Strategic Positioning & Risk Assessment, Development Milesto.docx

Strategic Positioning & Risk Assessment, Development
Milestones & Exit Plan, and Marketing Plan & Sales Strategy
Michael Bell
ID: 940446267
7/17/2017
BA 499 Business Planning
Donna Lane
Strategic Positioning & Risk Assessment
Strategic Positioning
Role Model Improv will focus on three key strategic
components to become successful: market segments, proprietary
abilities, and branding.
Market Segment
Role Model Improv will aim at specific market segments within
Jackson County, Oregon and tourists entering Jackson County.
Each special premier will be constructed and tailored towards a
chosen market segment in the county to capture and retain
patrons. Role Model Improv will have differentiated targets

within each segment for both performances and classes. The
organization will target customers between ages 18 and 56 for
all live performances and will also target all ages between 18
and 28 for all structured and drop in classes. Role Model
Improv will also target customers with a disposable income
between $35,000 to $75,000 for all performances and for all
structured and drop-in classes, will target those within a
disposable income range between $15,000 to $35,000.
Proprietary Abilities
Role Model Improvs’ exclusive asset will be in performers
abilities. All hired staff and volunteers for performances and
classes will have exceptional improvisational skills that they
will be able demonstrate through their performances for any
short-form or long-form improvised theatrical productions and
as well the hired staffs’ ability to demonstrate their ability to
teach the art of improvisation to any customer who has
purchased one of the classes or is attending one of the two-hour
drop-in class sessions.
Branding
Before obtaining a brick and mortar location, Role Model
Improv must develop and establish its brand. With the
established branding, all performances, classes, and events will
carry the Role Model Improv branding to insure to customers
they are receiving a consistent quality between each
performance, event, and class. Role Model Improvs’ customers
will know what type of quality improv to expect in the terms of
entertainment and education.
Risk
Market Risk
Role Model Improv might face a market risk if the consumer
base in Jackson County, Oregon are unresponsive to theatrical
improvisation geared towards adults. Either there is not a
market for live theatrical improvisation in the region or the
current market in the valley is not ready for an entertainment
and educational non-profit based on unscripted performances
and teachings for improvised theater.

During an interview with Andrew McMasters, Artistic Director
of Jet City Improv, he indicated tailoring each special premiere
show to a market niche in the area to obtain different segments
of consumers and hopefully retain them. Once a patron in a
specific niche is pulled in with a tailored show they are more
likely to return to see other shows that might not be in their
niche (McMasters, 2017). To mitigate the market risk, Role
Model Improv will first study the consumers in Jackson County
and locate specific market niches and interests. The
organization will tailor special premieres towards those located
market niches to capture more patrons and draw them into a part
of the community,
Competitive Risk
Jackson County, Oregon has a high number of competitors for a
non-profit improvisation theatre like Role Model Improv. The
several form competitors like Randall Theatre Company,
Camelot Theatre Company, Organ Shakespeare Festival, and
Jefferson Live LLC., might create new services and
performances that could put Role Model Improv at risk of being
expunged from the competition (2016, Esri Key Demographic
Indicators).
Through an interview with Kimberley Boesche, President of
Camelot Theatre Company and Andrew McMasters, Artistic
Director of Jet City Improv, this case is unlikely, due to the
strong cooperative theatre community in Jackson County.
According to Boesche, most theatres and groups share the same
talent and customer pool, so each theatre organization in the
Rogue Valley try and support each other and not try and
extensively compete with one another (Boesche, 2017).
McMasters had stated that in a theatre community, there is an
importance for theatre organizations to break down the barriers
of competition and open the doors of cooperation, as he too has
indicated that theatre communities share the same talent and

customer pool (McMasters, 2017). For Role Model Improv to
mitigate the competitive risk in Jackson County, Oregon, the
organization will become a key member of the community and
strive to bolster cooperation between competitors.
Product Risk
Role Model Improv faces the risk of not being able to have an
improvisation team formed to help boost the brand name, raise
awareness, and perform shows as a stepping stone for the first
step towards actualizing the organization and brick and mortar
location. The shows and classes conducted might not benefit the
customers by not being entertaining or as educational as
intended. To mitigate the two product risks for Role Model
Improv, the founder Michael Bell, will build a dedicated team
from his own acquaintances who are in theatre communities
along the West Coast, specifically Seattle, Washington and
Ashland, Oregon. The team will strive to boost the brand name,
raise awareness, and perform shows to the best of their abilities.
For each show, all cast members will conduct warm ups and
short practices before the first show of the evening. For special
premieres, practice will be conducted before each new season
premiere with warm ups and short practice before the first show
of the evening. Classes will be carefully constructed with
multiple experience levels for seasoned thespians in the
community and for newcomers to the community. Each class
will be taught by an experienced theatrical improvisor who can
effectively articulate the fundamentals and skills of theatrical
improvisation.
Capitalization Risk
The initial startup cost for the first Role Model Improv team
might be underestimated. If the initial team does not budget
correctly for booking shows and renting venue spaces for
performances, Role Model Improv could become bankrupt. If
Role Model Improv is established with a brick and mortar

location, it runs the risk of not achieving enough revenue to
stay in community through a lack of grants, investors,
donations, class and ticket sales.
Role Model Improv will mitigate these risks by applying
actively seeking other sources of revenue through donations,
foundation support through grants, and investors in the
community. The organization will have an account on
GuideStar.org, a web-based database of nonprofits which
investors and donators can seek nonprofits and obtain
information on those sought organizations.
Strategic Positioning & Risk Assessment,
Development Milestones & Exit Plan,
and Marketing Plan & Sales Strategy
Strategic Positioning & Risk Assessment,2
Development Milestones & Exit Plan,
and Marketing Plan & Sales Strategy.
Development Milestones & Exit Plan
Development Milestones
Milestones to Date
Role Model Improv has successfully completed a business plan,
outlining what the organization’s mission and vision are, its
operations and strategy, organization and management, and
financial assumptions.
Role Model Improv has conducted research into the theatre and
performance industry and how the industry is thriving in
Jackson County, Oregon. The organization has reached out to
local theatre nonprofits, such as Camelot Theatre, to acquire
insight into the theatre community in Jackson County and
information regarding how tourism and local patrons affect
theatres in the county. With the insight of the theatre
community acquired from Kimberley Boeche of Camelot

Theatre and from research conducted in Jackson County, the
organization could pinpoint its competition in Jackson County,
Oregon and create a competition matrix of the organizations
primary competitors.
Role Model Improv has researched and pinpointed a target
market in Jackson County that the organization can reach with
improvisation classes and shows. The organization researched
the geographic description, psychographic lifestyle, size,
purchasing patterns, buying sensitivity and potential of its
target market. From the research, Role Model Improv found its
target market potential and created a sales forecast based on
what the organization could conclude from its findings.
Business Vision and Organization Goals
Role Model Improv will become the Niche and Quality leader
for live improvised theater entertainment and education in
Jackson County, Oregon. The organization will also strive to
become one of the top ten attractions for tourists to Jackson
County. Through grants, investors, and donators, Role Model
Improv can effectively conduct outreach programs and
community services to bolster the Jackson County community.
First-Year Goals and Strategies
Role Model Improv will have successfully established the initial
team, the name, the brand and created contacts with different
venues in Jackson County. The team will perform quality shows
and effectively promote the development of Role Model Improv
from a team to a full-fledged non-profit organization.
Third-Year Goals and Strategies
Role Model Improv has gained support and reputation within
Jackson County. Role Model Improv penetrates the
entertainment market in Jackson County and files a 501(c)(3)
form to be recognized as a non-profit and 990 tax-exempt form
for the IRS (2015, McRay). With funds raised through
donations, ticket sales, early investors, or a grant proposal Role
Model Improv establishes a brick and mortar location for shows
and classes.

Fifth-Year Goals and Strategies
Role Model Improv will diversify the entertainment and
educative services provided by creating new community events,
performing outreach services, and new types of improvised
performances for customers in the region. The organization will
continue with performances that become community favorites or
flag-ship shows. Potential investors have been found and have
agreed to invest in the organization and any expansion or
upgrade to the brick and mortar location will be paid for
through grants, donations, and sales.
Tenth-Year Goals and Strategies
Role Model Improv will become one of the top ten attractions
for locals and tourists within Jackson County, Oregon. All
performances experience sell-outs and classes are booked full.
The organization might consider a second brick and mortar
location in another high potential location in Jackson County to
increase Role Model Improvs’ capacity and create another
accessibility point for local and touring customers.
Risk Mitigation
As a non-profit, Role Model Improv will follow “best practices”
as guided by the Non-Profit Association of Oregon under the
National Council of Non-Profits (2017, National Council of
Non-Profits). Under “best practices,” Role Model Improv will
follow the principles indicated to provide demonstrations in
core competencies to remain ethical and sustainable (2017,
Whatcom Council of Non-Profits). Time and efficient planning
will be set in place towards each milestone to budget and grow
interest for Role Model Improv to help mitigate any errors in
capital or organization.
Exit Plan
In the event that the founder or founders of Role Model Improv
are no longer able to continue at the organization or Role Model
Improv is unable to conduct services to the community of
Jackson County, Oregon, the following possible outcomes are
viable exit plans for Role Model Improv or its founder or

founders.
Successful
1. If Role Model Improv is successful and the founder or
founders cannot continue at the organization. They will
gracefully resign from their position as executive director and
or artistic director and become a member of the board of
directors once the board selects a successor to the executive
director and or artistic director.
Unsuccessful
1. If the founder or founders are unable to continue with Role
Model Improv, they will resign from their position as a part of
the executive director and or artistic director and be replaced by
a person who is appointed the position.
2. If Role Model Improv has close for good, then following in
accordance with being a 501(c)(3) (2015, McRay). Role Model
Improv is to dissolve and the board of directors must then
distribute all of Role Model Improvs assets to another non-
profit organization after all debts have been settled.
Marketing Plan & Sales Strategy
Organization’s Message
Role Model Improv wants to create “comedy, you roll with” and
be the leader in quality improvised theatre entertainment and
education in Jackson County, Oregon. The organization wants to
give the community in Jackson County a place for freedom of
expression with the educative structured or drop-in classes, fun
and excitement with shows, events, opportunities, and classes,
and to create a love for the theatrical arts and cooperative
nonprofit service through volunteer opportunities and classes.
Marketing Strategy & Tactics
Guerrilla Marketing
Role Model Improv can bring the improvised theatre to the
people. Through creativity, the volunteers and staff can perform
impromptu street performances and events around specific high
traffic leisure locations around Jackson County.
Online Marketing Tactics

Role Model Improv will have a website that will have the
organizations production and events schedule, online ticket
purchase, class registrations, donation center, blog and outreach
information. The organization will use social media platforms to
keep in touch with consumers though Facebook, Instagram,
livestreaming apps, and other social media platforms and tactics
that pertain to the strategies at Role Model Improv. Role Model
Improv will have an email list that customers can subscribe to
for event and production information, deals, and promotions.
Traditional Marketing Tactics
Role Model Improv will employ the use of traditional tactics to
reach customers who still use brochures, magazines,
newspapers, and radio to find event and production information,
deals, and promotions. Role Model Improv will be included and
advertised in a local brochure that is deposited at info centers,
hotels/motels, and theatrical venues. Role Model Improv will
have a space in the local newspaper, magazine and radio to
connect with the older populace of the target market.
Cooperative Efforts and Outreach
Role Model Improv would become a part of the theatre
community in Jackson County, Oregon. It would be advertised
in local community theatre brochures and as a way of giving
back, the organization will do the same. From received
donations, Role Model Improv will give back to the community
by providing free shows at different summer camps, youth
endangerment programs, and other programs in Jackson County.
Sales Force and Structure
Role Model Improv will have a dedicated staff of improvisors to
produce and perform the flag-ship shows, events, outreach, and
classes. Volunteers found within the community will fill
essential positions within the organization. The organization
will have two volunteers for the concession stand, one volunteer

for the host, two tech crew for sound and lights, two volunteers
for janitorial duties, and two volunteers for ticket sales. Staff
will be interviewed and hired for required positions in the Role
Model Improv management office. Actors will fill roles in each
flagship and special premier production, which is audition
based. Once an actor has been cast into the show, they will be
expected to arrive in a timely manner to each planned practice
for the show. Coordination of the Role Model Improv work
force will be split between the volunteer coordinator, executive
director, and artistic director. All volunteers will report directly
to the volunteer coordinator, all staff will report to the
executive director, and all actors will report directly to the
artistic director.
References

Boesche, K. 2017, April 21. Personal communication via phone
interview.
Esri, Key Demographic Indicators. (2016). Businesses and
Facilities Search: Theatres in Jackson County. Esri, Business
Analyst Online.
McMasters, A. 2017, June 17. Personal communication via
phone interview.
McRay, Greg. (2015). Who Really Owns a Non-Profit?.
Foundation Group. Retrieved from -
https://www.501c3.org/who-really-owns-a-nonprofit/
National Council of Non-Profits. (2017). Principles and
Practices. National Council of Non-Profits. Retrieved from -
https://www.councilofnonprofits.org/tools-resources/principles-
and-practices
Whatcom Council of Non-Profits. (2017). Best Practices for
Executive Directors and Boards of Nonprofit Organizations.
Whatcom Council of Nonprofits. Retrieved from -
http://www.floridaliteracy.org/toolkitfiles/BestPractices.pdf
Company Description
The main offering will be gelato, Italian ice cream, as well as
additional dessert items that can be purchased in single servings
for consumption at the restaurant located in Medford, Oregon.
While Medford does have several ice cream and frozen yogurt
restaurants, it does not have any gelato focused restaurants

(Yelp, n.d.). Gelato is like ice cream but has a couple
differences that ultimately result in a cleaner or stronger flavor.
First, gelato is made with more milk than cream allowing the
flavor to not be muddied by the stronger flavor of cream. It is
also turned at a slower speed than ice cream resulting in less air
being mixed into the custard and a denser product overall
(Poon, 2015). Comment by Jackie Clark: Is it “churned” like ice
cream? I don’t know if gelato has a different term for it.
Because of a stronger, denser, product, people are able to enjoy
a smaller helping, while still satisfying a sweet tooth (Bloom,
2016). By focusing on fresh, natural, locally-sourced products
when possible, the gelato parlor will be able to distinguish itself
from competitors and offer a compelling option for consumers
who want to enjoy cold treats while also being mindful of their
health.
Industry Analysis
Size and Maturity
In 2017, an estimated $14.8 billion will be spent on food in the
semi-service industry. It currently accounts for 36% of the
coffee and snack shop industry and the food segment has
increased its share of the over $41.2 billion industry in the past
5 five years as food has a higher margin (Alvaraz, 2017).
Restaurants, bars, coffee shops, and other fast-casual dining
choices currently employ in excess of 11 million employees.
The industry is in track to surpass manufacturing employment
by 2020 (Lee, 2016). The frozen-dessert industry is split into
two main sectors: retail (grocery store) and restaurants. In 2016
it is estimated that the restaurant portion outpaced the retail by
upwards of $3 million and both are expected to continue to see
growth into 2020 (Prepared Foods, 2017).Comment by Jackie
Clark: This part of the sentence may want to be
changedComment by Jackie Clark: Is there a projected
percentage you can find to ad?

Seasonality and Economic Cycle
While the general coffee and snack shop industry is not largely
seasonal and volatility is very low (Alvaraz, 2017). , tThe ice
cream industrytrade specifically is a very seasonal industry
relying on weather. Most sales take place between March and
September, with June being the strongest performing month
(IDFA, 2015). Comment by Jackie Clark:
Sensitivity to the economic cycle is a concern as people tighten
their discretionary spending during recessions or low ends of
the cycle, they are less likely to eat out. However, in the
operating conditions section, “volatility has decreased over the
past five years as consumers have resumed normal spending
habits” (Alvarez, 2017). Additionally, consumers attitudes
towards eating out and it isare not as closely tied to the
economy as it once was. The current rebound from the recession
is showing growth in most areas to be much slower than in past
rebounds, however the restaurant sector has seen a much
steadier growth (Lee, 2016).
Socio-cultural Concerns
Health concerns lead the reasons for cutting back on ice cream
and frozen novelties., hHowever, selling indulgence and organic
and natural buzzwords continue to perform well (Bloom, 2016).
SpecificallySpecifically,, gelato seems to be performing well
for those that are health conscious with a sweet tooth as it has
30% less fat and less air than the ice cream counterpart, packing
a stronger flavor in a smaller package (Zhu, 2016).
Additionally, the average consumer may not differentiate gelato
from ice cream or frozen yogurt. Comment by Jackie Clark:
Might want to rework this so there isn’t “and organic
and”Comment by Jackie Clark: This sentence seems out of
place.
Economic Condition
With the passing of Senate Bill 1532 in 2016, the minimum
wage in Oregon is now on a tiered system with annual increases
in Jackson county to $13.50/hour by July 2022 (Theen,

2016).The restaurant industry is largely dependent on minimum
wage workers and employs a higher percentage of minimum
wage workers than any other industry (Maze, 2017). The effects
of the higher minimum wage on Jackson counter are not yet
known, but there have been mixed results in other cities like
Seattle and San Francisco. While Seattle has not seen a large
decrease in restaurants (Sherman, 2017), the San Francisco
market has seen increases in restaurants closing as much as 14%
in some sectors. While it is not solely a result of the increased
minimum wage, for every $1 increase in minimum wage, the
number of new restaurants falls by roughly 5% (Maze,
2017).Comment by Jackie Clark: “in Jackson
County”??Comment by Jackie Clark: Is this nationally? May
want to ad that info.
Target Market
Geographic area
The city of Medford has a population of 79,805 as of July 2015
and a land area of 25.73 miles (U.S. Census Bureau, 2016). The
specific location being considered is at Roberts Road & Crater
Lake Avenue and a three-mile radius around the address.
Target Customers
The target customers in this radius are those labelled as
“Middleburg” (ESRI, 2017c), with a median age of 35.3 and
income of $55,000. This falls nearly in the middle of the two
groups above, so a target age group would consist of families,
aged 25-44, accounting for 25.3% of households in the three-
mile radius of the proposed location (ESRI, 2017a). A
secondary target is students attending North Medford High
School (NMHS) due to the proximity to the proposed location.
NMHS has 1,750 enrolled students (Medford School District,
2017).
The ice cream market drivers are “premium” and “flavor,” while
health plays a role for 19% of frozen treat buyers (Bloom,
2016). In other words, people are willing to spend more for a

quality product in the name of indulgence. The Middleburg
group generally spends their entertainment budget on family-
oriented activities and restaurants (ESRI, 2017b). They also
prefer to buy American when possible, and are comfortable with
technology. This group makes up for 6.5%, or 1,759 households
in the target area (ESRI, 2017c).
The Middleburg set prefers SUVs and trucks, enjoys country
music, and likes to focus on family friendly television. This
group can be young couples, but most likely has at least one
child. They are generally conservative and a higher percentage
are home-owners compared to the United States as a whole.
They are thrifty, but are more willing to spend on activities they
can do with the whole family rather than things (ESRI,
2017b)..Comment by Jackie Clark: The “Middleburg” set isn’t
heath conscious? I feel like that could tie back to some of your
previous sectionsComment by Jackie Clark: This is bold and I
cant change it.
Market Potential
Given the total sales of $860,000 (Bizminer, 2016), spread
among five businesses, if things were split equally at 20% they
would each have revenues of $172,000. This does include a
business or two outside of Medford. Using a breakeven analysis
tool, it is estimated that the business will need to have at least
$60,000 in gross sales to stay profitable. Assuming an average
sales price of $3, roughly 20,000 sales would need to be
completed in the year to meet the above benchmark. Sales will
be heavier in the summer months versus the cold season,
however average sales per day would need to be 55.
Considering the target customer, sales forecast would be for
50% in the Middleburg group, 15% students at NMHS, and 35%
other. Comment by Jackie Clark: Move cite to the end of the
sentence?
For the Middleburg group explored above, that would require
10,000 sales. Assuming an average group of 3 people, that

would be about 3,300 annual visits. Within a three-mile radius,
there are an estimated 3,640 Middleburg adults (ESRI, 2017c).
This requires less than 1 visit annually by each adult which is
well within feasibility.
For the high school group, gross sales of $9,000 would be
required. At $3 per sale, 3000 annual visits would be needed.
This is less than 2 visits per student at the school. Assuming
even half of students visit the shop, only 3 annual visits would
be necessary.
The remaining $21,000 gross sales, or 7,000 individual sales
will be made up of miscellaneous demographics in surrounding
areas. Within the three-mile radius, there are an additional
48,625 adults. It should not be difficult to capture 7,000 sales
from this population annually.
Competition Analysis
Primary and Secondary Competitors
Primary competitors comprise of businesses whose primary
focus is cold desserts. In Medford, this includes Cold Stone
Creamery, Baskin Robbins, 2 Yogurt Huts, Sweet Cream, and
All-American Ice Cream & Frozen Yogurt. Secondary
competitors include general dessert businesses, or fast-food
restaurants that emphasize their dessert menu. This includes
Dairy Queen, Sonic, The Cupcake Company and Cookie
Connection in Medford. See a more detailed breakdown of the
competitors in Appendix A. External competition also includes
full-service restaurants that offer a more friendly dining
experience or consumers deciding to make the product at home
(Alvaraz, 2017).
Competitive Strength Assessment
A table breaking down multiple success factors amount
competition is located in Appendix B.
Much of these ratings were arrived upon by reading customer

ratings on Yelp (2017) and their feelings about the product. For
manufacturing, businesses that sold also sold by the pint,
gallon, or sold additional options (i.e. ice cream cakes) were
given a higher rating than those that just sold the basics. This
was also applied to new product innovation as there is not much
differentiation in the market among the businesses from the
consumer’s eye. All the businesses have websites, take credit
cards, and utilize a Facebook account apart from Cookie
Connection and All American Ice Cream. Many of these
businesses are franchises of larger national corporations and
their pages are monitored and run by the corporation and not the
local stores. Virtually all of these companies are local
franchises or small businesses and thus their financials were not
available so an educated guess was used.
The closest companies to the proposed gelataria on the
assessment are Cold Stone Creamery and Sweet Cream. Sweet
Cream’s downside is that it is not open on the weekends or for
full evening business hours like most competitors. Both
companies have a strong emphasis on fresh ice cream with both
making their ice cream on premises (Cold Stone Creamery,
2017; Sweet Cream, n.d.). In order to compete with them,
marketing must focus on making the product on site, focusing
on local and fresh ingredients whenever possible, and having
regular business hours. Sweet Cream especially had a strong
rating from consumers regarding customer service, so focusing
on making sure consumers walk away happy with the service
they receive is paramount. Continuing to try new flavors is also
important to keep customers interested, so a base set of flavors
with several rotating options may be the way to go.
Barriers to Entry
In this industry, the barrier to entry is quite low as one can rent
equipment, storefront, and furniture leading to a low start-up
cost however they are increasing (Alvaraz, 2017). However, due
to the lack of differentiation between frozen treat options, that
doesn’t mean it would be simple to pull away market share from

existing companies. Therefore, a strong marketing and social
media plan is necessary to get consumers interested in a new
frozen treat option. Focusing on words like “indulgence,”
“premium” and “natural” sway consumers towards well-
performing brands (Bloom, 2016).
Comment by Jackie Clark: This might need an additional title
underneath
Regarding the chart above (Alvaraz, 2017), competition is by
far the highest barrier to entry as companies just starting out are
trying to get a piece of the pie that has already been given to the
other companies. Roughly half of new businesses in this
industry are sold within the first three years (Alvaraz, 2017).
Competitors are able to add products to their line-up to widen
their pull. For example, Baskin Robbins already carriesy frozen
yogurt, sorbet, and low-fat ice cream options in addition to the
usual ice cream options (Baskin Robbins, n.d.). They can also
experiment with new fads like rolled custard (Krader, 2016) to
get the consumer’s attention. Since several of the competitors
are franchises of large corporations, they have the benefit of
research divisions to come up with new, exciting flavors which
is another area consumers are interested in (Bloom,
2016).Comment by Jackie Clark: Move to the end of the
sentence?
The proposed company will not have the benefit of large
research divisions, but being a new company has the
opportunity to hit the market with both long-time favorites like
chocolate, vanilla, and strawberry, while leaving room on the
menu for some food trends like lavender lemonade. In order to
enter the market, a business will need to get necessary
restaurant and business licenses, secure a location and purchase
equipment with the most cost prohibitive being an industrial
gelato machine, along with other kitchen equipment and
furniture for the parlor. A significant cash investment or the

ability to secure a start-up loan to help finance getting the
business open.
Appendix A – Market Competition
Below is a list of all primary and secondary competitors in
Medford. Due to the short lifespan of ice cream, businesses in
surrounding cities have not been included. Additionally,
average ratings between 1 and 5 have been included from Yelp
(n.d.) along with how many reviews are averaged to come up
with that rating.
Summary
Highest rated companies include Sweet Cream and Cookie
Connection, while All American Ice Cream and the north
Medford location of Yogurt Hut with low scores (Yelp, n.d.). In
general, local companies garnered more favorable reviews while
franchises suffered from a higher quota of negative reviews.
Below is a map with the 12 local competitors pinpointed to
show concentration of businesses (Google, 2017).
1 – All American
2 – Cookie Connection
3 – Baskin Robbins
4 – Cold Stone Creamery
5 – The Cupcake Co.
6 – Dairy Queen
7 – Dairy Queen
8 – Dairy Queen
9 – Sonic
10 – Sweet Cream
11 – Yogurt Hut
12 – Yogurt Hut

Summary
There is a high level of saturation in the area surrounding the
mall. Other locations are more spread out. One area location to
consider may be the Crater Lake Ave & Roberts Rd area as
there is a large residential area nearby (east of the location) that
could be better served by a business in closer proximity for
convenience to residents.
Appendix B – Competitive Strength Matrix
Introduction
In the following tables, the proposed business is compared to
the 9 competitors identified above. Multiple locations of the
same business have been consolidated into one column.
References
Alvaraz, A. (2017, February). IBISWorld industry report
72221b: Coffee & snack shops in the US. Retrieved from
IBISWorld:
http://clients1.ibisworld.com.glacier.sou.edu/reports/us/industry
/default.aspx?entid=1973
Baskin Robbins. (n.d.). Ice Cream Flavors. Retrieved from
Baskin Robbins:
https://www.baskinrobbins.com/content/baskinrobbins/en/produ
cts/icecream/flavors.html
Bizminer. (2016, November). Industry market research by zip
codes; [722515.03] Ice cream parlors; Sector: Accommodation-
food services. Retrieved from Bizminer.
Bloom, B. (2016, July). Ice cream and frozen novelties - US.
Retrieved from Mintel.
ESRI. (2017a). Demographic and income comparison profile:
2049 Roberts Rd, Medford, OR 97504. Retrieved from Business

Analyst Online Database:
https://bao.arcgis.com/esriBAO/index.html?portal=sou.maps.arc
gis.com#
ESRI. (2017b). LifeMode group: Family Landscapes:
Middleburg. Retrieved from Business Online Analyst Database:
gis.com#
ESRI. (2017c). Tapestry segmentation area profile: 2049
Roberts Rd, Medford, OR, 97504. Retrieved from Business
Analyst Online Database:
gis.com#
IDFA. (2015). Ice cream sales & trends. Retrieved from
International Dairy Foods Association:
http://www.idfa.org/news-views/media-kits/ice-cream/ice-
cream-sales-trends
Krader, K. (2016, August 31). Is 2016 the most important year
for ice cream ever? Retrieved from Bloomberg.
Lee, D. (2016, February 17). Restaurants are booming despite
financial market turmoil. LA Times. Retrieved from
http://www.latimes.com/business/la-fi-restaurants-boom-
20160217-story.html
Maze, J. (2017, April 20). Higher minimum wages lead more
restaurant failures. Retrieved from Nation's Restaurant News:
http://www.nrn.com/workforce/higher-minimum-wages-lead-
more-restaurant-failures
Medford School District. (2017). North Medford High.
Retrieved from Medford School District:
www.medford.k12.or.us/domain/251
Poon, L. (2015, June 16). Why scream for gelato instead of ice
cream? Here's the scoop. Retrieved from NPR:
http://www.npr.org/sections/thesalt/2015/06/16/413223571/why
-scream-for-gelato-instead-of-ice-cream-heres-the-scoop
Prepared Foods. (2017, February 7). ‘Free from’ ice cream
trends in $28 billion market. NUTRA

Solution
s. Retrieved from
http://www.preparedfoods.com/articles/119376-free-from-ice-
cream-trends-in-28-billion-market
Sherman, E. (2017, January 7). Higher Seattle minimum wage
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Theen, A. (2016, June 5). 6 things to know about Oregon's new
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0
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Zhu, Y. (2016, August 12). Amid gelato boom, the hottest thing
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gelato-boom-the-hottest-thing-in-ice-cream-is-
talenti/#2bf4d9d4156a
12
Peer Review Activities
The student will review each section of a peer’s plan and
provide adequate and constructive feedback. Each student will
submit by posting in the Moodle forum each section of the plan
on the assigned due date as a Word attachment (file name- your
initials and the section name). Peer review will consist of
opening your peer’s file and inserting comments using the
Comment Tool in Word, changing the file name (add your
initials and the word “Review” before the original file name),
and posting as a reply by the due date. Students will work in
groups throughout the term providing support, suggestions, and
comments to their peer.
Here is a link it tells you what exactly you need to do:
https://www.youtube.com/watch?v=4jVeE5N0D2I&feature=yout
u.be

You might need to use my Name my name is: Naif Alosayl, I
attached a sample file from other student to see how these
comments looks like on the word document. Use your own
comments to add them on the file name:
BellMichael_BA499_StratRisk-DevelopmentExit-
MarketSales_7-16-2017.docx try to make helpful comments to
make the paper of this student looks better.
This assignment need to be done by 18 July.

Strategic Positioning & Risk Assessment, Development Milesto.docx

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