AMB240 Marketing Planning and Management: Case Study

AMB240 Marketing Planning &
Management
Assessment Item 3:
Reflective Case Study
Steven Yule
n8601321

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1.0 Executivesummary
The aim of this reflective case study is to critically evaluate the marketing campaigns
using marketing theory, and performance of Cookie Beat both before and during the
two market days known as the Qutopia Marketing Simulation. Cookie Beat operated
within the other specialised food retailing industry where we re-packaged and
redistributed freshly made cookies.
Prior to the first market day, SMART marketing objectives were set, and after analysis, it
can be seen that Cookie Beat met only one of the four objectives. These objectives
include;
1. Achieve 20% profitability (achieved)
2. Achieve 20% market share (not achieved)
3. Achieve 40% loyalty (not achieved)
4. Achieve 20% of customers from promotional efforts (not achieved)
Even though Cookie Beat surpassed its turnover ($2,740), total sales (107), and
profitability (36.97%) forecasts, it’s concerning to the marketing team that the market
share, loyalty and promotional efforts objectives fell short and by such a margin. From
this, three main problems were identified and outlined where if ratified, there is a high
chance of the business meeting those objectives in the future. These issues include a
lack of awareness, lack of accurate sales records and a failure to identify competitors
within the market.
These three problems were evaluated and reflected upon in regards to relevant
marketing theory’s where 2 alternatives were outlined for each issue, and
recommendations were made to solve these problems. Firstly, it has been decided that
to improve awareness, Cookie Beat should increase its social media presence in order to
reach further in to the market. Secondly, it is recommended that Cookie Beat adopts a
Business application for use on tablets to have a better record of sales along with stock
in hand information. Finally, it was recommended that a supply-based approach be
utilised to identify direct competitors within the market with more accuracy to improve
both short and long-term gain.

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2.0 Contents
1.0 Executive summary.........................................................................................................................................2
3.0 Summary of marketing outcomes..........................................................................................................4
3.1 Marketing objectives .................................................................................................................................4
3.2 Sales and production outcomes..........................................................................................................5
3.3 Final Profit and Loss statement..........................................................................................................7
3.4 Market share calculations ......................................................................................................................8
4.0 Evidence for problems in the marketing management of the campaign .......................9
5.0 Problem identification................................................................................................................................11
5.1 Lack of awareness....................................................................................................................................11
5.2 Lack of Sales Records.............................................................................................................................12
5.3 Failure to Identify Competitors in the Market........................................................................13
6.0 Statement and Evaluation of Alternatives......................................................................................14
6.1 Lack of Awareness....................................................................................................................................14
6.1.1 Alternative 1: Increase Social Media Activity ................................................................14
6.1.2 Alternative 2: Increase Volume of Traditional Media Sources...........................14
6.2 Lack of Sales Record................................................................................................................................15
6.2.1 Hand Written Sales Log:.............................................................................................................15
6.2.2 Business Applications for iPhone or iPad:.......................................................................15
6.3.1 Demand-Based Approach:.........................................................................................................15
6.3.2 Supply-Based Approach:............................................................................................................16
7.0 Recommendations for the future.........................................................................................................16
7.1 Lack of Awareness....................................................................................................................................16
7.2 Lack of Sales Record................................................................................................................................17
8.0 Appendices........................................................................................................................................................18
8.1 Appendix 1: Pre and Post Market day Breakeven Analysis............................................18
8.2 Appendix 2: Pre and Post Market Day Budget........................................................................19
8.3 Appendix 3: Use of Facebook...........................................................................................................21
8.4 Appendix 4: Qutopia Consumption Patterns...........................................................................22
8.5 Appendix 5: Stall and Product Images.........................................................................................23
8.6 Appendix 6: Consumption Survey..................................................................................................24
9.0 References:........................................................................................................................................................25

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3.0 Summary ofmarketing outcomes
3.1 Marketing objectives
Metric Objectives
Profitability Achieve 20% profitability
Sales Achieve 20% market share
Customerloyalty Achieve 80% loyalty
Effectivenessofpromotional techniques Achieve 40% of customers frompromotional efforts
Table 1: Objectives for Market Day 1
Objectives Outcomes
Profitability Achieve 20%
profitability
Cookie Beat achieved
36.97% profitability.
Profitability objective
achieved
Sales Achieve 20% market
share
Across both market days,
Cookie Beat achieved
16.98% market share
Market share objective
not achieved
Customerloyalty Achieve 40% loyalty Customers did not return
any loyalty tags, therefore
loyalty is unknown
Customer loyalty
objectivenot achieved
Effectivenessof
promotional
techniques
Achieve 20% of
customers from
promotional efforts
Cookie Beats estimated to
have achieve 5-10% of
customers.*
Promotional objective
not achieved
Table 2: Revised Objectives for Market Day 2 & Outcomes
*5-10% is an estimation due to actual figures not being collected. This range was selected since a small
percentage of Cookie Beats’ clients did mention recalling our promotional techniques.

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3.2 Sales and production outcomes
Chocolate chipcookie
Notes No. of units
($Q) QUTopia
currency
Sales 24
Sales price per unit $25.61
Total number of units produced 24
Total number of units sold 24
Stock on-hand (left over
inventory) 0
Total turnover $614.64
Macadamia Nut Cookie
Notes No. of units
($Q) QUTopia
currency
Sales 24
inventory) 0
Mixed bag ofCookie
Notes No. of units
($Q) QUTopia
currency
Sales 26
inventory) 0

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M&M Cookies
Notes No. of units
($Q) QUTopia
currency
Sales 33
Sales price per unit 25.61
inventory) 0
Overall turnover $2,740.27
- Due to the fluctuation in unit prices for all products where total sales at each
price is unknown, an average unit cost was used to calculate turnover. This
number of $25.61 is based off of the total turnover of $2,740 divided by 107 total
sales.

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3.3 Final Profit and Loss statement
Table 3: Final Profit & Loss Statement

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3.4 Market share calculations
Table 4: Market share and competitior analysis – Post market days
Competitors identified in marketing plan Actual Competitors Difference
My Indulgence My Indulgence No
The Good the Bad and the Brownie The Good the Bad and the Brownie No
Viking Waffles Viking Waffles Yes – indirect
Brownie & Velvet Yes
Spoon Me Yes
Table 5: Initially Identified & Unidentified competitors

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4.0 Evidence for problems in the marketing management of the
campaign
What happened? Were the outcomes positive or negative?
Why?
Financial Situation
 Profitability objectivewas achieved (36.97%)
 Total sales (107) was higher than our projected
total (86)
 The original breakeven forecastwas 66 units,
based off of our projected priceper unitof
$29.20 based on 86 sales.The actual
breakeven point was lowered to 63 units due
the average priceper unit costchangingto
$25.61 alongwith our fixed costs changing
from $1,880 to $1,580 (refer to appendix 1).
 Projected profitof $563.90 nearly doubled to
$1,012.98 after Market day 2 (refer to
appendix 2)
 The record of sales of each of our products at
each pricewas negatively impacted due to
Cookie Beats’ staff not recordingthe priceat
which each saleoccurred.
Positive Outcomes:
 SinceCB only had 4 direct competitors (refer to
table 5) and were sellingan inexpensivesweet
treat, demand for each product was high and
the customers were willingto buy even at the
initial premiumprice.
 Profitability was larger than expected due to
our average costof production droppingfrom
0.78c to 0.63c (refer to appendix 1) alongwith
our lowered fixed costs.Customers also tended
to bulk buy our product to not only eat on the
spot, but to also takehome for later
consumption. As a whole this increased our
market share.
Negative Outcomes:
 Sincesales atcertain prices weren’t recorded,
it was difficultto forecastwhich products
needed to be made in a larger quantity for
Market day 2. This also madeit difficultfor CB
to find the most ideal priceto sell each product
at in regards to making maximum profit.
Company Analysis
 There was a moderately high level of
communication between the four members of
CB where the team mostly worked effectively
with appropriatetime management.
 A Facebook page and group chat was
constructed for all communication.
 All team members were consulted before ideas
were implemented. The initial plan was for all
members to help out with packaging,but two
members of the group predominantly did this
due to unavailability of the other members.
 CB only included 4 managers,the fifth role
(marketing manager) was shared.
 CB’s pricingmanager (Steven Yule) was the
main leader within the group. He instigated the
most group work whilstshowinghigh levels of
communication and time management.
Positive Outcomes:
 Facebook and the group chatwere both useful
platforms for communication which influenced
the group work and organisation heavily,e.g.
allocatingjobs,settingtimeframes, and general
discussion.
Negative Outcomes:
 At times, members of the group would lose
communication with the others where they
missed out on key information or tasks.These
tasks then had to be re-allocated to different
members. Timeframes for the completion of
tasks was also notmet by two of CB’s group
members consistently.
 CB’s pricingmanager took over the entirety of
the marketing manager role sincethe other
members were not willingto assistany further.
 Objectives were amended after market day 1
Marketing System
 CB only achieved 1 out of its 4 marketing
objectives.This still occurred even though the
objectives followed the SMART framework.
Positive Outcomes:
 Packagingof our products was widely
complemented sinceit could be taken home or
eaten on the spot (refer to appendix 5).

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 Due to the nature of the products CB opted
againstfindingsponsorswhich saved timebut
may have negatively influenced profit.
 The pricingstrategy proved to be beneficial
sincewe gained more clients with the lowering
of our price– interest was maintained after
market day 1.
 The positioningof CB’s stall was very beneficial
to total sales.This increased traffic helped with
sales.Itis unknown whether havinga less
desirablestall would’veresulted in the same
amount of sales.
 The facebook page was only sparingly used to
deliver only the most essential information.
Negative Outcomes:
 The failureof not reachingthe market share
objective was due to CB underestimating their
competitors and not promoting adequately
and the lack of recordingby the pricing
manager due to him balancingmultipleroles.
 Customer loyalty was not tracked due to the
sales staff notadvising thecustomer of CB’s
tag return promotion. The promotions
manager also failed to advertisethis online
 CB’s promotional effectiveness also wasn’t
measured due to the lack of a questionnaire
being given to customers.
 CB’s social media presence was lowcompared
to our competitors who may have played a role
in our sales figures and market share.
 Misidentifyingcompetitors resultingin CBnot
meeting their market shareobjective
Customer Analysis
 The observed customer baseduringthe market
days was children and mothers which was
different to our target group of females
between 18 and 26 years.
 Most of the customers required convincingin
order to purchaseCB’s products where the
samples played a key rolein completing sales.
It was noted that they were tasty and that no
one elsesold a similar product.
 Customer demand for the products was much
higher than initially estimated
 When reviewingthe Qutopia consumption
patterns report, itis noted that our product
was bought for economic and emotional
reasons (refer to appendix 4)

Positive Outcomes:
 This unexpected demand allowed CB to sell the
products efficiently at the initial premium
price.
 Samples greatly helped to increasesales.These
samples were also sold atthe end of market
day 2 to sell all remainingstock on hand.
Negative Outcomes:
 This unexpected demand meant that CB sold
out of some products before closeof business
which means sales were lost
 The promotion of CB’s products was not
successful sincethelargetarget market was
not reached.
 The convincingwhich was needed to sell the
product can be linked in partto the condition
of our stall (refer to appendix 5).
 Consumption survey results indicated there
was a lack of awareness with our brand (refer
to appendix 6)
Competitor Analysis
 The team opted to move one direct competitor
to the indirectcompetitor listdueto their
product. Two competitors were added
followingmarket day 2 after seeingthe
product and findingtheir industry code.
 Had the second smallestmarket sharewhen
compared to their competitors Due to average
priceper unit being lowest (refer to table 4).
 SinceCB’s product was flexible when it came to
consumption time, it was differentiated from
the competitors. The productwas also theonly
one of its type on the market.
Positive Outcomes:
 CB can be described as a market challenger
due to its total sales
 Differentiated within market, n nichemarket.
Negative Outcomes:
 Our productas a whole was not as desirableas
the competitors sincethey were ableto
consistently sell ata higher price.
 CB’s competitors were more involved in social
media which made our brand unrecognizable
within the market place.
Table 6: Summary of Marketing Management Issues

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5.0 Problem identification
Even though Cookie Beats’ performance at the market days is considered a success, it is
very important for the marketing team to identify any problems which occurred during
the process and find reasoning for these problems. This section will outline three
predominant issues as listed briefly in the section above. Marketing theory will be
utilised to give academic proof to explain these problems.
5.1 Lack of awareness
Following market day 1 where Cookie Beat received their consumption survey results
and analysed their facebook page information, it became evident that there was a lack of
awareness of our brand and business as a whole. This lack of awareness forced our sale
staff into spending time convincing customers to purchase our product along with
dropping our price to a level where supply would meet demand. As seen in the Fishbone
chart below, a number of potenital causes of this problem have been identified, but
Cookie beat believes that this lack of awreness stems directly from our poor use of
social media.
Figure 1: Lack of awareness fishbone chart.
Whilst companies attempt to engage loyal customers, influence their perceptions about
the brand, disseminate information, and gather information from and about customers
(Algesheimer, et al., 2005), customers also gain value and information about the
company from a variety online and offline sources (Schau, et al., 2009).

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As seen in Appendix 3, Cookie Beats Facebook page’s total reach on all eight posts
equated to only 276, where it can be presumed that an individual counted for a single
reach on multiple posts. This means that our number of individual people who knew of
our page is much less. When considering that Qutopia has a current residence figure of
1,659, it is clear that Cookie Beat has lack of awareness and that it isn’t a surprise that
our target market was not adequatly reached. Nord and Colleagues (2014) state that
businesses that are looking to communicate, provide better customer service, gain
further exposure, attract customers, improve awareness, build relationships and
network, and most importantly increase revenue need to use social media effectively.
Had Cookie Beat been more active on social media where posts were more frequently
made, the awareness levels of the business would be much higher and the likely-hood of
the correct target market being reached would increase.
5.2 Lack of Sales Records
Over the duration of the two market days, Cookie Beats’ staff failed to keep a consistent
record of the transactions of their products, and at what price each item was sold at.
This lapse by the staff created issues in terms of calculating current demand and
estimating demand for market day 2. On top of this, the staff were not even sure how
many of each product were in inventory at the start of each day. Coupling this with
unknown sales pricing throughout the days, counting sales and optimal sale price was
very difficult to calculate. Finally, making items for market day two was difficult to
estimate due to the lack of certainty regarding market day 1 sales.
Figure 2: Lack of sales records Fishbone chart

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The main purpose behind record keeping is that it simplifies all business processes and
allows for information to be gathered and analysed easily (Johnston & Bowen, 2005).
(McLeod, 1996) found that record keeping equates to better quality, effectiveness and
efficiency of work, and that blame and dissention in the workplace are reduced.
Johnston and Bowen also found that this practice relates directly to an increase in cash
flow and the actual quality of work processes. If Cookie Beat were to have better
managed there stock and sales prices, problems related to demand, inventory and profit
may have been relieved.
5.3 Failure to Identify Competitors in the Market
As previously mentioned in section 3.4, Cookie Beat failed to accurately identify it’s
direct competitors in preperation for market day 1. Even though a competitor analysis
was completed prior to the first market day, it was not thorough enough and also failed
to identify two major direct competitors. Because of this error in judgement, Cookie
Beat failed meet its market share objective and utilised weaker marketing strategies
which prevented the business from reaching even higher levels of profitability. Since
two of the businesses which Cookie Beat failed to identify until after market day have
only just been noticed, it can be presumed that the calculated market share figure is
lower than what it is currently identified at.
Figure 3: Failure to identify competitors Fisbone chart.

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Bergen and Peteraf (2002), state that competitor identification is important for all
managers in terms of acting before a new competitor enters the market, planning
marketing strategies, and responding to competitors implementing strategies. Clark and
Mongomery (1999) found that the two main ways to identify competitors is via the
demand-based approach which classifies them in terms of customer attributes or by the
supply-based approach which focuses on the businesses particular attributes. If Cookie
Beat opted to use the supply-based approach, the missed competitors would’ve been
easily identified in terms of their products offered, marketing strategy employed,
production technology, size, and similar characteristics (Faria & Wellington, 2002). In
terms of Cookie Beats’ scenario, Viking Waffles would’ve been instantly identified as an
indirect competitor, whilst Brownie & Velvet, and Spoon Me would’ve been spotted as
direct competitors before market day 1.
6.0 Statement and Evaluation of Alternatives
As seen in the previous section, a number of Cookie Beats’ action throughout the
preparation phases and the market days resulted in a number of problems which
inhibited negative outcomes for the business. In order for these three problems to be
rectified for both future project and market days, 2 solutions will be outlined for each
problem which will attempt to rectify these issues. These alternatives will then be
evaluated and one will be chosen for each problem to be implemented.
6.1 Lack of Awareness
6.1.1 Alternative 1: Increase Social Media Activity
If Cookie Beat were to increase their social media presence, a closer relationship will be
able to be built between the business and consumer. As seen in appendix 3, Cookie Beat
only made eight total posts on their Facebook account with the first being over a month
before the first market day which did create a first movers advantage. This advantage
was wasted though since the second post occurred 3 days before the first market day,
and the third appeared at (9.37pm the night before the first market day. This sparse
media coverage of our brand made us invisible within the market. A study conducted
by Foux (2006) found that consumers view social media as a more trustworthy form of
information compared to traditional marketing communications. By maintaining this
online presence users can create a self-representation of their business within a
controlled environment (Marwick, 2011) which allows for direct contact with a specific
target audience (Boyd & Ellison, 2008). Further more to this, a study conducted by
Nielsen (2009) found that 70 percent of internet users trust what they see online and
that marketers can expect to see communication increase between consumers through
user-generated social media hubs.
6.1.2 Alternative 2: Increase Volume of Traditional Media Sources
As seen in Cookie Beats’ marketing plan, social media was the prominent form of
promotion utilized in the form of the Facebook page and Instagram account. The only
traditional methods which were utilized were only visible on the market days
themselves. These came in the form of loyalty cards, stall design, uniforms and signage.
A study conducted by Bruhn and colleagues (2012) found that traditional media
impacts brand awareness stronger than what social media does.

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On the contrary, social media communications has been shown to influence a brands
image more heavily than traditional media. As the problem is to increase brand
awareness, traditional media should be used more abundantly in future media releases
and to promote the business. Whether these promotions come in the form of guerilla or
print marketing, or even via television or radio advertisements, Cookie Beats’
awareness will increase.
6.2 Lack of Sales Record
6.2.1 Hand Written Sales Log:
Over the duration of market days 1 and 2 the recording keeping undertaken by Cookie
Beat extended to placing a tally mark next to each product on the notes page of sales
staff’s mobile phones. As mentioned previously this recording keeping was performed
inconsistently at best, and did not track the cost at which the product was sold for or
whether it was part of a deal. This method failed due to the software being utilised to
track the sales along with the size of the screen, the touch sensitive and inaccuracy
along with time which it took to actually input the data. The first alternative to account
for this is the use of a hand written sales log. Daily (2016) states that manual record
keeping is a reasonable form of recording business transactions as long as they are
legible. It is a low cost and easy to use method compared to many digital systems. A
downside to this method is that it could consume time which could be utilised selling
the product to customers during market days where due to a high density of businesses,
potential customers only give a small period of attention to unresponsive stalls.
6.2.2 Business Applications for iPhone or iPad:
Since it has been proven that logging sales via the notes application on mobile phones
can be inconsistent and time expensive, and that there are potential legibility and time
issues related to written sales logs, a third option is using business specific applications
to log this vital information. Applications like ReadSoft allow customers to manage their
financial accounts on both mobile devices and tablets. They also lower processing time
and lower manual work to reduce time and costs involved with making a sale (ReadSoft,
2015). Unhelkar (2009) states that by using new and innovative mobile technologies,
businesses are able to create and manage vital business process at various locations at
the same time. This is very important to Cookie Beat because this will enable us to track
our sales effectively whilst making sales outside of our stall.
6.3.1 Demand-Based Approach:
As noted in section 5 of this case study, Cookie Beat failed to accurately identify all of
their direct competitors prior to market day 1. This resulted in inefficient marketing
strategies which directly influenced their market share and profitability numbers. One
way in which competitors can be found is via the demand-based approach. This
approach classifies business in terms of attributes which their customers would possess
or by the (Faria & Wellington, 2002). With knowledge of our competitors clientel,
Cookie Beat can then decide whether they wish to market their products to claim this
clientel, or position it directlky to avoid competing with another business for the same
clients.

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6.3.2 Supply-Based Approach:
The second way in which Cookie Beat can ensure that they correctly identify their
competitors is via the supply-based approach. Competitors are found by identifying any
particular attributes related to the business (Faria & Wellington, 2002). These
attributes can stem from the type of product being sold to the way in which the business
has branded themselves. It can even address the location of the business in terms of
Cooie Beats’ location. By understanding the attributes of Cookie Beats’ competitors, the
business is able to gather more rich data and position the product appropriately to
maximise sales.
7.0 Recommendations for the future
7.1 Lack of Awareness
In order for Cookie Beat to become relevant within the other specialized food market,
the business needs to gain awareness. As stated previously, this lack of awareness
forced our sale staff into spending precious time convincing customers to purchase our
product instead of taking sales. To counteract this, Cookie Beat intends to increase it’s
presence on social media. Jones and colleagues (2015) state that social media provides
many benefits for small businesses just like Cookie Beat where there is an increase in
awareness and enquiries, number of customers, relationships with cunstomer, and an
enhancement in the ability to reach customers both locally and globally.

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As the Qutopian market is a small community, this increase in social media will easily
reach the majority of the community, which will increase the awareness of the brand,
therefore profitability and productivity will be improved.
7.2 Lack of Sales Record
After evaluating the two alternatives, it is recommended that Cookie Beat downloads an
iPad application where sales can be easily and accurately noted. Due to Cookie beat
using the standards Notes application on smart phones, inconsistent or incorrect data
was noted or no data was recorded at all in terms of sales and prices. This error created
issues for the business in terms of tracking stock in hand and calculating current and
future demand. In recent years, businesses of all shapes and sizes have opted to utilise
digital formats where collating and analysing data is preferred to manual methods.
Anderson and Gestwicki (2011) state that there is a growing market for mobile sales
applications and that they relate directly to an increase in productivity.
Due to this, a specific outline of the application which will be utilised will not be
discussed. This is because of the sheer number of applications on the market where
Cookie Beat needs to complete a comprehensive product audit on a variety of options in
order for the best one to be decided on and implemented. This is reflected in table 8, but
this score in counteracted by the ease to solve and customer pain scores.
As previously noted Cookie Beat incorrectly identified all of its competitors prior to
both market day 1 and 2. Due to this, the marketing strategies which were implemented
were inefficient which directly influenced both the market share and profitability
numbers. For future market days it is reccommended that Cookie Beat usesa supply-
based approach to identify alldirect competitors more accurately. Though this option is
not easy to solve or timely, its will enure that no competitor goes undiscovered and that
it will be beneficial for the business both short and long term.
Succesful business strategies cannot be implemented unless an indepth search into
potential competitors is conducted in terms of their product (Raphael, et al., 1988).
Ghemawhat (1986) also states that indepth competitor analysis’ offer tangible and
intangible competitive advantages in terms of size and access for businesses in the long-
term. This means that the initial times used to find these competitors will be off set by
future gains.

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8.0 Appendices
8.1 Appendix 1: Pre and Post Market day Breakeven Analysis

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8.2 Appendix 2: Pre and Post Market Day Budget
($AUD)
Real
Currency
($Q) Qutopia
Currency
Sub-Total Total
01. Estimated Income
02. Turnover (total sales) $2,510.90 $2,510.90
03. Cost ofSale (production)
04. Materials (product costs and
packaging
$67.00
05. Wages 1,300
06. Total Cost (4+5) 1,367.00
07. Gross Profit (2-6) $1,143.90
08. Distribution
09. Stall Cost $500
10. Delivery Cost
11. Total Cost (9+10) $500
12. Expenses
13. Lecture Promotion
14. Market Research
15. Cost ofStall Materials and
Decorations
$50
16. Cost ofUniforms $30
17. Total Expenses $80.00
18. Net Profit Before Tax (7-11-17) $563.90
Anticipated profitability (%) 22.46

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($AUD)
Real
Currency
($Q) Qutopia
Currency
Sub-Total Total
01. Estimated Income
02. Turnover (total sales) $2,740.00 $2,740
03. Cost ofSale (production)
04. Materials (product costs and
packaging
$67.00
05. Wages $1,000.00
06. Total Cost (4+5) $1,067.00
07. Gross Profit (2-6) $1,673.00
08. Distribution
09. Stall Cost $500
10. Delivery Cost $80.00
11. Total Cost (9+10) $580.00
12. Expenses
13. Lecture Promotion
14. Market Research
15. Cost ofStall Materials and
Decorations
$50
16. Cost ofUniforms $30
17. Total Expenses $1,727.00
18. Net Profit Before Tax (7-11-17) $1,013.00
Actual profitability (%) 36.97

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8.3 Appendix 3: Use of Facebook

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8.4 Appendix 4: Qutopia Consumption Patterns

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8.5 Appendix 5: Stall and Product Images

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8.6 Appendix 6: Consumption Survey
Reasons to Buy:
Because I am Hungry
Because I wanted something sweet
Because they were our stall neighbours and wanted to help out a local business- also, i tried their
samples and wanted something to snack on!
Cookies are always good, but these looked a little dare.
cookies; tastes good
Discounted and I had $20 left
for brother and sister
Fresh baked cookies are yum
Had too much money at the end and they dropped prices
i like cookies and the price was cheap
I won a pack of cookies, and thought they were nice. When I collected them, the customer service
great so I recommended them to others.
it was $5
It was a quick snack
Looked yum and low price
Their samples tasted good
Visually appealing product
We could test the product and it was really good. The customer service was really good too and the
team managed to encourage me buying the product
Reasons Not To Buy:
As a male I felt like it wasn't targeted towards me.
Did not want to eat cookies
Didn't find interest in the product
Didn't know about business
didn't want food
Food intolerances meant I couldn't have the products
I am on a no sugar diet for October
I had already had my sweet fix from my indulgence
I had ideas of where I was going already on Market Day. The stores who effectively displayed their
location and goods online were the ones I went to. Market Day is very c
I sampled this product. Cookies were not very tasty/the texture was really rough. I felt these
cookies were not of high quality and therefore this could not justify purch
Insufficient funds
Limited spending income, lack of time, lack of interest
Never heard of them
Not my cup of tea
Product didn't draw my attention
Their products did not appeal to me
Unaware or uninterested in product.

25 | P a g e
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