Belle Epoque Dinner Theatre
Strategy and Implementation Summary
5.1 Competitive Edge
Our competitive edge will be to cut wide open the competition with our amazing and exciting actors. We will be different from all others because of our creativity, presentation, marketing, advertising and delivery. We will stand out with sustainable value, something that we can maintain and develop over time – the transition from real life into fantasy escape. The competitive edge, that puts us ahead of most competitors is the opportunity to live and interact in history or another world. Stepping into our world will reveal discussion with people of the time and physically doing things with them – while enjoying a great meal and a show.
The ultimate edge is that we allow people to be in our show and to walk a few hours or days in history’s shoes. This is the opportunity for customers to gain instant fame on stage with the crowds cheering and clapping. That is a competitive edge, with benefit, that all humans dream of. But, beyond that, we also will offer the opportunity to live and work in our historic world for a reasonable price.
Patrons are not forced to attend the dinner show. They can still have dinner in our separate dining room.
Chef Joachim Oignons’ experience at the White House and at Camp David provide acclaim, reputation, and credibility when combined with his 30 years of naval service.
We start with a critical competitive edge: there are few competitors we know of that can claim anywhere near as much hype, attention to detail and people, excitement, dancing, singing or showmanship with historic proportions. The closest thing to our platform in this geographic area is The Capsized Sailor—Seafood on the Pier. Our positioning on this point is very hard to match, as long as we maintain this focus in our strategy, marketing, business development, and fulfillment. We are aware that the tendency to dilute this expertise with premature expansion will dull the importance of our competitive edge. Also, excessive changing of our plan and rollout could break the creative side of the operation.
5.2 Marketing Strategy
Marketing will be our life blood of crowd draws and excitement. Our Marketing Strategy has been explained a bit already. Our Sales Strategy is the easiest of our plans.
Our Marketing Strategy first and foremost is born out of three governing functions:
- An indignant refusal to adopt typical high cost advertising schemes in print, television or internet campaigns. Throwing tens of thousands of dollars at billboards or magazines is a crutch for those less creative. The impact we can have with other creative means will be impressive.
- “Beyond belief,” word-of-mouth and first person character advertising. Guaranteed to affect image, awareness and propensity to buy. A meeting with one of our six historical Impressionist painters or with one of our Paris Opera or Ballet Prima Donna’s will not be forgotten.
- Ingenious strategic placement and appearance into market at the right time and stunning venue with our actors and, “Boulevardiers.” One of the easiest ones is the strolling the promenade and boulevard by our high society Madames et Monsieur, handing out leaflets. Other events will include partnering with various wine and spirit distributors for special promotions.
5.3 Sales Strategy
Sales in our business is customer service. It is repeat business. One doesn’t just sell a glass or bottle of wine and boost the check price, one develops a proposal that works for the client, that convinces him or her to crave the wine. Direct-in house sales classes will be held to teach staff how to “get in with the smile,” “enjoy laughter with customers” and then go for the boost in the check price by selling that dessert, beer or wine. We can also make money with our extensive selections of tea, coffee, cheese and cigars.
With our innovative, drama sales platforms wallets will fly out of pants pockets and purses. Our independent tests and studies show that what sells most is human interaction and excitement. Paying attention to people, listening and talking with them, admiring their face and clothes – this adoration – this sales truth of genuine, heartfelt, over-the-top achievement – this is what makes dynamic drama sales happen. Our goal is extraordinary attention to reveal extraordinary sales.
We must always be aware of the big-company feeder phenomenon of the split between selling the restaurant and failure to fulfill the sale with entertainment and luscious food, which leads to client dissatisfaction. The human sale should be developed and scoped, sold, and fulfilled by the same people. If you see, run over to meet and greet Impressionist painter Edgar Degas and his retinue of Paris Ballet dancers on the mall as you are shopping, then you expect to see him that night at the restaurant. Our customers should never buy into a sale from one partner and have it delivered by anybody other than that same partner. The promise shall be fulfilled.
5.3.1 Sales Forecast
Lunch Hour Sales are figured on starting in April of 2005 with 27 available days of weather x 190 seatings (based @ 200 seats avail total over a three hour period with 1.0 turnovers – 10:30 AM to 1:30 PM) at $14.00 average check take. In May this rises to 220 covers or a 1.1 ratio. For the months of June, July and August this escalates to full capacity of the 200 seats and two turnovers, with a cap of 385 out of 400 in four hours and 27 days of good weather. The Direct Cost of Sales in this category is 38% of Sales Forecast.
Dinner Sales are figured on starting in April of 2005 with 27 available days of weather x 110 seatings (based @ 200 seats avail total over a four hour period with 1.0 turnovers – 6:00 PM to 10:00 PM) at $24.00 average check take. In May this rises to 140 covers. For the months of June, July and August this escalates to full capacity of the 200 seats and two turnovers, with a cap of 385 out of 400 in four hours and 27 days of good weather. The Direct Cost of Sales in this category is 36% of Sales Forecast.
Dinner Show Sales are figured on starting in April of 2005 with 27 available days of weather x 101 seatings (based @ 340 seats avail total over a three hour period with 1.0 turnovers – 7:00 PM to 10:00 PM) at $55.00 fixed ticket price. In May this rises to 201 covers. For the months of June, July and August this escalates to full capacity of 320 of the 340 seats and 27 days of good weather. The Direct Cost of Sales in this category is 25% of Sales Forecast.
Bar Sales are figured on 50 people per night at $20.00 for 15 nights in April, May, September and October. In June, July and August the bar will book out at 200 people per night and be filled with excitement and games from 6:00 PM to 2:00 AM. Average take is expected to be $35.00 per person. One of the primary pulls will be the two sunken pool tables. The Direct Cost of Sales in this category is 36% of Sales Forecast.
Be in the Show Sales are figured on 10 participants per night at $65.00 with 27 days of good weather. The Direct Cost of Sales in this category is 25% of Sales Forecast.
Catering Sales are not desired to be our strong suit or a strong sales platform. But, we do expect to do at least two events in the summer including the Boulevarier Festival. The Direct Cost of Sales in this category is 55% of Sales Forecast.
High Tea with a Lady, Wives of the Impressionist Painters Sales will be brisk at 30 people per afternoon for 27 days of good weather each month. Prix Fixe will be $18.00 per person from 2:00 PM to 4:00 PM each day. The Direct Cost of Sales in this category is 38% of Sales Forecast.
|Year 1||Year 2||Year 3|
|High Tea Sales||9,720||10,692||11,761|
|Dinner Show Sales||68,074||74,881||82,370|
|Be In the Show Sales||3,240||3,564||3,920|
|Total Unit Sales||254,698||280,168||308,185|
|Unit Prices||Year 1||Year 2||Year 3|
|High Tea Sales||$18.00||$19.26||$20.61|
|Dinner Show Sales||$55.00||$58.85||$62.97|
|Be In the Show Sales||$65.00||$69.55||$74.42|
|High Tea Sales||$174,960||$205,928||$242,377|
|Dinner Show Sales||$3,744,070||$4,406,770||$5,186,769|
|Be In the Show Sales||$210,600||$247,876||$291,750|
|Direct Unit Costs||Year 1||Year 2||Year 3|
|High Tea Sales||$6.84||$7.11||$7.47|
|Dinner Show Sales||$13.75||$14.30||$15.02|
|Be In the Show Sales||$16.25||$16.90||$17.75|
|Direct Cost of Sales|
|High Tea Sales||$66,485||$76,059||$87,848|
|Dinner Show Sales||$936,018||$1,070,804||$1,236,779|
|Be In the Show Sales||$52,650||$60,232||$69,567|
|Subtotal Direct Cost of Sales||$2,355,984||$2,695,245||$3,113,008|
The accompanying table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.
What the table doesn’t show is the commitment behind it. Our business plan includes complete provisions for plan-vs.-actual analysis, and we will hold monthly follow-up meetings to discuss the variance and course corrections.
|Milestone||Start Date||End Date||Budget||Manager||Department|
|Business Plan||10/18/2004||1/23/2005||$709||J. Oignons||BOD|
|Property scouting||12/18/2003||6/1/2004||$580||A. Spergras||Property|
|Interior Design||8/30/2004||10/30/2004||$11,548||T. Matto||Gourmet|
|Print Design & Production||9/22/2004||11/12/2004||$45,723||O. Bergene||Media & PR|
|Script writing||9/22/2004||9/22/2004||$4,000||C. Wensleydale||Theatrical|
|Menu rollout||2/4/2005||4/12/2005||$430||J. Oignons||F & B|
|Stage design and build||2/2/2005||3/28/2005||$19,050||C. Wensleydale||Theatrical|
|Legal rollout||1/1/2004||6/1/2004||$22,288||S. Prouts||Legal|
|Design sketches||12/22/2004||1/22/2005||$300||O. Bergene||Media & PR|
|Logo design||1/22/2005||2/12/2005||$100||J.Oignons||Media & PR|