Strategic Management Plan PDF final

ViewS
Strategic Management Report
By - Seralyn Fields, Erika Dulberg, Paula Kreider, Irene Ouyang, Henry Semonsen 
WINTER 2016 VIEWS - 1

ViewS 1
Strategic Management Report 1
Executive Summary: 3
Who Are We? 4
Organizational Hierarchy: 5
Position Descriptions: 6
Our Vision: 7
Our Mission: 7
Core Values: 7
Environmental Scan: PEST 8
Internal Scan: SWOT 12
Description of Strengths and Weaknesses: 13
Description of Opportunities and Threats: 16
Goals and Objectives: 19
Implementation Plan: 20
Appendix A: Gantt Chart 24
Appendix D: Meeting Minutes 26
Interview Transcripts: David, Bliss Cafe 30
Interview Transcripts: Debi Thomas, Thomas Hill Organics Restaurant 32
Interview Transcripts: Shalyn Klauer, Employee of Natural Cafe 33
References 34

Executive Summary:
ViewS is a privately owned restaurant that is located on a lakefront property in
Carnelian Bay in Lake Tahoe, California. Our restaurant is dedicated to providing locals and
tourists with a unique dining experience that is focused around wholesome menu options
while guests enjoy the beautiful view. Our mission is to provide food that fuels and energizes
without compromising ﬂavor, taste or satisfaction. The following report provides a detail
orientated scan of the internal and external factors that may impact our organization. We
conducted a PEST analysis in November, 2016. Shortly after, a SWOT analysis was also
preformed. Following this, we focused on determining goals and objectives that are in line
with our mission and values. To outline our report, below are a few key ﬁndings from our
analyses and high priority goals that we intend to implement in the development of ViewS.
One of our greatest strengths is that we are the only organic, locally sourced, lakefront
Tahoe restaurant. We have a good understanding of the demands and needs of our customers
which guide us to believe that ViewS will be successful in this location. In order to gain
recognition, one of our goals is to become an award winning new Tahoe restaurant. An
objective of this goal is to create unique seasonal menus that highlight our chefs and local
food.
An opportunity we will be exploring is the possibility of expansion. If ViewS is a
success and earns considerable revenue, expanding the restaurant into a franchise is a likely
option for ViewS moving forward. The concept of an all organic, locally sourced restaurant
can be applied almost anywhere. In order to remain true to the ViewS namesake, we would
only open restaurants at scenic locations that provide guests with breathtaking landscapes
they have come to expect at our restaurants. Some ideas for possible locations include a

restaurant on the California coast with a view of the ocean, or even the stunning Sierra
Nevada mountains. The sky's the limit for new ViewS locations, and we look forward to
having the opportunity to expand.
ViewS biggest worry is a possible threat of resource shortage. If any of the local,
organic, seasonal food goes into a shortage, it would hinder ViewS business because it makes
us less reliable. Customers are used to seeing basic food items on menus, such as natural
greens, seasonal fruits, baked goods, etc. If we do not have these items, we could lose
business. We plan to start with a staple menu of items that are readily available year round.
Then we can add seasonal items if we want to spice the menu up. Doing this will help us to
avoid any shortage of menu items.
Who Are We?
We are a commercial private enterprise located in Carnelian Bay, Tahoe at the
Waterman’s Landing beach. We are a cafe by day and bar by night. During the day we serve
specialty coffees, teas and smoothies, as well as sandwiches, salads, seasonal soups and
pastries. All of our food is locally sourced and we do our best to buy things that are in season
and sustainable. Our menu items are made in house, to order, with fresh and natural
ingredients. We use only cage free eggs, natural meats, organic tofu, and all fresh fruits and
veggies for our homemade juices. We also use organic, locally roasted coffee. At night, we
turn the cafe into a lively wine bar promoting guests to enjoy each other's company over a
glass of California Pinot. We strive to create an environment where guests can enjoy the
beautiful views of Tahoe while sipping on one of our craft beverages and nibbling on local
eats. When we chose to open ViewS, we thought no better place than Tahoe with its pure
mountain air and tranquil mountain and lake scenery. We are also very aware of our
environmental impact. Our cafe has solar panels, we offer only recyclable to-go containers,
we compost all left-over food, and all of our lights on our property are LED certiﬁed.

Organizational Hierarchy:
 
CEO/OWNER
Henry
Semonsen
Director of
Catering &
Events
Irene Ouyang
Marketing/
Sales Manager
Erika Dulberg
Food and
Beverage
Manager
Paula Kreider
Head Chef
Seralyn Fields
Sous
Chef
Waiters
Advertisement
/Visual Chair
Community
Outreach
Liaison

Position Descriptions:
The owner/CEO of ViewS is the original founder and buyer of the property.
He is the overall manager of the organization and oversees most
administrative aspects of the business including ﬁnances, client relations,
human resources and policies.
The director of catering and events oversees all of our special events and
large scale catering contracts. This includes maintaining customer relations,
scheduling and requesting food orders for the events.
The sales and marketing manager is ultimately responsible for creating and
implementing the marketing plan. She will build relationships with local
businesses, make proposals and establish new and creative ways to promote
ViewS.
The food and beverage manager monitors cost and quality of all food
delivered to ViewS. They are responsible for daily audits, inventory, placing
orders with vendors, balancing the restaurant checkbook and organizing and
rotating products.
The head chef oversees all kitchen operations. They will create different and
seasonal menus and make sure that all items are prepared to perfection. The
chef is also responsible for maintaining kitchen cleanliness that adheres to
code and training kitchen staff.
CEO/OWNER
DIRECTOR
OF
CATERING
AND EVENTS
SALES AND
MARKETING
MANAGER
FOOD AND
BEVERAGE
MANAGER
HEAD CHEF

Our Vision:
ViewS will redeﬁne what it means to connect with others and eat wholesomely.
Our Mission:
ViewS aims to create and share delicious, wholesome food that fuels and energizes without
compromising ﬂavor, taste or satisfaction. Our menu features locally-sourced organic
ingredients in their most natural form made 100% by us daily. Not only do we deliver hearty,
nutritious meals but with every decision we make we are conscious and aware of our
environmental impact and make every effort to do our part in positively contributing to a
sustainable world.
Core Values:
Respect Diversity Positivity and
Innovation
Quality food
and drink
Customer
Service
Community Sustainability

Environmental Scan: PEST
ViewS is committed to maintaining the food and safety laws that are
contracted by the City of Tahoe and put forth by larger government
entities. There are several political factors to consider because locals are
hesitant to accept another tourism spot. We do not want the situation to
escalate and turn into a heated political argument. We are aware of the situation and are
conﬁdent in our acceptance and support of locals because of our willingness to comply with
the regulations and outlines that have already been set in place by both the California
government and Placer County.
We want to ensure the success of ViewS and support from the local community.
To do this, we will be strict in following rules and regulations that are already in place for
restaurants like ours. Because we will have hired employees that will be in charge of serving
and handling food and drink, they will go through extensive training to be in compliance
with California Retail Food Code 113947, Article Two. In addition, and in accordance with
California State Law, all food handlers will be required to obtain a California Food Handler
Card. This card will be valid for three years after the passed exam. Since we are also planning
on selling alcoholic beverages, a permit will be obtained in Placer County. Debi Thomas,
owner of Thomas Hill Restaurant, and David, owner of Bliss Cafe, both agreed that obtaining
permits and regulations needed to open a small business in the food industry is relatively
simple. In addition, having a community that supports your mission is always helpful.
These strict food regulations will be positive in long run because we will be able
to gain the community's trust and be ready to open with all of the necessary permits and in
accordance to county codes. We will also need to be aware of California water use codes and
electricity regulations. Because our restaurant is focused on local and organic food, we are
dependent on environmental factors. For instance, if there is a drought this may impact the
growth of produce and production of crops. This could increase our bottom line and cause
deﬁcits in our budget.
Political

The current population of the entire Lake County’s is about 21,706 people,
a 1.4% increase from 2010 (Population, n.d.). We plan to capitalize on this
relatively large amount of permanent residents. In addition to the
permanent residents, the economy is centered around a constant and
steady influx of tourists year-round. Around 45% of current visitors of
North Lake Tahoe come from the Bay Area, 8% are international and tourism is concentrated
on weekends and peak holiday periods (2015 North, 2015, p. 6). Annually, visitors spend
around $500 million in North Lake Tahoe. Over 60% of employment and 51% of all earnings
can be attributed to tourism.
Lake Tahoe was named the number one ski destination by Rand Mcnally, and number
one travel destination with TripAdvisor (Official, n.d.). This national ranking displayed on
the Visit Lake Tahoe website will enhance it’s attractiveness as a tourist destination, bringing
in more tourists from all around the world to enjoy the beautiful setting of Lake Tahoe. The
surrounding Sierra Nevada mountains provide excellent skiing in the winter and the lake
itself is a draw for tourism in the summer; “With 12 downhill resorts and 7 cross country
resorts; North Lake Tahoe has plenty of ski options to choose from” (“Top 5,” 2016). It is still
important to take into consideration seasonality and how it could affect our business. As a
lakefront restaurant we would receive the most business during warmer summer months. To
combat this, we plan to utilize patio heaters so that customers can enjoy the snowy view,
while still staying warm as they they enjoy a glass of wine and tapas.
Additionally, real estate, recreation, retail, government, service-industry, restaurants
and construction provide a good number of jobs for local residents. In the restaurant industry
the cost of capital is important to keep in my mind, as the rate of interest is directly
proportional to this number. It is also important to realize that the rate of inflation is what
determines the rate of remuneration for employees and directly affects the price of the
restaurant's offerings. The strong correlation between the inflation rate and wages/prices is
very important in this industry as well. Current economic trends show Lake Tahoe as a
prospering and growing tourism destination and this is a good indicator of sustainability and
profitability of Views.
Economic

The eating habits of people that come to our location will greatly affect our
business plan. According to Esri Tapestry, the largest marketing segment in
the Lake Tahoe area is Emerald City at 18%. Esri Tapestry reports that,
“These people are young well educated professionals that research products
carefully before making a purchase. Many embrace the “foodie” culture and enjoy cooking
adventurous meals using local and organic foods. They buy natural, green and
environmentally friendly products. They are also very conscious of nutrition and buy and eat
organic foods” (Esri Tapestry, 2016). David, owner of Bliss Cafe, agrees that the target
demographic is those who are sustainably aware and who want to spend their money on
local, organic food. The current revolution in local, organic eating that is sweeping the nation
continues to inﬂuence consumers restaurant choices, people are becoming increasingly
invested in their health and being more conscious about what they eat—especially in
California (Gadling, 2010). David also mentioned that he has been able to witness his
business grow as the trend of sustainable eating becomes more main streamed by people like
Beyonce and Jay Z.
Many people ﬁnd a lot of comfort in knowing their food was grown locally and
appreciate the availability of fresh organic fruits and vegetables. In regards to social and
environmental concerns, there has been increased acceptance in regards to supporting local
businesses and the idea of less transportation, handling, refrigeration and time in storage,
making these practices particularly appealing to locals. Debi, proprietor of Thomas Hill
Organics, agreed saying, “This trend has been going on for several years, we started the
restaurant eight years ago, once our 10 acre organic farm was mature. I do believe [the
organic food trend] will continue and that more groups of people will demand local and
organic food”.
We feel that our food offerings mesh well with the healthy eating culture that is
prevalent in the area we serve. Also, because there are many tourists that come to the Lake
Tahoe area for vacation, we can safely assume that they have enough of a disposable income
to eat out. Our main marketing focus will be to promote ourselves as an organic restaurant
so that we are able to capitalize on this trend. We also want to promote ourselves where we
know our target demographic might go. This would include farmers markets, other local
organic restaurants, and wholesome grocery stores.
Social

Being in a somewhat rural location, we need to make sure our
technological infrastructure is running smoothly in order for the
smoothest production and distribution of logistics to occur. This
would result in reduced waste and lower costs for the business as a
whole. Views will explore new innovative technology especially technologies that offer
companies a new way to communicate with consumers for example, social media, and
customer relationship management. Effective use of technology can be used for better
marketing and communication throughout the business as a whole. Debi Thomas, proprietor
of Thomas Hill Restaurant, mentioned that the most used marketing techniques included
Facebook, Instagram, SnapChat, Emma, and magazine features. We plan to use North Lake
Tahoe’s restaurant search engine feature to maximize exposure. Technological tools like
google analytics can be used to track our customer base and expand in new ways based on
what will suit our target market.
Another technological consideration is within the kitchen in the actual transportation of
goods and preparation and cooking of foods. Advancements in technology could streamline
these processes making simple tasks much quicker to perform. An example of this would be
that we would like to incorporate a dual preforming oven. An oven like this, such as the
Samsung Slide-In Induction Chef Collection Range + Flex- Duo Oven, is able to cook two
dishes at two completely different temperatures. We also plan to utilize powerful industrial
dishwashers to avoid having to hire another kitchen worker. All of these products would
help our business grow and proﬁt.
As for accounting, we plan to outsource all our bookkeeping. We are not prepared to do
our own accounting, at this point. It would be our goal once our business is ﬂourishing, to
bring on a full time accountant. We plan to pay most of our managers on salary based scales
and our waiters and waitresses hourly. We will start them at the minimum wage and their
pay will increase by $0.50 every six months that they are with us to keep them incentivized to
stay with our company.
As for our Point of Sale (POS) system, we plan to start by utilizing Square and Apple
Pay to maximize convenience for us and our customers. We will evaluate how this works for
us after six months and see if we need to change our POS.
Technological

Internal Scan: SWOT
Strengths:
• Location
• Support local produce and
food suppliers
• Attracts wide range of
customers
• Menu variety due to changing
of seasons
• No other organic restaurants
on the lakefront in Tahoe
Weaknesses:
• Limited access to ingredients
• Relies on tourism
• Dependent on target
audience
Opportunities:
• Able to rent out space for
private events
• Growing trends and desire for
organic and local food
• Putting money back into the
local economy
• Possibility to expand
Threats:
• Competition with other
restaurants
• Local resistance
• Resource shortage
• Permits and regulations

Description of Strengths and
Weaknesses:
Location:
Our waterfront location is extremely desirable for all residents
and tourists. Tahoe continues to be a top tourism destination in
the summer and winter because of their access to mountain
skiing and lake activities.
Support local produce and food suppliers:
ViewS is committed to buying our food from local vendors and
suppliers. We hope to maintain low wholesale prices and
continue a positive relationship with vendors that is mutually
beneﬁcial.
Attract wide range of customers:
Our business is very appealing to a wide range of customers.
From family Sunday morning brunches, or Friday night
romantic date nights, ViewS is the place to be. With our wide
appeal, we plan to bring in more customers looking for a
variety of experiences.
Menu variety due to changing seasons:
ViewS depends on the changing seasons to provide different
produce and food for their menu. Because of this, menus will
switch with each season and visitors will get a new and
exciting experience each season they come visit us.
No other organic restaurants on the lakefront of Tahoe:
ViewS is a leading supplier of local and organic food at a
beautiful restaurant location in Lake Tahoe. Our waterfront
property is highly desirable and will set us apart from similar
restaurants.
STRENGTHS

Limited access to ingredients:
Our restaurant relies on local and organic ingredients, because
of this we are dependent on the production of local products
and food. This gives us access to limited ingredients and only
things that are currently in season.
Relies on Tourism:
Most of our business is dependent on the tourists that support
the economy of Tahoe. In past years, where there has been little
snow fall, tourists numbers have dropped dramatically. This
could cause us to have a bad year ﬁnically and lose valuable
business.
Dependent on Target Audience:
Our restaurant has to appeal to both families and young
couples. ViewS should attract an array of customers, both of
which are necessary to the performance and growth of ViewS.
Our strengths are scored on a 1-5 scale with 1 being similar to our competitors and 5 being
stronger than our competitors; multiplied by a score on a 1-5 scale on the impact on
organization with 1 being very low impact and 5 being very high.
The average score for strengths was 17.4. The highest score we achieved in this category was
a 25 for being the only organic restaurant on the Tahoe lakefront. The unique nature of our
restaurant is what will set us apart from our competitors as we take advantage of the
Strengths Level vs. Local
Competitors
Impact on Organization Score
Location 4 4 16
Support of Local Produce
and Food Suppliers
4 5 20
Attract Wide Range of
Customers
2 3 6
Menu Variety Due to
Changing Seasons
5 4 20
No Other Organic
Restaurants on the
Lakefront of Tahoe
5 5 25
WEAKNESSES

growing trend of people desiring more wholesome food. The lowest score was a 6 for
attracting wide range of customers. Tahoe businesses rely on a large demographic of
customers, because of this we are very similar to our competitors. If ViewS doesn’t attract a
large range of customers, this isn’t a big problem as long as we capitalize on our target
demographic.
Our weaknesses are scored on a 1-5 scale with 1 being similar to our competitors and 5 being
weaker than our competitors; multiplied by a score on a 1-5 scale on the impact on
Our average score for weaknesses was an 8.33. The highest score was a 12 for limited
ingredients. Views buys organic, locally sourced food. We are very reliant on the weather and
seasons because our menu items vary by season based on what is available. This gave us a
weaker score than our competitors because there are little to no other restaurants that solely
rely on seasonally grown food in the Tahoe area. The impact that this could have on our cafe
is very high. The lowest score was a 5 for relying on tourism. Tahoe is a popular tourist
destination during the summer and winter. Most businesses in Tahoe have down seasons and
because of that, we scored very similarly to our local competitors. This also has a very high
impact on our business because we could lose a lot of money if tourists aren’t coming to our
cafe.
Weaknesses Level vs. Local
Competitors
Limited Access to
Ingredients
3 4 12
Relies on Tourism 1 5 5
Dependent on Target
Audience
2 4 8

Description of Opportunities and
Threats:
Able to Rent Out Space for Events:
Our restaurant is able to rent out space for meetings, weddings
or private dinners. This allows us to increase sales from events
and private dinners which some restaurants are unable to do.
Tahoe is a large wedding destination so we expect this to be a
large revenue producer for us.
Growing Trends and Desire for Organic Food:
As Americans become more aware of health concerns and
desire healthier options, there is more of an interest in
restaurants that can offer local and health conscious items.
Putting Money Back into Local Economy:
Since we are purchasing all of our food from local farmers and
food producers, we are looking to get to know our community
members and create a mutually beneﬁcial relationship.
Possibility to expand:
While we are starting at one location, we hope to grow as we
gain loyal customers. This can eventually grow our bottom line
tremendously and increase the number of employees we are
able to hire.
OPPORTUNITIES

Competition with Other Restaurants:
There are multiple other restaurants on the lakefront of Tahoe.
These restaurants are also more established and already have a
customer base.
Local Resistance:
There might be local resistance to adding another “tourist”
destination to the lake. This could impact our ability to move in
a timely matter and get necessary permits.
Resource Shortages:
Since our restaurant pulls the majority of our food from local
vendors, if there is a drought or other unforeseen event, this
could majorly impact our menu and food supply.
Permits and Regulations:
There are multiple permits that are required with starting a
restaurant. We need to remain in line with all regulations and
obtain permits to serve alcohol and food.
Oppurtunites Level vs. Local
Competitors
Imact on Organization Score
Able to Rent Out Space
for Events
1 4 4
Growing Trends and
Desire for Organic Foods
2 4 8
Putting Money Back into
Local Economy
2 4 8
Possibility to expand 3 4 12
THREATS

Our opportunities are scored on a 1-5 scale with 1 being similar to our competitors and 5
being weaker than our competitors; multiplied by a score on a 1-5 scale on the impact on
The average score for opportunities was 8.0. Our highest score was a 12 for possibility to
expand. Because ViewS is a new company, we are not ready to expand whereas more
established restaurants may have a greater possibility to expand. If we were to expand, it
would have a large positive impact on our organization. The lowest score in this category
was a 4 for ability to rent out space for private events. We have the ability to rent out
private space for events and this is a huge revenue booster. If we didn’t have this
opportunity, the impact would be very high on our organization.
Our threats are scored on a 1-5 scale against our competitors based on probability of
occurrence with 1 being unlikely to occur and 5 being likely to occur; multiplied by a score
on a 1-5 scale on the impact on organization with 1 being very low impact and 5 being
very high.
Our average score for threats was 12.25. The highest score was a 20 for resource shortage.
If any of the local, organic, seasonal food goes into a shortage, it would greatly impact
ViewS business. The menu items would have to be changed and we would have to ﬁnd
other sources of food as soon as possible. This could affect our customers who are used to
our speciﬁc food items and we could lose business. The lowest scoring threat was an 8 for
permits and regulations. We predict that we will be able to get the right permits and
regulations to open ViewS. However, if we did not get these permits and regulations then
it would have a high impact on our restaurant.
Treats Level vs. Local
Competitors
Competition with Other
Restaurants
3 4 12
Local Resistance 3 3 9
Resource Shortages 4 5 20
Permits and Regulations 2 4 8

Goals and Objectives:
The following goals and objectives have been designed to help uphold our mission, vision
and values. We have created deadlines and assigned team members to certain goals and
objectives so that we can ensure they are completed.
GOAL 1: Generate positive relationships with local food vendors and suppliers
• Objective 1: Contact ten local vendors and introduce ViewS by January 2017.
• Objective 2: Email same ten vendors with follow up emails two weeks after meeting.
• Objective 3: Work out contract by February 2017 with vendors to keep our costs low
while ensuring that vendors are also profiting.
GOAL 2: Create marketing plan to implement by February 2017
• Objective 1: Outline advertising and marketing efforts in Gantt chart form by
December 2016.
• Objective 2: Set up booth at local farmers market to promote opening of views by
February 2017.
• Objective 3: Create financial projections through end of fiscal year 2018 by January
2017.
GOAL 3: Gain local community support
• Objective 1: Attend town hall meeting to discuss opening of ViewS with locals by
February 2017.
• Objective 2: Create a local correspondent position that facilitates all community
relationships by February 2017.
• Objective 3: Create mail cards for locals that offer a free glass of wine or beer on their
first visit to ViewS by December 2016.
GOAL 4: Become an award winning new Tahoe restaurant by January 2018
• Objective 1: Create four unique and wholesome seasonal menus that highlight our
excellent chefs and local food by December 2017.
• Objective 2: Provide outstanding service and event coordination at all times.
• Objective 3: Encourage guests as of November 2017 to vote for us in Blue Ribbon
Tahoe awards as Best New Restaurant.

Implementation Plan:
Goal 1: Generate positive realtionships with local food vendors & suppliers
Objective # Action Owner Start Date Deadline Priority Status Comments
1 Contact ten
local
vendors
and
introduce
ViewS.
Seralyn
Fields
1/1/17 1/1/17 High On-going None
2 Email same
ten vendors
with follow
up emails
two weeks
after
meeting
Seralyn
Fields
3 Work out
contract by
February
2017 with
vendors to
keep our
costs low
while
ensuring
that
vendors are
also
proﬁting.
Paula
Kreider

Goal 2: Create marketing plan to implement by January 2017
1 Outline
advertising
and
marketing
efforts in
Gantt Chart
Erika
Dulberg
12/1/16 12/10/16 High Pending None
2 Set up
booth at
local
farmers
market to
promote
opening of
ViewS
Erika
Dulberg
1/1/16 2/1/17 Medium On-going None
3 Create
ﬁnancial
projections
through
end of ﬁscal
year 2018.
Erika
Dulberg
12/1/16 1/1/17 High Pending None

Goal 3: Gain local community support
1 Attend town
hall
meeting to
discuss
opening of
ViewS with
locals.
Henry
Semonson
2/12/17 2/12/17 Medium On-going None
2 Create a
local
correspond
ent position
that
facilitates
all
community
relationship
s.
Henry
Semonson
12/15/16 2/1/17 High On-going Post job
inquiry on
LinkedIn
3 Create mail
cards for
locals that
offer a free
glass of
wine or
beer on
their ﬁrst
visit to
ViewS.
Henry
Semonson
12/1/2106 1/1/17 Low Pending Mail out in
March
2017.

Goal 4: Become an award winning new Tahoe restaurant by January 2018
1 Create four
unique and
seasonal
menus that
highlight
our
excellent
chefs and
local food.
Seralyn
Fields
12/1/16 12/1/17 High Pending Menus are
subject to
change.
2 Provide
outstanding
service and
event
coordinatio
n at all
times.
Irene
Ouyang
Opening
Day
None High On-going
3 Encourage
guests to
vote for us
in Blue
Ribbon
Tahoe
Awards as
best new
restaurant.
Erika
Dulberg
11/1/17 12/31/17 Medium On-going

Appendix A: Gantt Chart
Task October
10-22, 2016
October
23-29
October 30-
November 5
November
6th-12th
November
13th-19th
November
20th - 26th
November
27th-
December 6th
Create group and
organization
Address
opportunities
Timeline
Assign Positions
Mission
Vision
Values
Submit steps 1-3
Task

Preform PEST
Preform SWOT
Conduct
Interviews
Submit Step 4
Create goals and
objectives
Create
Implementation
Plan
Create TOC
Write Executive
Summary
Format into ﬁnal
report
October
10-22, 2016
October
23-29
October 30-
November 5
November
6th-12th
November
13th-19th
November
20th - 26th
November
27th-
December 6th
Task

Appendix D: Meeting Minutes
Meeting # 1 Minutes: October 17th, 2016
I. Meeting was called to order by Erika at 12:55pm
II. Attendance: Erika, Seralyn, Henry, Paula, Irene
III. Brainstorm
- Organization
- Decide on business
- Name business
- Determine location
- Discuss the purpose and reasoning behind opening the business
- Discuss vision and mission for business
- Roles
- Discuss possible roles
- Assign roles based on experiences, interests and skills
IV. Announcements
- None
V. Assignments
- Irene and Paula, Finish Gantt Chart
- Henry- Finish opportunities
- Seralyn - Set up communication for next meeting
- Erika - none
VI. Next meeting: TBD
VII. Motion to adjourn was made by Erika at 1:46pm and was approved unanimously.
 

Meeting # 2 Minutes: October 31st, 2016
III. Agenda
- Develop Mission Statement
- Brainstorm
- Develop Vision
- Develop Values
- Discuss updates on Gantt Chart
IV. Announcements
- PEST and SWOT due 11/28/16
V. Assignments
- Paula - Finish Gantt Chart
VI. Next meeting: 11/16/16 at 2:00pm
VII. Motion to adjourn was made by Seralyn at 2:47pm and was approved unanimously.

Meeting # 3 Minutes: November 16th, 2016
III. Agenda
- Discuss dropping bar component
- Focus on being local and organic
- Discuss project and assess how to proceed
- Determine who is responsible for each part of PEST and SWOT
- Discuss APA format
IV. Announcements
- Due date for Step 4 is November 28th, 2016
V. Assignments
- Seralyn: Descriptions and format, P in PEST
- Henry: Twist on SWOT
- Erika: Twist on SWOT
- Irene: Conduct Interviews
-Paula: EST in PEST
VI. Next meeting: 11/28/16 at 4:00pm
VII. Motion to adjourn was made by Henry at 3:06pm and was approved unanimously.

Meeting # 4 Minutes: November 28th, 2016
III. Agenda:
- Goals and objective
- Implementation Plan
- Finish up any loose ends on steps 3-4
- Finalize formating
IV. Announcements
- Agree to turn in ﬁnal project on December 7th
- Executive Summary needs to be written
- Conduct interviews
- Powerpoint/Presentation
- All further communication will be over text/email
V. Assignments
- Seralyn: Team up with Erika to do Bliss Cafe Interview, Executive Summary,
PowerPoint
- Erika: Go with Seralyn to Bliss interview, Executive Summary, PowerPoint
- Irene: Conduct two interviews with Henry and Paula
- Paula: Conduct two interviews with Henry and Irene
- Henry: Conduct two interviews with Paula and Irene
VI. Next meeting: None
VII. Motion to adjourn was made by Erika at 7:32pm and was approved unanimously.

Interview Transcripts: David, Bliss
Cafe
What is your primary target demographic and was that established before you opened Bliss
Cafe?
- We found out our demographic later down the road. We started by thinking that
everyone was our demographic, it doesn't matter. But we have learned that our demographic
is more education, conscious people that have more money. An older population, people who
have already started their careers and lives and who want healthy, good food.
How did you select this location to open up in?
- The opportunity kind of came up for us and we took it. The rent is a little cheaper
because we are not on the direct street. We loved that we’re looking out onto the mission and
the creek. We knew that we wanted to be in SLO.
Do you feel that organic/local food is a growing trend that you are able to capitalize on?
- Yes, I definitely feel that it has hit more main stream. Beyonce and Jay Z even went
vegan for a month, so it’s definitely more on the front pages. People are also realizing that is
key to being sustainable both for the Earth and the economy. Our business have definitely
been growing as the trend increases.
Do you utilize the local farmers market for marketing techniques?
- Yes we have a booth at Farmers on Thursdays. I think it’s a good way to connect with
customers and market with locals. People in SLO like to see the owners outside at the booth
talking to people, creating connections, which drives in more customers.
Were there any political obstinacies with getting started?
-Not really locally. I will say that our government is not really designed for supporting
small businesses. With all the workers comp, and taxes and everything it’s really hard to
support yourself. I just want to see the government support more local, small mom and pop
shops.
How do you typically make your connections with customers?
- We utilize word of mouth, social media and farmers markets. We plan on marketing
soon. We want to put together a street team to hit Cal Poly, Cuesta, Downtown Businesses

and go hand out coupons and ﬂyers and things to just get them in the door. We don’t have a
big budget so we need to really make great face-to-face time.
Did you have any trouble getting the permits and regulations to open?
- No we really did not have any trouble.

Interview Transcripts: Debi Thomas,
Thomas Hill Organics Restaurant
What is your primary target demographic and how does this affect the events and locations
that you choose to work?
-We cater to several groups of people, the person who really cares about their health
and what they put in their bodies and those who care about protecting the environment. I
believe our consumers age ranges from college to mid 60'
Do you feel that organic/locally sourced food is a growing trend? If yes, have you been able
to capitalize on that trend?
-This "trend" has been going on for over several years, we started the restaurant 8
years ago once our 10 acre organic farm was mature enough. I do believe it will continue and
that more groups of people will demand local and organic food.
Do you have a booth at farmers market? If yes, do you feel this helps your business?
-We do not have a booth yet but we did apply several months back. Yes, it is great
exposure.
What other marketing techniques do you utilize?
-Social media, FB, Instagram, Emma, we also have a PR ﬁrm. We are in magazines like
SLO Edible
How do you typically make connections with customers?
- Word of mouth and social media
Have you faced any political obstacles that have affected the operations of your business?
- No
Did you have any trouble getting the permits/regulations to open business?
- No, I believe SLO is a great location for what we believe in!

Interview Transcripts: Shalyn Klauer,
Employee of Natural Cafe
What is your primary target demographic and how does this affect the events and locations
that you choose to work?
- I feel like our target market is mostly older people. We have some college kids that
come in, but most of them are older couples and SLO locals.
Do you feel that organically sourced food is a growing trend? If yes, have you been able to
capitalize on that trend?
- Yeah deﬁnitely. People ask if we are “all organic” all the time. We’re not, but
customers are always asking if our ingredients are organic.
Do you use social media to market yourself?
- No not really. Since most of our customers are older, they aren’t really into Instagram
and stuff like that.
Do you have a booth at farmers market?
- No, but we do get a lot of walk ins on Thursday nights from all the people.

References
California Retail Food Code (Report No. 7). (2016, January). Retrieved from
http://www.cdph.ca.gov/services/Documents/fdbRFC.pdf
Demographics and lifestyle by ZIP code. Retrieved December 1, 2016, from Esri Tapestry,
http://www.esri.com/data/esri_data/ziptapestry
Ofﬁcial Lake Tahoe Visitor Bureaus. (n.d.). Retrieved December 01, 2016, from
http://www.visitinglaketahoe.com/
Population estimates, July 1, 2015, (V2015). (n.d.). Retrieved December 01, 2016, from
http://www.census.gov/quickfacts/table/PST045215/0673108
Staff, Gadling. "16 Great Farmers' Markets “. 15 Apr. 2010. Retrieved December 01, 2016 from
http://gadling.com/2010/04/15/16-great-farmers-markets/
Top 5 Reasons To Book A Trip To North Lake Tahoe. (2016). Retrieved December 05, 2016,
from https://www.gotahoenorth.com/wintertop5/
2015 North Lake Tahoe Tourism Master Plan. (2015, September). Retrieved from
https://www.gotahoenorth.com/wp-content/uploads/2015/09/
FINAL_09_24_2015NTTMP.pdf

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