Fast Food Restaurant Business Plan

Fresin Fries

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Strategy and Implementation Summary

At first, we will open one outlet inside the New Paragon Shopping Centre. This will become our "market testing area," and as we go further, Fresin Fries is planning to open another in nearby shopping malls. In attracting customers to try our fries, we will provide a see-through kitchen, so that people will see how we are committed to freshness in our products.

The kitchen will also let out an aroma of our freshly fried fries into the surroundings area, so that people will come and try our products.

5.1 Competitive Edge

  • Our unique dipping sauces blend local taste and international into one fusion recipe for the signature sauce.
  • Enthusiastic and friendly staff
  • Supporting merchandise items that support company's brand building.
  • Our fries are made of 100% fresh potatoes, unlike the frozen fries used by competitors.
  • Innovative packaging will position us at the same level with foreign fast food franchises.

5.2 Marketing Strategy

Our strategy is based on serving our markets well. We will start our first outlet as a "market tester" that could become a model of the expanding number of outlets in the future. Concentration will be on maintaining quality and establishing a strong identity in the local market.

A combination of local media and local store marketing programs will be utilized at each location. Local store marketing is most effective, followed by print ad. As soon as a concentration of stores is established in a market, then broader media will be explored. We believe, however, that the best form of advertising is still "buzz." By providing a fun and energetic environment, with unbeatable quality at an acceptable price in a clean and friendly outlet, we will be the talk of the town. Therefore, the execution of our concept is the most critical element of our plan. We will actively build our brand, through the selling of supporting materials, such as merchandise, promotional items and other marketing gimmicks similar to those of other fast food franchises.

5.2.1 Pricing Strategy

Our pricing strategy is positioned as "generic", meaning that S$4.00 is the average consumer spending for a snack or light lunch in Singapore. Leveraging the volume of fries, Italian Soda, and signature style sauces to be sold, we are serving the majority of Singaporeans.

5.2.2 Brand Challenges

Fresin Fries must establish a distinct brand to stand out from the other Western-style fast food competitors.

  • Our logo is distinct as fresh, energetic and playful with color elements that are eye catching.
  • Product names are geared toward the target market (teens), with items such as "Frenzy Fresin" and "Uber Fresin" which are fun and easy to remember.

5.2.3 Marketing Programs

We will deploy three different marketing tactics to increase customer awareness of Fresin Fries. Our most important tactic will be "word-of-mouth" and in-store marketing. This will be by far the cheapest and most effective of our marketing programs because of the high traffic in targeted shopping locations.

The second tactic will be local store marketing. These will be low-budget plans that will provide community support and awareness of our facility. The last marketing effort will be utilizing local media. Although, this will be the most costly, this tactic will be used sparingly as a supplement where necessary. 

  • In-Store Marketing
    • In-store brochures containing our concept and philosophy.
    • Wall posters.
    • Design concept.
    • In-store viewing of making fries process from cutting to frying.
    • Standing signage inside malls’ lobby/aisle.
    • Outdoor signage (if possible).
    • Grand opening promotion.
    • Party catering.
    • Merchandising items.

 

  • Local Store Marketing
    • Brochures.
    • Free occasional t-shirts at local stores events.

 

  • Local Media
    • Direct mail piece – containing brochures sent to surrounding addresses.
    • Web page – containing company philosophy, history and news.
    • Local magazines that target our core customers, such as Free! Magazine.
    • Newspaper campaign – placing several large ads throughout the month to explain our concept to the local area.

5.2.4 Positioning Statement

Our main focus in marketing will be to increase customer awareness in the surrounding community. We will direct all of our tactics and programs toward the goal of explaining who we are and what we are all about. We will price our products fairly, keep our standards high, and execute the concept so that “word-of-mouth” will be our main marketing force.

5.3 Sales Strategy

The sales strategy is to build and open new locations in order to increase revenue. However, this plan will be implemented when the one "market tester" outlet showed potential growth. As each individual location will continue to build its local customer base over the first three years of operation, the goal of each store is S$104,250 in annual sales, with the original flagship store expected to earn almost S$200,000 per year.

5.3.1 Sales Forecast

We anticipate the highest peak on the months of November and December in our sales forecast, due to the holiday seasons. In November, there is Ramadan, and for non-muslim Malaysians and Indonesians, it means vacation time. Approximately 1.5 million Indonesians visit Singapore each year, mostly for shopping and dining. Then in December, we anticipate more tourists coming into Singapore; this explains the jumped of sales in these last two months of the year.

Sales Forecast
Year 1 Year 2 Year 3
Unit Sales
Belgian Fries 49,464 98,928 197,856
Italian Soda 27,692 55,384 110,768
Merchandising 3,889 7,778 15,556
Signature Packaged Sauces 3,356 6,712 13,425
Total Unit Sales 84,401 168,802 337,605
Unit Prices Year 1 Year 2 Year 3
Belgian Fries $4.00 $4.00 $4.00
Italian Soda $1.50 $1.50 $1.50
Merchandising $8.50 $8.50 $8.50
Signature Packaged Sauces $2.00 $2.00 $2.00
Sales
Belgian Fries $197,856 $395,712 $791,424
Italian Soda $41,538 $83,076 $166,152
Merchandising $33,057 $66,114 $132,228
Signature Packaged Sauces $6,712 $13,425 $26,849
Total Sales $279,163 $558,327 $1,116,654
Direct Unit Costs Year 1 Year 2 Year 3
Belgian Fries $0.80 $0.80 $0.80
Italian Soda $0.15 $0.15 $0.15
Merchandising $3.83 $3.83 $3.83
Signature Packaged Sauces $1.00 $1.00 $1.00
Direct Cost of Sales
Belgian Fries $39,571 $79,142 $158,285
Italian Soda $4,154 $8,308 $16,615
Merchandising $14,876 $29,751 $59,503
Signature Packaged Sauces $3,356 $6,712 $13,425
Subtotal Direct Cost of Sales $61,957 $123,914 $247,827

5.4 Strategic Alliances

Our business requires a long relationship with raw suppliers as well as partner vendors. In Chinese, this relationship is called "guanxi," meaning business bonding. We already have a long and good standing relationship with Company V in our previous ventures. For Company Y, Mr. Joe Shmo, the managing director, is a prominent figure in the society and we hope to strengthen further our business relationship with him and the company.

5.5 Milestones

During the initial set up of the company, the 4 founders (Guy Fry, Harry Hip, Sam Sauce, and Carl Cone) will conduct the planning and implementation in building the brand and the construction of our first outlet. The planning and construction will take approximately 8 months, in addition to the revision and refinement process that will take the rest of the 12 month period before our opening in early 2005.

Milestones
Milestone Start Date End Date Budget Manager Department
Presentation materials for all stakeholders 1/12/2004 3/12/2004 TBD Carl Cone Business Development
Follow up with suppliers 1/21/2004 3/22/2004 $100 Sam Sauce Business Development
Follow up with developers 1/21/2004 9/8/2004 $50 Sam Sauce Business Development
Printing materials 2/13/2004 4/10/2004 $8,000 Guy Fry Marketing
Marketing communication program 2/21/2004 6/23/2004 TBD Sam Sauce Marketing
Constructions 5/22/2004 12/3/2004 TBD Harry Hip Business Development
In store signage, POP 5/23/2004 10/11/2004 TBD Guy Fry Marketing
Grand opening materials 6/2/2004 10/13/2004 TBD Guy Fry Marketing
Hiring staff 7/14/2004 8/12/2004 $900 Harry Hip Human Resources
Open second location 7/1/2005 7/1/2005 $10,000 Carl Cone Business Development
Open 3rd and 4th locations 1/1/2006 6/1/2006 $15,000 Carl Cone Business Development
Open 5th, 6th, and 7th locations 1/1/2007 12/31/2007 $20,000 Carl Cone Business Development
Training staff 9/12/2004 12/10/2004 $1,000 Harry Hip Human Resources
Totals $55,050
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