Strategy and Implementation Summary
The target customers are bowling leaguers, senior citizens, and youths.
5.1 Competitive Edge
Rockin’ Roll’s competitive edge will be based on two factors, experience and reputation:
- Pelvis has experience as a bowler in the local community and as a marketing and business analyst for the Professional Bowling Association. Pelvis’ experience will give him the ability to contact local and national bowlers for recruiting leaguers.
- Rockin’ Roll will have the reputation of being the most affordable, comfortable and convenient place of entertainment in town.
5.2 Marketing Strategy
Marketing in a bowling business depends on reputation for quality bowling facilities and entertainment. It starts with Pelvis’ known contacts in the bowling industry, and continues with long-term efforts to develop reputation in local communities.
Rockin’ Roll will develop and maintain a database of people in the bowling leagues. The database starts with the contacts we bring in with our first nine game bowling league tournament. From there we add inquiries and participants, and bowling league newsletters. Rockin’ Roll will use the database to make regular contact with mailings for additional bowling league tournaments, possibly group studies and market research reports.
5.3 Sales Strategy
Organizing the nine game league tournaments will form the cornerstone of Rockin’ Roll’s sales strategy, advertising the senior citizen discounts and the games will broaden the market to customers outside traditional bowling market. The bowling league organizer will be paid part-time to contact local workplaces, clubs, and bowlers to participate in the nine game league tournament. Participants in the tournament will be rewarded with trophies for the first three teams and the champion will receive a cash prize equal to half of all the entry fees. The bowling league organizer will maintain a database of contact information and sales data about regular bowling leaguers to optimize services to our target customers during league hours. Reduced prices will be offered to senior citizens on a daily basis between certain low-volume hours and on certain food and drink items all day long. Advertisements to teenagers will be placed in local college and weekly papers, highlighting their favorite video games, their favorite tunes on the jukebox, and the Saturday morning teenager tournaments.
5.3.1 Sales Forecast
The first month will be spent setting up the bowling alley, the gaming room, the restaurant and lounge. This will include building the bowling lanes setting up the pins and connecting the scoring terminals. During the first four months Pelvis will recruit bowling leaguers for his first nine game bowling league tournament and begin advertising in local papers for the opening and senior discounts.
By month four, Rockin’ Roll Bowling Lanes will be servicing actual customers and hosting bowling leagues.
|Year 1||Year 2||Year 3|
|Direct Cost of Sales||Year 1||Year 2||Year 3|
|Subtotal Direct Cost of Sales||$112,950||$181,988||$232,425|
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 Completion||1/1/2003||2/1/2003||$0||President Pelvis||Executive|
|Lease Complete for Property||1/1/2003||4/1/2003||$0||President Pelvis||Executive|
|Completion of First Nine Game League||4/1/2003||6/15/2003||$0||President Pelvis||Marketing|
|Completion of First Marketing Campaign||1/1/2003||4/1/2003||$500||Bowling League Organizer||Marketing|
|First 1,000 Customers||4/1/2003||6/1/2003||$0||President Pelvis||Marketing|