Project 2

Team 7 – MID 101
mt369515@ohio.edu
Ohio University College of Business ( 419) 689-2368
Copeland Hall
Athens, OH 45701
Date: November 18, 2016
To: Catherine Penrod, Tammy Reynolds,
Brandt Conner, Nadege Levallet, and Xiaohu Deng
From: Team 7 – Mitchell Thompson, Chris Tomshak,
Ian Melton, Isaac Simpson, and Zhongjie Zhang
Dear Senior Partners:
Subject: PizzaPire LLC Business Plan
As requested by the Copeland & Associates Senior Partners on October 10, 2016, we hereby submit
our report on the business plan of PizzaPire LLC. Attached you will find the business concept of
PizzaPire LLC. This report analyzes the fast casual pizza industry and assesses the feasibility of a
start-up fast casual pizza restaurant called PizzaPire in the luxurious multipurpose shopping center,
Crocker Park.
The primary factors of PizzaPire LLC’s potential success are:
· Providing a multitude of organic and local ingredients
· Having outstanding customer service
· Providing customers with an unforgettable, delectable experience
We would like to thank the senior partners and peer mentors for providing us with insight
for our report and assisting us outside of class. In particular, we would like to personally
thank Catherine Penrod, Chad Boeninger, Tammy Reynolds, Brandt Conner, Nadege
Levallet, and Xiaohu Deng for contributing to the development of our report throughout the
semester. We appreciate the opportunity to learn and grow as a team. If any further
assistance is needed regarding the information in our report, please do not hesitate to ask.
We can be reached by phone at (419) 689-2368 or by email at mt369515@ohio.edu.
Sincerely,
Team 7 – MID 101
Mitchell Thompson Isaac Simpson Zhongjie Zhang
Chris Tomshack Ian Melton

Business
Concept and
Feasibility
Prepared for:
Professor Conner
Dr. Levallet
Professor Reynolds
Dr. Deng
Nov. 18, 2016
Prepared by:
Mitchell Thompson
Chris Tomshak
Zhongjie Zhang
Isaac Simpson
Ian Melton

Ian Melton
Isaac Simpson
Zhongjie Zhang
Mitchell Thompson
Chris Tomshack
Team 7 Members

The primary objective of this report is to analyze the pizza restaurant industry and assess the
feasibility of the provided business plan. Several trends appear to be evident within the fast
casual pizza industry, which assisted in the strategic development of the business concept. The
relatively new industry of fast casual pizza represents an opportunity for new firms to enter the
market.
Business Concept
This report contains a business plan for PizzaPire LLC, a fast casual pizza restaurant that centers
around customizable, organic menu options. PizzaPire’s menu options consist of a variety of
dough, sauces, and toppings which are then put into a turbo oven and cooked in minutes.
PizzaPire believes strongly in providing healthy, delectable pizza options and speedy
preparation to provide an unforgettable customer experience.
PizzaPire was strategically decided to be located in Crocker Park, a lifestyle and mixed-use
development center in Westlake, Ohio. Crocker Park offers over $880 million in developed
commercial and housing real estate. With over 180,000 vehicles passing through daily and over
1,000,000 visitors weekly, it is undoubtedly the ideal location. Location a key success driver for
PizzaPire LLC.
The target market for PizzaPire LLC primarily consists of the millennial generation (ages 18-
35), but strives to provide exceptional service to people of all ages, backgrounds, and incomes.
Copeland Associates have created an effective marketing plan to successfully attract and
maintain their customers through the utilization of social media and other channels.
Additionally, they have constructed two demand scenarios that include average ticket price and
average number of customers per day to project the sales of the business.
Conclusion
PizzaPire LLC has been proven to be feasible through this report. Societal trends and customer
demographics work in the favor of the business model. Everything that went into the business
concept for PizzaPire LLC is designed to generate revenue, profit, and sales. In conclusion,
extensive time and effort went into setting this business up for sustainable success.
Executive Summary
Pizzapire
Rule your hunger

Table of Contents
Introduction....................................................................................................................1
Industry Analysis ..........................................................................................................2
Business Description .....................................................................................................4
Product offering .....................................................................................................5
Location .................................................................................................................6
Restaurant layout ...................................................................................................7
Demand Forecast………………………………………………………………….......8
Primary Data…………………………………………………………………..….8
Secondary Data……………………………………………………………….…..9
Marketing Plan…………………………………………………………………….....10
Management Plan………………………………………………………………...….14
Operational Plan…………………………………………………………………......15
Information System Plan………………………………………………………….....17
Financial Plan………………………………………………………………………...19
Conclusion…………………………………………………………………………….20

Table of Contents
Figure 1: Fire Oven…………………………………………………………………..1
Figure 2: Organic Certified………………………………………………………….1
Figure 3: Brand Positioning………………………………………………….……...2
Table 4: Segmentation Pie Chart………………………………..…………………..2
Table 5: Global Revenue…………………………………………………………......3
Figure 6: Pizza industry revenue……………….…………………………………...4
Figure 7: Brand Logo………………………………………..……………………….4
Figure 8: Coco-Cola freestyle Machine……………………………………………..5
Figure 9: Ingredients…………………………………………………………………5
Figure 10: Site Location……………………………………………………………...6
Figure 11: Restaurant Location……………………………………………………..6
Table 12: Population/Income………………………………………………………..6
Figure 13: Crocker Park…………………………………………………………….6
Figure 14: Storefront………………………………………………………………...7
Figure 15: Restaurant Interior……………………………………………………...7
Figure 16: Employees………………………………………………………………..7
Figure 17: Blaze……………………………………………………………………...8
Figure 18: Pieology…………………………………………………………………..8
Table 19: Demand Forecast 1……………………………………………………….8
Table 20: Demand Forecast 2……………………………………………………….9
Figure 21: Social Media……………………………………………………………..10
Figure 22: Apparel…………………………………………………………………..11
Figure 23: Ads……………………………………………………………………….11
Figure 24: Promotions………………………………………………………………12
Figure 25: Billboard Ad…………………………………………………………….12
Figure 26: Marketing Budget………………………………………………………13
Table 27: Organizational Structure………………………………………………..14
Table 28: Position Requirements…………………………………………………..14
Figure 29: Supply Percentages……………………………………………………..16

Table of Contents
Table 30: Hardware of the Vend POS system……………………………………...17
Figure 31: CRM……………………………………………………………………...18
Table 32: Sales and Profits…………………………………………………………..18
Table 33: Cash Flows………………………………………………………………...19
Figure 34: Significant Data………………………………………………………….19

Introduction
Copeland Associates have developed a report
assessing the feasibility of launching a fast
casual pizza restaurant in Westlake, Ohio. An
analysis of the quick service restaurant industry
as well as the fast casual pizza industry is
included in this report. Pizzapire’s business
concept includes the company’s mission,
vision, goals, objectives, and reasons for
starting the business. Additionally, Pizzapire’s
identity and brand are described in the business
concept as well as the products offered. A
location analysis for Westlake, Ohio which is
located about 16 miles west of Cleveland, Ohio
is also provided, followed by the demand
forecast and marketing plan. PizzaPire’s
marketing plan includes radio advertising,
sponsorships, apparel, and social media use.
Purpose and Preview
Why choose Pizzapire?
PizzaPire is a restaurant for patrons who are
looking for healthy, organic, and fresh pizza
options and to be served in a matter of minutes.
PizzaPire is the only fast casual pizza retailer
that serves exclusively organic ingredients,
which is precisely where the competitive
advantage comes from. Pizzapire also
specializes in providing a highly diversified
menu. The menu includes
Introduction | Industry Analysis | Business Description | Demand Forecast | Marketing Plan
Management Plan | Operational Plan | Information System | Financial Plan | Conclusion
myriads of dough, sauce, cheese, and topping
options that are freshly prepared before the
store opens at 11:00 a.m. and consistently
throughout the day as needed. This is to ensure
maximum freshness and quality of our
products. PizzaPire wants every single
customer to customize their pizza exactly how
they want it with satisfaction guaranteed.
PizzaPire strives to bridge the gap between
pizza and healthy eating. With pizza generally
being perceived as unhealthy, it is the goal of
PizzaPire to prove otherwise.
Figure 1: Fire Oven
Figure 2: Organic Certified
Brand Positioning
Pizzapire’s posit itself as a quality orientated
and health focusing brand. Pizzapire will
provide higher quality pizza compared with
most quick service pizza restaurants. Moreover,
Pizzapire will also pursue healthy eating with
100 % organic food ingredients. Figure 3 shows
Pizzapire’s brand positioning with other
competitors in a perceptual mapping.
Figure 3: Brand
Positioning
1

Industry Analysis
The quick service restaurant industry caters to a
wide range of customers by offering
inexpensive meals that can be made in a
relatively short amount of time. The market
segmentations within the quick service industry
are chicken, hamburgers, coffee/snacks, pizza,
ethnic, and other. The total annual revenue
produced from global quick service companies
in 2015 was over $647 billion (Passport, 2016).
The total sales in the U.S. were $227 billion,
which contributes to one third of the total
worldwide sales. (IBIS, 2016). Some examples
of the top competitors of this industry include
McDonald’s, Yum! Brands, Subway, and
Starbucks (Forbes, 2016).
The market in the U.S. for the quick service
industry has reached the mature stage of it’s life
cycle. The average revenue growth rate from the
U.S. market has decreased from 2.7% to 2.3% in
the past year. (Alvarez, 2016) Over the next five
years the market growth is predicted to decrease
to 1.8% annually. (Alvarez, 2016).
42%
14%
18%
10%
9%
7%
Burgers Sandwiches
Ethnic Chicken
Pizza&Pasta Other
This decline in the rate of revenue growth is
due to many segments within the quick service
industry reaching a maximum saturation point.
2014 2015 2016 2017 2018 2019 2020
Global Fast Food Market, 2014-2020
Revenue (USD Billion)
Major Industry Competitors
The pizzeria market segment of the QSR
industry is responsible for creating and selling
many different types of pizzas that are topped
with ingredients ranging from meats to
vegetables. They create the pizza based on the
orders of the customers and then bake those
pizzas in conventional ovens. The top three
competitors within this market segment are
Pizza Hut, Domino’s and Little Caesars. The
next largest competitor is Domino’s with $7.9
billion in market value. Finally, Little Caesars
comes up in third place with a market value
of $6.7 billion. In 2015, sales revenue for the
pizzeria market segment was approximately
$38.5 billion and the revenue growth rate is
expected to increase by 3.7% by the year
2020 ( Statista #1).
Figure 4: Segmentation Pie Chart
Table 5: Global Revenue
2

Industry Analysis
Overall Industry Trends
Influential Industry Trend #1:
The quick service industry has seen an overall
trend of consumers switching to healthier,
more nutritious food options. Traditionally,
consumers view the menu at many quick
service restaurants to be very unhealthy due to
many of the food options being high in fat
content and low in nutritional value. As a
result, many households have decreased their
consumption of foods outside the home by
approximately 20% (Anderson-Maples, 2015).
Influential Industry Trend #2:
Disposable income is another contributing
factor to the overall slowing of the revenue
growth within the U.S market. As the economy
continues to improve, households are
beginning to see an increase in their disposable
incomes. There was about a four percent
increase in average disposable income in the
last year alone (Trading Economics, 2016).
When households are on a tight financial
budget they turn to low cost food options and
that is what is typically offered at quick service
restaurants. Now, with this increase in
disposable income, consumer spending is
turning towards higher quality food options
and away from the quick service industry.
As the desire to eat healthier continues to grow
many pizzerias are going to need to find new
ways to offer healthier food products. The
buying power of millennials can’t be ignored
forever, especially since this generation is
predicted to take up 30% of the overall
working class by the year 2020. However, the
real challenge will not just be offering
healthier products, but also finding new ways
to draw in customers with higher disposable
incomes. The average amount of disposable
income is expected to increase steadily over
the next five years. Therefore, customers are
going to find quick service restaurants less
appealing and go to more places that offer
higher quality food.
Predicted Industry Outlook
36,786.52 37,375.11 38,524.73 38,504.16
2012 2013 2014 2015
SalesinmillionU.S.dollars
Figure 6: Pizza industry revenue
3

Business Description
Mission Statement
The mission of PizzaPire is to maximize
efforts in providing fully customizable pizzas
through only the highest quality of naturally-
grown ingredients at a fraction of the time it
takes other pizzerias.
Vision Statement
The five-year vision of PizzaPire is to become
the benchmark for fast casual pizzerias
through the strict use of only organic
ingredients and exceptional customer service.
Goals
The overall goal of the company is to
establish a strong national presence in the fast
casual pizza industry.
Objectives
The short-term objective of PizzaPire is to
host a successful restaurant launch with a
consistent flow of customers, resulting in a
profitable first year of conducting business.
Long-term objectives include geographic
expansion into other cities and states, thereby
creating a proliferation of store locations
nationally, resulting in improved brand
recognition.
Pizzapire
Rule your hunger
Figure 7: Brand Logo
The name “PizzaPire” consists of two words:
”Pizza” and “Empire”. The tagline is “Rule
your hunger.”
Logo
Reasons for Starting the Business
Reasons for starting PizzaPire include having
a passion for pizza and healthy food. The
founders have a strong desire to provide only
the highest quality ingredients and create not
only a satisfying customer experience, but an
unforgettable one.
Target Market
PrimaryMilennials (ages 18-35) will be the
primary target market. The majority of
milennials say the ability to customize food is
important to them when considering what
restaurant to visit (Mintel, 2014).
Secondary: The secondary target market will
be the parents of the families who frequently
visit Crocker Park with high purchasing
power.
4
(Zelaya, 2015)

Product Offerings
Doughs Sauces, Toppings & More
Beverages
Three types of doughs will be offered on the
menu. They include high-rise, thin crust, and
gluten-free dough. The gluten-free option was
added to attract a growing segment of the
population that is either allergic to gluten or is
on a diet.
Offering fully customizable pizzas requires a
wide array of options for sauces, cheeses,
meats and other toppings. Cheese we offer
includes shredded mozzarella, feta, goat,
ricotta, gorgonzola, parmesan, and vegan.
Sauces offered will include red and cajun
tamoato, garlic pesto, buffalo, barbeque, and
an olive oil drizzle.
Meats such as pepperoni, sausage, grilled
chicken, steak, bacon, salami, ham, meatball
crumbles, and turkey are all options customers
may choose to be cooked into their pizza.
Other perishable produce customers may
choose from includes black olives, kalamata
olives, green & banana peppers, cucumbers,
mushrooms, tomatoes, fresh basil leaves,
spinach, onions and pineapples (See Appendix
I for our menu).
Pizzapire will utilize the Coca-Cola Freestyle
machine. This innovative soda fountain has
the ability to dispense more than 100 different
beverages from a single touch screen. The
Freestyle machine is available on lease for
$320/month (Pullen, 2012). It would be more
expensive than a standard soda fountain
machine but would attract more customers
because of the 100+ beverage options and it
would give Pizzapire LLC a modern
appearance. The decision to lease a Coca-
Cola Freestyle machine was made in the best
interest of the firm’s long-term future.
Figure 8:
Coca-Cola
freestyle
machine
Figure 9: Ingredients
5

Location
Crocker Park, Westlake, OH
Crocker Park is located in Westlake, Ohio with
a population of 32,743 as of 2013. The median
age is 38 and average household income is
$87,000. Crocker Park sees over 16 million
visitors per year. The surrounding trade area
has a total population of 1,082,948 and just
over 419,000 households (Crocker Park, 2015).
The map below shows the surrounding area of
Westlake.
Not including Crocker Park Phase III, which is
the $480 million expansion project, there is
500,000 square feet of residential space in 218
suites with an estimated 400 residents. The
grade-A residential real estate offered by
Crocker Park is in high demand and therefore
the residential space for Crocker Park Phase III
has already been leased and a waiting list
created. Crocker Park is easily accessible from
I-90 and I-480 both of which contribute to the
140,000 cars that pass through every day. The
main reason why Crocker Park was chosen was
to establish the business in a place that is fitting
to PizzaPire’s concept. Crocker Park pursues
customers who regard quality of life and
enjoyment highly, and PizzaPire provides high
quality and organic food to those customers.
Moreover, Crocker Park will be able to offer
high passenger flow volume.
With approximately 1.2 million square feet
of residential space, Crocker Park is a
developing commercial complex with high
potential (Neely, C., 2015).
Rent Information
PizzaPire will rent a 2,865 ft. space to
operate business, including an 1100 ft. open
kitchen. Figure 11 shows the specific
location of PizzaPire in Crocker Park.
According to the lease contract provided by
the Crocker Park leasing office, PizzaPire’s
rent fee will be $9,375 per month. The officer
claims the rental fees will increase 10 percent
in the 6th year of operation. however,
PizzaPire temporarily ignores this, as the
outlook of the business concept has been
capped at 5 years.
Figure 10: Site Location
Figure 11: Restaurant Location
Table 12: Population/Income
Figure 13: Crocker Park
6
Demographics 3 MI Radius 5 MI Radius 7MI Radius
Population 53,317 135,707 216,416
Households 21,629 55,840 90,986
Ave. HH Income 99,014 87,885 82,288

Restaurant Layout
Store Design
Employees
Exterior: The restaurant front will be made
from brick with an enlarged logo design
directly above the main entrance. Large
windows on both sides of the main entrance
will give the store transparency. Below the
windows will be mulch beds filled with plants
that are aesthetically pleasing.
Interior: The interior of the restaurant will
contain an open kitchen located at the center
of the restaurant, with the open-hearth oven
being the focal point. Surrounding it will
include all the pizza toppings so that
customers can freely walk around and choose
their desired toppings. The walls of the
restaurant will be painted white with various
forms of culinary artwork. Most forms of
decor will utilize Pizzapire’s theme colors: red,
black, and yellow to stimulate hunger. The
maximum capacity of the restaurant is 66
people.
The interior of the restaurant is designed to
create a modern, comfortable, and
mesmerizing atmosphere (See Appendix H
for Restaurant Layout). Contemporary music
will be played throughout the restaurant and a
unique aroma of zestful pizza ingredients will
fill the air.
Pizzapire employees are expected to create a
friendly, fun, and welcoming atmosphere.
They will wear black company t-shirts and
hats, khaki pants, and dress shoes to
demonstrate a professional appearance.
Per shift, there will be 6 front-line employees
and 1 shift manager working.
Figure 14: Storefront
Figure 15: Restaurant Interior
Figure 16:
Employees
7

Demand Forecast #1 (Primary Data)
Primary data was collected by directly calling
competitors within our industry and receiving
information from either a shift manager,
manager, or general manager. With over
twenty phone calls made to comparable
businesses, we successfully gathered what we
felt to be an adequate amount of primary data
of which we’re able to use for our first demand
forecast.
For the primary demand forecast, we chose
data gathered from four of the most similar
businesses to ours. Three of the four locations
are Pieology franchises from Lakewood,
Colorado, Portland, Oregon, and Raleigh,
North Carolina. The fourth is a Blaze Pizza
franchise located in Columbus, Ohio. These
locations were chosen based off of their
similarities to our business model, location,
demographics, and age.
The chart shows the calculations done to get
the weighted Pizzapire annual revenue. The
first step was multiplying the average number
of daily paying customers by the average
ticket price to get the average daily revenue.
That number was then multiplied by 340,
which is the average number of days pizza
restaurants are open each year, to get the
average annual revenue. That was then
multiplied by the given weight of similarity to
come up with the weighted Pizzapire
revenue.
The weighted Pizzapire revenues were then
added together to get the total weighted
Pizzapire revenue.
Lakewood had a weight similarity of 30%
based off the fact that they are located in a
similar location and provide to a comparable
market. The Blaze Pizza in Columbus (Easton)
was given a weight of 45%, because of its
extremely similar location, target market, and
daily traffic. The Pieology franchises in
Portland and Raleigh were given lower weights
due to their locations being much less optimal
than ours. However, they opened less than one
year ago.
8
Figure 17: Blaze Figure 18: Pieology
Table 19: Demand Forecast 1
Comparable
Market
Location
Ave.
Number of
Daily
Customer
Ave.
Number of
Daily Paying
Customers
Percentage
of Repeat
Customers
Average
Ticket Price
Average
Daily
Revenue
Average
Annual
Revenue
Weight of
Similarity
Weighted
Pizzapire
Revenue
Lakewood,
CO
275 200 20% $13 $2600 $884,000 25% $211,000
Columbus,
OH
260 210 60% $12 $2520 $856,800 45% $385,560
Portland,
OR
110 90 35% $10 $900 $306,000 10% $30,600
Raleigh, NC 175 150 55% $9 $1350 $459,000 20% $91,800
Pizzapire
Totals
220 174.5 45% $11.2 $2004.5 681,530 100% $728,960

Demand Forecast #2 (Secondary Data)
To be able to forecast the demand in sales
using secondary data, the first piece of
information that had to be found was the
daily foot traffic of Crocker Park. The next
step was to figure out what percentage of the
daily foot traffic that was likely to buy pizza,
which turned out to be approximately 3%.
From there, the projected market size was
calculated to be 1,200 people per day. After
that, the expected number of customers per
day was
calculated by dividing the market size by the
number of competitors, including our business
(five competitors). Therefore, the number of
daily customers turned out to be 240. Finally,
the last two steps dealt with calculating the
daily and yearly revenue using the average
ticket price of $11.20.
Daily Foot Traffic
Projected Market Size
(In Number of Customers)
Expected Number of Customers
per Day
Yearly Foot Traffic 16,078,539
40,000
40,000 X .03 = 1,200
1,200 / 5 = 240
Expected Daily Revenue
Expected Yearly Revenue
240 X 11.20 = 2,688
2,688 X 340 = 913,920
9

Marketing Plan
Marketing Strategy
The overall marketing strategy for PizzaPire
will revolve around spreading brand
awareness. Everything from social media,
website, magazine ads, Pandora, apparel, and
public events will be utilized by PizzaPire to
inform and attract as many customers as
possible. All ads will emphasize PizzaPire’s
name, logo, and color palette of red, black, and
yellow to establish brand identity. (See
Appendix D for Marketing Plan Pyramid).
Pandora
Social Media
Website
With over 78 million monthly visitors, Pandora
is the world’s largest music streaming service.
They offer more advanced targeting options
than traditional radio stations when it comes to
advertising. To attract PizzaPire’s target
market of millennials, the Pandora
advertisement will target men and women aged
18 to 34 who listen to rap/hip-hop, pop,
alternative, electronic, and indie music in the
Cleveland area for ten months after the grand
opening. Basic advertising packages start at
$1,500 per month and have an average CPM of
$5-$7 for visual and audio ads. Cost per milli
(CPM) refers to the amount to pay per
thousand views of an ad (Stickler, 2016). The
production budget for PizzaPire’s 30 second ad
will be $300-$1,000 for hiring voice talent,
copywriting, and sound editing. The Pandora
ad will be informative, upbeat, and enticing to
attract PizzaPire’s target market.
Social media is becoming a primary channel of
marketing for many firms. About 78% of the
U.S. population has a social media profile,
representing 185 million people. This number
is forecasted to exceed 200 million people by
2020 (Statista, 2016). PizzaPire will have it’s
own social media accounts on Facebook,
Twitter, and Instagram. Each account will
actively engage with friends, followers, and
fans in an informative and friendly manner.
They will post advertisements, culinary
photography, promotions, store events,
nutrition facts, and more on a daily basis.
Social media will be heavily relied upon to
communicate with the public in an entertaining
manner.
PizzaPire’s website is designed to provide the
public with additional company information. It
will include an “About Us” section, sample
menu, hours of operation, and contact
information. Customers will also have the
options of ordering their pizzas online through
the website. The domain of the website is
mthompson1094.wixsite.com/pizzapire. It is
designed to be simple yet aesthetically
pleasing to provide easy and enjoyable
navigation for customers (See Appendix L for
Website Layout).
Figure 21: Social Media
10

Apparel Public Relations
Free t-shirts and wristbands will be distributed
at our grand opening and will thereafter be sold
in-store for $10. They will contain the name
and fire logo of the business. The t-shirts and
wristbands will assist in promoting brand
awareness.
We plan to produce 1,000 t-shirts for the first
few months of operation at $5 each and sell
them at $10. Additionally, 2,000 wristbands
will be produced at .50 cents each and sold at
$1. The apparel will be put on display near the
cash register.
It is PizzaPire’s strongest desire to not only
provide delectable pizzas, but to encourage an
active and healthy lifestyle. Our restaurant’s
overall message corresponds to that of the
Cleveland Marathon which transpires every
May. The Rite Aid Cleveland Marathon attracts
more than 15,000 runners and over 30,000
spectators (Rite Aid, 2016). This event accepts
corporate sponsors and would allow PizzaPire
to communicate it’s message to the public
regarding the importance of health and
wellness. It costs $900 to open a 10x10 booth
at the Health & Fitness Expo of the event,
where pizza, t-shirts, wristbands, and other
products with PizzaPire’s name and logo will
be provided to spread awareness.
Marketing Plan
Crocker Park Magazine delivers all the best
that the park has to offer to an audience of
readers and consumers who have purchasing
power. A full-page advertisement in the
magazine costs $3,500. Crocker Park will
distribute 5,000 copies in the Crocker Park
area, reinforcing the brand and promoting
return visits. Additionally, PizzaPire’s
advertisement will be displayed in 36,000
copies of the Cleveland Magazine for the
March, May, August, and November 2017
issues since Crocker Park Magazine is a
supplement to it. This ad will reach a large
regional audience of affluent, ready-to-spend
consumers.
Crocker Park Magazine
Figure 22: Apparel
11
Figure 23: Ads

Music in the Park
Every weekend throughout the year Crocker
Park hosts musical artists to play live music for
an average audience of 1,500 people. They
accept corporate sponsors to run the events for
a minimum fee of $2,000. In return the
sponsors will be featured on Crocker Park’s
website and social media accounts, receive a
banner on the main stage of the concert, have
name and logo placed on back of theatre chairs,
receive street and sidewalk signage throughout
the park, etc. (Crocker Park, 2016).
Marketing Plan
Billboard
Crocker Park is easily accessible from
Interstate 90 and Interstate 480. Both of these
high-traffic highways contribute to the
140,000 cars that pass through Crocker Park
every day. PizzaPire will strategically place a
billboard advertisement at the intersection of
these two highways. The billboard will be 14
feet tall and 48 feet wide. It is available for
rent at $4,500 per month (OutdoorBillboard,
2016). It will be up for eight months after our
grand opening. The billboard will have a
white background with Pizzapire’s name and
logo located on the bottom right side (closest
side to the highway). It will contain the words,
“Have a good day! And a good pizza.” with an
image of a pizza below it. This billboard is
designed to be simple and easily read by
commuters. PizzaPire hopes it will send a
positive message to all who pass by.
12
Figure 24: Promotions Figure 25: Billboard Ad

Marketing Plan
Apparel, $6,000 ,
9%
Public Relation,
$900 , 1%
Music in the Park,
$2,000 , 3%
Crocker Park
Magazine, $3,500
, 6%
Pandora, $15,000
, 24%
Billboard, $36,000
, 57%
Annual Marcom Budget
MarCom Budget
PizzaPire’s MarCom budget will consist of billboards, Pandora, Crocker Park Magazine, Music in
the Park, and public relations. Advertisements on Pandora will run for five months before the grand
opening and five months after. The billboard will be up for eight months after the grand opening.
Although social media does not come with a cost, it will be heavily included in PizzaPire’s overall
marketing strategy. The total cost of the marketing communications budget in the first year of
operations is projected to be $63,400. This number is expected to fluctuate after year one due to
changes in PizzaPire’s sales and overall brand recognition.
Figure 26: Marketing Budget
13

Management Plan
PizzaPire has two organizational structure
charts for.. The initial one depicts the
structure of management as is, with one
single location. The long-term expansion
chart shows the organizational structure of
PizzaPire after extensive expansion has
taken place and more managerial
components are required. It is the long-
term goal for the organizational structure
of PizzaPire. (See Appendix R for more
information)
The chart to the left shows the company
hierarchial management structure. It does
not include a board of directors as it is not
currently required. The advisory board
consists of Copeland Associates.
Initial Organizational Structure
Per Shift: 1 Shift Manager
6 Front-Line Employees
Table 27:
Organizational
Structure
Table 28: Position Reqirements
Owner/CEO (1)
General Manager (1)
Shift-Manager (2)
Front-Line
Employees (1)
No required qualification or levels of expertise. The
owner of Pizzapire is a goal-driven individual with
an insatiable desire for success
Qualifications: Bachelor’s degree in Business.
Expertise: Ideally, this person will have prior
experience as a general manager/manager of a
restaurant
Qualifications: Bachelor’s degree in Business.
Expertise: Top-tire front-line employee worthy of
managing shifts
Qualifications: High school student/graduate
Expertise: None required
Position/Title Qualifications/Level of Expertise
Owner/CEO
General Manager
Shift Manager
Front-Line
Employees
14

Operational Plan
Human Resources
Operation hours
Processes For Monitoring Progress
Physical restaurant requirements
PizzaPire will not have an exclusive human
resource department for its initial start up, but in
the future, as discussed in the management plan,
expansion will include a human resources
department as well as more managers. Until
PizzaPire expands, interviewing as well as
hiring and firing will be handled by the general
manager. The front line managers and the
general manager will also deal with customer
relations such as handling discrepancies and
making sure that customers are satisfied with
our service.
Copeland Associates chose to mirror PizzaPire’s
hours of operation to comparable businesses.
Therefore, we will be open for business from
11:00am-1:00am Sunday through Wednesday.
The store will remain open one hour later
Thursdays-Saturdays in order to accommodate
customers who will be staying up later those
days. Crocker Park is home to a handful of top-
tier bars and PizzaPire will be able to capture
some of the late-night bar-goers who are
seeking food by staying open an hour later.
(See Appendix F for more information on
operation hours).
To make PizzaPire more competitive in the
market and cut the waiting for customers,
Pizzapire will have two ovens in the central
kitchen area, which will cost about $25,000.
Since PizzaPire provides customization options,
a cold food bar will be set around the central
kitchen. Moreover, according to the cost
demand for PizzaPire, the store will have a
maximum reception capacity of 90 seats
including two customer tables, four customer
tables, and six customer tables. Other main
physical facility requirements will include
kitchen supplies and dining hall supplies,
such as pizza knifes, pizza peels, serving
trays and pizza boxes. (See Appendix H will
provide restaurant details.)
PizzaPire will have two systems for
monitoring progress. The first process is to
monitor the progress of sales through the use
of IS technology. (See Appendix I for more
information on Vend).
The second method of monitoring the
progress of the restaurant and the employees
is through quarterly evaluations. Individual
employees will conduct self assessments to
evaluate their level of work, which will be
submitted to their direct supervisors by the
first friday of every quarter. Their direct
supervisor, or manager in this specific
example, will then complete individual
assessments on each employee he or she
oversees. All of the assessments will be
compiled and compared
15

Operational Plan
Supply Chain Management
PizzaPire will maintain a close and steady
relationship with their suppliers. The suppliers -
Azurestandard, Good Earth Farms, and Gordon
Food Services, will be frequently contacted to
ensure that PizzaPire stays stocked with all
necessary ingredients and toppings in order to
keep running out at a minimum. The system
that will be used to keep track of inventory will
be the Vend POS system. This system has a
very helpful feature that automatically places
an order when the company is running low on
suplies (See Appendix I for more information).
Shelf life of organics is shorter than
conventional foods due to the fact that farmers
can’t use chemicals when growing their crops
and the organics do not contain waxes and
preservatives (source), so naturally they spoil
quicker. The employees will need to sync the
system to make orders every week to keep up
with the short shelf life of the organic
ingredients. This will also ensure that the
ingredients will always be as fresh as possible.
PizzaPires’ method of delivery from suppliers
will be by truck, as well as air shipping.
Azurestandard and Good Earth Farms will need
to be contacted frequently due to the fact that
that the orders from them will take a little
longer to deliver. The flight from Oregon,
which is where Azurestandard is located, will
take approximately six and a half hours to reach
Cleveland and the flight from Wisconsin, the
location of Good Earth Farms, will take about
three and half hours will take about three and a
half hours to reach Cleveland (Google Maps).
Figure 29 depicts the percentage of resources
PizzaPire receives from each of the company’s
suppliers.
Figure 29:
Supply
Percentages
Implementation
To get started, PizzaPire plans on renting the
store space from Crocker park in the beginning
of February, 2017. Once the building has been
rented, the staff and employeess will begin to
shape the business’s appearance towards the
PizzaPire brand. In the beginning of April,
Copeland Associates plans on hiring the staff
and training them. This is expected to take
about two to three weeks. Once all of this is
done, the plan is to open up the PizzaPire
restaurant by the end of the first quarter, 2017.
47%
41%
12%
Suppliers
Azurestandard Good Earth Farms GFS
16

Vend POS system will be
our first choice within most
comprehensive functions,
and it is the most favorable system meeting our
needs . First, through Vend is simple to train
and use. With only few touches on the screen, a
employee can accomplish a check quickly. It is
also able to accept various payments including
mobile payments. Customers are welcome to
use Apple Pay or Google wallet in Pizzapire.
Secondly, through its analytics program, it is
possible to monitor and analyze sales, profits,
inventory management and employees
performance. Vend also provide the customized
report so that we are able to build Pizzapire’s
own report with the information expected to
get. Through integrating with QuickBooks
online, Vend system can make accounting
management easy and organized. Moreover,
Vend provided the
Information System
Requirement Vend
As a quick service restaurant, dealing with
checks from consumers paly a key role in
Pizzapire’s daily operation. Pizzapire pursue
providing fine customer experience with simple
and quick way. It only takes about 2 – 3
minutes to bake a high-quality pizza in our
restaurant. Therefore, accessibility and time-
saving will be our prime consideration in
choosing of POS systems. Since the
millennials will be one of our target market, the
potential POS system is supposed to support the
mobile payment function. Moreover,
multifunctional is the other consideration, and
we are looking for a information system with
multi functions probably including POS system,
inventory management, data analysis and
customer relationship management. Online
order and employee management is also
expected . However, Pizzapire expects lower
cost on building POS system as well. Please
see Appendix K for POS system options.
Touch Bistro Revel Square Vend
Accessibility and
time-saving
Mobile Payment
Inventory
Management
Accounting
Customer
Management
Costly $129/Month $99*/Month $2.75/ swipe
Initial Hardware
Cost
$1198 $775 $638 $897
Data Analysis
On-line Order
Employee
Management
$199/ Month
Table 1:Check box of POS
system
17

Information System
Website Design & Mobile APP Design
The main function of website is to show the
product presentation the value and culture
since Pizzapire will not provide deliver service.
The website will has a high connection with
Pizzapire’s social media, where we attempt to
built a online community for our customers.
The main objective of Pizzapire’s mobile App
is establishing, supporting mobile order, and
maintaining customers’ relationships. The App
with be supported by a professional software
developer, VenturePact. (Please see Appendix P:
Mobile App).
CRM system to Integrate customers’
information. Specifically, with that database,
Pizzapire can keep all information in one place
– whether they shop in store or online. This
information will contain customer’s name,
phone number, e-mail and address. If Pizzapire
launch the customer loyalty program, Vend can
help to record customers’ purchase history,
loyalty and balance, and will give discounts if it
is necessary. Last, Inventory management will
be well arranged under Vend’s inventory
management system. this system will be able to
monitor every input and output in connection
with the inventory by the barcode label.
Inventory control will be benefit in this system.
The information of stock on hand, low stock
and inventory level will be on time and
automatic generation, and when some stock is
lower than threshold, Vend will create the
stock orders quickly . Moreover, Vend
inventory management system will provide
inventory report to our manager in order to
increase the profits. The report will the
inventory history, inventory turnover and future
demand forecasting.
QuickBooks
Pizzapire’s accounting system will rely on the
QuickBook Online that is compatible with the
Vend POS system, because Pizzapire is a small
startup business and it is not necessary to use
professional accounting management software.
Quick Book Online accepts online order and
mobile payments as well, and it will
automatically provide the professional invoice
to customers. The other advantage of the
QuickBook Online is its financial reports, it will
automatically generate various financial reports
and get the tax payment ready. This accounting
system will cost $69/per month because we
choose the full service option.
Figure 21: CRM
Dashboard
With the Vend system and other method,
Pizzapire will collect and analysis various data
from our daily operation. these data will be
prepare for most parts of our stakeholders .
(Please see Appendix L for specific example of
dashboards).
Cost
Hardware:
Vend Standard Bundle $545.16
iPad Air 2 (X2) $798
Mobile App Development $5600
Total: $6943.16
Annual Expense:
Vend $2388
Quick Book $828
Total: $3216
18

Financial Plan
Pizzapire Sales Growth and Net Income
Projections
The projected sales estimates were derived from
numerous primary and secondary data sources.
Pizzapire’s growth rate of sales from year to
year include an 8% increase from year 1 to 2, a
12% increase from year 2 to 3, a 15% increase
from year 3 to 4, and a 17% increase from year
4 to 5. The increase in sales came with an
increase in net income. The net income for year
1 is expected to be $66,117 as PizzaPire begins
to have the name and brand more well known.
By year 5, net income is expected to be
$202,813 as the customer base establishes itself.
Capital Budgeting Analysis
After our initial investment of $200,000 needed
to start Pizzapire, we see positive cash inflows
in our first five years of operations. The
increasing cash flows thru year 5 give the
company the ability to spend more on
advertising and to invest in new opportunities
such as new business locations and having an
expanded menu. We calculated a net present
value of $651,693 with a horizon value of
$1,237,626 at the end of year 5. The required
rate of return was calculated to be 16.28%.
Table 2: Cash Flows
Year Free Cash Flows
1 $69,910
2 $90,006
3 $117,217
4 $142,794
5 $204,963
Figure 23: Significant Data
Net Present Value $651,693
Required Rate of
Return
Payback Period
16.28%
2.34
19
Upon completion of the primary and secondary
demand forecasts, Copeland Associates decided
to weight each of them. The weighting was
decided to be 60% primary forecast and 40%
secondary. This was due to what Copeland
Associates felt was the most accurate
representation of the data.
The primary demand forecast was given a
weight of 60%, because of the direct answers
given by managers of comparable businesses.
The businesses were chosen based off of similar
locations, demographics, target audience, etc..
The secondary demand forecast was given a
weight of 40%. This is due to the data being
retrieved from secondary, online sources of
Crocker Park and the surrounding areas.
Copeland Associates felt as though the
secondary demand forecast was accurate, but
the primary forecast was slighty more accurate,
therefore represented by the 20% gap in given
weights (See Appendix K and Financial Plan for
more information).
Weighted Demand Forecast

Conclusion
In Summation
After conducting extensive research on the quick service restaurant industry and the pizza sector
specifically, Copeland Associates have concluded that there is a significant opportunity for opening
up a business within it. Pizza remains a common purchase among customers within the industry.
Therefore, Copeland Associates have developed a business model for a pizzeria in great detail.
After the development of the business model, Copeland Associates assessed numerous markets of
which they concluded the location and success of the business is highly feasible. Upon mutual
agreement, they chose to place the business in Crocker Park, a high-class shopping and lifestyle
center in Westlake, Ohio.
Placing the business in Crocker park will allow it to successfully hit the desired target market. This
is mainly due to the immense amount of daily traffic Crocker Park sees and the high percentage of
that daily traffic being within the scope of the target market.
Throughout this report, PizzaPire LLC was proven to be not only feasible, but a successful business.
Everything from the location, target demographics, and all aspects of the business model was
strategically chosen to set PizzaPire up for sustainable success. The business concept and financial
projections demonstrate an excellent investment opportunity.
20

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Appendix A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S
Appendix A: Porter’s Five Forces
Bargaining Power of Consumers
Bargaining Power of Suppliers
Threat of New Entrants
Threat of Substitutes
Competitive Rivalry
Bargaining power of consumers in the
industry is high. Consumers have plenty of
different brands to choose from when
deciding where to get pizza. Price as well as
deals like coupons as well as loyalty
programs and combo deals, play a big role in
how consumers select the brand of pizza they
want. (Mintel)
Bargaining power of suppliers is moderate to
high due to the fact that there are more farms
that practice traditional farming rather than
organic methods. This gives suppliers of
organics the upper hand when negotiating a
purchase. Also, with Cleveland being a huge
urban area, traveling will be a factor when
buying supplies.
There is a moderate threat of new entrants in
the fast casual pizza industry. With this industry
being fairly new, the race is on to become
known as the premiere fast casual pizza
restaurant. Several top competitors exist within
the industry but none have been able to fully
establish themselves as the distinguished
industry leader thus far.
Pizza restaurants experience high level threat
of substitutes. External competitiveness from
grocery stores with hot food counters is
capturing the market of pizza restaurant with
cooked pizza (Brennan, 2016). Moreover,
supplier markets such as Walmart and Target
provide frozen pizza to customers, which will
be a threat for pizza restaurants as well.
According to Solomon (2015), the customer
can purchase the frozen pizza with lower price
in supper markets. Since the external
competitiveness of pizza industry is fierce, the
threat of substitutes is high as well.
There is a fierce completion existing in pizza
industry in U.S (Mintel, 2013). The threat of
rivalry is highly relevant with the quantity of
competitors in Pizza industry. According to
Brennan (2016), approximately 38,083
business has been this market with only 0.5%
growth from 2009-2014. Moreover, huge
number of pizza restaurant are selling similar
products, which will raise the intensity of
competitive rivalry. Pizza market is on the
mature stage of its life cycle.

Appendix B: PESTLE
Political
Economic
Environmental
Social
Technological
Legal
The government’s reach extends even to
certain aspects of the restaurant industry. They
impose corporate taxes and set several legal
standards for restaurants. With the restaurant
industry being extremely labor intensive,
employee rights and labor laws are the main
areas of focus. These include health care,
benefits, and minimum wage. Each state sets
it’s own minimum wage for restaurant
employees. Currently, Ohio has a minimum
wage of $8.10 per hour of labor (Ohio
Department of Commerce, 2016).
Still recovering from the Great Recession, the
U.S. economy is experiencing slow but stable
growth. This growth plays to the advantage of
the restaurant industry. Firms within the
industry are able to invest more in creative
marketing departments, expensive machinery
and technology, employee training programs,
and innovative menu experimentation.
Pizza restaurants have benefitted from
increasingly busy consumer lifestyles, heavy
workloads, and long working hours. These
social trends have significantly increased the
demand for fast food, particularly pizza.
However, the healthy food trend in today’s
society is a main challenge that most pizza
restaurants have to face. Several studies claim
that health consciousness has a sizable effect
on consumer choices, and many pizza
restaurants attempt to provide healthy menu
options to meet consumer demand (Alvarez,
2015).
Technology has a deep impact on the pizza
restaurant industry. The advancement of
technology has changed the business
processes of restaurants. It has opened the
doors for online and mobile ordering, pushing
firms to utilize online payment systems which
are growing in popularity. By the year 2020,
over half of all pizza restaurants will accept
mobile payments (Wagoner, 2015).
Additionally, social media has transformed
the marketing efforts of restaurants by
allowing them to instantly and directly
interact with their customers.
Restaurants in the food industry are required
by law to follow all standards of health and
food safety set by the Department of Health.
Instances of food safety issues pose a threat
to any food service retailer that serves natural
and organic food. Evidence of food-borne
illnesses could potentially decimate customer
perceptions of a restaurant’s image and often
results in lawsuits (Ohio Department of
Health, 2016).
Restaurants are discovering the value of carbon
footprint reduction and environmental
sustainability. Adoption of environmentally-
friendly business practices can improve
reputation and profit. Firms are attempting to
do this in store and through supply chain
management. Energy efficiency, waste
reduction, and recycling are several areas of
focus for firms (Tysiac, 2013).

Appendix C: Business Model
Key Partner
investors, suppliers, strategic
partnerships
Key Activity
Key Resources
Value Proposition
Customer Relationships
Customer Segment
Channel
Cost Structure
Revenue Streams
Providing pizza carry-out and sit-
down services.
Egg & Poultry Wholesaling, Dairy
Wholesaling, Fruit & Vegetable
Wholesaling, Soft Drink Wholesaling, in-
state farms, local farms
Kitchen Equipment: Oven, Mixer and prep
tables.
Our service provides complete customization
and a healthier alternative to traditional pizzas
by offering a wide variety of toppings sourced
from local organic farms. Customers can
create their pizza with multiple different
combinations.
Mixture of self service/personal assistance
Mass market, Pizzapire LLC is for everyone
Restaurant front
Profit, Purchases, Wages, Other Costs: rent,
utilities, depreciation, marketing, insurance
(Alvarez, 2015).
Profit: 7.6%, Wages: 32.4%, Purchase:
35.4%, Depreciation: 2.5%, Marketing:
4.7%, Rent & Utilities: 6.8%, Other: 10.6%.
(Average cost of whole industry, IBIS)
in-store sales

Appendix D: Marketing Plan Pyramid
Marketing Plan Pyramid
Essenc
eQuality ingredients for literally anyone.
Positioning
Pizzapire LLC is designed to be superior to other fast
casual pizza retailers because we offer organic and local
ingredients. We also cook the pizzas at a fraction of the
time it takes other restaurants with full satisfaction
guaranteed.
Personality
Dependable,
friendly, fun
Slogan
“Rule your hunger.”
Functional Benefits
Emotional Benefits
Superior quality ingredients
and fast servicing. I feel not only satisfied, but
invigorated.
Product Attributes
In-Store Attributes
Numerous options for meats,
cheeses, and toppings allowing for
full customization
Brick exterior, modern and simple
interior,
Competitive Context
Blaze Pizza,
Pieology, Local pizza
shops
Insight
In today’s society, customers are
becoming more health conscious and
are willing to pay a little more for
higher quality ingredients.
Target
Millennials
Middle Class

Appendix E: SWOT Analysis
STRENGTHS
● Quality of ingredients
● Rapid pizza making time
● Strong demand for pizza
● Healthier than most competitors
● Located near Cleveland State
University which as a total
enrollment of over 17,000 students
(CSU, 2016)
WEAKNESSES
● New to the industry
● Have not established ourselves yet
● Finding locally grown ingredients
can be challenging
OPPORTUNITIES
● There is an immature market for
fast casual pizza
● Large millennial population: 30%
of young millennials say that the
ability to customize food is
important to them when when
considering what restaurant to visit
● Restaurant expansion
THREATS
● Competition: Blaze, Pieology, local
pizzerias
● The pizza industry (not fast casual
pizza) has entered the mature stage
of its life cycle
● Food safety issues could decimate
customer perceptions of Pizzapire’s
devotion to providing quality
ingredients

Appendix F: STP Analysis
SEGMENTATION
● Age and Life Cycle: 25-44, 45-65, 25 and under, 65 and older (IBIS).
● Income: low income, middle income, high income families
● Life Style: college students, business people, families
TARGETING
● Age: 18-24, 25-44
● Income: middle class
● Life Style: college students, business people, families
POSITIONING
● Healthier option to meet middle class needs that continuously
demands healthy food
● Offer online and mobile ordering
● Modern fast casual environment

Appendix G: Work Schedule
Hours of Operation
Wages
Employee Schedule
Weekly Schedule Open Close Hours
Sunday 11:00 AM 1:00 AM 14
Monday 11:00 AM 1:00 AM 14
Tuesday 11:00 AM 1:00 AM 14
Wednesday 11:00 AM 1:00 AM 14
Thursday 11:00 AM 2:00 AM 15
Friday 11:00 AM 2:00 AM 15
Saturday 11:00 AM 2:00 AM 15
Position Wages/Hour
Manager (Full-time salary) $45,000
Shift Manager $10.25/hr.
8 Employees $8.10/hr.
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Manager
10AM-6 PM
Manager
OFF
Manager
10AM-6PM
Manager
10AM-6PM
Manager
10AM-6PM
Manager
10AM-6PM
Manager
10AM-6PM
Employee 1
10:30AM-6PM
Employee 5
10:30AM-6PM
Employee 1
10:30AM-6PM
Employee 5
10:30AM-6PM
Employee 1
10:30AM-6PM
Employee 5
10:30AM-6PM
Employee 1
10:30AM-6PM
Employee 2
3PM-10PM
Employee 6
10:30AM-6PM
Employee 2
3PM-10PM
Employee 6
3PM-10PM
Employee 2
3PM-10PM
Employee 6
3PM-10PM
Employee 2
3PM-10PM
Employee 3
6PM-1:30AM
Employee 7
6PM-1:30AM
Employee 3
6PM-1:30AM
Employee 7
6PM-1:30AM
Employee 3
6PM-1:30AM
Employee 7
6PM-1:30AM
Employee 3
6PM-1:30AM
Employee 4
6PM-1:30AM
Employee 8
6PM-1:30AM
Employee 4
6PM-1:30AM
Employee 8
6PM-1:30AM
Employee 4
6PM-1:30AM
Employee 8
6PM-1:30AM
Employee 4
6PM-1:30AM

Appendix H: Restaurant Layout

Appendix I: Menu

Appendix J: POS system
Revel
Revel will be our secondary
choice for POS system. It is built
upon the iPad, Mac or PC.
Comparing with other options,
Revel systems has most function besides the
POS system. Revel Integrates customers
relationship management, inventory manage
system and employee management, which cover
most area of operations in a small restaurant.
Furthermore, Revel POS system accepts
multiple payments including mobile payments
as well. However, from the standpoint
of Pizzapire’s operating, the disadvantage of
the Revel is obvious: even Revel has various
functions, its functions are not practical and
effective enough for us. For example, the main
function of Revel’s employee management is
checking employees’ attendance, which is not
able to meet our requirement.
Revel
Touch Bistro is one of our
reserved choose for POS
system. According to Angeles,
Touch Bistro POS systems is one of the most
cost-effective solution for small restaurant
(2016). This POS system can work with few
hardware including iPad, cash register and credit
card reader, which may reduce the initial cost.
and will charge $69 month fee. Its main features,
bill splitting and automatic pricing help to save
time on check. Moreover, Touch Bistro is able to
generate the operation report including sales
data, expense reports and other types of insights,
which will be helpful on management enhancing.
However, one of the weakness of Touch Bistro is
it is not a cloud based system, which means it
can be only accessed on one device (iPad).
Therefor if this device is broken or stolen, the
business will get trouble.
Square
Square is one of the most famous
emerging POS system. Meanwhile,
its cost is least among these four
POS system option. Making payments
with Square will be very simple. A whole
system can be built only with a iPad and chip
reader and receipt printer. However, Square can
only provide limited support on restaurants’
operations.

Appendix K: Dashboard
3.4
3.2 3 2.9
4
3.5 3.3 3
Q1 Q2 Q3 Q4
Average time taking in one check
In Store Order Online Order
2 1.2 3.5 4.5 4.6 6 5.1 5 5.1 4.6 5 5.1
20 21
22
24
28
31 30 30 31
28 30 31
Jan
Feb
Mar
Apr
May
Jun
July
Aug
Sept
Oct
Nov
Dec
Profits Sales
Passenger Flow by Time
Customer waiting time
Sale & Profit
Popular combination made by
customers
50
16
60
45 40
30
21
43
20
6
11am-2pm 2pm-5pm 5pm-8pm 8pm-11pm 11pm-2am
Weekend Week
36%
42%
38%
52%
Onion Beef Sausage
Chicken Red Chili
Pineapple Mushroom Ham
Photo Bacon
Vend PSO system is able to track every order
from the customer, and record the time
between creating order and finishing order
when customers get what they want. This
information will be shown quarterly for
managers in order to develop the business
process and cut customers’ waiting time.
Sales and profits are fundamental financial
data for a business. We can easily get these
information from our accounting management
system, Quick Book. Through study monthly
sales and profits data, we may evaluate the
performance and identify the potential crisis or
opportunity.
Studying the passenger flow will be helpful for
identifying what is the peak time. Vend POS
system can record and count customer number
by time, and we decide to separate the week’s
data and the weekend’s data, because
customers will have more time on weekends.
Vend online order system will automatically
record customers’ choice and summarize them
into a table showing above. Through that table,
we can find out what is the most popular
combination, which will deeply influence our
inventory purchase and special item making.
For Management
Dashboard > Management > Customer waiting time
Dashboard > Management > Passenger Flow
Dashboard > Management > Sale & Profit
Dashboard > Management > Popular combination made by
customers

Appendix K: Dashboard
Disappointed
Average
Satisfied
Q1 Q2 Q3 Q4
Disappointed Average Satisfied
Customer Satisfaction
4.3
2.5
3.5
4.5
2.4
4.4
1.8
2.8
2 2
3
5
Q1 Q2 Q3 Q4
Dough Vegetables Meat
Inventory Turnover
The inventory turnover data will be
collecting from the inventory management
system provided by Vend. We will classify
these data by dough, vegetables and meat in
order to how are they consumed
respectively. The inventory turnover
information will be shown to our suppliers
and let them know our quantity demanded.
Our mobile app will provide a rating system
our customers, so they can give the feed back
including 3 levels: satisfied, stay average or
disappointed. This feed back will be shown
to managers and employees in order to
enhance our service.
For Marking
12
25
35
16
12
Cleveland City Bay Village
Westlake North Olmsted
Other
Customer Distribution
Vend customer loyalty program will record the
address of our customers. Base on this address
information, we can get a pie chart about
proportion where our customers come from. with
this pie chart, we are able to find out which
districts should we focus on and put more
marketing budget on these districts.
4.3
2.5
3.5
4.5
Q1
Q2
Q3
Q4
ROA
63
95 116
185
year1 year2 year3 year4
Annual Net Income
The most important information for our investor
(future) is our profitability. Quarterly ROA and
annual net income reports will properly show our
profitability in short term and long term
respectively. This information will be accessible on
our accounting management system, QuickBook.
For Investor
Dashboard > Management > Rate/feedback from
customers Dashboard > Marketing > Customer Distribution
Dashboard > Management > Inventory turnover
Dashboard > Investor > ROA & Net Income

Appendix L: Financial Statement
Income Statement

Balance Sheet

Working Capital Budgeting

Loan Amortization Schedule

Appendix M: Website

Appendix N: Distance

Appendix O: Vision Identity

Appendix P: Social Media
Facebook
Twitter
Instagram

Appendix Q: Mobile App
Pizzapire will launch a Mobile App to our customers. the main
functions of this app is to support online order. customers will be
able to design and order pizza through few simple steps with this
app. the core payment system will be supported by Vend which
accepts Paypal and visa and MasterCards. through the records
what items customers ordered made by this app, it is easy to
summarize the most popular combination of pizza, and this
information will be shown on the dashboard. (please see
Appendix J: Dashboard )
This Mobile app will be developed by a by a professional
software developer, VenturePact, and the total cost is estimated as
$5600.
Pizzapire Mobile App

Want Differences？
Come to Pizzzapire to built your own pizza
Pizzzapire
(440) 871-5555
Crocker Park, 175 Market St,,
Westlake, Ohio, 44145
Appendix R: Magazine Advertising

Appendix R: Magazine Advertising
Appendix A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | S
Twitter Twitter
As shown above, the company is run by a
single individual, the Owner/CEO. As of right
now, there is no board of directors. The General
Manager will oversee all functions of the
business(es) within the given region and will
directly report to the CEO. The store manager
will oversee and manage all operations and
finances at his location. He will directly report
to the General Manager. The shift manager is a
top-performing front-line employees who
maintains all responsibilities of and works
directly with the front-line employees.
However, this employee is in charge of creating
and overseeing all employee scheduling. The
front-line employees consists primarily of
high-school students and graduates working an
entry-level position.
The long-term structure shows the ideal
organizational structure of PizzaPire once we
have expanded into other cities and
geographical areas, therefore requiring a
greater management team.

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