Agenda. 1. Introduction. 2. Client. 3. Scope. 4. Methodology. 5. SWOT Analysis. 6. Conclusion

Transcription

1

2 Agenda 1. Introduction 2. Client 3. Scope 4. Methodology 5. SWOT Analysis 6. Conclusion 2

3 INTRODUCTION

4 Our Team Ajay Nikhil Andy Suraj 4 Introduction Client Scope Methodology SWOT Conclusion

5 OUR CLIENT

6 Allison Tjaden Assistant Director New Initiatives 6 Introduction Client Scope Methodology SWOT Conclusion

7 UMD Dining Dining Halls Retail Concessions Cafes Convenience Stores Franchises 7 Introduction Client Scope Methodology SWOT Conclusion

8 SCOPE

9 Develop a framework that UMD Dining Services can utilize in building strategies to effectively compete in the retail food market within College Park, Maryland. -Allison & CYC Team 9 Introduction Client Scope Methodology SWOT Conclusion

10 Deliverables SWOT Analysis Customer Profiles Competitive Research 10 Introduction Client Scope Methodology SWOT Conclusion

11 METHODOLOGY

12 Data Collection & Analysis Surveys Focus Groups 45 Respondents 15 Participants Respondents from varying population groups (year, gender, housing, dining plans) Respondents from varying population groups (year, gender, housing, dining plans, faculty) Respondents were asked to quantify their UMD Dining experience Respondents were asked to describe their experience while shopping at UMD Dining 30% of all respondents have never previously heard of Tapingo; only 2% have used it Respondents choose to go to Route 1 for a better atmosphere and food experience Overwhelming majority of respondents spend more on Route 1 locations than UMD Students on Dining Dollars are less price sensitive 12

13 Market Research 13 Introduction Client Scope Methodology SWOT Conclusion

14 Comparative Research 14 Introduction Client Scope Methodology SWOT Conclusion

15 SWOT ANALYSIS 15

16 Introduction S W Convenience Accessibility Dining Dollars Modernization Perceived Quality Product Quality Product Volume/Mix Location Atmosphere O T Dining Dollar Plans Operations Niche Markets Technology (Tapingo) Price Differentiation Community/Promotions Route 1 Developments New Market Entrants Retail Promotions Food Delivery Services Client Scope Methodology SWOT Conclusion 16

17 Route 1 Analysis T Loyalty Programs Promotions Niche Offerings Fundraising Partnerships Introduction Client Scope Methodology SWOT Mobile Payment Systems Conclusion 17

18 UMD Retail Cereal Honey Bunches of Oats - $5.95 Cheerios -$6.35 Snacks Salsa - $3.89 Queso - $3.89 Drinks Gatorade - $3.09 Starbucks Double Shot - $3.59 Coffee Small - $1.79 Medium - $1.99 Large - $2.19 Ice Cream Ben & Jerry s - $6.79 Price Differentiation Route 1 Cereal Honey Bunches of Oats - $4.69 Cheerios - $4.99 Snacks Salsa - $3.49 Queso - $3.99 Drinks Gatorade - $2.39 or 2 for $3.33 Starbucks Double Shot - $2.99 Coffee Small - $1.59 Medium - $1.79 Large - $1.99 Ice Cream Ben & Jerry s - $

19 O Opportunities Dining Dollars Experience Point of Sales More than the product itself, customers look for an excellent experience Customers are less price sensitive when using DD UMD Dining has not yet adapted to new technological systems Enhance UMD Dining atmosphere Increase social value add of UMD retail locations Introduction Client Increase availability & customization for DD plans Marketing strategy to increase DD users Scope Methodology SWOT Better data collection and forecasting Increase prevalence of mobile payment systems Conclusion 19

20 CONCLUSION

21 Retain customers Maximize satisfaction Increase value-add Introduction Client Scope Methodology SWOT Conclusion 21

22 Spring

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24 Appendix

25 Appendix I-A: SWOT Insights (1) - - Dining Services isn t very flexible when it comes to variety and customizability (especially considering dietary restrictions) Students are becoming increasingly health conscious, and feel like route 1 has more options in this regard Other schools use better notations for healthier or dietary-specific options at cafes Tapingo: It is unclear if there is a true need or want - Students recognize the name, but not its function - Dining Services hasn t properly conveyed the value-add of using Tapingo - The hassle of using it isn t worth skipping the line or the discounts that are given - Students naturally are too impulsive to warrant the use of Tapingo Students choose to use Dining Services retail locations almost exclusively for convenience Students feel like there isn t enough seating at cafes, which limits student visits and engagement Students feel like there is insufficient product variety/mix across different cafe locations Perceived quality of cafes is very low and that s just what we ve come to expect Students feel that customer service is not very important to their experience 25

26 Appendix I-B: SWOT Insights (2) - Students go to Route 1 for the holistic social experience, they don t feel like they can find the same experience with UMD Dining locations Students feel like convenience stores/cafes do not cultivate the best atmosphere (cramped space, non-cleanliness) Students want variety, but a very specific type of variety. Look into better shelving or product mix Students feel like convenience stores don t have the items they are looking for or not enough of them Students feel that locations are difficult to find (especially cafes) Certain cafe locations can be open later than they close now. Cost benefit analysis needed to determine whether this is profitable or not Students not aware of many options Dining Services provides (dining plans, cafes, etc.) Students feel much less price sensitive if they are on DD plans. More customization, subscription-based model, more outreach to increase understanding of benefits 26

27 Appendix II-A: Customer Segmentation 27

28 Appendix II-B: Customer Segmentation 28

29 Appendix II-C: Customer Segmentation 29

30 Appendix II-D: Customer Segmentation 30

31 Appendix II-E: Customer Segmentation 31

32 Appendix III-A: External Comparative Analysis (1) Rutgers Univ: High volume of students leads to heavy traffic - students less likely to frequent cafes More convenience and variety at off-campus locations Convenience stores offer limited amount of pre-paid dollars per visit 32

33 Appendix III-B: External Comparative Analysis (2) Univ of Delaware: Cafes hold reputation of being very overpriced Students visit off-campus locations because they are more fun and sometimes more convenient On-campus options usually unhealthier than off-campus Cafes/Convenience stores located on opposite ends and middle of campus for most efficient access Cafes open during regular work hours; convenience stores open later (~11am - 2am) 33

34 Appendix III-C: External Comparative Analysis (3) Washington Univ in St. Louis: Visits convenience stores mostly to purchase beverages Convenience stores located in residential buildings for increased convenience Large product variety at convenience stores and cafes Students pushing to attain more vegan/vegetarian friendly options Healthy items clearly denoted Cafes offer Build-Your-Own Sandwich option Cafes cater towards specific demographics Sell Kosher Packs for large Jewish student population 34

35 Appendix III-D: External Comparative Analysis (4) Univ of Virginia: Convenience stores located near freshmen housing and in center of campus for ease of access Many cafe locations on-campus, always in close proximity, high variety Students can exchange meal swipes for certain meal options at cafes DD equivalent bears no sales tax, encouraging students to purchase plans, increasing customer retention (can carry over between semesters) Times of cafes/convenience stores dependent on foot traffic of area Cafes do not include much seating for students/faculty Students enjoy going to cafes, sometimes even over off-campus options 35