Fall 2016 PM007 Team 04 P2 Final Report

Memo of Transmittal
Date: October 27, 2016
To: Dr. Vic Matta
Professor Theo Muir
Dr. Andrew Pueschel
Dr. Lee Wakeman
From: Justin Kelman
Jake Lima
Robert MacAskill
Alexis Marino
Grant Reeves
Subject: Restaurant Industry Start-Up Feasibility Analysis
The attached report as requested by Copeland Associates, assigned to us on October 10, 2016, includes the tasks
charged of creating a business concept within the restaurant industry. Represented by members of Team 4 Cohort
007, we researched and developed a business concept named Foodies & Movies. Included in the report is a
breakdown of the factors needed in order for Foodies & Movies to be successful. The conclusions from our
research will be explained throughout the presentation.
To provide a better understanding of the operations of our business, the report contains:
• Business Description
• Industry Analysis
• Forecast Demand
• Marketing Plan
• Management Plan
• Operational Plan
• Information System Plan
• Financial Plan
Through primary research of restaurants and movie theaters that are comparable to foodies & Movies, and also a
secondary research of online databases, we were able to compile this report that will show the feasibility of
Foodies & Movies.
We thank you for this opportunity in allowing us to create a business concept within the restaurant industry and
acknowledge what makes a business become successful. If there are questions, concerns, or comments with the
current information we have provided, please contact us via email at am294613@ohio.edu.
Sincerely,
Justin Kelman, Jake Lima, Robert MacAskill, Alexis Marino, Grant Reeves

PM 007 | Team 4
Jake Lima
Junior
Entrepreneurship
Justin Kelman
Junior
Accounting
Robby MacAskill
Junior
Marketing
Alexis Marino
Junior
Marketing
Grant Reeves
Junior
Management | Finance Minor

Cohort PM007 | Team 4 | Project 2
Prepared For:
Vic Matta
Theo Muir
Andrew Pueschel
Lee Wakeman
Prepared By:
Justin Kelman
Jake Lima
Robert MacAskill
Alexis Marino
Grant Reeves

Executive Summary
Purpose
The purpose of this report is to develop a business plan for a new business in the restaurant industry, as assigned by
the Senior Partners of Copeland Associates. We were asked to create a business concept and determine its
feasibility in the present-day restaurant industry. The report will explain our restaurant concept and provide
thorough primary and secondary data to support our conclusions. In the report, we will predict the performance of
our company by comparing our concept to similar businesses in similar markets. We will also describe reasons for
starting the business as well as why our business will be successful, which will be reinforced by important
information that we gathered from industry analysis and opinions of credible industry experts. Our team recognized
the importance of having a competitive advantage in this saturated industry, and created business strategies that are
centered around these advantages.
Competitive Advantage/Innovation:
• Uniqueness of our customer experience
• Lower price points compared to surrounding competitors
• Convenience of movie and meal at the same time
Business Concept
Our team brainstormed business concepts for the restaurant industry and came up with the idea to make a
restaurant where we offer private movie screening rooms known as “pods”. Our restaurant, Foodies & Movies
gives our customers a premium night out by providing comfortable booths to sit in and watch a newly released
movie while enjoying a quality meal. Our focus as a company is to be a place that can let customers to relax and
create memories with family and friends, and to have a positive impact on the surrounding community. We will
have a restaurant set up located in Coventry Village, Ohio which is located about 6 miles from downtown
Cleveland. Our facility will have a typical restaurant set up, but will have different sized pods that isolate parties
and make a private movie screening environment that is uninterrupted by outside interference. We will have an
American style menu that offers quality food at reasonable prices, and will sell movie tickets at a discounted price
which we will make up for in our food and beverage sales. The report will go further in depth about the values and
operations of our company, and will provide relevant information to support our concepts.
Demand Scenarios
Our team was charged by the Senior Partners at Copeland Associates to forecast our demand by gathering primary
and secondary data of companies that are similar to our concept. We made phone calls to three companies that we
found to be very similar to our restaurant-movie business concept. The report will analyze the similarity of our
market compared to these companies’ markets to determine our annual revenue with maximum accuracy. The
companies that we felt provided the most accurate similarity to our company and would therefore give us the most
accurate projections for our revenues are:
• LOOK Cinemas
• Paragon Theaters
• RoadHouse Cinemas
Our team also gathered secondary research from reliable databases and websites. We chose our target market and
broke down the projected volume of customers that our business will serve annually. We made accurate
assumptions backed up by reliable data to determine a forecasted annual revenue for our newly introduced
company.

Table of Contents
Introduction…………………………………………...………….………….….………………………....………….......1
Business Description……………………………….……….……………….……..……………....…………….....…..2-4
Industry Analysis……………………....…………………………………………………………...………….…….……5
Demand Scenario………………………….……………………………………..………………....………….…....….6-9
Demand Scenario 2 ……………………………….………………..………....………………....……….....…….....….10
Target Market………………...……………………...……………………..………………….....………....…...…........11
Marketing Plan…………….……..………………...…………………....…………………...…..……………....…..12-16
Management Plan……………………………....………………………………...……………………………………...17
Operational Plan………………………………….………….....…………………………....……………....…....….18-19
MIS Strategy………………………………………..…………………….………………....…………………….....20-21
Financial Plan………………………………………….……..……………….…….…………….………………....…..22
Conclusion…………………………………………………………………………………………....……….…………23
References……....…………………………………...…………………………………………….…………………24-28
Appendix A (Menu)…………………………………………………………………………...…………………….......29
Appendix B (Email
Marketing)…………………………………………………………………..…………….………..30
Appendix C (Postcard Preview)………………………………………………………………………………......……..31
Appendix D (Billboard Preview)………………………………………………………………………………....……..32
Appendix E (Marketing Schedule Explanation)…………………………………….……………………………....…..33
Appendix F (Marketing Schedule)…………………………………………………………………………………..…..34
Appendix G (Social Media)……………………………………………………………………………………………..35

Table of Contents
Appendix I (Website)……………………………………….…………………………………………………...….......37
Appendix J
(Merchandising)………………………………………………………..…………………………....……..38
Appendix K (Interior Furniture)…………………………………………………………….………………...………..39
Appendix L (POS System Research)……………………………………………………..……………………...……..40
Appendix M (MIS Organizational Chart)………………………………………………...……………………...……..41
Appendix N (Loyalty Program)…………………………………………………………………………..………...…..42
Appendix O (Staff Information and Qualifications……………………………………………………………...……..43
Appendix P (Employee Pay)…………………………………………………………………………..………....……..44
Appendix Q (Employee Schedule)…………………………………………………………………….………...……..45
Appendix R (Supplier Information)…………………………………………………………………………...………..46
Appendix S (Supplier Information)………………………………………………………………………………...…..47
Appendix T (Implementation Timetable)…………………………………………………...………………...………..48
Appendix U (Social Responsibility)…………………………………………………………………………..………..49
Appendix V (Business Canvas Model)………………………………………………………...…………...…………..50
Appendix W (SWOT Analysis)……………………………………………………………………………...……..…..51
Appendix X (Movie Theater Cost
Structure)……………………………………………..……………...……………..52
Appendix Y (Market
Share)…………………………………………………………………………...............………..53
Appendix Z (Primary Research Survey)…………………………………………….………………………...………..54

List of Tables & Figures
Figure 1……………………………………………....……………….…………..................………....…………………3
Figure 2…………………….……………………………………….....…………………....……….…...………….……4
Figure 3……………………………………………………………..…….…………………………….………….…......4
Figure 4………………………………………………………….....………..….………………………….………..…....5
Figure 5………………………………………………………….....………..….………………….………………..…....5
Table 1……………………………………………………………………...………………….…………….……………6
Figure 6…………………………………………………………….....…………..…………………...…………….……6
Table 2……………………………………………………………………...………………….…………….……………7
Figure 7…………………………………………………………….....…………..……………..……………….….……7
Table 3……………………………………………………………………...………………….……………….…………8
Figure 8…………………………………………………………….....…………..……………..……………….….……8
Table 4……………………………………………………………………...………………….……………….…………9
Figure
9…………………………………………………………….....…………..……………..……………...………..11
Figure 10…………………………………………..…………..…………………....………………...……….………...12
Figure
11…………………………………………………………………………..………………….….…………..…..13
Figure 12……………………………………………………………………………..………………………….………14
Figure 13………...…………………………………………………………………………..…………..............…........14
Figure 14……………….…………………...………………………..……………………………………….……........15

List of Tables & Figures
Figure 15………………..…………………………………....………………......................………....…………………16
Figure 16…………………….…………………..……………………….....…………………....……….…...…………17
Figure 17………………………………………………………………..…..…….……………………………….…......19
Table
5…………………………………………………..………………..……...………………….……………………20
Table
6…………………………………………………..…………………….....………………….……………………20
Figure 18……………………………………………………………..…….…………………..………………….…......21
Figure 19…....………………………………………………………..…….……………………..……………….…......21
Figure 20……………………………………………………………..…….…………………………..………….…......21
Figure 21……………………………………………………………..…….………………………………..…….…......21
Figure 22………………………………………………………………………………………………….……………...30

Introduction
The purpose of this report is to determine the
feasibility of our restaurant concept “Foodies &
Movies”. Our team was charged by the senior
partners of Copeland Associates to create a restaurant
concept and determine strategies to introduce a new
company into the restaurant industry. We will
provide an industry analysis as well as a business
plan to become successful and produce a favorable
ROE for our shareholders. The report will explain in
detail the condition of the restaurant industry and
provide relevant information regarding approaches to
entering the restaurant industry in the United States.
The report will explain the operations of our
restaurant, as well as the strategic plan and values of
our company. Throughout the report we will give
primary and secondary data to support our
conclusions. It will utilize information that we
gathered from restaurants that operate similar to our
concept to accurately project the performance of our
company in the first few years of service.
Purpose Location
This report will explain the demographics and
psychographics of the location that we chose to build
our restaurant. It will explore the choices that our
consumers make when it comes to choosing to eat
out. We chose to build our business in Coventry
Village, Ohio. The report will determine our target
market according to the location that we chose. It
will explore the trends and behaviors of the area that
we chose, and we will determine how favorable this
location will be for the type of business that we
decided to create. The report will analyze the
industry of the specific location that we chose, and
will provide details on why the location will be
successful for our business.
Business Concept
Our restaurant concept is called Foodies & Movies.
Foodies & Movies will combine great American
food with current box office movies in a relaxing
environment perfect for family and friends. Each
party will be seated in their own individual pod.
There will be three pod sizes; four person pods, eight
person pods, and two twelve person pods for larger
parties. Each pod will have it’s own tv screen to
watch the movies except for the two large private
pods that have projection screens. We will also have
surround sound systems in each pod. Pods will also
have a button on the table so customers can call their
waiter/waitress that way the movie is not interrupted.
The call button will illuminate a light on the outside
of the pod signaling service is requested.
Demand Forecast
Our team was asked to make an accurate projection
of our company’s sales for the first few years of
business. The report will utilize primary and
secondary data of companies similar to our concept,
then we will determine how our business will
perform according to this research. We also
conducted our own primary research data by creating
a survey, see Appendix K. The report will provide
useful information on the price of our services and
the volume of demand that we must meet in order to
become a successful company. Our team will analyze
industry data as well as consumer behaviors and
develop a business plan to reach our financial goals.
1

Business Description
Our restaurant concept is a completely new and innovative way to show new box office movies to the general public.
As opposed to the traditional movie theater, parties will be able to experience movies on personal screens in the
comfort of their own private pods, while being served drinks and quality meals throughout the show.
Our vision is to be an innovator and trendsetter
within both the restaurant, and the movie theatre
industry while remaining successful.
Strategy, Goals, ObjectivesOur company plans to build a brand that is favorable
for the people that want to participate in the Foodies &
Movies experience. On average, 80% of people order
some type of food or beverage when they go out to
view a movie (Statista 2016). We would like to
capitalize on that opportunity by creating a better
overall experience for our customers. We recognized
the opportunity for improvement when it comes to
restaurants that provide entertainment in the dining
area. There was a strong opportunity to provide
consumers with a memorable experience by allowing
them to eat in a private movie viewing pod, which is
currently unavailable in the industry. We will strive to
create a brand that is focused around customer
relations. We want to be a company that our customers
will brag about to their friends and family, about how
much of a memorable place it was.
2
Foodies & Movies Brand Description
Our mission is to be a place that combines the
entertainment of movies with the happiness of great
tasting food. We will serve our customers to our
highest potential and provide a relaxing environment
where friends and families create memories.
Mission Statement Vision Statement
Strategy
Our goal is to be profitable after the first year of
business. To strengthen our customer relations and
have a positive impact on the community. We strive
to utilize the strength of the restaurant industry and
combine it with the opportunities in the movie
industry.
Our objective is to provide our customers with
tasty food at a reasonable price while being one of
the first restaurants to offer movie screening to
individual tables. We will provide a clean,
comfortable environment for people to relax and
enjoy a quality meal.
Objective
Color Palette
Goal

Purpose
Foodies & Movies will provide a completely new and
exciting movie-going experience to anyone who enjoys
seeing movies and eating great food. Unlike any other
movie theater in America, customers will be able to watch
new box office movies on their own personal screen,
sitting in their own private booths with their friends,
families, and loved ones. We hope to provide the
community with a place to relax and have fun with their
friends and loved ones.
Business Model
We will be charging the customers as a normal restaurant
by each menu item option, see Appendix A. One of our
signature items on that menu is our delicious bison burger
that will allow customers to add different toppings. Then
the customers will be able to choose on their screen what
movie they would want to watch. There will be different
size booths in order to satisfy different party sizes that
enter our restaurant, see Appendix K. These booths will
be inside different sized pods with a TV that will be
installed onto the wall of the pod. Then customers will be
able to choose their movie from a selection depicted on
the menu. The pods we provide will be sound proof so
customers will only be able to hear their individual movie
playing. Our competitive advantage compared to local
restaurant and movie theaters is our unique private
screening design. Our concept will offer a unique
customer experience, while offering lower movie ticket
prices compared to our competitors.
3
Our reason for starting the Foodies & Movies concept
is because we found an opportunity to use the movie
industry decline to our advantage. In a recent New
York Film Academy blog there were ten reasons as to
why the movie theater industry is declining. Some of
these reasons include: prefer going out to dinner,
decline in overall theater experience, ticket prices are
way too high, and too many people using phones and
tablets in theaters. (NYFA 2015). Also, in 2015 it was
found that Americans started to spend more money on
dining out compared to grocery shopping. (FoxNews,
2015). Knowing this, we decided to combine the two
industries. We provide quality food with the perk of
being able to enjoy a movie with the meal. With our
pod style seating in our restaurant customers can enjoy
a movie without outside interruptions, and will be
intrigued by our lower movie ticket prices. Customers
will also have a button that will notify the waiters and
waitresses when they would like their service,
minimizing interruptions and maximizing satisfaction.
Our company was created to provide the ultimate night
out, so that customers can create memories with their
family and friends.
Inspiration
Figure 1 above shows that as of 2015
Americans started to spend more money on
eating out versus grocery shopping.
(FoxNews, 2015)Figure 1

Location
Coventry Village is a small urban town in northeast Ohio.
It is surrounded by four major suburbs; Cleveland
Heights, Shaker Heights, South Euclid, and University
Heights. The combined population of these four suburbs
is around 108,700 people, with an average household
income of about 53,700 (United States Census Bureau
2013). These suburbs will help us reach middle to upper-
class couples, as well as families with kids. Coventry
Village is also located approximately 6 miles from
downtown Cleveland, which will help us reach young
professionals living downtown. Cleveland State
University and Case Western Reserve University are also
in close proximity, which will help us reach college kids
who want to have a fun night out with friends or a
significant other. Coventry Village is the type of place
where people go to spend the night out on the town
similar to a Chinatown or Little Italy. While Coventry
Village is home to a variety of different restaurants, the
presence of other entertainment options like a movie
theater is non existent. Foodies & Movies will bring
unparalleled entertainment to Coventry and the
surrounding suburbia. For more information on the
location of Foodies & Movies, view Appendix AA.
Figure 2 above is where we will be opening
Foodies & Movies in Coventry Village.
Figure 2 Source: Loopnet.com, 2016
4
Competition
Foodies & Movies will be forced to compete with
about 8 restaurants, 2 of which offer American style
menus. These restaurants have very high ratings, with
4 of them rating more than 4 stars on Google Maps
reviews. (2016). While these restaurants are known to
offer exceptional tasting foods for their customers, our
company will take advantage of their high ticket
prices, which range from $20-50 according to their
menu items. Another advantage that will help us
compete with these restaurants successfully is the
entertainment factor of our customer experience. Our
restaurant is the only place that offers entertainment
and food service simultaneously, making a “night out”
much more convenient and accessible for our
customer. One study found that “Families that
encourage bonding time, multiple times a week, often
say their children have an easier time away from
home.” (Miranda, 2011). Our restaurant, which targets
new parents who want to interact with their children
and create meaningful memories, provides these new
families with a place to have fun and enjoy quality
food. This makes getting the kids to go out and have
fun much easier than going to a traditional restaurant
where kids tend to get impatient and bored.
Figure 3 (Google Maps 2016)
Figure 3 shows the local competition for Foodies &
Movies. While there are a lot of restaurants, there are
very few companies that offer entertainment.
Marks the location of Foodies & Movies

Industry Analysis
Dine-In Movie Theater Industry
Restaurant Industry
Dine-in movie theaters are a small niche in an otherwise saturated market. There are roughly 300 to 400 movie theaters
in the US that offer restaurant service out of nearly 5,833 theaters nationwide (Statista, 2015). Many of the remaining
5,500 or so locations have stale popcorn, worn uncomfortable seats, and overpriced candy which has lead to “a
decrease in admissions and establishments.” according to IBIS world. (2016). This lead to companies closing
underperforming venues and changing their focus to high income areas where higher admissions and concession
revenues make up for the declining performance in the industry. Movie theaters do not make money by showing
movies. They make their money by selling overpriced concessions. According to Investopedia during the first week(s)
of a new film the movie studios take a large percentage of ticket sales while the theaters take a smaller percentage of
ticket sales. For more information on movie theater costs see Appendix B. To combat this problem companies are
creating “luxury theaters” that attract customers that are willing to pay more for the experience of a dine-in movie
theater. Jeffrey Katzenberg, industry expert and former studio chairmen at Walt Disney Co, said “I am one hundred
percent sure that these theaters are the future of movie-going”(Schuker, 2011). These theaters up the quality of the
experience because they require a higher degree of service that most theaters no longer have. Movie executives also
say that even though premium prices may seem high for the experience, in-theater dining is a more time efficient way
to spend a night out (Schuker, 2011).
As you can see in Figure 4, movie theaters in the US are currently more focused on creating revenue from admission
tickets. Our team recognized the opportunity for improvement when it comes to the revenue produced from Food and
Beverages. Some major competitors in the industry such as AMC and Marcus have started to implement luxury theater
locations, but are just starting to develop and create their concepts. AMC reported 24 dine-in locations (AMC, 2016)
and Marcus has only created 13 dine-in locations. (Marcus, 2016).
Another industry that our company will be
competing with is the single location full-
service restaurant industry. This industry creates
an annual revenue of 180 billion dollars
annually and has grown 3.5% over the past 5
years. (Alvarez, 2016). One advantage that the
full-service restaurant industry has over the
limited service restaurant industry is cost of
employees. Unlike high minimum wage costs
that heavily impact the limited service
restaurants, full-service restaurants are subject
to a federal $2.13/hour minimum wage for
tipped employees (Lester, 2016). This will
allow our business to spend less money on high
quality waiters and waitresses.
Figure 4 (IBIS World, 2016)
Figure 5 ( IBIS World, 2016)
As shown in Figure 5, the
single location restaurant
industry has been steadily
increasing in revenue since
2010, we will utilize this
growth by combining it
with the opportunities in
the dine-in movie industry
5

Demand Scenario #1
LOOK Cinemas
Description Dallas, Texas Market Analysis
Look Cinemas is a smaller scale luxury dine-in theatre in
Dallas, Texas. Look Cinemas provides three different movie-
experience concepts within the theater. These different
experiences include the “Look & Dine” theater, which is the
theater in which customers are served food at at their seat,
the “Loft,” theater, which is a 21 and over movie lounge
where you can bring in appetizers and cocktails from the bar
directly outside the theater, and the the “Living Room”
theaters, which are family oriented, where you and your
family can sit on sofas, recliners, and armchairs together.
Around each theatre, you'll find power recliners, armchairs
and sofas with ottomans (LookCinemas2016).
Look Cinemas was established in 2013, and is located in
Prestonwood, Texas just inside of Dallas. The estimated
population of Dallas is approximately 1,300,000 people,
with a median income of $61,644 (Department of
Numbers). The main demographic that Look Cinemas
tries to reach, is people who are between the age of 20
and 34. The population of this age group in Dallas is
307,850. The market in Dallas for movie theaters is very
saturated, with around 25 theaters within the city. Along
with 80 Dallas restaurants specializing in American
food, this makes for a lot of competition for Look
Cinemas. Look Cinemas is able to compete very well
with these restaurants and theaters, because it is one of
the only establishments in Dallas to offer both food and
movies simultaneously.
Figure 6 ( LOOKCinemas.com, 2016)
Figure 6: Shows the modern and spacious
building that Look Cinemas shows its movies in.
Comparable
Companies
Average
Weekly
Customers
Average Ticket
Price
(Per Person)
Weekly
Revenu
e
Similarity to
Foodies & Movies
Projected Weekly
Revenue of Foodies &
Movies
LOOK
Cinemas
3,200 $23.50 $75,200 45% $33,840
When our team compared the market that Paragon Theater is in to our market for Foodies & Movies, we decided that
Paragon received a 45% similarity rating. We came to this conclusion because we recognized that Fredericksburg,
Virginia has the most similar population and household income to our market in Coventry Village, Ohio. On the
contrary, Fredericksburg had the least similar price point as well as the least similar population of our target market of
people within the age range of 20-34 years old. Another thing that hindered the similarity of this market compared to
ours was the amount of competition that Paragon had compared to our company. Paragon had a much higher amount of
competitors compared to Foodies & Movies. After considering the importance of these variables and how Paragon
Theater compared to the Foodies and Movies market, we concluded that Paragon is weighted at the lowest similarity rate
of 31%.
Table 1 & Weight Explanation
Table 1
6

Demand Scenario #1
Paragon Theater
Description
Fredericksburg, Virginia Market
Analysis
Paragon theaters was created in 2009 with the idea of
creating movie theaters with other entertainment
ventures. Fredericksburg Virginia is one of eight
locations for Paragon theaters.(Paragontheaters, 2016).
As of July 1, 2015 the population of Fredericksburg was
28,118 and in 2014 the median household income was
$49,454 (Censusgov, 2016). Fredericksburg most
populated age range is 15-29. (Virginialmi, 2016).
Paragon’s closest and only movie theater competition is
the Regal Cinemas that is located only one mile away
from each other. Fredericksburg restaurant saturation is
high because Fredericksburg is only 10.5 square miles
with 20 restaurants. (Google, 2016). Paragon has been
including entertainment venues that don’t only offer
movies but also restaurants and other entertainment, like
bowling. (Paragontheaters, 2016). This strategy seems to
work and keeps Paragon entertainment successful.
Paragon theaters owns a theater called The Chatterbox
which offers it’s own unique 21 and up dine- in
experience. The club was founded during the Civil War in
Virginia and was called “The Box”. The club was a place
where people could come together and forget about their
differences while enjoying alcoholic beverages and food.
In the 1920’s during prohibition, The Box became a
speakeasy and only admitted those who could say the
password “Chatter”. When prohibition ended the club was
reinstated as The Chatterbox and has remained the same
ever since. Nowadays The Chatterbox is a place where the
people of Virginia can go and enjoy fine food and drink
along with a movie.
Figure 7 ( RoadHouseCinemas.com, 2016)
Figure 7 shows the outside of Paragon
Theater.
Comparable
Companies
Average
Weekly
Customers
Average Ticket
Price
(Per Person)
Weekly
Revenu
e
Similarity to
Foodies & Movies
Projected Weekly
Movies
Paragon
Theater
2,030 $32.00 $64,960 45% $29,232
Table 2
When our team compared the market that Paragon Theater is in to our market for Foodies & Movies, we decided that
Paragon received a 45% similarity rating. We came to this conclusion because we recognized that Fredericksburg,
Virginia has the most similar population and household income to our market in Coventry Village, Ohio. On the
contrary, Fredericksburg had the least similar price point as well as the least similar population of our target market of
people within the age range of 20-34 years old. Another thing that hindered the similarity of this market was the amount
of competition that Paragon had compared to our company. Paragon had a much higher amount of competitors compared
to Foodies & Movies.
7

Demand Scenario #1
RoadHouse Cinemas
Description
Roadhouse Cinemas was created in 2014 to provide
locals a place for entertainment and quality food.
Tucson has a population of about 653,000 people and
each household has an average income of about 36,936
dollars. (BestPlaces, 2016). According to Sandbox
Networks, Tucson has about 123,000 people between
the ages of 20-34. (2016). The market in Tucson offers 2
other movie theater locations, which RoadHouse
Cinema has to compete with. Tucson also has a very
saturated market for restaurants with an American style
menu, with over 70 restaurants within the city.
RoadHouse cinema maintains its presence in this
saturated market by offering special promotions that
attract locals as well as tourists. RoadHouse remains
successful because of the comfortable environment it
designed, and hopes to “change the way Tucson sees
movies” (RoadHouse, 2016).
Roadhouse Cinemas is a small scale family owned dine-in
movie theater located in Tucson, Arizona. The theater has
six screens and offers “an extraordinary restaurant menu
created by an award-winning chef and restaurateur, an
impressively creative full bar featuring quality wines and
Arizona craft beers, and overwhelmingly comfortable
recliners.” (RoadHouse, 2016). They offer their customers
an American style menu that customers can order off of
and watch newly released movies in a theater style
screening room with small tables that retract from the
recliners for the customer to eat their food on.
Figure 8 ( RoadHouseCinemas.com, 2016)
Figure 8 shows the inside of RoadHouse
Cinemas.
Comparable
Companies
Average
Weekly
Customers
Average Ticket
Price
(Per Person)
Weekly
Revenue
Similarity to
Foodies &
Movies
Projected Weekly
Movies
RoadHouse
Cinemas
5,600 $21.55 $120,680 10% $12,068
Table 3
The similarity rating that RoadHouse Cinema received was our lowest at 10%. The dine-in movie theater located in
Tucson, Arizona had a very different population compared to our market, which decreased its similarity rating. On the
other hand, the market in Tucson, Arizona was similar to our market when it came to the average household income as
well as the population of our target market in the city. RoadHouse was the most similar pricing compared to Foodies and
Movies, which made its similarity rating higher than Paragon theaters.
Tucson, Arizona Market Analysis
8

Final Scoring Matrix
Comparable
Companies
Average
Weekly
Customers
Average Ticket
Price (Per
Person)
Weekly
Revenue
Similarity to
Foodies &
Movies
Projected Weekly
Revenue for Foodies
& Movies
LOOK Cinemas
Dallas, TX
3,200 $23.50 $75,200 45% $33,840
Paragon Theaters
Fredericksburg, VA
2,030 $32.00 $64,960 45% $29,232
Roadhouse
Cinemas
Tucson, AZ
5,600 $21.55 $120,680 10% $12,068
Total 100% $75,140
Table
4
The table above shows our comparable competitors weekly revenue and our weighted similarity to them, giving us
a projection of Foodies & Movies projected weekly revenue. The first step to our weighting process was defining
five important factors that define each company’s market. The five factors include household income, average
ticket price, the market’s demographic, the local competition for each company, and the population of each
company. We weighted household income highest at 30%, average ticket price at 25%, and then demographic,
competition, and population all at 15%. Then, we gave each of the three companies a number from one to three
based on how comparable they are to Foodies & Movies. Three being the highest meaning they are the most similar
to Foodies & Movies, and one being the least similar. What we found after ranking all three competitors with the
weights of the different factors is that Look Cinemas is comparable to Foodies & Movies at 45%. Roadhouse is the
least most comparable with 10%, and lastly Paragon theaters is 45%. Next, we took each company's weekly
revenue and multiplied it by each similarity weight that they received. This gave Foodies & Movies the projected
weekly revenue based off comparison. Then we added all of the projected weekly revenues up, like we did with our
weights to get a total of 100% and $87,033 weekly revenue for Foodies & Movies. We recognize the weekly
revenue of Foodies & Movies is high, but we are basing our projections off of the presence of existing, successful
and comparable companies. We decided to give ourselves 50% market share compared to these companies, which
makes our projected annual revenue around 2 million a year, which is still high.
Table 4
Weight Explanation
9

Demand Scenario #2
Target Demographic
Population 108,700
Ages 20-34 17,408
Average Movie
Theater Visits/Year
17,408*AVG 3
Times/Year
52,224
Average Amount
Spent Per Customer
$21*52,224
Customers/Year Projected
Revenue:
$1,096,704
Our first step in figuring out our demographic was finding the total population within a radius 20 miles of our
location. The population within 20 miles of our restaurant is roughly 108,700 people. (US Census Bureau 2013)
Our next step was to determine the age demographic that will determine who will be coming and spending money at
our establishment. We decided that our main target audience are those ages 20-34 and within that target audience we
found there are 17,408 people (US Census Bureau 2013).
We then found that in a year we would service an estimated 52,224 people who come to our establishment to spend
(Statista, 2016).
Our final step was to compute the average amount of money people will spend on the movie which is $21. We then
multiplied that by the average yearly customer base and found that our estimated revenue would be $1,096,704
(Statista, 2016).
10

Target Market
Foodies & Movies target market is 20-34 year olds.
According to the NPD group, National Purchase Diary,
young adults without children are ones that tend to dine
out the most (First Research, 2016). Also Foodies &
Movies is located in Coventry village that happens to
be located 6 miles away from downtown Cleveland
and is surrounded by populous suburbs. Within
Cleveland and these suburbs are three major college
universities. As of 2014, 58% of all people aged
between 20-34 attend a college university(NCES,
2016). In 2016 between Case Western Reserve
University, John Carroll University, and Cleveland
State University there was approximately 25,931
people enrolled as undergraduates. Having so many
college students surrounding us really helps us target to
our main demographic of younger adults. Although
younger adults are our main demographic, we like to
target to families and senior citizens as well. As of
2015, 61% of moviegoers range from the ages of 2-17
and 40-60+.(MPAA, 2015).
We did not include 20-34 year olds to show that
families and senior citizens do make up a very large
population of those who see movies. We believe that
we can market to families because of the convenience
of being able to have your kids or grandkids eat a meal,
while still providing that entertainment value at the
same time. We even offer a special on thursday that
kids under the age of 12 will get half off their movie
tickets. Also being located where there is four busy
suburbs surrounding Foodies & Movies will a
population of 108,700 people total. (United States
Census Bureau, 2013). Our goal is to cater to all ages
and make sure that everyone has a wonderful time at
Foodies & Movies.
Figure 9 below shows a table of who are the most
frequent moviegoers between the years of 2011 and
2015. It also shows underneath the percent of ages for
the population as of 2015 and the percent of that
population who attends movies.
Primary Target Market Secondary Target Market
Figure 9 (MPAA, 2015)
11

Marketing Plan
When marketing Foodies and Movies we really
wanted to market the convenience of our restaurant.
Many couples and families like to go out for a
dinner and a movie. Foodies and Movies offers
customers to be able to eat high quality food, while
watching the newly released movies. This cuts
down an outing in half the time. Our main
demographic is 20-34. According to the NPD group
young adults without children tend to dine out the
most. (First Research, 2016). Because of this, we
really wanted to appeal to young couples who like a
date night out. Although our target demographic
market is the ages of 20-34 we also provide food
and movies that will satisfy all ages that walk into
Foodies & Movies. We address that showing
movies during dinner can slow down our turnover
rate. Foodies & Movies wants to provide an
experience for people that will overall cut down
their time by eating at our restaurant instead of
attending a dinner and then a movie. There was a
study that was conducted between the year 2004
and 2014 that showed surveillance of a restaurant
and the average time customers stayed there. In
2004 customers spent one hour and five minutes in
a restaurant. As of 2014 that time increased to one
hour and fifty five minutes. The advancements in
technology and with phones made customer more
consumed on their phones and taking pictures
making them stay in restaurants longer.
(McCormack, 2014). The average time for movies
is 90 minutes long, as seen in Figure 10 (Olson,
2014). So if customers are already spending almost
two hours at a restaurant, why not enjoy it with
newly released movies, or even an old classic. Also
watching movies is optional. Foodies & Movies is a
restaurant first, and the movie is just a convenient
perk that we include. Either way you won’t be
disappointed with our mouth watering bison burger
that is grilled to
Foodies & Movies will be open Monday thru Sunday.
Monday thru Thursdays the hours of operation will be from
11am to 10pm. Friday and Saturdays Foodies & Movies will
be open from 11am to 11pm and Sundays will be 11am to
9pm. We will have a waiting staff for each party to enter
Foodies & Movies but part of our customer service includes
eliminating as many interruptions as possible. Since
customers will be viewing movies while eating, we will
allow them to be the ones that will contact the waiters and
waitresses when they need their service. The only
interruption that will be happening is the wait staff quietly
handing the customers their food. The customers can also
decide when they want to receive their check from their
waiter/waitress. This type of customer service allows
customers to fully enjoy their movies with their family and
friends. We will have a waiting staff for each party to enter
Foodies & Movies but part of our customer service includes
eliminating as many interruptions as possible. Since
customers will be viewing movies while eating, we will
allow them to be the ones that will contact the waiters and
waitresses when they need their service. The only
interruption that will be happening is the wait staff quietly
handing the customers their food. The customers can also
decide when they want to receive their check from their
waiter/waitress. This type of customer service allows
customers to fully enjoy their movies with their family and
friends.
Overall Marketing Strategy
Customer Service & Service Hours
your perfection, or our Chicago brick oven pizza that the
customer can customize as their own personal pizza.
Figure 10 (Olson, 2014)
12

Marketing Plan
Marketing Mix
Employees
We hold our employees to a high standard. They will
always be asked to treat customers with the most
respect and follow all rules within our guidelines.
They will asked to also take in pride with Foodies &
Movies, as we take pride in them for being our
employees.
Public Relations
Foodies & Movies understands how important public
relations is to our restaurant. We take pride in our
restaurant but want our community to as well. By
upholding the standards we set for ourselves, and the
standards set by customers we will achieve positive
feedback and reinforcement from our customers and
the community. We also recognize that giving back is
to our community is something we take pride in. Semi-
annually we will have a different fundraiser or planned
event that will help raise money for local charities in
greater Cleveland. Some ideas include planting trees or
a garden in our community. Also having a day or week
where a percentage of our sales from movies and food
go towards a charity that we feel strongly about. We
are open to talking to other organizations, companies,
etc. about ways to raise money or complete charitable
activities. Foodies & Movies does not only want to be
known as a great restaurant, but also as a helping hand
in our community. For more on giving back to the
community see Appendix U.
Price: Prices are
comparable to our
competitors with very
close concept as us.
Weekly and holiday deals
are offered. Also offer
loyalty programs.
Place: 1854 Coventry Rd,
Cleveland Heights, Ohio.
44118. 6.1 miles away
from downtown
Cleveland. Has Cleveland
State University, John
Carroll University, and
Case Western Reserve as
surrounding universities.
$22,000 a month for rent.
Promotion: Active on
our social media
accounts which include:
Facebook, Twitter,
instagram, and our
website. Also send
home postcards and
emails. Billboards are
put in place in downtown
Cleveland.
Product: Offering our
quality food with the
option of watching
newly released movies.
Figure 11 above represents our 4 P’s of the marketing
mix for Foodies & Movies. The four P’s include
Price, Product, Place, and Promotion.
Our location is in the heart of Coventry Village.
Coventry village is a commercial business district for
its surrounding areas. Our actual building space has all
glass windows so people can look into our restaurant
and see our customers enjoying a nice meal while
watching movies. Our outside will have a large sign
saying “Foodies & Movies” with the same color
scheme as our logo and tagline, see Appendix J. There
will not be much decoration on the glass as we want to
keep our look simple and sophisticated. Throughout the
seasons we will add fun, but classy decorations
according to the holidays in that season. If we feel that
other signs or decorations need to be added throughout
the years, we will add them accordingly.
Exterior
13
Figure 11

Marketing Plan
We will be using social media to consistently promote
Foodies & Movies and all of the current deals we will
be offering. This will include the new releases we are
showing, as well as the special movies we will be
seasonally showing. Lastly we will use social media
as a platform to promote any special loyalty programs
or events that will be happening. The reason we are
using social media is because of it’s ability to have
large amounts of exposure (brand awareness) and
convert that exposure to increased traffic. According
to smartinsights.com, 92% of marketers have
increased their exposure through social media and
80% had positive results in terms traffic (Colwyn,
2014). The reason our exposure will be high is
because most if not all of our target demographic uses
social networking services like Facebook or Twitter.
When they visit Foodies & Movies they can like us on
Facebook or follow us on Twitter to receive discounts.
Also customers can tag Foodies & Movies when they
make posts about their experience. This should help
drive traffic to our business and ultimately increase
our revenue. To see previews of our social media sites
see Appendix G
Social Media
Social Media
Figure 12 above shows what percent of marketers
experienced a range of benefits from marketing through
social media platforms such as Facebook and Twitter.
Increased exposure and increased traffic are the top two
benefits that marketers see.
Future Development
For the future, Foodies & Movies will consider
expanding and opening more restaurants in other
locations with the same type of market. We would
like to build a brand and really get our name on the
map of the restaurant industry as being unique. Also
with technology growing and updating, we will
make sure to use the most efficient, effective
technology to satisfy our customers. We will use our
POS system Toast to help track our individual food
sales, beverage sales, and ticket sales and then make
changes accordingly when we see a certain area
could be improved. Also around our annual
anniversary we will look at our previous year’s
progress and think of new ideas and strategies that
can improve our company, not only for the
customers but also for the employees. Foodies &
Movies wants to satisfy the customers of today and
tomorrow.
Figure 13 shows the percentage of age groups who use
social media.
Figure 12 (Colwyn, 2014)
Figure 13 (Pow Research Center, 2015)
14

Marketing Plan
Advertising Methods
Figure 13 shows the top 10 marketing tools used by small
businesses in the U.S., and we decided to base our
advertising methods off of the tools that were successful
for other small businesses in the past few years. Our
marketing budget is set at 10% of our total revenues,
which means that we are able to spend up to $150,000 a
year on advertising and marketing. The three main
methods of advertising that we are going to use are
sending emails to customers who provided us with email
information, sending postcards via Vistaprint, and
advertising on billboards around the greater Cleveland
area.
Emails (total of $156 a year)
System to be Used: Businessnewsdaily.com reported that
the #1 rated mass email marketing software for small
businesses is called Benchmark. (2016). This software
will allow us to send up to 1000 emails a month, for only
$12.95 per month. We plan on doing 2 email
advertisements a month, which means we can market to
500 people each month with an email every two weeks.
Our POS system will allow customers to enter in their
emails to receive offers, which is how we will get our
email list. For more information on the features of
Benchmark, refer to Appendix B.
Why Emails? Our team researched marketing methods
in great depth and came to the conclusion to add emails
to our collection of marketing tools. One article by
MarketingCampaign.com reported that “90% of email
gets delivered to the intended recipient’s inbox,
whereas only 2% of your Facebook fans see your posts
in their News Feed” (2016). This shows that Emails are
definitely acknowledged by the consumer, at a much
higher rate that social media posts. Another thing is, we
will be gathering the emails of the customers that we
have served, strengthening the customer relations
between our company and our consumer. We will email
promotions and specials to our current customers, while
trying to reach out to potential customers at the same
time. To see our marketing schedule, reference
Appendix F
Figure 14 (Benchmarkemail.com, 2016)
Figure 14 shows a report provided by our marketing
software Benchmark. It gives us important
information such as bounce rate, number of opens,
and number of links clicked.
15
Figure 13 (Statista.com)

Marketing Plan
Postcards (total of $10,919 a year)
System to be Used: We will be sending home postcards
to the surrounding suburbs of Foodies & Movies to help
promote our restaurant. The first postcards being sent
home will be a month before our grand opening and will
list information regarding our grand opening. Then
throughout the year we will also be mailing 2,000
postcards a month to promote Foodies & Movies. It
costs $909.97 a month to send out 2,000 fliers monthly,
so it will be a total of $10,919.64 per year. For a preview
of a postcard we will send out, refer to Appendix C.
Billboard Advertising (total of $111,600 a year)
System to be Used: Fitsmallbusiness.com shows that
the average cost per billboard per month in Ohio is
$3,200. (2016). We plan on having three billboards year-
round located on major roads in downtown Cleveland
and suburbs surrounding Foodies & Movies. The total
cost of these three billboards will total at approximately
$111,600 per year.
Why Postcards? Our company recognized the
effectiveness of postcards, and decided that this will be
one of our primary marketing techniques. One article
explained, “The Postal Service suggests that postcards
are more than six times as likely to be read as compared
with direct mail letters - 94% versus 14%.” (Baltz,
2016). This shows that postcards are much more
readable to the consumer than the traditional mail letters
that people receive from companies. Postcards offer
exceptional customization options that can be used to
portray a company’s service in an attractive manner.
They also create a very personalized message for a
company to connect with it’s consumer, which our
company values greatly. As for data tracking to analyze
the performance of our postcards, we will attach a QR
code that customers can scan to get exclusive deals and
learn the promotions we are offering. Postcards will
provide a great marketing tool for the low cost it offers.
Why Billboards? It is undeniable that we all encounter
billboards in our daily lives. Although billboards are not
the cheapest form of advertisement, they are
undoubtedly a part of all of our lives. According to the
Arbitron study, “71 percent of Americans often look at
the messages on roadside billboards.” This is due to the
amount of time people spend in their cars on a daily
basis. Whether it's on their drive to work, or to a trip
downtown, our billboard will attract the attention of
consumers in our area. Our billboards will attract local
consumers as well as tourists who are looking for the
nearest attraction. To see our billboard, see Appendix D.
marks the location of Foodies & Movies
marks the location of our billboards
Figure 15 (Ohio Department of Transportation, 2016)
Figure 15 shows the traffic flow of roads and highways
in our restaurant’s location. It also shows where our
billboards will be placed. Our team is assuming that
about 20,000 people per day will see our billboard,
according to research and traffic patterns.
16

Management Plan
Qualifications:
● Must be a shareholder
● Must have very good problem solving and critical
thinking skills
● Must have expert industry and department
experience
● Must communicate well and offer a variety of
perspectives
Experience:
● Must have senior leader experience or have been
on a board of directors for different company
● Must have at least 10 years of experience in the
restaurant industry
Expertise:
● Skilled communicator
● Tech-savvy
● Leadership qualities
Roles:
● CEO will report to board on important company
issues
● Will come together to make decisions on the
company’s future
● Will analyze performance of company and look for
opportunities for improvement
For more information on our staff, visit Appendix O.
Criteria for Executive Staff/Board
of Directors
Managers: Managers are in charge of managing waiters
and waitresses and ensuring customer satisfaction. They
are also in charge of making the schedule each week, and
hiring new employees when necessary. They will be the
last to leave at night and make sure the restaurant is clean.
Head Chef and Cooks: The head Chef is responsible for
running the kitchen. His or Her duties include making
food, managing cooks, and keeping track of inventory in
order send order requests to the executive manager. The
Cooks responsibilities involve cooking food, and assuring
the accuracy of the orders. At the end of the night the
Cooks are responsible for cleaning the kitchen.
Waiters/Waitresses: Waiters and waitresses duties
include taking orders, starting the movie, and checking
customers out. They will also clean up after closing.
Hosts/Hostesses: It is the responsibility for the Hosts and
Hostesses to greet customers upon arrival and show them
to their table. They are also responsible for answering the
phones and taking reservations. Hosts/Hostesses will also
sell gift cards when requested. They will also assist in
cleaning after closing.
Role of Employees
Professional Service Firms
Accounting: Our accounting will be managed by Kelman
& Moses Inc., a Cleveland based firm and they will be
our bookkeepers and provide tax planning and
preparation services. We chose this firm because of the
affordability and the experience of their CPA’s. This firm
also specializes in small business and that fits perfectly
with what we are.
17
Figure 16
Figure 16 shows the structure of our employee
hierarchy.

Operational Plan
It is important for Foodies & Movies to track the
progress we make in order to make adjustments to stay
successful. One useful tool to do this is the Toast POS
systems we have placed in our restaurant. Toast offers
features that can be customizable for Foodies & Movies.
These features include the setup of our menu, the kitchen
workflow, table setup, and anything that needs to be
customized to our needs. Toast also offers a simple yet
fast way for order and food processing. Toast is also
convenient for those who can’t always be in the office.
Managers can monitor sales reports, exception reports,
payment reports, and menu reports all on their mobile
device, laptop, or tablet. Toast offers a tablet that our
employees can use right at the customers tables. The
tablet allows employees to take an order, send the tickets
into the kitchen, and also accept the payments. It also
can help notify all employees when a certain food item
might be running low and then the employees can be
aware of how many servings are left for the customers.
With Toast we can also monitor who are frequent
returned customers are, how much they spend, and their
favorite food items. So not only do we want to monitor
what our guests are doing, but also how well the
employees are performing. Toast allows us to track
employees productivity, average net sales from the
kitchen, and average fulfillment time of orders by the
hour. We can then see which food and movies are the
drivers of our business, letting us making adjustments for
the future. Lastly there are some added benefits with
Toast other than monitoring our progress. With Toast
there is an average 10x more signups for for loyalty
programs by having email sign up through the Toast POS
Systems. Also having the Toast POS system accessible to
customers increases 72% of gift card sales and 10% of
online ordering revenue. Toast will help Foodies &
Movies not only monitor our progress but will also
improve it. (Toast Inc, 2016)
Monitoring Progress
Our team recognized the importance of employee
morale, and this is centered around human interaction.
We will control our human resources as a team of
managers, but will not assign an employee as a Human
Resource manager. Our team thought that we would do
a better job of handling human resources as a group
rather than one specific person doing it. We will
address the need to keep customer relations as our
number one priority, and keep our employees happy so
that they can keep our customers happy. We will have
weekly memos displayed in our employee area to
remind people of our values and goals as a company.
We will also conduct weekly meetings to update our
staff on our progress and areas that need improvement
so that our employees know what they're doing well
and what they need to focus on more. We will also
make sure that our employees are aware of our social
responsibility, which is explained in further detail in
Appendix U.
Human Resource Needs
Physical Facility Requirements
Our restaurant will be offering private screening pods
that will offer seating for parties of 4, 8, and 12. These
pods will take up an average of 80 square feet per unit,
and we will offer about 30 pods for people to enjoy a
meal in. This will leave us with enough room in the
restaurant for people to freely walk around, as well as
room for restrooms and the kitchen area. Our kitchen
will be fully supplied with 2nd generation restaurant
equipment, as well as a few purchases of our own. We
have decided to dedicate about 1,200 for our kitchen
and equipment rooms, leaving plenty of room for our
staff to move around efficiently. The bar that we are
planning to implement will be about 500 square feet,
being 60 feet long and about 8 feet in depth.
18

Operational Plan
We will strive to provide the best tasting meals possible and
in order to fulfill that we are committed to buying the best
ingredients available to us. Our burgers will be made from
grass fed bison beef sourced from Blackwing Quality Meats.
We will spend $2,650 per week on bison beef which will be
enough for 500 bison burgers. Our Chicken will be sourced
from Swanson Meats Inc. We will spend $745 per week on
all natural chicken wings which will be enough for 500
orders. Our produce products will be purchased from
Premier ProduceOne. We will purchase $300 worth of
produce very week. We will purchase our appetizers from
Performance Food Service for $2,650 per week. Our fresh
pizza will be made with fresh ingredients from Assoluti for
$1,000 per week. We have decided to partner with Pepsi Co
and will purchase soft drink mix for $800 per week. Lastly,
we will receive our beers, spirits, and wine from Heidelberg
Distributing. For a week worth of 12 different beers on tap,
different liquors,and nicer wines we will spend $2,200.
Supplier Information
The supply chain will be managed by the executive
chef and POS system. . Our POS system comes with
the ability to track inventory when sold. When a
certain amount of inventory is sold the POS system
will automatically put an order together for the
executive chef to see. When it comes time to order
more inventory the executive chef will put together an
order form and send it to the executive manager to get
approved and send to vendors. The POS system will
then track that order all the way up until the inventory
is sold and then it will suggest that more inventory be
purchased.
Inventory Tracking
Why We Chose Our Suppliers
Figure 17 shows the inventory tracking feature of our
Toast POS system. This method offers accurate,
consistent, and accessible reports of inventory that will
increase operational efficiency and decrease costs of
wasted inventory.
Figure 17
Through detailed research, we came to a conclusion on
the suppliers that we will be partnering with. Our
company wants to provide our customers with quality
ingredients, which is why we chose to specialize in the
few food items that we offer. We decided that instead
of having a variety of menu items, we will focus on
perfecting the few food items that we have. Our
projected crowd favorite will be the bison burger that
will appeal to people who appreciate quality and are
looking for healthier options compared to the typical
unhealthy american food. One article explained,
“America now has a choice of healthy and delicious
red meats which are lower in calories and cholesterol
than chicken or turkey.” (Blackwing, 2011). The
central focus we had when choosing our suppliers was
quality, and we knew that would mean sacrificing
some profit margin. For more information about our
suppliers and why we chose them, visit Appendix R.
19
Source: Merchant Maverick (2016).

MIS Strategy
MIS Requirements and Needs: For our company Foodies & Movies, we wanted to choose the operating system that
would make us the most efficient we can be as a restaurant, while remaining cost effective. Information systems have
become a strategic key, as they allow businesses to achieve levels of strategic innovation, efficiency, decision making and
mass collaboration that were previously impossible. (McGann, 2015). We recognize the importance of operating systems
and how much it can affect a business’ success. Our team wanted a restaurant Point of Sales (POS) system that would
allow us to efficiently make sales and track our performance over time. We wanted a system that would make it easy for
our employees to be productive salesman. We want a POS system that is reliable, convenient, and easy to use so that we
can maximize our efficiency as a company. Our company will focus on a system that allows our employees to be quick
with their service, and allow our company to provide the best service possible for our customers. After doing research on
POS systems that are available, our team chose three POS systems that represent exactly what our company is looking
for; TouchBistro, Lavu, and Toast.
Cost Analysis: The three options for a POS system for a
small business offer prices that are very competitive
compared to other options. With more cost comes more
features and options, unique to each business’ needs. We
thought that Toast was the best option for the cost of $100
dollars per month, as well as the costs for side products and
accessories that we will need. Toast offered the most
features for a reasonable price, and we believe this system
will be well worth the investment.
Lavu Toast Touch
Bistro
Cost of
POS
$59 per
month
$100 per
month
$129 per
month
Why Toast POS? Our company decided to choose Toast for
our POS system that we will operate under. After weighting
the 5 variables that we thought were the most important to our
company’s success, we gave a score of each POS that we
based on in depth research of what that company offers. For
more information on the research conducted, see Appendix
L. We chose Toast as our POS system because it offered an
immense amount of customization features such as a
customizable table and menu setup, and a custom kitchen
workflow display. We also found that customers of the Toast
POS system posted numerous reviews from current business
managers that explained how easy their employees mastered
the use of this operation system. One client explained, “"We
were at a point where I thought we had plateaued. I said
'That's the most volume I'm going to be able to get out of that
kitchen, out of that number of seats.' Then Toast came along,
and that number's up twenty percent." (Toast Inc, 2016).
Overall, we found that Toast would be the most cost effective
option for a POS system for Foodies & Movies.
*Scores are from 1
(lowest) to 5
Lavu Toast Touch
Bistro
Ease of Use (25%) 4 4 5
Customization (25%) 2 5 4
Data Tracking (25%) 2 5 4
Reliability (15%) 3 4 5
Compatibility (10%) 3 4 3
Totals 14 22 21
Weighted Total 2.75 4.50 4.30
Table 5
Table 6
20

MIS Strategy
Dashboard on Key Performance Indicators
Ticket Revenue Vs. Food Revenue
We found that a customer will spend $21 total on an
average visit to Foodies & Movies. Each movie ticket
costs $8 per ticket for adults., so we found that each
customer will spend an average of $13 on food. This is
important for managers to keep track of in order to report
to the owners how effective our prices are in terms of
revenue.
Food Sales by Category
We found that 38% of our revenue will come from
ticket sales, and 62% of our revenue will come from
food sales. We plan on reaching $1,247,541 in
revenue in the first year, which means we will make
$474,066 from ticket sales, and $773,475 from food
sales. Owners will be able to look at this in order to
make sure our food and ticket prices are ideal for
success.
Revenue Made From Each Pod
We found that every 4 person pod will create $84 in
revenue when filled, each 8 person pod will create
$168 in revenue when filled, and each 12 person pod
will create $252 in revenue when filled. This will be
useful for owners to look at after the first year, to
decide how much total revenue was created from each
type of pod, and whether or not to increase or decrease
the amount of each type of pod in the future.
Our team found the percentage of revenue each category
on our menu will create for our company. We did
research on the behaviors of consumer spending in the
restaurant industry, and found exactly how much of our
revenue will be created from each product category. This
is useful for owners to determine opportunities for
improvement in a sale of a specific product, and for
managers to motivate employees to sell a certain product
more than others.
Figure 18 Figure 19
Figure 20
Figure 21
21

Financial Plan
Initial Investment Feasibility
22
Foodies & Movies requires an initial investment of
$100,000 that will help pay first month's rent, some
renovations, beginning inventory, and some start up cash.
The investment is broken down into 70% from the
owners and 30% loan. Our sales were estimated using
our the weighted sales from our similar companies that
we researched. Our sales are projected to grow by 6%
from year 1 to year 2, 8% from year 2 to year 3, 8% from
year 3 to 4, and 5% from year 4 to year 5. As our net
income begins to grow steadily, we plan on paying out
dividends by the end of year 4. As our net income
continues to increase we plan on paying out even more
dividends.
At the end of the fifth year our Net Present Value is
$53,789. Our required rate of return is 21.3% and our
Internal Rate of Return was calculated at 28%. Our
NPV and IRR both show that Foodies & Movies is a
feasible business. Our payback period was calculated
at 4.86 years until we make the investment back.
Even Though Foodies & Movies loses money the first
two years, those loses are quickly erased as the
investment starts to make money in the 3rd according
to our income statement. At the end of five years
Foodies & Movies has a horizon value of $462,415
which is very good. For more information on our
financials see Appendices AB - AC.
Figure 22

Conclusion
After constructing our research through primary and
secondary data, we have found what is relevant and
necessary for our business concept, Foodies & Movies.
This report includes our business description, the
restaurant and dine-in movie industry analysis, and lastly
the forecast demands for our comparable companies. We
found that we do have many similarities with our
competitors, but Foodies & Movies is innovative with
our pods styled seating within the restaurant. This style
seating allows our customers to enjoy their movies
without distractions and interruptions from other
customers and staff. Our menu is specialized so that we
can focus on the high quality of our food instead of
having a wide variety of low quality food. We also have a
competitive advantage compared to local competing
movie theaters because we sell our tickets for cheaper
prices. Being located in an area that has other restaurants
and movie theaters around us, this competitive advantage
allows us to not only attract customers, but keep their
retention rate high. While we aim to strive as a business
centered around our customer’s experience, we realize
that we can stand out within the industry by providing
our customers with convenience and efficiency. Our
unique style, newly released movies, and high quality
food will differentiate us from our competition within our
location.
We determined that our target market to be people within
the age range of 20-34 due to the information that our
primary research gave us. The report provided a projected
revenue by calculating the revenue of companies that are
similar to ours and in a similar market. Through this
projection, we will be able to determine how much costs
we can incur, and how much annual revenue we should
expect in the first few years of business. The report also
gave relevant information on our business strategy and
how we plan to be a successful company in the first few
years of business. We recognize the difficulty of entering
this saturated market, but explore the opportunities and
competitive advantages that can make our company
sustainable. The goal of this report is to determine the
feasibility of our restaurant concept, and provide
important information and data that reinforces our
assumptions. The report will be useful for the Senior
Partners of Copeland Associates as well as for any person
that is thinking about entering the restaurant industry in
the future.
23

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28

Appendix B
Marketing Appendices
Fewer technologies have done more for marketing
than email. It is extremely fast, inexpensive, and
delivers a lot of data to pour over. But one facet of
email marketing tends to be grossly underused --
and it's a shame because it's a great, easy way to
gather invaluable client data. When using email
marketing to send out email surveys or you place a
poll right on your Website, we are doing more than
bypassing the usual mail or telephone survey.
We’re saving money, connecting with our
recipients, and showing all of our permission-
based subscribers that you truly care what they
think.
Advantages of Email:
• Gather feedback on your products or
services.
• Improve your product offering, seasonal
line or list of services.
• Find out if your customer service is suiting
your client needs.
• Discover which products are most popular
with customers.
• Find out how your customers are using
your products and services.
• Uncover ancillary products that customers
want to see you sell.
• Gather feedback on a special event or sale.
• Find out how you can improve your
Website or the sales process.
Features:
• Each time you send an email poll, your
customers see it as a fresh opportunity to give
you feedback on your products and services.
• You can send different email polls to different
recipients, depending on their needs and
interests.
• The more people that answer your questions, the
better the chance you'll be seen as a good email
marketer by email service providers.
• You can create a special layout promoting your
products and simply use a link to take customers
to the survey.
Email Marketing Software Information
30

Appendix C
This is an example of
a postcard we would
send out to
neighborhoods in
Cleveland. This would
be the first postcard
we send out to get our
name out on the
market, and to let
people know about our
grand opening.
Post Card Preview
31

Appendix D
This is an example of the billboard we will have up in the month leading up to our Grand Opening. We will have
three of these Billboards up on major highways surrounding downtown Cleveland. After our grand opening, we will
change the billboard designs.
Billboard Preview
32

Appendix E
We decided to use four different marketing
advertising techniques in order to brand Foodies &
Movies. These four techniques include emails,
postcards, social media, and billboards. We decided
as a team that we will not send out first emails until a
month after our grand opening. Our grand opening is
December 1st, 2016 so the first emails will be sent out
on January 1st. Then we will be sending emails home
every month after that. This way we can build a
customer base from our first month sales by using our
POS system Toast. Using BenchMark as our emailing
system it only costs us $156 a year to send 1,000
emails per month. Our total target recipients for a
month is 500 customers, sending them 2 emails a
month. As of 2016, 90% email recipients receive the
emails that are sent out to them
(MarketingCampaign). So then we took 90% of the
500 recipients to get 450 people reached.. Next
marketing advertising we decided to do was sending
postcards from VistaPrint home to residents in
surrounding areas of Foodies & Movies. Foodies &
Movies will start sending out the postcards home a
month before our grand opening, so November 1st,
2016. We will send 2,000 postcards to different home
every month promoting our different deals and
specials we have for that month. It costs $909.97 a
month for 2,000 postcards to be sent out which equals
to $10,919.64 annually. Compared to direct mail, 94%
of postcards are being read (Baltz, 2016). So we took
94% of our 24,000 total annual recipients and came to
a conclusion of 22,560 people reached.
Next marketing advertising we decided to do was
sending postcards from VistaPrint home to residents
in surrounding areas of Foodies & Movies. Foodies
& Movies will start sending out the postcards home a
month before our grand opening, so November 1st,
2016. We will send 2,000 postcards to different home
every month promoting our different deals and
specials we have for that month. It costs $909.97 a
month for 2,000 postcards to be sent out which equals
to $10,919.64 annually. Compared to direct mail, 94%
of postcards are being read (Baltz, 2016). So we took
94% of our 24,000 total annual recipients and came to
a conclusion of 22,560 people reached. Our next
advertising strategy is social media. Our social media
accounts include our facebook page, twitter account,
instagram account, and our website. All four of the
social media accounts were free to make. We also
can’t control who likes to view our different accounts
as they are available to public access. We hope to use
these accounts as platforms to help promote our
different deals and movie showings we have weekly
and monthly. Our last advertising technique Foodies
& Movies decided to use was billboards. We decided
to use three billboards in different locations on the
various Cleveland highways. We can advertise our
billboards for a year at a time so we decided to Start
once our grand opening date is, on December 1st. The
cost of three billboards annually is $111,600. We
found that there is approximately 1.7 million people
that live in Cleveland and their close surrounding
areas and 45.7% of that population travel served by
freeways (FHWA, 2016). According to Axiom,
billboards reach 93% of customers (2016). So to reach
our total number of impressions, we took 45.7% of
1.7 million people, and then 93% of that number to
get a grand total of 757,792.83 for an people reached.
We believe that our different advertising strategies
will really help put Foodies & Movies on the map and
help bring in customers.
The actual schedule is on the next page
Marketing Schedule
33

Appendix F
No
v
De
c
Jan Feb Ma
r
Apr Ma
y
Jun Jul Au
g
Sep Oct Nov Yearly
Cost
($)
People
Reache
d
Cost/People
Reached
Email 156.00 450 0.347
Postcard 10,920 22,560 0.484
Social
Media
0 n/a n/a
Billboar
d
111,60
0
757,793 0.147
The figure above is the marketing schedule that we plan on following for the months before the first year and the first year
for Foodies & Movies. If a month is not highlighted then it means that we won’t be using that advertising strategy for that
time period. As shown, almost every month is used for all of the marketing advertising.
Marketing Schedule
34

Appendix G
Since we believe that millennials are going to be a large portion of our customer base, we’ve put together social media
accounts in order to better connect with them. We will mainly post about special offers, events, and other interesting
things happening in the world of Foodies & Movies. Each week, we will also post a selection of movies we’re playing.
Marketing Appendices- Social Media
Facebook
This screenshot shows the top of our
facebook page. On the left, you can
navigate to “Posts” to see what we have
been posting, “Photos” to see the photos
that we have shared, and “About” to
find out anything you need to know
about foodies and movies. (Such as
address, phone number, ticket prices,
menu, website URL, other social media
sites, etc.)
This post gives our followers the link to the
new website we came out with.
This post shows our followers what our
location looks like.
This post is an example of a post we will put up every week
on facebook. This post will show our followers a full list of
the movies we are playing that week, and will have
information regarding when each movie will stop playing.
35

Appendix H
Marketing Appendices- Social Media
Twitter
This screenshot shows the top of our twitter page. This website doesn’t give us as much freedom to post
information as Facebook does, but it still will be a key resource in getting the word spread about Foodies &
Movies.
This screenshot shows an example of tweets
we will post about special events and seasonal
movie showings! In this case, we are showing
The Grinch, A Christmas Story, and Elf for the
month of december.
Instagram
This screenshot shows what our instagram
page looks like on a smartphone. We will
post similar posts on our Instagram as we do
on our Twitter and Facebook.
36

Appendix I
Home About
Menu Current Showings
Marketing Appendices- Website
http://robbymac513.wixsite.com/foodiesandmovies
37

Appendix J
T-Shirts
We will be ordering 300 T-shirts total from a company called
CustomInk. These T-shirts will cost $4.47 a shirt, which totals
at $1,341. We will use these T-shirts as uniforms for all of our
on-duty employees, and will be selling the rest of them in the
front of the restaurant at $15 a piece. This makes us profit
$10.53 per shirt.
Menus
The presentation of the menu is an important
part of any restaurant, so we decided to order
menu covers like the one in the picture
below. We are ordering these from
webstaurantstore.com. We will order 120
menus (4 per table) for a total of $294. We
will print these menus on normal printer
paper for free, and laminate the pages with
the menu covers.
Storefront Sign (Exterior)
We are buying our storefront sign from signsus.com for a total
of $1,130. It will be made out of metal, and is expected to last 2
years until we will have to order another.
Drink Coasters
We are buying 1,000 drink coasters with our
logo on them for a total of $394. We are
ordering them from branders.com.
Merchandising
38

Appendix K
Marketing Appendices- Interior Furniture
Pods
Four Person
Pods
(20 Total)
Booths
American Tables & Seating
QAS-42 42
Quantity Per Pod: 2
$ Per Booth: $258.75
$ Per Pod: $517.50
TV’s
LG- 65” Class (65” Diag.)-
LED- 1080p- Smart- HDTV
Quantity Per Pod: 1
$ Per TV: $699.99
$ Per Pod: $699.99
$ For Each Pod
Booths: $517.50
TV: $699.99
$1,217.5
$ Total
20 Total Pods
($1,217.5*20)
$24,350
Eight Person
Pods
(8 Total)
Booths
American Tables & Seating
AS-42T ½
Quantity Per Pod: 1
$ Per Booth: $2896.80
$ Per Pod: $2896.80
TV’s
Quantity Per Pod: 1
$ Per TV: $699.99
$ Per Pod: $699.99
$ For Each Pod
Booths: $2896.80
TV: $699.99
$3,596.8
$ Total
8 Total Pods
($3,596.8*8)
$28,775
Twelve
Person Pods
(2 Total)
Booths
One of each of the booths
above
$ Per QAS-42 42: $258.75
$ Per AS-42T ½: $2896.80
$ Per Pod: $3,155.55
TV’s
Quantity Per Pod: 1
$ Per TV: $699.99
$ Per Pod: $699.99
$ For Each Pod
Booths: $3,155.55
TV: $699.99
$3,855.54
$ Total
2 Total Pods
($3,855.54*2)
$7,712
39

Appendix L
Lavu Research ($59 per month)
Ease of Use:
• Wireless order system
• Accepts payments via credit card
swiper
• Cloud based storage system
• Lavu pilot app
• iOS app that updates to improve
efficiency
Customization:
• Customizable reports
• Set job roles and pay rates of
employees
• Comes with pre-programmed
kitchen display system
• Editing capabilities for those who
are verified to make changes
Data Tracking:
• Monitor inventory levels
• Set alerts for supplies that are
running low
• Create custom reports that track
sales according to the chosen
variables
Reliability:
• Free trial
• 24/7 support
• Relies on Wi-Fi for cloud
computing
Compatibility:
• Only compatible with Apple
products
Toast Research ($100 per month)
Ease of Use:
• Fast training and easy to learn set up
• App that works on laptops, tablets, and
phones from anywhere
• Easy ticket display for cooks
• Guests can easily track points and gift
card amounts
Customization:
• Personalized POS system
• Customizable table setup, menu setup,
and kitchen workflow
• Quick-edit mode for those with
authority
• Offers customizable CRM program
• Customizable online ordering system
Data Tracking:
• Identify best customers, average wait
time, and favorite items on the menu
• Advanced labor reporting that tracks
employees productiveness
• Tracks chef’s performance
• Track performance of certain products
• Email integrated in payment process
and track order history of certain
customers
Reliability:
• 24/7 customer service
• Can operate in offline mode
• Customer training process to help
employees
• Free demo
Compatibility:
• Compatible with Apple and Droid
products
TouchBistro Research ($129 per
month)
Ease of Use:
• Menu item pictures and descriptions
• Color coating for upsell items and
premium items
• Allergy information
Customization:
• Custom modifiers and pre-programmed
mods
• Customize floor plan (Offers multi-
level and multi-room)
• Customize the receipt with promotions,
events, or logo
• Customize the menu with 3 different
views to choose from
Data Tracking:
• Track clock-in or clock-out times
• Track inventory levels
• Dashboard of performance of
restaurant
Reliability:
• Free support
• Free trial
• Free tour of company
Compatibility:
• Only compatible with Apple products
MIS Appendices
POS System Research
40

Appendix M
MIS Appendices
MIS Organizational Chart
41

Appendix N
At Foodies & Movies we offer a loyalty program to help keep customer retention rate high. Through our POS system
Toast we can track how much each customer spends. Once a customer spends a certain amount of money they will
receive points, which Toast can also record. If a customer spends $10 worth of food or movie sales then they receive 5
points. Once a customer then reaches 100 points total they get half off of their next movie ticket. If they reach 200
points, the movie is free. Lastly if they reach 400 points then they receive a free meal. Once a customer reaches 400
points the points will be reset, but the customer will still receive benefits. If a customer were to reach 400 points three
times then both a meal and a movie will be free. We appreciate all of our customers that enter Foodies & Movies and
want to reward them for making numerous memories with us.
Capterra, 2016
The table above shows the benefits of having CRM in place within your business. Our POS system Toast has a
CRM system in it. Within that system we can track sales, points, etc. that helps us with our loyalty program. As
shown above having a CRM can help keep customer retention, customer satisfaction, and sales revenue high.
These are qualities we strive for at Foodies & Movies.
MIS Appendices
Loyalty Program
42

Fall 2016 PM007 Team 04 P2 Final Report

Fall 2016 PM007 Team 04 P2 Final Report

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