1. Special Event Marketing & New Media Proposal
Prepared for: George Wu & Lawrence Tai, Co-founders | Waffles de Liege
Prepared by: Zaher Samnani, Independent Marketing Consultant
Wednesday, August 5, 2015
Proposal number: 01
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SPECIAL EVENT MARKETING & NEW MEDIA PROPOSAL- ZAHER SAMNANI

2. I. EXECUTIVE SUMMARY
II. CURRENT MARKET SITUATION
III. TARGET MARKET ANALYSIS
IV. MARKET STRATEGY
V. BRAND RECOMMENDATIONS
VI. BUDGET
VII. GOALS AND OBJECTIVES
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TABLE OF CONTENTS

3. This material is based upon work supported by Waffles de Liege. Any opinions, findings,
conclusions, or recommendations are those of the authors and do not reflect the views of
Waffles de Liege, its employees or its administration.
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DISCLAIMER

4. I. EXECUTIVE SUMMARY
In this report I cover my basic and concrete thoughts on how I can improve Waffles de
Liege’s current brand and focus in on gaining more catering and event clientele. We are
in a great situation in that the truck is already up and running with a backbone of
catering clients that come in on their own accord. Being able to garner clients without
primarily focusing on them shows that the quality of the product is sound and stands tall
on its own. However, with the right marketing plan behind the product the ceiling and
potential is significantly lifted. To realize this potential I have waned the specialty market
down to five key target markets: celebratory events, corporate clientele, the
entertainment industry, universities and colleges, and special event spaces. With the
right approach I have created a signature strategy for each of these markets in addition
to complementary ones that will in the end help WDL gain a large amount of new clients
as well as retain current ones. It is based around the approach of building personal
relationships with event professionals and creating organic growth. In the next few
months, I hope to double the current event output and put together a new and updated
website that will reflect the values that WDL stands for while also showcasing their
product in an increasingly stylized way.
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5. II. CURRENT MARKET SITUATION
Waffles de Liege’s current situation in the mobile food market is one with little focus on
high volume catering and specialty events. They complete, on average, 2-3 catering
events per month primarily in corporate events, weddings and with a small foothold in
the entertainment industry. Their recurring clients would be of the latter and certain
colleges that have them back for yearly events. Currently, a portion of their new business
comes from an outside firm that takes a percentage of profits from these specialty
events. In addition from taking a percentage, they also prevent the opportunity to
develop a one-on-one relationship with a vendor or event professional. Furthermore,
WDL’s website is not conducive to yielding new clients and a good user experience.
Overall, the potential for successful catering opportunities are there; they just have to be
capitalized on with a solid marketing plan.
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6. III. TARGET MARKET ANALYSIS
Below I have listed the five core markets that I believe WDL should target in order to
build a successful volume of recurring clients in addition to having a constant influx of
new business. I have taken these five markets and have comparatively ranked them
according to the three categories listed below:
Importance: Overall importance to the business.
Difficulty: In terms of service AND gaining clientele. Lowest number =
greatest difficulty
Cost: Total potential marketing cost. Lowest number = highest cost.
1. Celebratory events: These include weddings, bar mitzvahs, birthdays, parties
and any other celebratory occasions. This is a key and imperative market in
catering and specialty events. There is strong potential for large events and
through that higher revenue. However, difficulty may arise in servicing 100-150+
impatient guests at a high volume event.
a. Importance: 2
b. Difficulty: 1
c. Cost: 1
2. Corporate Clientele: My vision for WDL and its reach for corporate clientele is
to focus heavily on marketing companies, technology firms, and up and coming
new age companies that will fit into the niche product that WDL provides. There
is a somewhat difficult barrier to entry in building new relationships with H.R.
departments but the result will help branding and revenue.
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7. a. Importance: 1
b. Difficulty: 2
c. Cost: 2
3. Entertainment Industry: These include movie production facilities, studios,
television stations and craft services. A very interesting and important market
because the potential for returning clientele is very high. Clout is already
developed in that stations have had WDL multiple times. The barrier to entry is
already softer and the industry responds well to trucks such as WDL.
a. Importance: 3
b. Difficulty: 4
c. Cost: 3
4. Universities/Colleges: This is a great market because events go on for a good
portion of the year and catering almost always comes from an outside vendor.
Additionally, there are infinite markets within this segment (i.e. sports teams,
clubs, sororities, etc.). Barrier to entry is not very high because there is a lot of
demand and opportunity.
a. Importance: 4
b. Difficulty: 5
c. Cost: 5
5. Special Event Spaces: These include convention spaces, theaters, museums,
and art galleries. The demand must be there but for a niche product such as the
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8. Belgian waffle-it may not be as high. Somewhat difficult barrier to entry but the
turnout I assume will be much smaller.
a. Importance: 5
b. Difficulty: 3
c. Cost: 4
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9. IV. MARKETING STRATEGY
A. Celebratory Events
a. Central strategy: In delving deeper into the large market that consists of
ALL celebratory events, the primary strategy will be to focus my efforts on
event professionals. These are often independent contractors or workers
for smaller organizations that help plan “special” events, including social
events like weddings, bar mitzvahs, and proms as well as much larger
events such as entertainment festivals, concerts, political fundraisers, and
corporate galas.
i. STEP ONE: Create a database of special event planners in the LA/
OC area using bridal and event magazines and online resources.
“Upwork” can be utilized to find hundreds of contacts in both
respective areas.
ii. STEP TWO: Cold-contact all planners to start to develop a
relationship with them and their counterparts.
iii. STEP THREE: Provide easy-to-sell packages and foster
relationships in order to get on the “preferred” vendor list. This way,
if they ever need a dessert truck, WDL will be at the top of the list.
b. Secondary Strategy: A great complimentary strategy in marketing WDL
to the special event market, particularly weddings, would be to purchase
spots at top event expos or conventions. A prime example of this would to
attend top Bridal Fair twice a year.
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10. i. EX: Bridal World Expo August 22nd -23rd 2015 $795-$895 for a
booth through two days. Not a lot of trucks use this type of venue
and it gives you an opportunity to stand out. Rinda, Director of
Sales at BWE, mentioned that the Grilled Cheese truck used their
expo and it brought in a great amount of business for them.
B. Corporate Clientele
a. Central Strategy: To target the corporate clientele, the painful yet
necessary way to reach out would be through the human resources
departments of all the types of companies I mentioned above. Through
that, relationships must be built and information must be readily available
for those departments when planning a corporate event.
i. STEP ONE: Create a list of companies that we believe will be the
ideal fit and focus for WDL. Find corporate contacts through
“Upwork.” Develop consumer material and hard copy catering
sheets to hand out or email to stated departments.
ii. STEP TWO: Reach out to all departments through email and/or in
person with promotional material and possibly samples.
iii. STEP THREE: Remain in contact and be alert for all responses
and possible opportunities.
b. Secondary Strategy:
i. Create branding tools that we can provide to help personalize for
each and every corporate client. Examples of these may include
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11. creating a custom waffle for companies so that they have a specific
logo, hiring a photographer not only for photos for our website and
portfolio, but also for the corporation so they can develop long-
lasting memories that go beyond the standard catering experience.
Throwing in these “bonuses” or even charging slightly more for
them gives them more bang for their buck and shows that we try to
make every single experience special.
C. Entertainment Industry
a. Central Strategy: The entertainment industry, in general, is very well
inclined to trucks such as WDL. There are a number of opportunities
within the industry to provide service through a food truck. These are, but
not limited too, wrap parties, anniversaries, special episodes, craft
services (feeding extras, cast members, staff), etc.
i. STEP ONE: Reach out to all past studio and entertainment
clientele of WDL. Reintroduce ourselves to them and help build a
relationship so that if they return its due to our past service not out
of a new person discovering WDL.
ii. STEP TWO: Cold-email and call departments across the spectrum
that handle such events and craft services. Use past clients as
clout and be readily available to staff events.
iii. STEP THREE: Remain in contact and continue to build clout as
more studios are added to portfolio.
b. Secondary Strategy: SEE CORPORATE
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12. D. Colleges/Universities
a. Central Strategy: I believe that the main focus we should have when
dealing with upper level educational institutions is to laser in on the
student groups and Greek life. Relating to them will be much easier and
so will getting in contact with them. Sororities and fraternities generally
have social chairs that schedule a number of different events for pledge
week and mixers throughout the school year.
i. STEP ONE: Create a list of prime schools that fit in to the
specifications that we are looking for: generally affluent paired with
a highly active social and student life.
ii. STEP TWO: Reach out to all major student groups and sororities.
Contact social chairs, presidents, and any other student run head
that has purchasing and influential decision-making power.
iii. STEP THREE: Provide them with the necessary information they
need and an easily accessible contact that can handle of their
questions and concerns.
b. Secondary Strategy: A corresponding approach would be to reach out
the universities and colleges themselves. Getting contact in the respective
departments for convocation ceremonies, orientations, graduations, etc.
i. Additionally promotional strategies such as posting consumer
material on bulletin boards or other repositories for student
information may assist as well.
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13. E. Special Event Spaces
a. Central Strategy: Special event spaces are very similar to special event
professionals in that they usually have a person on hand that handles all of
their events and keep a “preferred” vendor list. This is a very important list
to be apart of because if they ever need your type of service it is readily
available and will be the first that comes to mind.
i. STEP ONE: Research list of special event spaces in OC/LA areas.
Reach out to them depending on size and distance in person, over
the phone or email.
ii. STEP TWO: Give personal email and phone number for higher
profile clientele and plenty of consumer material for them to look at.
iii. STEP THREE: Provide easy-to-sell packages and foster
relationships in order to get on the “preferred” vendor list. This way,
if they ever need a dessert truck, WDL will be at the top of the list.
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14. V. BRAND RECOMMENDATIONS
A. Photos and Testimonials: To really expand the brand and showcase the
services WDL can offer, photos and testimonials are imperative to giving a taste
of what experience WDL can provide beyond dessert waffles.
B. Personalized Experience: Custom Waffles is just one of the ways WDL can
personalize its experience for its clients. I don't understand the logistics or cost of
doing so but the more we can personalize our product the better.
C. Logo ware & Retail Merchandise: When building a brand it is never a bad idea
to create merchandise beyond food that a customer can take home with them.
Advance the experience beyond the event.
D. Referral System: An example of some sort of promotional tool where we can
use former or current clients and give them some sort of discount if they refer us
to a new client. The cost in giving a discount may hurt but the potential for gain is
strong.
E. Web and Media Offerings: A strong online and media presence can make or
break a business. In WDL’s case, the food is clearly where the focus is and it is of
fresh made-on-order ingredients and quality. However, the amount of customers
that may not be reached due to lack of online presence is unquantifiable.
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15. VI. BUDGET
Sample Budget
I have put together a small sample monthly budget below for your consideration not including
the bridal expo. This is NOT a final budget by any means. SAMPLE.
Description Quantity Unit Price Cost
Brochures 100 $ 2 $ 50
Catering Consumer Material 250 $ 0 $ 32
Event Photographer 16 hours $ 20 $ 320
Contacts Acquisition 500 $ 1 $ 200
Bridal Expo 2 $ 500 $ 1,000
Total $ 1,602
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16. VII. GOALS AND OBJECTIVES
By January of 2016,
a. I hope to increase WDL’s current output of specialty events up
to 6-8 per month.
b. I hope to have a fully functional newly designed website made to
the exact specifications of the owners and management of WDL.
c. I hope to have updated all corresponding material to match the
style and design of the new media.
d. I hope to have a catalogue of event media and testimonials that
can be used to increase clientele and develop the brand.
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SPECIAL EVENT MARKETING & NEW MEDIA PROPOSAL- ZAHER SAMNANI