1. EXECUTIVE SUMMARY
To: Dr. Zillur Rehman
From: Abhay Kumar
Anish Tulshyan
Ashish Aggarwal
Atul Kumar
Ishita Bhuyan
Rahul Paul
Sharad Srivastava
12810001
12810009
12810018
12810021
12810038
12810064
12810076
Subject: Marketing Plan for i’Live (Multiplex with Food Court)
Date: 09/11/2012
This document is to propose a business idea for a combination of a multiplex and a food court
for the city of Roorkee which will give the people a place where they can enjoy superior
quality entertainment services along with good food in a hygienic and pleasant ambience.
Background:
Roorkee, a city on the banks of River Ganges with a population of 2.73 lakh according to the
2011 census, has around 1.63 lakh people in the age group of 15-65 and a floating population
of 22000 people. It has 14 restaurants, 22 fast food centers and 1 single screen movie theatre.
There are no multiplexes or malls in the radius of 20 kms from the city that cater the needs of
quality entertainment and food for the people here.
Recommendation:
To construct i’Live in the city of Roorkee, this will have a 3 screen Multiplex theatres with a
seating capacity of 1000 run by renowned entertainment service provider like PVR, Cinemax,
etc, and a Food Court which will provide the customers quality food by housing world class
brands like KFC, Pizza Hut, etc. It will also have special attractions for children. There are
vast plots of vacant land in and around the city which can be used for this purpose. At a
starting cost of Rs 6.54 Crore, i’Live will reach its breakeven point by the end of 5 years from
the year of its opening.
Next Step:
To either expand i’Live by expanding its area and inculcating new services that will help it
attract more people and satisfy more needs of the customers like shopping etc. and finally

2. making it into a fully fledged mall; or to look for new cities or potential areas which provide
a similar environment for this concept of i’Live to be successful.
SITUATION ASSESSMENT AND ANALYSIS
i’Live is entering its first year of operation. The idea of a multiplex and a food court has been
well received and marketing is now critical to its success and future profitability. i’Live
offers superior entertainment services and good quality food under one roof in a magnificent
ambience that addresses an entire family's interest.
MARKET SUMMARY
i’Live possesses information about the market and knows a great deal about the common
attributes of our most prized and loyal customers.
Market Demographics:
The profile for i’Live’s customer consists of the following geographic, demographic, and
behavioural factors:
Geographical data:
Our immediate geographic target is the city of Roorkee with a total population of 2.73
lakh.
A 20 kms geographic area is the area where we expect customers from.
The total targeted population is estimated at 1.85 lakh which includes 1.63 lakh of
Roorkee population and 22000 of the floating population.
Demographics:
Male and female.
Ages 15-65, this is the segment that makes up 59% of the Roorkee market, according
to the Census of 2011.
Families who work close to the location.
Yuppies.
Have attended college and/or graduate school.
Eat out several times a week.
Tend to patronize higher quality restaurants.
Like to enjoy movies in quality theatre.
Behavioural Factors:
Enjoy a high quality meal without the mess of making it themselves.

3. Watch a movie with good sound and picture quality
Who like luxury
There is value attributed to the appearance or presentation of food.
Market Needs:
i’Live is providing its customers with a wide selection of high-quality dishes and fast food
that are unique and pleasing in a presentation made by world class brands as per world
famous recipes along with high quality movie theatres, with strong sound effect, good seats
and good quality picture. i’Live seeks to fulfil the following benefits that are important to
their customers.
Selection: A wide choice of food options.
Accessibility: The patron can gain access to food from multiple brands under one roof
at the same time.
Customer service: The patron will be impressed with the level of attention that they
receive.
Entertainment: The customer will be provided quality theatre experience.
Ambience
Status need: the customer will feel a sense of pride and self respect of entering i’Live.
Socializing: It will be a place for people to come together.
Market Trends:
The market trend for i’Live is headed toward a positive direction because of a number of
reasons, they are:Theatre quality: The need for quality movie theatres is increasing, and people are
ready to even move a little to experience it.
Food quality: The preference for high-quality ingredients is increasing as customers
are learning to appreciate the qualitative differences.
Presentation/appearance. As presentation of an element of the culinary experience
becomes more pervasive, patrons are learning to appreciate this aspect of the industry.
Selection. People are demanding a larger selection of foods; they are no longer
accepting a limited menu.
Willingness to pay: People are ready to pay for the services they want, if the service is
worth it.
Market Growth:
In 2011, the population census of Roorkee was 2.73 lakh. Our targeted Population is people
falling in the age group of 15-65 which comes up to be 1.63 lakh. We are also targeting the
floating population which includes students from various colleges in and around Roorkee
which comes to be 0.22 lakh. So the estimated target population for us is 1.85 lakh. Based on

4. the current trend of population trend in the last 10 years, we can conclude that the target
market will grow to around 2.07 lakh by 2016.
With the present need of modernization and self esteem need, the number of people going to
malls, and places like it are going to increase significantly in the years to come. According to
a study done by the Times of India the number of people going to malls will nearly double
every 5 years.
So the market demand of i’Live will grow in two ways, firstly based on the size of the target
group, and secondly based on the need of the people to go to malls.
2.5
2
1.62
1.71
1.85
2.07
1.93
1.56
1.5
Population(In Lakh)
1.15
1
Literate(In lakh)
0.92
0.5
0
2001
2006
2011
2016
The graph above shows the estimated growth in the population of Roorkee. We have also
included literacy level as a benchmark because, the more literate the people, more in the
awareness level. Literates have a higher probability than illiterates to end up in places like
i’Live.
SWOT Analysis:
The following SWOT analysis captures the key strengths and weaknesses within the
company, and describes the opportunities and threats facing i’Live
Strengths
Location: It will be situated in a place where it is easily accessible.
Quality Service: The quality of service will be of world class.
Ambience: The internal and external environment will be very pleasing.
High-quality food offerings that exceed competitor’s offerings in quality,
presentation, and price.

5. Weaknesses
Being a start-up, i’Live’s name lacks brand equity
Experience: We don’t have any experience in operation and management of Food
Court and Multiplex.
Finance: Initial Cost in very high, arranging huge finance is a tough thing
Skilled Worker: Getting world class skilled workers for managing day to day activity
will be a tough task.
Opportunities
Growing Market: There is a huge untapped market, which is also increasing every
year.
Market Leader: We have a good opportunity to become Market Leader
Threats
Local competition: There are many small food court corner , that can be a threat to
the Food Court
Macro Environmental Factors: Unknown Political and Economic condition
Competitor Analysis:
Restaurants
Fast Food Centres
Theatres
Multiplex
Mall
Currently in Roorkee there are 14 Restaurants 22 fast food corners and one single screen
theatre. All the restaurants and fast food corners are running independently in different
places, the single screen theatre’s offerings are way below average quality, with plastic or
wooden seats, bad sound system etc. Family and high status people are not willing to go
there.
Being a first player and having a unique offering by combining food and entertainment,
i’Live doesn’t have a direct competitor for its services. Existing competitors provide only
parts of what we provide. So for people who want everything in a consolidated, systematic,

6. technologically advanced, hygienic, good ambience, there is only one place to go in Roorkee,
i.e., i’Live.
Service Offerings:
The offering of i’Live is not food (a product) but the dining (an experience). i’Live prides
itself on providing service that is on par with fine dining quality food from world class
brands. Even watching movies will be an experience of a lifetime. This is accomplished with
great picture quality, quality sound system and ambience.
At a Glance — i’Live is:
Location: suburban neighbourhood, or urban retail district.
Design: two storied, parking at ground floor.
Building Size: 13200 square feet
Total land area: around 22000 square feet
Employees: nine to ten full time employees
Seating:
Food Court – 250
.
Multiplex: 1000
MARKETING STRATEGY
Identifying the need and generation of the idea:
Initially when we came to Roorkee, we deeply felt a need for a place which offers a mix of
quality food, entertainment and a place to hang out in. After working out for whole day there
should be a place where one could relax and socialize with friends & family. As of now, there
is no such place in Roorkee which provides entertainment and food under one roof. It would
be a great business idea to start a multiplex along with a food court.
To substantiate our understanding about offering matchmaking with customers we conducted
an online survey where we collected data from Roorkee. We choose online survey as it is
inexpensive, free of bias and also target market is familiar with this option. A total of 52
responses were collected with 46% female and 54% male respondents.
Do you feel there should be a (Yes, I strongly
multiples in Roorkee
agree) 75%
Would you like to have a food (Yes) 94%
court along with multiplex?
(It is nice to have (Can’t
it) 23%
say/Undecided) 2%
(Can’t
(No) 2%
say/undecided) 4%

7. The survey result shows that more than 75% (3/4th) people felt a need for a multiplex with
and supported our idea. Even more than that, more than 90% respondents felt the need of
food court along with multiplex. The results further strengthened our understanding.
Shaping the business idea and defining value propositions:
Our business idea is to start a multiplex along with a food court. This will satisfy a number of
stated or implied needs which are listed below:
Physiological needs: Foods for example
Social needs:
Hang out with friends
Self-esteem needs: Willingness for quality service
Our mission and vision statements are mentioned as:
Vision:
To provide world class services at every nook and corner of the country till
everyone has been engulfed into our umbrella of entertainment fever.
Mission: To maximize profitability and improve shareholder value by providing value added
services to customers through superior entertainment and quality food.
Our core competencies would be quality services and ambience.
In order to fulfil above needs, our business would be providing a number of benefits which
are:
Social Relations
Family Hangout
Entertainment
Food Service
Ambience
We have classified our value proposition into two main types, tangible and intangible. They
are listed below:
Value-Proposition
Intangibles
Experience
World class service
Entertainment
Tangibles
Quality food
Time saving
Cost saving

8. Setting the marketing and financial objectives and its strategies:
Every business has some definite objectives which should be specific, measurable, attainable,
realistic as well as time-bound. These objectives relate to different business aim.
Our business marketing objectives are listed below:
To create a brand positioning through focus approach.
To provide customer satisfaction by satisfying their latent needs in addition to the
desired ones.
To gain a leadership position in terms of market shares.
Every business has one basic financial motive, profit. Our business also has the same, along
with others. They are listed below:
To achieve profit maximization.
To provide maximum returns to its shareholders
To provide maximum value to customer by offering affordable price as compared to
competitors.
To achieve the above goals we would implement several strategies which are mentioned as:
1. To ensure awareness and knowledge among target customers by using Buzz
marketing.
2. To use local media networks such as cable tv, newspapers or magazines; for
advertising.
3. To implement various promotional schemes such as lottery, discounts etc.
4. To use direct marketing concepts to reach selected customers via email and SMSs.
5. To organize social and cultural event every weekend to pull crowds and develop
liking for the place.
6. To increase customer loyalty by providing membership and implementing reward
schemes.
Branding and Differentiation:
We would use our core competencies to differentiate ourselves from the competitors.
Currently there is no place which provides dining with entertainment. We would establish our
brand as a combination of dining, entertainment and ambience. People should perceive our
brand as a place for anything social be it food, entertainment or party.
The name of our business:
i’Live
Our Punch line: Great entertainment and services does not happen by accident!!

9. Our brand would be distinctly identified by its logo which is given below:
Our core differentiation strategy would be delivering high quality service in terms of dining
which is basically a combination of excellent ambience and food and high quality
entertainment using the latest technology for screening movies. We are also focusing on long
term association with our customers by providing them free membership and customized
discounts.
There are no direct substitutes for our business. There are around 14 restaurants and 22 fast
food junctions in Roorkee. Roorkee also has one single screen theatre. However there is no
place which offers both at single place. Hence we would be benefitting from first mover’s
advantage.
There is some parity with our competitors as given below.
The market segment is similar to that of our direct and indirect competitors.
The product (food and multiplex) and price is the same as that of our indirect
competitors (i.e. The Pentagon Mall)
However there are also a number of points of differentiation.
Superior service quality (service time, waiting time will be the least) as compared to
our direct competitors
Strategically placed in the centre of the city with good transportation convenience.
Social Activities such as birthday, marriage, anniversary celebrations are organized
with comfort.
Shaping the Market offering:
The consumer-adoption process focuses on the mental process through which an individual
passes from first hearing about an innovation for its final adoption. Our Consumer adoption
process is divided into 5 stages:
1. Awareness - The consumer becomes aware of our service but lacks information about it.
2. Interest - The consumer is stimulated to seek information about our service by various
advertisement activities taken from us like Buzz Marketing, advertisement through a local
media network, using the direct marketing concept.
3. Evaluation - The consumer considers whether to try the service.

10. 4. Trial - The consumer tries the service to improve his or her estimate of its value. Here the
consumer will try our service and check if it is at par with their expectation and evaluate our
performance.
5. Adoption - The consumer decides to make full and regular use of the service. Based on the
consumer satisfaction, the consumer will try our service regularly.
Operational factors:
There are lots of services which are required to maintain our business and are as follows:
Proper Air Conditioning
Centrally Power Backup facility
Round the clock security by CCTV cameras with recordings
Proper Ventilation
Lush Green Landscape Zone
Purified Drinking water facility
Proper waste management
We will ensure our service quality by daily checkups of the above mentioned service.
Moreover we will have a rigorous feedback from our customers regarding the service
provided and implement any suggestion that portrays our shortcomings.
To ensure smooth operation we need trained and customer oriented staff. Their areas of
responsibilities are defined below:
Security
Housekeeping
i’Live management
FINANCIAL ANALYSIS
It includes a detailed analysis of the total fixed cost, total variable cost under various heads,
followed by the calculation of the total revenue generated that is being generated. Then we
use this information to calculate the surplus or the profit being earned by the project per year
and perform the breakeven analysis based on it.
Fixed cost:
Fixed costs are business expenses that are not dependent on the level of goods or services
produced by the business. Our fixed cost includes the land area, the construction cost, the
stamp duty cost of the land, the website registration costs & the price of making a kids
playground.

11. Verticals
Unit / Quantity
Per unit rate
Cost in
annum
Land Area
22000
feet)
1100 Rs / Sqr.ft
24200000
Construction: Two Storied
Single Storied
9000 (Sqr.
4200 (Sqr. ft)
Stamp Duty Rate
1
Website Registration
1
500
Kids Playground
1
100000
(Square
Rs.
per
ft) 3500 Rs / Sqr. ft 31500000
2000 Rs / Sqr. ft
8400000
5 % of Land cost
Total
1210000
65410500
Variable cost:
Variable costs are expenses that change in proportion to the activity of a business. Our
variable cost comprises of the labour cost (Building Management Staff, Security Guard, and
Housekeeping Staff), the fuel charge of running the generator, electricity charges, the Interest
paid on the principal amount due, the Insurance of the building, the website maintenance
charges & the miscellaneous amount per annum.
Verticals
Unit
Per unit Rate
Security Guards
Housekeeping Staff
Fuel
Electricity
Building
Management Staff
7 (Person)
2 (Person)
36500 (Ltr / year)
48 Rs / Ltr
Interest
Insurance
Website maintenance
Miscellaneous Amt.
Total
3 (Person)
52000000
amt.)
40000000
amt.)
1
Salary / Cost per
annum
360000
96000
1752000
1200000
372000
(Loan
(Build.
17.5 % (Interest rate)
9100000
2.5 %
1000000
500
100000
13980500

12. Advertisement cost:
Advertisement cost is included only in the first year, because once the brand is established,
there won't be a further need to spend on advertising. In the first year, the advertising
expenses comprise of Billboards, Local TV Ad, News Paper Ads & expenses on Direct SMS
advertisement.
Verticals
Billboards
Local TV Ad
News Paper
Direct SMS
Total
Unit
5
1
5
1
Per unit Rate
3000
2000
Total cost Rs.
15000
10000
10000
5000
40000
Revenue:
Since, we are not directly providing food and entertainment services, our main revenue
source comprises only of the rent that the vendors or service providers of the Multiplex & the
Food Kiosk will be paying. In addition to it, we will also be generating revenues from car and
two wheeler parking as well as from the social event that we will be organizing.
Verticals
Unit
Per unit Rate
Multiplexes
Food Kiosk
Parking
Social Event
Total
1
10
100 avg. Car / day
4 events / month
1200000
70000
20 / car
20000
Total cost Rs. per
annum
14400000
8400000
730000
960000
24490000
Cost Revenue Analysis:
After analyzing all cost and revenue factors, we will now assess the net effect of both factors.
In our business, the initial investment is high however the revenue of 2.44 crores exceeds
running cost of approx. 1.40 crores (variable + advertisement costs) hence giving a net profit.
By the analysis we would attain break-even at around 5 years. For a new start up, this is a
healthy sign and establishes the financial viability of the business model.

13. Variable cost Division
Building
Insurance Cost
(A)
(B)
(C)
(A+B+C)
52000000
3880500
9100000
1000000
13980500 24490000 10509500
41490500
3880500
7260838
800000
11941338 25224700 13283363
28207138
3880500
4936249
640000
9456749
25981441 16524692
11682446
3880500
2044428
512000
6436928
26760884 20323956
-8641511
3880500
409600
4290100
27563711 23273611
-31915121
3880501
327680
4208181
28390622 24182441
-56097563
3880502
262144
4142646
29242341 25099695
-81197257
3880503
209715.2
4090218
30119611 26029393
-107226650
3880504
167772.2
4048276
31023199 26974923
-134201573
3880505
134217.7
4014723
31953895 27939173
amt. & Misc.
Year due / Surplus
2
3
4
5
6
7
8
9
10
Variable
Interest
Principal
1
Total
Revenue
Profit
Here to reduce the interest expenditure, no return will be paid to owners till the time loan is
repaid. Hence whatever profit comes out after deducting the total variable cost, is used to pay
back the principal amount in order to decrease the interest payable for next year. By this way,
the total loan amount will be repaid within 5 years from the first operational date of I'Live.
The owner’s equity along with the advances taken from multiplex and kiosk service providers
will be generated at the start of the 6th year. Basically, a positive profit is shown in the books
of account of I'Live from the 6th year onwards, and from here on the profit keeps on
increasing.
Break Even Chart:
This graph is plotted between the total expenses of I'Live and the total revenue that it will
generate. It is to depict pictorially when the breakeven will be achieved based on the financial
analysis we have done.
Year
Total
Cost Revenue

14. Cumulative
65410500
1
0
77351837.5
0
24490000
86808586.56 37773362.5
2
93245514.54 54298054.44
3
97535614.54 74622010.69
4
101743795.5 97895621.45
5
105886441.5 122078062.5
6
109976659.7 147177757.3
7
114024935.9 173207150
8
118039658.6 200182073.2
9
TC Cumilative
Revenue
25000000
20000000
15000000
10000000
50000000
0
0
1
2
3
4
5
6
7
8
9
10
The Breakeven point is somewhere between the 5th and 6th year i.e. when the state of no
profit no loss is attained, and it is after it, that I'Live will show a positive profit in its books of
account.

15. CONTROLS
There is no planning without proper controls in place. To maximize the return of a marketing
plan, controls are required for monitoring the plan. These controls are constantly analyzed to
check the actual performance of the marketing plan. Any changes will be incorporated on the
basis of analysis of these controls. Our business too will have several controls implemented
in three different categories.
Financial Control:
This aspect includes the survivality of the firm in the long run. It also takes care of
profitability, one of the main motives of the business. For this we will be continuously
analysing the cost and revenue models and cost-benefits analysis. This would give us a fair
idea about our plan’s progress on the financial front. It will also help us in any financial
liability that may arise in future.
Customer maximization Control:
The way we have positioned I'Live is that the people can get both entertain as well as good
food facilities under the same roof. The seating capacity of Foodcourt is 250, whereas that of
Multiplex is 1000. Therefore it is a fair possibility that we will encounter lost opportunity
situation because of the stagnation of customers at the same time. To even out this load,
movie shows will be scheduled in such a way that there will not be any bottleneck effect in
the food court. Movies will be scheduled in the three theatres in a gap of 30-40 mins each
depending on the size of the movie.
Quality Control:
Quality is one of the basic strengths on which our business is depending upon. We would
give special emphasis on this aspect. As the theatres and food court would be leased to all
world class players, the quality of entertainment and food provided should not be much of the
issue. These players will also consider their brand positioning and would do everything to
maintain that. However a customer is happy if he sees a hygienic, clean and pleasant
environment. We would also collect consumer feedback about these parameters. These
feedbacks would help us to rectify the shortcomings and help improving ourselves.
Marketing control:
Though we would not be dealing with end user directly, it is the best interest of our business
to keep them happy. This would be required for branding, customer growth and increasing
customer loyalty. We would be seeking periodic customer opinion about our overall brand
and what they think should be improved.

16. Performance control:
Along with all other control mechanism, we would also employ employee performance
review. This activity is done through two ways. First is through objective data such as
number of days worked, complaint against an individual, customer appreciation received, any
initiative which made a positive impact on financial objectives and so on. Aanother one is the
subjective evaluation by using 360 degree appraisal method, customer focus etc. These
reviews will be done quarterly and results will be compared with historical data to depict the
trend.
These controls would enable i’Live to attain all its business objectives. We would attain the
status of a financially rewarding, customer focused, vast customer base with excellent
loyalty and highly reputed brand simultaneously.