-Desi Superstore
Considering this scenario, our team suggests that Asian Bazar needs to increase its promotional
activities in a way that will not only focus its products but also promote its current location. In the
long run Asian Bazar should relocate its location on the side of main street (suggested Wyandotte
Street). We also know it takes time to move an entire store to a different location. Till then we
suggested the owner that he should upload a small billboard beside Wyandotte Street which will
help the customer to identify the store. Also the owner can focus on flyers where he can put a small
map to help customers to identify the location and find it easily.
7.2.3 Price Strategy
Since Asian Bazaar business is separated into different items like meats and groceries, its pricing
strategy is split into different components to fit with the product's sale.
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Meat
Asian Bazaar is very popular for its meat and especially Halal meat as there are lots of Muslim
students and families nearby who regularly buy meat from this shop. Due to high demand for meat,
Asian Bazar’s owner makes sure that the meat is fresh all the time. He purchases its fresh meat at
a reasonable rate from different nearby vendors which helps the owner to set price and maintain
high quality and little bit of profits. While discussing the price of the meat, he once said that his
prices are a bit higher than any other shop as there are some costs involved. The difference is very
low around CAD 1 only and maximum CAD 1.5. According to his logic, people are getting the
same meat here when they buy it from Freshco, Multifood or any other small shops. A student has
to travel by bus or car if he/she wants to go to Freshco. It takes lots of time to go there by bus and
if they are using their car, there is a cost of gas. So, in that case he is charging very less and at their
doorsteps. No time is wasted and no charge of gas. Therefore, he assumes that he is not losing any
customer for that additional $1 to $1.5 dollars. His customers are loyal to him according to his
statement.
Grocery and other Products
Though Asian Bazaar enjoys a big competition near his area and on Wyandotte street in its grocery
sales, it still set its product prices in such a way that it encourages its existing and potential
customers to come in to the store and purchase variety of products and as I mentioned earlier that
Asian Bazaar enjoys customer loyalty.
Another pricing strategy that Asian Bazaar could have undertaken is that the owner could set
product price including the tax, meaning that any price customers see in the product price tag is
what they pay for the product. This is where he could gain more customers we believe. This is
because it makes customers more comfortable to shop on their specific budget. The downside of
not considering this strategy is that new customers who come into the store tend to think that the
products are overpriced. This can make the new customers who are new in that area will quietly
walk out of the store and never return. The owner might be able to retain the old customers but
will have a negative impact on the new customers who could later become its regular customers.
This will be a loss of some potential customers as these new people can go to other people and
spread negative word of mouth. This is how the number of lost customers might increase for Asian
Bazaar. Price based competition is a good strategy for small businesses because this is the one
thing that differs a small store from its competitors.
In future with the extension of the new product category and service extension, we recommend a
pricing penetration strategy to be used , which will set the price low in order to attract a wide
customer base and still provide the real meaning of convenience and a one stop shop for all
products and services and continue to notion of affordability .
7.2.4 Promotional Strategies
Asian Bazaar just opened two year ago, therefore the company is still at the growing phase. So far,
the company is doing well within the market and it has also expanded the space thus innovative
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ideas could be implemented within the business to gain competitive advantages, and the business
could grow further. Furthermore, promotional strategies could be used in order to create
information, persuasion, and stimulate the consumers to buy the products. Asian Bazaar has not
made any promotional efforts hence engaging in some of these activities would make the store
known amongst the university students, and neighborhood. Hence some of the key promotional
strategies that we suggest for Asian Bazaar includes, taking part in the university events. Social
Media presence such as using Facebook, and Instagram. Also, the website could be used. In
addition, flyers sent out to homes, discounts, loyalty programs, and use of sensory marketing
techniques.
University Events
Asian Bazaar could get involved in various university events such as the celebration of nations,
where Mr. Mohammed Abdul Kader Dewan could display the different products and samples to
the various students. This could assist to build strong positive associations and can help to increase
the customer base. Also, in future this would be beneficial for the target consumers because as
Asian Bazaar increases its product lines and in the long run also introduces snack options for
breakfast, lunch and dinner, taking part in the celebration of nations would assist to build a wider
customer base. Furthermore, Asian Bazaar could also take part in donating some products at the
end of two months towards the Food Bank at University of Windsor campus. This would ensure
the store would get more contacts and hence creating an optimistic store image amongst the
consumers.
Social Media Presence and Website

Social media presence is vital today in order to connect with the target consumers, increase
awareness, and enhance the store sales. Asian Bazaar could utilize Facebook and Instagram. These
platforms could be used to provide updates about the new products within the stores and also any
promotions on the products. Mr. Mohammed Abdul Kader Dewan would gain benefits from these
platforms because it would provide him feedback about the products and services within the store
hence provide room for improvement, and also provide insights about the customer needs. In terms
of the website, this would be used to provide information about all the products and services
available within the store. Hence in future the website could be used to place orders online for
reservation and pick up or for delivery and payment in store or at the doorstep when delivered
(cash, debit card or credit card).
Flyer Promotion
This has been a traditional strategy to reach the target customers. The flyers would include key
information such as the location of the store, and promotional activities. Asian Bazaar could
engage in providing flyers to consumers as they come into the store for shopping or also send out
flyers to various residents around Wyandotte area, University Avenue area, Riverside Dr West,
and Sandwich area. The flyer promotional strategy would assist in reaching out to the consumer
easily. Moreover, creativity would attract customers towards the store hence it would be vital to
use an innovative design and make the flyer stand out. Finally, it is a cost-effective strategy as this
would not require a substantial budget.
Discounts
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Asian Bazaar could engage in offering the customers various discounts such as, during times when
the store wants to get rid of inventory or when a certain amount spent such as $50 spent the
customer would receive 5% off the purchase. In terms of online discounts customers could be
offered early-bird discounts for purchasing new products such as 5% off. Thus, this could be
offered to the first 35 people. Other strategies could be used for example as customers spend $55
for online shopping delivery fees would not be charged. This would encourage customer loyalty,
quick movement of stocks, and also achieve sales targets.
Loyalty Programs
A loyalty program such as having a stamp card system of Asian Bazaar and as customers spend a
minimum of $20 the card will be stamped and initiated, thus after 10 transactions the customer
would receive any product free within the range of $5 to $10. This would retain the current
consumers, form personal relationships and make them feel more esteemed since this would
encourage an emotional connection, increase sales revenue, and attract new customers.
8 Sales Forecast
To measure the business efficiency and to carry out the goals of the organisation, financial analysis
is very important. We have analysed & prepared the 5-year financial projection and break-even
analysis based on the data provided by the store owner for the current year. Assumption has been
made for the computation of a 5-year projection from the year 2021 to 2025.
1. Sales increases by 3-5% annually for the consecutive 5 years.

2. Cost of goods sold increases by 1-2% annually due increase in product and services
by 2025.
3. Increasing the product line by targeting different customer segments by April 2022.
4. Service expansion through Home delivery and freshly cooked snacks by 2025.
Asian Bazaar Pro-forma income statement
Revenue and Expenses $(in dollar)
Sales $160000
Cost of Sales $54560
Gross Profit $105440
Employee Wages and Benefits $13440
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Rent and Common Area Costs $33600
Other Operating Expenses $2400
Operating Profit $56000
Sales and Cost of goods sold projection are given below are given below:
Cost of Goods Sold 5 years Projection
YEARS 2020 YEAR I YEAR II YEAR III YEAR IV YEAR V
COGS 54560 55106 55657 56491 57344 58491
Sales and Projection 5-years projection
Revenues and Expenses /Year 2020 Year 1 Year 2 Year 3 Year 4 Year 5
Net Sales 160000 164800 169744 176534 183595 192775
Gross Profit 105440 109694 114087 120043 126251 134284
Operating cost 49440 49440 49440 49440 49440 49440
Operating Profit 56000 60254 64647 70603 76811 84844
Formula used to carry out the analysis:
a. Gross Profit= Sales - Cost of Goods sold
b. Operating Profit = Gross Profit-Operating Cost
22
We have assumed that operating expenses are fixed costs and the cost of goods sold is a variable
cost.
Break Even Analysis
Break Even Point ($ Sales) = Fixed Cost / (1- % Variable Costs)

= $49440 / (1-34%)
=49440/.66 = $ 74,910 sales annually
Asian Bazaar should have a sale = $74910 to reach the Break-Even point.
From the break-even analysis it can be projected that Asian Bazaar needs to sell at least $74,910
to cover its total cost and can generate profit after achieving this point.
This sales amount suggests a comfortable safety margin. This projection is based on the data given
for the year 2020.
9. Implementation
Short term Implementation
Q1 Q2 Q3 Q4
Hiring new employee
Food bank
Promotion activity (Flyer)
Sensory Marketing (lighting, music)
Website
Long Term implementation
Year 2 Year 3 Year 4 Year 5
Increase product line
Increase Promotional activities
Initiation of Delivery Service
Licensing and permits for food safety
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Food Service Extension

(Breakfast, lunch snacks and dinner)
9.1 Short-term implementation
Asian Bazaar’s plans will be excellent customer service so that it can create good customer loyalty.
Its sales will be driven by word of mouth (WOM) by the current customers e.g. students who are
satisfied by the service
To take the advantage of the available market and become a major strength to calculate with in its
line of business, Asian Bazaar planned out the following activities to accomplish in the upcoming
years:
Quarter 1 (January-March)
Asian Bazaar will introduce a new member in the family i.e. hiring a new employee to expand the
service. The owner himself runs the whole shop now for which it’s difficult for him to multitask
even though he does. But when there are lots of customers at the same time, it is difficult for him
to attend them. Starting from the meat cutting, cash machine handling, cleaning etc. everything is
done by the owner Mr. Dewan. Therefore, he thinks that it has become compulsory now for him
to hire someone who can share his burden with him. The meat cutting machine needs a skilled
person to handle that and it takes time as well. So, when he is cutting the meat, and if there is any
customer waiting to pay, then his employee will be able to do that as the cash machine doesn’t
need special training to handle. On top of that, if he hires an employee, then the owner will be able
to take a day off from work and spend some time with the family.
As Asian Bazaar is famous among the students, the owner can get more exposure if he donates
some food to the Food Bank at the University of Windsor. By doing this he can fulfill a part of
social responsibility and also his store will get promotion and new students will know about his
store. University Food Pantry is a food movement that seeks for help or assistance from different
people who will help other students with food. As everything is expensive here, this FREE food
movement helps most of the students. These will be Asian Bazaar’s activities to create a
position at the mind of the customers.
Quarter 2 (April-June)
When people will already know about the Asian Bazaar, it can start printing the Flyers. Flyers are
the most basic tool for promoting a product or service. Asian Bazaar can use this tool as a
promotional activity to promote the products as well as the shop. The owner can put the flyers
inside the shopping bag of every customer. The owner of Asian Bazaar can also distribute flyers
among the students in the University while supplying the food to the Food Bank.
Quarter 3 (July-September)
Asian Bazaar can also undertake Sensory Marketing as one of its approaches to attract
customers. It is a technique to reach customers’ senses and influence their buying behavior. If the
owner decorates the shop with lots of lighting and makes a good playlist, then the students
24
visiting the store will be delighted and refresh their minds. They might end up buying products
that they are not supposed to buy at that time. This is how buying behavior changes and
eventually it’s beneficial for the shop. The customers will visit the shop frequently as it creates a
good environment for them to shop.
Quarter 4 (October- December)
At the last quarter Asian Bazaar will create a website through which customers will be able to
know what products are there in the shop. All the information about the promotional offers will be
there on the website. Customers will be able to order any item using the website and delivery will
be made at the doorstep.
Asian Bazar sells a wide variety of food and meat products to local buyers. In order to differentiate
itself from other grocery stores and maintain its competitive advantage over others, it is important
for Mr. Dewan to continuously invest in the business and keep up with the changing market
trends. To achieve this purpose, Asian Bazar plans to implement the following strategies.
9.1.2 Long term implementation
Year 2: Asian Bazar plans to increase the product line to create a competitive edge. They will
increase its product line by offering products from different ethnicities. This will include
precooked and canned food products, fresh fruits and vegetables, and meat products. Customers
who are in search of ethnic products would not be able to find these items in other grocery stores.
Along with increase in the products offered, additional varieties will be made available which will
also increase the competitive advantage.
Instead of waiting for the customers to learn about these additional products, a promotional
campaign is planned. This campaign's objective would be to increase the awareness of a variety
of products to the local residents. Since students are also one of the markets for this store, having
a social media which offers these promotional sales would increase awareness. Facebook Page
and Twitter accounts can be used to reach out to those students and regular customers.
Year 3: During the market and product analysis, a market was identified for phone orders. There
were a number of customers who were unable to pick up the phone orders due to lack of
time. Asian Bazar plans to address the issue for the customer was to introduce delivery systems.
Majority of these new customers will be the customers from phone orders and are usually from
middle-high income families. These delivery systems will provide an additional revenue stream
since delivery charges will need to be introduced. Having delivery charges based on percentage
of sales would be considered more welcoming to these customers instead of a flat charge. Also
the radius of delivery needs to be considered. Once this delivery system proves to be effective for
the local residents, expansion of delivery radius can be evaluated.
Year 4: Once Asian Bazar establishes itself as a supermarket, it will expand itself by providing
cooked products. This will be done to provide the regular customer’s further convenience.
Majority of the customers take the goods from the store to provide meals for themselves. Take
out services can be introduced for regular customers and introduce a new market. To provide take
25
out services licences for kitchen, food handling safety and updating business registration will need
to be completed.
Year 5: When all registration and licensing is completed, the take out services will be
implemented. The focus will be to provide traditional snacks which will be valued by the
customers. A small promotional campaign will be required to introduce current customers to the
new service. The scale of the take our services will need to be considered as there is limited real
estate. If it expands too much, purchase of additional store space would be required.
10 Measurement
Feedback from customers: To ensure effective implementation of the proposed marketing plan,
feedback from the customers through surveys and questionnaires can be collected. Once the
limitation is detected, plans can be formulated to work on.
Measuring the effectiveness of social media – This can be done by built-in analytics, which
provides a great way to track how effective the message or post is on social media. The owner or
employee can be responsible for monitoring it.
Financial Numbers - Through financial analysis we can carry out future projections and
performance measurement of the company. It also helps in evaluating the efficiency of the
company. How efficiently company uses assets and is able to fulfill the goals of the organisation.
Break-even analysis is essential to examine the cost structure and number of units sold or sales
that should be made to cover up the cost and to generate profit. Through these tools Asian Bazaar
can assess their finance and plan accordingly for their future goals.
11 Conclusion
Thorough analysis of the convenience store environment around Windsor shows how different
forces affect the business. To survive in this competitive market, Asian Bazar needs to up their
game and focus on the strengths and opportunities to stay ahead of the competition. The way the
city is developing based on international students and immigrants, it is assumable that demand for
Asian foods is going to rise in Windsor. So there is a big opportunity ahead for the store owners
to grab this market. Asian Bazar should set benchmarks in this race as the owner has a great
experience in this industry. Along with this, Asian Bazar should focus on pull strategies to create
a competitive advantage and to hold current consumers as well as achieve potential customers. We
believe, if the owner goes along the way we structured the marketing plan for Asian Bazar, then it
is possible to achieve the market more aggressively for the business.
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Bibliography
Canada, S. (2019). Census Program. Retrieved from Statistics Canada :
https://www12.statcan.gc.ca/census-recensement/index-eng.cfm
CTV News. (2017, October). Census shows immigrants make up 22.9 per cent of Windsor’s population.
Retrieved from CTV News: https://windsor.ctvnews.ca/census-shows-immigrants-make-up-22-
9-per-cent-of-windsor-s-population-1.3648058
Doering, R. (2018). Grocery store: The untold story . Retrieved from Food In Canada :
https://www.foodincanada.com/opinions/grocery-store-the-untold-story/
Entrepreneur. (n.d.). Convenience Stores. Retrieved from Entrepreneur:

https://www.entrepreneur.com/businessideas/convenience-stores
Governemnet of Canada . (2019). Retail revenues and expenses - Canadian Industry Statistics. Retrieved
from Governemnet of Canada : https://www.ic.gc.ca/app/scr/app/cis/retail-detail/44512
Pui, C., Xinping, Y. S., & Man, Y. S. (2005). A Framework of Core Competencies of Convenience Store.
Hong Kong.
Statista . (2019). Number of convenience stores in Canada as of December 2019, by region. Retrieved
from Statista : https://www.statista.com/statistics/459550/number-of-convenience-stores-by-
region-canada/
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Marketing Plan Asian Bazar Group 12

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Marketing Plan Asian Bazar Group 12

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Marketing Plan: Asian Bazar

Marketing Plan: Asian Bazar

Submitted to: Dr. Peter Voyer

2.1 Organisation Structure

2.3 Core Values

2.4 Core Competency and Sustainable Competitive Advantage

3.1 SWOT Analysis

Lack of Sufficient staff

Lack of Local Marketing

Price and Benefits

Increase Product Variety

Barrier of Entry is low

Switching cost is low

V-Desi Super Store Community Asian Food Asian

Media Website, Facebook Page (Not N/A Facebook, Yellow

Google 4.6 out of 5 4.3 out of 5 4.1 out of 5 4.5 out of

Marketing Instore promotion N/A Website N/A

V-Desi Super Community Asian Food Asian Bazar

Year 2019 2017 2014 2017

5.1 Positioning Statement

To provide our customers the real meaning of convenience.

5.1.2 A perceptual map

5.2 Points of Difference:

Geographic West Windsor

Psychographic Deal seekers, last minute shoppers, drop buys, students

6.2 Marketing Objectives:

3. Cost growth of 1.5% by 2025.

6.2.1 Rationale behind Objective: (SMART)

7. Market - Product Focus

7.2 The Four P’s of Marketing

Present Product New Product

Present Customers Market Penetration Product Development

New Customers Market Development Diversification

7.2.2 Place Strategy

Community Food Mart Asian Food Importers V-Desi Superstore

7.2.3 Price Strategy

Grocery and other Products

7.2.4 Promotional Strategies

Social Media Presence and Website

1. Sales increases by 3-5% annually for the consecutive 5 years.

Asian Bazaar Pro-forma income statement

Revenue and Expenses $(in dollar)

Cost of Sales $54560

Gross Profit $105440

Employee Wages and Benefits $13440

Rent and Common Area Costs $33600

Other Operating Expenses $2400

Operating Profit $56000

Cost of Goods Sold 5 years Projection

YEARS 2020 YEAR I YEAR II YEAR III YEAR IV YEAR V

COGS 54560 55106 55657 56491 57344 58491

Sales and Projection 5-years projection

Net Sales 160000 164800 169744 176534 183595 192775

Gross Profit 105440 109694 114087 120043 126251 134284

Operating cost 49440 49440 49440 49440 49440 49440

Operating Profit 56000 60254 64647 70603 76811 84844

Formula used to carry out the analysis:

a. Gross Profit= Sales - Cost of Goods sold

b. Operating Profit = Gross Profit-Operating Cost

Break Even Analysis

Break Even Point ($ Sales) = Fixed Cost / (1- % Variable Costs)

Hiring new employee