STRATEGIC PLAN FOR A CAFETERIA

0. OBJECTIVES
GENERAL OBJECTIVE

Develop a marketing plan for the company COFEE GROUP that contributes to brand positioning
and business growth.

SPECIFIC OBJECTIVES

• Perform a diagnosis of the company and its environment, to identify the variables that are
directly related to the SWOT analysis.

• Increase bargaining power with suppliers, customers and human capital, taking into account
Porter's competitive diamond.

• Propose, Evaluate, Control and Verify the strategies and tactics for the achievement of the
objectives of the Marketing and Strategic Plan.

• Establish control indicators to monitor the efficiency of the marketing plan.

1. Company definition framework

With a long tradition in the sector, it is completely managed by a family business inherited from
generation to generation. In this way, we are able to blend the different expertise in the pursuit of
excellence for our clients.
1.1 Mission, vision and values involved
1.2 Mission
The satisfaction of our customers is fundamental for us. Therefore, we offer an ideal, pleasant
and personalized environment for the achievement of our objective.
1.3 . Our vision
To be recognized worldwide by the visitors who come to our cafeteria. Our reputation is fabulous
and we offer a service suitable for all types of visitors, whether they are residents of the area or
even tourists passing through. Our purpose is to provide personalized attention, creating
maximum satisfaction in both customers and employees of the cafeteria.
1.4 Our values
Another very important aspect for us is the values with which we work:
■ We are professionals adequately prepared to provide you with the best service.
■ We have an ethical attitude that is appropriate for the work we do.
■ We are creative and innovative.
■ We are 100% aware of the need to protect the environment and we contribute to this task
from our cafeteria.

2. Analysis of the cafeteria

2.1 . Macro environment

The service sector represents one of the main indicators of the global economy. In fact,
countless companies are involved in this sector that moves millions around the world.
Our cafeteria responds to the need to provide the highest quality service, promptly and at the
best possible market price for the visitor. So much so that our turnover figures speak for
themselves.
2.2 Micro Environment

We firmly believe in the principle of taking absolute care of both our employees and customers.
For this reason, both agents are taken into consideration in the management of the cafeteria.
 ■ We listen to our employees.
■ We respond to the implicit and explicit demands of employees and customers.
■ We adopt the necessary changes to improve our services when required.
3. Development of a SWOT method

With the help of a complex SWOT method, we know aspects of vital importance such as:
■ Weaknesses: we need to increase our large-scale projection. Moving from local to global
trade.
■ Threats: we do not have sufficient government support.
■ Strengths: We have excellent professionals who are perfectly trained.
■ Opportunities: to turn our city into a point of reference in the service sector through the
extraordinary quality products we have in the region.

4. Explanation of the CAME method

The CAME method below helps us to improve those aspects that we need to work on in our
cafeteria, such as, for example:
■ Correct: the empowerment of our region, being able to make it known worldwide with
assistance from local or provincial entities.
■ Facing: improved relations between our coffee shop and other experts
both public and private in the food sector.
■ Improve: synergies to achieve that our scope of action has more
visitors.
■ Exploit: greater efficiency in the exploitation of the province's different product packages.

5. Strategy objectives
This section contains the objectives we have implemented to improve our cafeteria business.

5.1 Generic objectives

■ We have created products of interest to visitors, according to their needs.
■ Informative days have been held to present our products.
■ Seeking to boost the province's economy.
5.2 Investments made
■ A website adapted to mobile devices.
■ Customer service for product shipment.
5.3 Specific objectives of the cafeteria as a company
■ Strengthening our coffee shop brand
■ Working towards collaboration with other experts
■ Continue working to create income in our province
6. Cafeteria organization
6.1 Legislative framework
On May 10, 2000, the cafeteria was founded by the Martínez family and registered in the
commercial registry of Madrid.
6.2 Operational framework
Through our innovative website, we offer a comprehensive service and the possibility of sending
our products to your home or picking them up at the store.
6.3 Human resources framework
Our human resources team currently manages more than 25 employees in the cafeteria.
6.4 Marketing framework
Through our organization and organizational structure, we have the best prices in the market
with respect to our direct and indirect competitors.

7. Financial framework
Below, you can learn about the financial plan model that we have implemented in our cafeteria:
■ Investment: $3,000 for the formation of a Limited Liability Company (LLC) created by the
Los Martinez family.
■ Website development: $1,000
■ Monetary amount of the cafeteria's current assets: $2,000
■ Financing required: $3,000
■ Capital stock: $3.000
■ Expected sales in the last 5 years: $56,000 , $72,800 , $83,000 , $92,000 , $96,000
■ Results achieved: $0 , $12,000 , $24,000 , $37,000 , $51,000 , $68,000
■ NPV: $70364
■ IRR: $345