Sigmund's will leverage their two competitive advantages, superior product and industry benchmarked customer service to build a loyal customer base.
Sigmund's competitive edge is quite simple - superior product and superior service.
Sigmund's will have several milestones:
| Milestones | |||||
| Milestone | Start Date | End Date | Budget | Manager | Department |
| Business plan completion | 1/1/2001 | 2/1/2001 | £0 | Kevin | Marketing |
| Set up of the restaurant | 1/1/2001 | 3/1/2001 | £162,900 | All | Department |
| Profitability | 11/1/2001 | 11/31/2001 | £0 | Kevin | Department |
| Opening of the second store | 6/1/2004 | 6/30/2004 | £100,000 | Kevin and Erika | Department |
| Totals | £262,900 | ||||
Sigmund's Gourmet Pasta's advertising budget is very limited, so the advertising program is simple. Sigmund's will do direct mail, banner ads, and inserts, with inserts in the Register-Guard likely to be the most successful of the campaigns.
Lastly, Sigmund's will leverage personal relationships to get an article about the opening of Sigmund's in the Register-Guard business section. Previously, friends who have had their restaurant featured in the Register-Guard have seen a dramatic increase of sales immediately after the article was published.
The sales strategy will be to allow people to try the superior product and service for themselves. In essence, the product will speak for itself. The marketing campaign will attract people into Sigmund's and the sales strategy will be to let people experience Sigmund's, this will be sufficient to turn the person into a long-term customer.
The first two months will be used to get the restaurant up and running. By month three things will get a bit busier. Sales will gradually increase, and by the end of the first year we will be running at 2/3 capacity. We will approach full capacity in year two (full capacity for a restaurant being 90% full), and the introduction of new, higher price-point items in the third year accounts for that year's increase.
| Sales Forecast | |||
| Year 1 | Year 2 | Year 3 | |
| Sales | |||
| Individuals | £103,710 | £262,527 | £286,024 |
| Families | £150,304 | £380,474 | £414,528 |
| Take away | £25,401 | £64,300 | £70,055 |
| Total Sales | £279,415 | £707,301 | £770,608 |
| Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
| Individuals | £46,669 | £118,137 | £128,711 |
| Families | £67,637 | £171,213 | £186,538 |
| Take away | £11,431 | £28,935 | £31,525 |
| Subtotal Direct Cost of Sales | £125,737 | £318,286 | £346,773 |
| Milestones | |||||
| Milestone | Start Date | End Date | Budget | Manager | Department |
| Business plan completion | 1/1/2001 | 2/1/2001 | £0 | Kevin | Marketing |
| Set up of the restaurant | 1/1/2001 | 3/1/2001 | £162,900 | All | Department |
| Profitability | 11/1/2001 | 11/31/2001 | £0 | Kevin | Department |
| Opening of the second store | 6/1/2004 | 6/30/2004 | £100,000 | Kevin and Erika | Department |
| Totals | £262,900 | ||||
| Sales Forecast | |||
| Year 1 | Year 2 | Year 3 | |
| Sales | |||
| Individuals | £103,710 | £262,527 | £286,024 |
| Families | £150,304 | £380,474 | £414,528 |
| Take away | £25,401 | £64,300 | £70,055 |
| Total Sales | £279,415 | £707,301 | £770,608 |
| Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
| Individuals | £46,669 | £118,137 | £128,711 |
| Families | £67,637 | £171,213 | £186,538 |
| Take away | £11,431 | £28,935 | £31,525 |
| Subtotal Direct Cost of Sales | £125,737 | £318,286 | £346,773 |