1. Exploring New Territories Greg Bodenlos, Christina Zhang, Samantha LaFirst, EunJi Kim

2. Company Industries Business and Industry Colleges and Universities Healthcare Parks and Resorts Sports and Entertainment School Districts Correctional Institutions Conference Centers Convention Centers Public Safety Senior Living Cultural Attractions

5. Overview

6. Overview

7. Past Target Markets

8. Primary Business Managed Services

9. Management Services Promises:

10. Competition

11. Competition

12. Major League “A” Markets

13. Minor League “B” Markets

14. Overview

15. Convert the majority of MILB teams self-operating concessions services into contract managed Satisfy owners looking for sustainable returns, fan satisfaction and strength of community Opportunities

16. Problems

17. Overview

18. IMC Objectives

19. Target Market

20. 20 AAA-affiliated teams self-operated services Target Market

21. Cashman Field Example

22. On Opening Day… HEADACHES

23. Positioning Strategy

24. Positioning Strategy “Our food and retail professionals understand what your fans want, and have deep expertise in managing supply and demand. So tap into our big-league resourcesfor your minor league team and maximize your return.”

25. Objective and task budgeting method Budgeted for three phases: Estimated total cost based on industry standards Added a “contingency” fund for unexpected costs Budgeted for targeting 20 teams Budgeting

26. Overview

27. Campaign Barriers: ARAMARK perceived as one-dimensional “vendors” Prospects do not buy ARAMARK features they buy that which benefits them.

28. Creative Marketing Strategy

29. Step 1: Raising Awareness 3 months time-frame Direct mail, sales promotions, and public relations tools Creative strategy for direct mail pieces: Reality of Business and Humor

30. Direct Mail

31. Direct Mail

32. Direct Mail

33. Sales Promotions WHO ATTENDS?Representatives from more than 200 Major League and Minor League Baseball clubs, leagues and organizations attend the Baseball Trade Show during their annual meetings.

34. Focus on: Convincing baseball owners that service is more efficient than self-operating services Maintaining understanding that ARAMARK is the industry leader in Sports & Entertainment sector Public Relations

35. Highlight Recognition from third parties as industry leader News stories Press releases

36. News Story: Food Management’s Top 50 Management Companies

37. Press Release: InformationWeek 500 List of Top Technology Innovators

38. Creative Marketing Strategy

39. Step 2: Generating Interest 3 months time-frame Create a “Day at the Ballpark Experience with ARAMARK” for interested stadiums The day would include an all-expense paid day at one of our MLB partners The owners would be able to meet the managers/employees and attend receptions

40. Creative Marketing Strategy

41. Six month – year time-frame A self-operated personalized conversion manual Fairly expensive and time consuming but is the final step in ensuring that self-op prospective clients are won over by ARAMARK. Step 3: Direct Marketing

42. Alternative Advertising Strategy: Over the next 3 months, will develop interactive, simplified P&L forms on the website which can be filled in by managers who currently self-operate their stadiums Though slightly time consuming for the managers, this will be a concrete way to reveal the financial benefits of switching over

44. Overview

46. Campaign Evaluation