1 Power House Café Digital Marketing Plan .docx

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Power House Café
Digital Marketing Plan
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TAB LE OF CONTENTS
EXECUTIVE SUMMARY
...............................................................................................
......................... 3
INTRODUCTION
...............................................................................................
........................................ 3
COMPANY OVERVIEW
....................................................................................... ........
................................ 4

PRODUCT AND SERVICE OFFERINGS
...............................................................................................
.......... 4
ORGANIZATION VISION, MISSION & VALUES
.............................................................................. 4
MISSION
...............................................................................................
..................................................... 4
VISION
...............................................................................................
........................................................ 4
VALUES
...............................................................................................
...................................................... 5
MARKETING VISION & MISSION
...............................................................................................
........ 5
MISSION
...............................................................................................
..................................................... 5
VISION
...............................................................................................
........................................................ 5
SITUATION ANALYSIS
...............................................................................................
............................ 6
EXTERNAL ENVIRONMENTAL ANALYSIS
...............................................................................................
... 6
PORTER’S FIVE FORCES ENVIRONMENTAL ANALYSIS
............................................................................. 7
MARKET OVERVIEW
...............................................................................................

.................................. 8
Current Target Markets
...............................................................................................
......................... 8
Current Audiences
.................................................................................... ...........
................................. 9
Customer Touch Points
...............................................................................................
........................ 10
Competition
...............................................................................................
.......................................... 10
INTERNAL ENVIRONMENTAL ANALYSIS
...............................................................................................
.. 12
Internal Relationships
...............................................................................................
.......................... 13
General SWOT
Analysis..................................................................................
.................................... 14
Assumptions
...............................................................................................
......................................... 15
RECOMMENDATIONS: MARKETING OBJECTIVES,
STRATEGIES AND TACTICS ............ 15
CLOVER POS SYSTEM
...............................................................................................
.............................. 15
SOCIAL MEDIA REVAMP
...............................................................................................
.......................... 18

GIF’N “COMMUNITY WALL OF LOVE” CAMPAIGN
................................................................................. 20
CURBSIDE PICKUP
........................................................................................... ....
.................................... 21
BUDGET
...............................................................................................
.................................................... 22
CAMPAIGNS
...............................................................................................
.............................................. 23
SOCIAL MEDIA
...............................................................................................
......................................... 24
EMAIL MARKETING
...............................................................................................
.................................. 24
CONTROL AND EVALUATION
................................................................................ ...............
............ 25
APPENDICES
...............................................................................................
............................................ 27
REFERENCES
...............................................................................................
........................................... 34

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EXEC UTI VE S UMMARY
Power House Café is a small, local restaurant in Winter Park,
Florida providing fresh, high quality foods
and good customer service. For more than 35 years, Power
House has had the goal of changing the way
people in Winter Park eat. The Mediterranean café offers home
style, healthy eating options offering a
conscious meal that takes hours to make and minutes to serve.
The recipes include Mediterranean-
inspired dishes, fresh salads, wraps and sandwiches. The
president and head chef, Chris Bassil, uses only
the freshest ingredients, making just enough for the day,
ensuring that every meal served is delicious and
healthy.
Since its founding, Power House Café has been successful in
attracting repeat customers local to the area
during the earlier hours of operation. During the midafternoon
periods, specifically from 3 to 5 p.m.,
Power House needs to focus on attracting guests by running
promotions and implementing new targeted
digital marketing strategies.
This plan attempts to offer an economical, effective and
realistic recommendation for a comprehensive
improvement of Power House Café’s online presence and sales
during 3 p.m. to 5 p.m. weekday lull. A
Rollins College Crummer Graduate School of Business
consulting team has analyzed the company's
current online presence and marketing efforts and researched
potential marketing outlets for increased
foot traffic during the midafternoon hours of operation.

While the initial company report summarizes the business as a
whole, this report aims to assess what
Power House is currently doing, the viability of new marketing
efforts, and how to best incentivize
customers to come into the restaurant during the midafternoon
hours of operation via digital marketing
efforts.
The consulting team began with an in-depth interview with
Chris Bassil to gain a deeper understanding of
the company, its mission and goals for the future. Special
consideration was given to the Power House
Café marketing efforts and the market landscape. Then, the
team researched the competitive landscape
and target audiences to better understand the marketplace,
trends in the industry and touch points for
customers.
Research showed that the Power House Café location, on Park
Avenue, makes for a competitive
environment with a saturated marketplace of local and national
brands vying for the attention of
customers.
Due to the limited budget and resources available, the team
suggests a complete revamp of the website,
increased social media presence through the hiring of an intern,
and the implementation of a new point-
of-sale system for digital promotions and rewards programs.
Further, a long-term recommendation
includes the reevaluation of marketing budgets to allow for
localized advertising options; for example,
paid ads on Facebook and sponsored ads on Instagram. The
report is intended to be a snapshot of findings
and might best be considered as the beginning of information
for future marketing efforts for Power

House Café.
INTRODUC TI ON
Today, customers are faced with more choices to dine and are
savvier than ever about the decisions on
where to spend their money. The internet has created a well-
informed “review-read” customer leading to
4
increasingly high expectations. Driving customers to a
restaurant requires a unique menu, back breaking
hard work, dedication and years of building a reputation. To be
successful, restaurants need to deliver
good food through an unforgettable experience. Creating a
restaurant that customers will return to, is one
that people will talk about and recommend to others.
Ultimately, word of mouth would increase the
company’s return on investment and leave a long-lasting
impression. Thus being a catalyst for repeat
customers and increased growth.
Power House’s close ties with the Rollins College community
can be seen as a foundation for its success
and an opportunity to create loyal customers, engage consumers
and unify the restaurant and community
through a common goal of leading healthy lifestyles.
COMPANY OVERVIEW
The original Power House was established in 1970 as a small
hutch restaurant on Park Avenue, Winter

Park, Florida. Founded by two cross-country runners, the
perception of health was instilled from
inception, and the Mediterranean restaurant was the first to sell
smoothies in the area. In 1998, the
business was acquired by current owner, Chris Bassil, and at
that time, the restaurant underwent dramatic
renovations, including a physical expansion to allow for more
seating – increasing from the original 10
bar stools and two small tables – and an improved atmosphere
to better serve customers. Following an
extension to the menu and a rebranding to Power House Café,
the restaurant was recognized and featured
in the New York Times six months after the renovations as one
of the best places to eat in Winter Park.
PRODUCT AND SERVICE OFFER INGS
Power House Café serves Mediterranean food and smoothies.
The dishes consist of home-style recipes,
fresh salads, breakfast wraps and sandwiches, and fruit
smoothies. The café uses only the freshest
ingredients, getting what is needed for the day each morning
before opening, and provides natural,
nutritious menu options, as seen in Appendix A. Customers are
able to dine-in, call ahead for pick up
orders or can walk in for take-away orders. Currently, delivery
options are available within a limited area
and require a minimum order total of $25; this option is
available through a partnership with Doorstep
Delivery, which will soon be terminated. Operating hours are
Monday through Friday from 7:30 a.m. to
5:00 p.m. and Saturday from 8 a.m. to 5:00 p.m.
ORGANIZA TION VI SION, MISSION & VA LUES

MISSION
Power House Café aims to provide fresh, good quality food and
superb customer service by being
attentive to customers with quick, quality service. The
restaurant wants to satisfy consumer demands of
high-quality, healthy food in a timely manner.
VISION
5
The overarching vision is for all Power House Café customers
to be happy, healthy, and feeling great,
which shall be achieved through the friendly camaraderie
service and high quality food.
VALUES
There are several key value components that have allowed
Power House Café to realize the success that it
has in the past 35 years. By staying true to the following core
values, the small independently owned and
operated company has maintained high food and service quality
promised to its customers.
¾ Highest-quality ingredients personally sourced daily from
top-tier suppliers. Absolutely no
compromise on the quality of ingredients sourced, and no
‘second-tier suppliers’ will be accepted
if the premier quality goods are unavailable.
¾ Fast service. The importance in minimizing the time between
taking orders, receiving payment

and delivering quality food is paramount to facilitating quick
and courteous service.
¾ Friendly and family-oriented atmosphere. The family-run
restaurant places a high emphasis on
personal engagement with each of the customers that come in,
fostering a busy, but fun and
friendly atmosphere.
People Brand
Positive
Health-Conscious
Family-Oriented
Friendly
Outgoing
Reliable
Attentive
Friendly
Wholesome
Nutritious
MARKETING VI SION & MISSION
MISSION
To support Power House and successfully ensure a strong
digital presence through Social Media, Digital
Media Promotions and a Digital Rewards Program; such
presence will increase brand awareness and

allow high recognition in the community.
VISION
Power House Café is a company that delivers a high-quality
brand, message and presence in the
community. The Power House team has the skills required to
maintain the community presence and
awareness through engagement via marketing strategies in
Social Media, Website Optimization, Digital
Media Promotions and a Digital Rewards Program.
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SITUATI ON ANALYSIS
EXTERNA L ENV IRONMENTAL ANALYSIS
To better understand the way that the industry can affect Power
House Café's performance, the team
decided to analyze the impacts that external factors have on
consumer decisions and costs to the company
in the foreseeable future.
Factor What's Happening Impact Term
Options Moving
Forward
Social
There has been a
trend toward a more
health conscious
consumer.

Consumers want
quality food and are
willing to pay the
price.
Long
Make healthy food
options easily
accessible to
consumers.
Technological
Restaurants are now
providing different
ways for customers
to interact with
restaurants whether
that is through
websites, social
media, loyalty
programs or order
ahead applications.
Increased restaurant
accessibility creates
a more informed
and connected
customer.
Long
Keeping up with
technological trends

allows restaurants to
interact with its
customers
ultimately creating a
relationship and
loyalty.
Economic
Government fiscal
policies can affect a
business. In
addition, current
medium disposable
income is $46,0001.
Increased taxes can
result in increase of
prices or loss of
profit margin. High
median disposable
income allows for
quality food
affordability.
Long
Low tax rates
coupled with a high
median income
allows Power House
to continue serving
quality food due to
demand.

1 http://www.city-data.com/city/Winter-Park-Florida.html
7
Environment
The green
movement, has
created a consumer
that is interested in a
sustainable lifestyle.
A customer
concerned with the
environment is
likely to consume
healthier products.
Short
Continue to provide
the best quality
products while
being considerate of
the environment
through sustainable
business practices.
Political
Restaurants must
adhere to food
quality &
cleanliness

standards, labor
laws, and
environmental
policy.
Given that a
restaurant does not
abide by laws it
would be put out of
business.
Short
Continue to
maintain standard of
quality.
PORTER’S FIVE FORCES ENVIRONMENTA L ANA LYS IS
The following analysis allowed the team to identify and analyze
five competitive forces that shape the
industry to determine weaknesses and strengths. This analysis
will ultimately provide the framework for
the development of the digital marketing strategy.
Force What's Happening Pressure Impact
Competitive rivalry
New competitor (Park Ave
Smoothies) Compete on
location, food quality,
presentation, and service2.
High
Decreased market share
and lower customer traffic

Bargaining power of
customers
Customers are rarely loyal to
restaurants because of the sheer
amount of competition and
available options. Consumers
require more innovation and new
products.
High
Restaurants must
differentiate.
2
http://clients1.ibisworld.com/reports/us/industry/competitivelan
dscape.aspx?entid=1678
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Bargaining power of
suppliers
Restaurants rely on supplier
quality to then provide a high
quality end product to its
consumers.3
Medium
If a restaurant is
committed to providing

the best quality, it will
have more than one
supplier to choose from -
inherently increases
prices.
Threat of new
entrants
Opening a restaurant is as “easy”
as renting/leasing required
equipment.
Low barriers to
entry, high barriers
to success.
New restaurants have a
hard time staying open
due to high competition
and low profit margins.
Threat of substitute
products
Park Ave is home to many
restaurants. This translates to a
wide range of dining options.
High
Less traffic means Power
House must continue to
maintain its brand
perception of quality food

and intimate customer
service.
MARKET OVERVIE W
Located near Park Avenue, a competitive city street composing
mostly of shopping stores and two crucial
food industries – Single Location Full-Service Restaurants and
Chain Restaurants found in the United
States – demand is always present. Both industries are in the
mature stage of the lifecycle, however have
experienced a growth within the past five years prior to 2016.
Demand, for both industries, has continued
to increase due to a positive trend seen between key external
drivers: 1) consumer spending, 2) consumer
confidence index, 3) healthy eating index and 4) household
earning with more than $100,000.
CURRENT TARGET MARKETS
Power House focuses mostly on targeting consumers who align
with its values –offering high quality
ingredients and those interested in a family-friendly
atmosphere. These values are also highly correlated
with the industry key external drivers previously mentioned.
Thus, Power House’s current target
consumers are individuals who are not only considered highly-
conscious consumers – looking for the
latest in healthy eating trends and lifestyle practices – but also
those who are willing to pay a higher price
for quality products and services. Due to its friendly, family-
oriented atmosphere and its current
customer-base, Power House Café's strategic target market
should be the local Winter Park community
and visiting friends and families of those who reside in the

nearby areas.
3 http://www.investopedia.com/articles/personal-
finance/102315/why-restaurant-biz-has-narrow-profit-
margins.asp
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CURRENT AUDIENCES
Next, Power House should examine its current and future
customers as well as its interaction on digital
platforms. Following is a list of audiences that Power House
Café should focus on:
9 High School and College Students
9 Health Conscious Families / Mothers
9 Local Professionals
Power House Café falls under the quick serve market. Two
market segments that are particularly valuable
to these types of restaurants are millennials and moms. These
two segments represent a large proportion
of quick-serve spending, and are driven by distinctive needs and
desires when it comes to decision
making on where to dine.
Millennials visit quick-serve restaurants an average of 2 times
per month, spending more of their income
on food than any other generation. So, generally speaking,
millennials do not cook, therefore, they eat out

more often than older generations. This generation also craves
creativity and innovation. They are more
ethnically diverse than any other age group and are regularly
exposed to many different cultural
influences. As a result, ethnic concepts and menus that feature
unusual items and ingredients have a
strong appeal. Another driver for millennials is community
engagement. They expect to not only be
engaged, but to be listened to. Restaurants, therefore, need to
use social media and location-based tools to
create and participate in dialogues with millennials.
This is a double-edge sword, because beyond communication
and sharing made possible by social
networking, millennials also want companies that are socially
responsible. Sponsorships, involvement
with local groups and menus catered to customers demonstrate
community-mindedness.
The second segment mentioned, mothers, are just as important
to consider. They are the primary decision
makers on where and what their families eat. This segment
looks for the optimal balance of health,
convenience and value. This does not necessarily mean low-
calorie or low-fat, rather the focus is on
wholesome and natural foods that appeal to the mothers' health
consciousness. Value to moms and
convenience involves a series of factors including service, ease
of ordering, ability to carry group orders
and splitting meals.
Similarly, to millennials, mothers are heavy users of the
Internet and mobile devices; they are likely to
engage in social networking and research companies prior to
making decisions. This generation also relies
heavily on reviews and recommendations from others.

For both segments, mobile devices serve as the command
center. Applications and integrated services
help save time and money and make it easy to connect and
purchase while on the go4.
These segments represent the largest share of Power House
Café's current market. Conclusively, these
markets and their habits serve as the basis for the team's
recommendations.
4 https://www.qsrmagazine.com/denise-lee-yohn/2-target-
markets-restaurants
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CUSTOMER TOUCH POINTS
In addition to understanding who the current audience is, it is
crucial to study the different platforms used
for interaction between Power House and its customers.
Furthermore, the chart below allowed the team to
visualize digital platforms that could be used to strengthen the
interaction with customers, what
expectation and needs are met by each, and how the platform
could be used as a competitive advantage in
the marketplace and community.
Touch Point Department Does It Meet Expectation/Need?
Competitive Edge

Website Marketing
9 Accessible menu
9 Easy ‘contact us’
9 Order-in-advance info
One-stop place for menu, online
ordering, and to engage with
café.
Facebook Marketing
9 Deal announcement
9 Weekly specials
9 Event announcement
9 Easy promotion
Keeps Power House Café top-
of-mind among customers.
Instagram Marketing
9 Community involvement
9 Promotions & announcement
platform
9 Competitions
Customers can engage with
Power House and tag their
photos having fun or eating at
the café.
Email
Promotion
Marketing
9 Direct contact with customers
9 Additional announcement

platform
Some people do not check social
feeds daily, but probably check
their emails. Less likely to miss
an email than social post.
POS System/
Application Operations
9 Order-in-advance platform
9 Accessible menu
9 Accessible promotions
Ease of online ordering and
paying. Location-based deals
(iBeacon). Loyalty/reward
programs. Push notifications.
Social sharing. Top-of-mind to
customers with app on phone.
Easy menu access.
COMPETITION
Park Avenue in Winter Park is lined with restaurants; Power
House Café competes with both locally
owned and operated restaurants and cafés, as well as national
chains.
Outlined below are Power House Café’s primary, secondary and
tertiary competitors in addition to
information about each competitor’s location, brand, marketing
mix and potential competitive advantages.

Primary competitors include those offering the same or similar
menu options as Power House. Secondary
competitors are those within the same price range, but with
different menu options. Tertiary competitors
are those that are located on Park Avenue, but offer a different
menu, are in a different price range, or are
not open during lunch hours.
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Type Name Brand Marketing Mix Potential Competitive
Advantage
Primary
Park
Avenue
Smoothie
Café
New restaurant
opened across
the street
Similar menu
with more
smoothie
options
Healthy lunch and smoothie
options
$5-$20

Park Avenue location near Rollins
College
Website/Social Media
More expansive menu
Remodeled/renovated
space
Panera
Bread
Chain restaurant
located a couple
blocks away
Healthy lunch and smoothie
options
$5-20
Park Ave location near shopping
Website/Social
Media/TV/Radio/Mobile App
More expansive menu
National brand recognition
Larger, more updated
space
Rollins

Bush Café
Rollins College
campus coffee
and bakery shop
Snacks, sandwiches, salads,
coffee, smoothies
$2-$10
Campus location in newly
renovated building
Word of mouth
Rapid pick up
On campus location for
easy access to Rollins
students
Pita Pit
Chain restaurant
located just off
Park Ave
Similar menu
options
Pita bread sandwiches, soups and
salads
$6-$10

Location right off Park Ave near
Rollins College
Website/Social Media/Word of
Mouth/TV
Online ordering and
delivery
Extended hours
Secondary Park Ave Pizza
Family-owned
and operated
restaurant next
door
Pizza, salad, subs, pasta
$3-$30
College
Website/Social Media
A slightly cheaper option
Extended hours
12

Burger Fi
Chain burger
restaurant one
block over
Burgers, hot dogs, fries, shakes,
custards
$5-$20
College
Website/Social
Media/TV/Radio/Mobile App/
Sponsorships
Online/mobile ordering
Sponsorship events with
Rollins College &
organizations
Tertiary
Luma on
Park Boca Pannullos Italian 310 Park South
Blu on the
Avenue Briarpatch The Bistro on Park Bosphorous
INTERNAL ENV IRONMENT A L ANA LYSIS

Internal marketing is as important as external, therefore it is
important that the team consider
Power House Café's internal environments prior to developing
the digital marketing plan. Power
House’s staff and internal design distinguishes itself from other
smoothie cafés. Mr. Bassil takes
pride in the 35 years that Power House has been able to
establish its business and staff as a
welcoming environment and family. Below is an analysis of the
status of Power House’s internal
structure and future goals.
Element Current Goal Gaps
Strategy
Recognized as a family-
friendly location with
healthy Mediterranean food
and smoothies throughout
Winter Park
Expand
geographically to
College Park and
Baldwin Park.
Quality expansion, not too
fast.
Highly selective process for
choosing new location
management
Structure Dine-in, takeout, and phone-in orders and deliveries
Speedier pick-ups for

delivery
Less wait for dine-in
Remove partnership with
Doorstep Delivery
Consider other options for
ordering and delivery
Systems
Sales and money handling
done manually by
bookkeeper
Efficient money
handling and ease of
use
Consider other POS systems,
i.e. Clover, Shopkeep, Square
13
Style Quick, fast, friendly, Community-oriented
Known for freshness
Park Ave’s go-to for
a quick bite
Include details of fresh
ingredients on marketing
literature
Staff

10-person staff with
specified roles: smoothie,
food prep, produce delivery,
bookkeeping
Maintain small staff
with strong skill set,
rather than increase
staff size
Maintain high morale among
staff by continuing current
practices
Skills High-grade ingredient selection, friendly service
Use technology to
increase efficiency
within café
Evaluate varieties of POS
systems and social media
outlets to improve marketing
and operations
Shared
Values Fresh, Friendly, Healthy
Continue projecting
current values
throughout Park Ave
Smoothie expansion
project
Monitor customer
perceptions of Power House

throughout their acclimation
to Park Ave Smoothies
INTERNAL RELATIONSHIPS
For Power House Café to successfully deliver its promises to its
customers, it is important to first ensure
that all aspects of the business are working together. To follow
is an analysis of Power House's internal
departments and their relationships to one another. Analyzing
internal relationships will help build trust
among employees, manage expectations and can ultimately be
just as rewarding for the company as
building relationships with consumers.
Department Emphasis Marketing Emphasis Relationship/Link
Food/ Smoothie Prep Prepare products for customer Brand
image
They are the face and
point of contact for the
company
Produce Purchasing
Organizing orders and
deliveries of fresh
produce
Brand management Quality food is key to product reputation
Register
Handling the customer
purchases in a speedy,
friendly manner

Customer retention
Good customer service
benefits from word of
mouth marketing
14
Marketing
Manage brand through
logo (cups) and
sponsoring community
events
Overall Marketing Controls brand management in local area
GENERAL SWOT ANALYSIS
To follow is a study of Power House Café identifying strengths
and weaknesses of the restaurant's
marketing, operations and offerings. The team also analyzed
external opportunities and threats to the
restaurant. The analysis provides the framework to help Power
House Café focus on its strengths,
minimize threats and take the greatest possible advantage of the
opportunities available.
St
re

ng
th
s
x Well known in Winter Park by residents
x Healthy and locally-supplied options
x Lower priced menu compared to
competitors (e.g. Panera)
x Local, neighborhood atmosphere –
personalized customer service
x Punch card for rewards
W
ea
kn
es
se
s
x Website design
o Menu not on first page
x No mobile app for ordering
x Only takeaway item with company logo is
Styrofoam cups
o Get rid of Styrofoam for
biodegradable/eco-friendly option
o Reusable cup option

o Put logo on other takeaway materials
x Outdated dining environment
x Small staff size
o Staff always seems overwhelmed
x Customers never sure where to go or if
they’re actually paying for their own order
O
pp
or
tu
ni
tie
s
x Build a strong Digital Marketing brand
o Increase presence on social media
x Generate traffic during slow periods (3-5
p.m.)
o Email communication/flyers
o Specials during that time
x Digital/online order-ahead option for
takeaway
x Increase customer base
o Participate in local events (5K

samples/giveaways/coupons)
Th
re
at
s
x Product imitation (new Park Avenue
Smoothie Café and Rollins Bush Café)
x Rising prices of natural/local foods
x Local competition (many other options for
lunch/dinner in the area)
15
ASSUMPTIONS
Below are assumptions made by the team in preparing this
report for Power House. For this marketing
plan, these assumptions were made based on prior knowledge
and team experience, rather than research.
1. Punch cards are a hassle – easily misplaced and hard to keep
track of
2. Those who prefer natural or locally produced foods would
prefer eco-friendly packaging
3. Power House Café will be more successful and increase its
profitability with an updated digital

marketing plan
4. Customers of Power House will respond to digital marketing
efforts
5. Customers choose Power House Café for its healthier menu
options and are not deterred by price
REC OMMENDATIONS: M A R K E T I N G O B J E C T I V
E S , S T R A T E G I E S A N D T A C T I C S
CLOVER POS SYSTEM
Point-of-Sale Systems and Features Snapshot
Objective: To drive consumer awareness and traffic
Tactics: POS System: Website, loyalty program, rewards and
promotions
Strategy: Incorporate a POS system that streamlines customer
interaction
Technological advancements have made point-of-service (POS)
systems an easy business add-on to
increase productivity. POS systems allow businesses to manage
inventory, integrate rewards programs
and more. With a highly saturated POS system market, the
team's preliminary research and the resulting
decision matrix, outlined below, show that of the top programs
available, Clover represents the best
option for Power House Café. Currently, Power House has been
catering to a small portion of the Winter
Park community. The restaurant stands to gain more customers
by marketing to a wider range of people,

rather than relying on its repeat customer base. To gain further
traffic and awareness within the
community and surrounding areas, the team decided to focus on
the implementation of a new point-of-
service system for Power House Café. Using a five-point scale,
with a one (1) being low and a five (5)
being high, the selected criteria is weighed by level of
importance.
The weight of the factors is important in determining which
POS system is chosen. Thus, each weight
was determined by considering the ultimate goals of increasing
traffic during slow hours and building
awareness. For Power House to consider a POS system viable it
must be affordable given the small
budget; because of this factor, affordability was given the
highest weight in the decision-making process.
In order to increase traffic during certain hours, Power House
must incentivize customers, for example
16
implementing a loyalty program or promotions to drive more
traffic. For this reason, the loyalty program
was given the second highest weight. In this case, website
integration allows for unique features including
ordering ahead, reducing the strain of high volume phone
ordering.
Overall, the POS system is meant to alleviate some of the
stressors during rush hour and pull traffic
during slow periods - 3 p.m. to 5 p.m. daily. See the following
page for an overview of the POS systems
compared according to their appropriate features that would be

beneficial for Power House Café to
implement.
System Name POS/Counter Top System (Cost)
Website
Integration Loyalty Programs
Additional
Comments
Clover56
Includes tablet, station,
receipt printer & cash
drawer (~$1299)7
Yes – Can build
website with Clover8
Yes – Design reward
program through
phone number or
card info (Free or
$40/mo.)9
Mail chimp for email
campaigns Perka for
rewards10
Square
Individual purchases for
stand, iPad, cash drawer
and printer (~$1350)1
Connect with
website through

widget & apps
Yes – Program
through phone
numbers ($25 per
location)
Use square with
Weebly for high & easy
integration11
Shopify Only includes card swipe reader ($89)12
Yes – Can build a
website for $79 a
month – manage
entire business from
one dashboard
Loyalty program
online based on
social media likes,
birthday, order $,
etc.13 (ex:
Sweethtooth)
Loyalty programs can
be added through email
in-store and coupons
can be redeemed as
well14
Breadcrumb
No system, just POS
software & payment

processing ($99/month) –
made specifically for
restaurants
No official e-
commerce
integration
No
Integration with
Groupon for coupons
and advertisement
The table below indicates how the various POS systems were
analyzed and compared in order to
recommend the most appropriate system for Power House Café
to implement. It follows a weighted side-
by-side comparison format, whereby a weighted percentages
depict the importance that the team believes
that factor to be in decision-making.
5 https://www.merchantmaverick.com/reviews/clover-station-
pos-review/
6 http://www.posoptions.com/pos-reviews/clover/
7 https://paymentdepot.com/square-stand-vs-clover-station/
8 https://www.clover.com/sell-more#rewards
9 https://squareup.com/help/us/en/article/3952-create-a-loyalty-
program-with-square
10 https://support.perka.com/hc/en-us/articles/201746584-How-
much-does-Clover-Rewards-cost-
11 https://www.weebly.com/blog/square-powers-online-
payments
12 https://www.shopify.com/pricing

13 https://www.shopify.com/blog/117007237-how-to-start-a-
loyalty-program-that-keeps-customers-coming-back
14 https://collectapps.zendesk.com/hc/en-
us/articles/222122327-Shopify-POS-How-to-Reward-Points-
For-In-Store-Purchases
17
Weight Features Clover Square Shopify Breadcrumb
15% POS System Rank 3 5 5 1
30% Countertop Price 4 4 1 1
20% Website Integration 5 3 4 1
25% Loyalty Program 3.5 3 4 1
10% Additional Apps 4 4 4 4
100% Weighted Score 3.925 3.7 3.25 1.3
The result of the side-by-side weighted comparison chart
indicates that the Clover system is the most
appropriate option for Power House Café to consider according
to its performance across features such as
the ranking of its POS system, the countertop price, website
integration, loyalty program, and availability
of additional applications.
The table below is the summary of the base features were
classified in and the motivation behind the
importance of weighted factors that were considered. Following
that is the side-by-side scorecard of the

appropriate features. These two tables summarize the
methodology for how Clover was decided to be the
most relevant and appropriate option to aid in the efficiency and
productivity of operations at Power
House Café.
Features 1 2 3 4 5 Rating Weight
POS System
Ranking*
>10-9 8-7 6-5 5-4 3-1 20%
Countertop
Price
> $2000 $1,999-$1,750 $1,699-$1,500 $1,499-$1,250 < $1,249
20%
Website
Integration
- NO Customize Website
New website
opportunity
(>$50/mo)
New website
opportunity
(< $49/mo)
20%
Loyalty
Program**

NO Yes (> $31) Yes ($21-$30) Yes ($11-$20) Yes ( $0-$10)
20%
Additional
Apps
- NO - YES - 20%
100.00%
*Based on Top Ten Reviews for POS Systems in 2016
** Yes/No & Per month Fee
Clover Square Shopify Breadcrumbs
POS System
Ranking
6 1 2 >10
18
Score 3 5 5 1
Countertop Price ~ $1,299 ~ $1,350 ~ $89* $168/mo (~
$2,000)**
Score 4 4 1 1
Website Integration Build Website ($29/mo)
Integrate Platform
on Website

Build Website
($79/mo) NO
Score 5 3 4 1
Loyalty Program Yes (Free or $40/mo) Yes ($25/mo) Yes
(Various Apps) NO
Score *** 3.5 3 4 1
Additional Apps YES YES YES YES
Score 4 4 4 4
Weighted Ranking 3.9 3.8 3.6 1.6
* Shopify Counter Price is only a card reader – therefore it will
be ranked as the lowest possible rank for minimal hardware
** Will average total cost to min. 1 year of subscription
*** Averaged Free & $40/mo – Score is average of 5 and 2
Implementation of Clover POS System
The POS system, Clover, should be implemented by purchasing
the hardware at Power House Café’s
bank. Clover is sold by Bank of America, Citibank, PNC,
SunTrust, and Wells Fargo, as well as by over
3000 others in the US. Given that Power House’s bank is not
listed, the unit can be purchased from Sam's
Club or Restaurant Depot. The initial investment is $1299 with
a $40 a month payment for the loyalty
program. This unit comes with the ability to manage the
company, it’s transactions, employee shifts,
inventory, tips, and even its customers. Clover also allows a
small business to create a website ($29 a
month) that will allow for the eventual incorporation of
ordering ahead. Ordering ahead can also be
achieved by integrating apple pay.

Through Clover, Power House Café should also utilize the SMS
text messages as a form of
communication with those who have opted in to hear about
promotions and rewards. SMS is a great and
effective way to send texts to consumers reminding them of
sales and driving purchases, especially during
the slower periods. SMS text offers a relatively cheap way to
reach a wide range of customers and is easy
to implement.
Clover has the ability to incorporate mail chimp. An entire
section of the report is dedicated to Mail
chimp’s integration into the Powerhouse marketing mix.
SOCIA L MEDIA REVAMP
Objective: To increase brand awareness and activity, through
customer engagement
Tactics: Social Media platforms: Facebook, Yelp, Instagram
Strategy: Revitalize activity across strategic social media
platforms
The current Power House Café presence on social media is
limited to sporadic posts and outdated
imagery. A comprehensive and homogenous presence across all
social media platforms is a low-cost and
productive use of controlled marketing space. Additionally, the
various social media platforms are great
19

channels to spread the word and bring awareness to any targeted
promotions, deals, or loyalty reward
programs that will increase sales during the low traffic hours.
Facebook
The existing Facebook business page for Power House Café is
currently unmaintained and lacks content
that could be driving awareness to new customers and limiting
further engagement with its existing
customers. The optimum posts should be between three to four
times per day and should contain original
content 15 . This can be achieved by way of status posts
pushing promotions, deals, menu offerings,
relevant photographs from the day or events, or automatic
sharing of Instagram content (see below). It is
also recommended that some form of boosting posts, to the
Winter Park and nearby areas, to men and
women between the ages of 18 and 50, and with interests that
align with Power House – for example,
healthy eating, fitness and wellness, and food and drink. It is
also recommended by the team to use the
Facebook Business Page option “Promote Local Business in
your area” to help reach new customers that
have not heard of Power House and live nearby.
Yelp
Yelp is a digital platform whereby users can publicly rate and
review the restaurant. Currently, Power
House Café has a page listed on the website with a 4.8 / 5.0
rating and approximately its customers’
reviews (which is highly recommended, especially in
circumstances of lower ratings), as well as
participate in boosted advertising. By optimizing the Yelp
business page, Power House Café will be better

able to optimize its local search marketing, which has been
recognized as an area for improvement.
Instagram
As a visual media platform, Instagram provides an optimal
outlet to share the menu items and restaurant
photos. An additional benefit of this platform is that the
application seamlessly integrates with Facebook
and Twitter, which would allow Power House Café to increase
activity across all three of its existing
channels with one post. The key to creating an alluring
Instagram profile that will entice everyone from
existing loyalists to casual diners to follow the page is to share
high-quality and artistically-arranged
photographs. Images that leverage the restaurant’s core values,
such as fresh ingredients, high quality
menu offerings, or the friendly atmosphere, can be captured by
posting pictures of just-made to-order
items, daily shipments of the day's ingredients or employees
interacting with happy customers.
Capitalizing on hashtags in all posts, and encouraging followers
to submit user-generated content through
hashtag photo competitions are additional ways to enhance both
engagement and awareness within the
community. For similar reasons, cross-collaborations with local
accounts that are related in subject matter
or values could result in a promotional post on other Instagram
profiles or blog pages. Suggestions for
profiles and hashtags that are related and may result in an
increase in brand exposure include:
9 @iluvwinterpark (17,000 followers)
9 @winterparkeats (656 followers)
9 @doorlandolocal (706 followers)
9 @venturetwodare (4,758 followers)

9 #iluvwinterpark (18,723 posts)
9 #PowerHouseCafe (106 posts)
15 http://barmarketingbasics.com/social-networking/
20
9 #winterparkeats (592 posts)
Implementation of Social Media Revamp
The social media revamp can be executed immediately as it
requires little-to-no financial investment.
Phase one in this process would be to ‘claim’ the business page
for Power House Café on Yelp in order to
respond and engage with customers that review the restaurant.
This directly relates to the restaurant’s core
value of engaging with customers and facilitating an up-beat,
responsive and friendly environment.
Secondly, creating content by way of high-quality photographs
of the restaurant, food and environment at
Power House Café would allow the restaurant to have constant
supply of content for social media posting
– from building its profile on Yelp, to frequent posts on
Instagram, shared to Twitter and Facebook.
Finally, a third phase, albeit an optional suggestion, would be to
collaborate with the Career Services
Department at Rollins College and create an internship program
offered to undergraduate students in
communication or business-related majors. Internships do not
have to be paid, provided they offer

students a valid learning experience in their area of study. For
this reason, students interested in digital
marketing, social media, brand optimization, small-medium
enterprise (SME) marketing, or
communications, it would be appropriate to build content,
create posts, monitor analytics and report
findings to top management for the mutual benefit of the
student and Power House Café. A
comprehensive sample intern job description has been suggested
in Appendix B.
GIF’N “COMMUNITY WAL L OF LOVE” CAMPAIGN
Objective: Interact with community and re-vamp photo wall
Tactics: Use Gifn to digitally create photo booth
Strategy: Digitize the community photo wall and engage
customers via a socially connected service
Power House’s core competencies include community values
and customer service. Anyone who has
visited the café has seen and become curious about all of the
photographs on the wall. Often asking, ‘how
do I get on the wall?’ The photo wall reflects Power House’s
long-time commitment to its customers and
the community. While the photographs on the wall are clearly
from disposable cameras, and give an at-
home, family album feel, there is no digital trace of these
photos or an easy way to share them on social
media.
For this reason, the team believes that Power House should
introduce a “Community Wall of Love”
campaign, by incorporating Gif’n. Gif’n, allows customers to

take photographs on site with a lit booth
and share the photograph via social media – personal timelines,
on friends’ timelines or shared to
company pages – or directly via email; this presents an
opportunity to increase marketing through the core
value of community engagement and building relationships.
The team recommends that Power House rent the product on a
trial basis prior to purchasing the entire
unit. Pricing is listed below.
Rent for a day: $299 for booth
21
x + $49 for iPad
x +$19 for Internet (4K)
x +$19 Power House Café logo on all photos
Given that Gif’n is a success with the customers, Power House
could become involved in the community
road races; often times, Park Ave is closed down on a weekend
morning for 5K’s or other community
events. By becoming involved with running or other health-
related events, Power House would be able to
promote its mission to provide quality healthy food while being
involved with the community.
Implementation of Gif’n “Community of Love” Wall
The Gif’n “Community of Love” Wall can be executed by
initially contacting the company through its

website to rent the standard set up for two days in February
2017. A second trial period should be held
again in March for a few consecutive days. Power House Café
would need to promote Gif’n coming to
Power House in the weeks leading up to the trial period to
entice customers and create buzz about the
digital photo booth. During the rental days, social media posts
should incorporate images of customers
using Gif’n and encourage customers to participate in social
sharing through the booth. During “Gif’n
Days”, Power House should also run promotions, such as
earning double loyalty points, Buy One Get
One, or Dessert for Hashtags. The campaign, held specifically
for customers to come in and interact with
the booth, allows customers to take photographs, share and
ultimately market Power House Café socially
and digitally, all while being featured on a digital wall within
the restaurant. During the slow periods,
from 3-5 p.m., this type of interaction would increase traffic
and inherently promote the café through
word-of-mouth and social sharing.
CURBS IDE PICKUP
Objective: Increase traffic from 3-5 p.m. and demonstrate Power
House Café convenience
Tactics: Text ahead option for pickup orders for curbside pickup
Strategy: Dedicate a curbside spot for customers who text their
arrival for pickup orders
One of Power House’s core competencies and missions is to
provide a convenient way to eat wholesome
and nutritious food. Given that mothers are a demographic for

Power House Café to target, and that
convenience is a determining factor in where they choose to
dine, Power House Café should also utilize
the Clover order-ahead option to better communicate
convenience to its customers.
Park Avenue can get especially busy during the late afternoon
hours, on weekends or during local events,
and parking can be a hassle, even for short-term parking. To
alleviate the concern of customers who want
to order ahead and pick up a meal quickly, Power House could
dedicate a curbside pickup in which the
customer can text the café when they are out front and an
employee can walk out to hand them their
order. This would help during rush hours with keeping
unnecessary bodies out of the small café and
eliminate the hassle of parking on Park Ave simply to get a pick
up order and leave.
Implementation of Curbside Pickup
22
The option to text Power House when the customer has arrived
at the café would be implemented through
the before-mentioned application of the Clover POS system. A
notification would appear on the Clover
iPad screen that a customer has pulled up to the curb for a pick
up order, prompting an employee to take
for food to the vehicle. Promotion of the new convenient pick
up option at Power House Café could be
done through social media videos. For example, posts to
Facebook and Instagram could show short video
clips of customers being handed their meals without ever

getting out of their cars. Videoing and
uploading from a smartphone device is simple to do and
requires little-to-no video creation expertise.
BUDGET
Below is the recommended budget for the digital marketing and
social media strategies for Power House
Café. The total annual budget spans from approximately $8,000
to $14,000, and is determined by the
potential to purchase the Gif'n booth. The team recommends
that if the booth is successful and is
embraced by the community and restaurant visitors during the
trial periods in February and March of
2017, Power House Café should invest in purchasing the booth
and the equipment to save money in the
long-term, diverting the rental funds to other digital marketing
efforts in the future. To view the budget in
excel, click here.
23
CAMPAIGNS
The following chart outlines sample campaigns for Power House
Café to run over the 2017 year.

Campaign Line of business Strategy
"Happy Hour" Promotion
Generate traffic from 3-5 p.m. weekday lull
New
Goals: Increased sales from 3-5 p.m. Monday's-Friday's
Target: All target markets
Key messages: Convenient and healthy meals at an
affordable price
Placement: Social Media
Evaluate: Incremental increase in sales
Dessert for Hashtags
Current
Target: College and high school students
Key messages: Take a picture of your dish with
#powerhousecafe for a free "Instagram Menu" dessert
Placement: Social Media/in-café signage
Community of Love Wall
New and
current

Key messages: Get featured on the Power House
'Community of Love' wall and try out Gif'n – the digital
photo booth
Placement: Social Media/in-café signage/flyers
24
Power House Sponsored 5K
Increase community involvement and awareness
New and
current
Goals: Increase community involvement and awareness
Key messages: Health and exercise with community
Placement: Social Media/in-café
signage/flyers/newspapers/website
Evaluate: Increase in social media tagging of Power
House Café and awareness of company mission within
community – increase in number of weekly customers
leading up to and directly after event
SOCIA L MEDIA
The following are examples of social media campaigns that
Power House Café could run via Facebook,

Twitter and Instagram. Also included are examples of posts for
the various platforms.
Tool Target Actions
Facebook
x Today and tomorrow's
audience
x Casual
x Target marketing by
location, likes and
interests
x Update cover image quarterly
x Post images of meals and customers 2-3
times per day
x Post specials and promotions
x Post about community events and local
sponsorships
x Relevant content about healthy eating
Twitter x Engaged customers
x Casual
x Update cover image quarterly with
Facebook
x Utilize links and images to enhance
limited posts – link to Facebook
Instagram x Engaged customers

x Post images of meals and customers 2-3
times per week
x "Dessert for Hashtags"
x Post images of healthy eating facts
x Food prep, delivery and ingredients
EMA IL MARKETIN G
25
Through Clover, the MailChimp feature, Power House Café has
access to customers who have provided
email addresses whether through the website or in-store. Below
are factors to consider and review prior to
sending emails to customers. Power House should utilize this
mailing list as an opportunity to reach
potential customers for promotions during slower periods,
specifically from 3 to 5 p.m.
Many other factors need to be considered and reviewed such as:
x Tone of messages and content
x Promotions/incentives offered
x Call to actions
x Content of “From” and "Subject" lines
x Length of email
x Campaign themes
x Timing and frequency of your emails

These are the current suggested timings and frequency of Power
House’s emails.
Emails Timing Frequency
Update/News/General
communication
Monday afternoon for optimum
open rate Bi-monthly or quarterly
Promotions, special offers,
incentives
Monday morning for optimum
open and click through rate Monthly
Community involvement and
events
Friday or Thursday afternoon
for optimum open and click
through rate
As needed for upcoming events
(one month prior, two weeks prior and
week of depending on level of
involvement and size of event)
CONTR OL AND EVALUATI ON
To ensure this marketing strategy produces the desirable
outcomes expected, and to ensure that
the strategy is being implemented effectively, key performance

indicators have been created to
act as targets for Power House to achieve. These key
performance indicators should highlight
any areas of potential weaknesses within the marketing strategy,
and or where certain sections of
the marketing plan are not being executed fully. These aspects
can then be rectified so that these
performance metrics can be realized moving forward.
This marketing strategy has two primary objectives: to increase
customer traffic, and to improve
Power House’s brand awareness. Therefore, key performance
indicators have been grouped into
these two categories to ensure that both objectives are met.
26
Customer Traffic KPI’s
The following key performance indicators are set to ensure that
Power House can measure how
successful it has been in increasing solar adoption within its
region.
KPI 2018 2020
Website SEO
Organic Traffic
10% Increase in customer
searches 15% Increase in customer searches
Profit 3% increase in profit 5% increase in profit

Long Term Customer Value (Using
Rewards Program) Baseline number of
users by 2017
Increase 5% loyalty
program users Increase 8% loyalty program users
Brand Awareness KPI’s
The following key performance indicators are set to ensure that
Power House can measure how
successful it has been in improving the brand perception of
Power House further. Brand
perception is more difficult to measure; however, using multiple
sources, improvements in
Power House’s brand awareness may be assumed relatively
accurately. Post Reach should also
be used as a key performance indicator for all social media
channels.
Platform (Current) 2018 2020
Facebook (719 likes)
1,500 page likes
Average 2 shares per post
2 posts a day
3,500 page likes
Average 4 Shares per post
3-4 posts a day
Yelp (58 reviews, 4 Stars) 100 reviews, 4 stars 225 reviews 4.25
stars

Instagram (128 Followers) 400 followers 1000 followers
Email (Open Rate, No current
emailing)
Industry Average:
23.53% Open, 1.55% click16
15% open, 1% click 27% open, 3% click
16 https://mailchimp.com/resources/research/email-marketing-
benchmarks/
27
APPENDI C ES
Appendix A
28
Appendix B
Power House Café Marketing Intern
Internship Description
Social Media/Marketing Intern Needed:

Power House Cafe, a healthy smoothie and Mediterranean food
restaurant located in Winter
Park, FL, is offering an internship position to assist with our
social media marketing needs. The
ideal candidate will help us grow and maintain a relevant social
presence and further establish a
recognizable brand. We are looking for a talented, innovative,
hungry, creative candidate to help
us run and manage digital marketing campaigns. As Content
Creator, you will work
collaboratively to plan, write, and edit content that represents
Power House values and gains the
attention of our target market.
The internship is part-time, and will make up approximately 10-
15 hours per week, with some
deviation depending on the duties and deadlines. This is a paid
position, and we offer college
credit. We are looking to start as soon as possible.
Responsibilities
9 Our intern would manage various social media accounts, such
as Instagram, Twitter, and
Facebook virtually daily, so you must be very familiar with the
functionality and use of
these sites. Duties will include:
9 Creating posts and tweets, updating content, uploading photos
that promote Power House
campaigns.
9 Responsible for updating and maintaining our company
website content. Interest in
photography is a plus.
9 Monitoring responsiveness to campaigns

9 Qualifications
9 Excellent copywriting and proofing skills
9 Extremely creative in every aspect of life
9 Engaging storytelling ability
9 Experience with working independently
9 Great time management skills
9 Experience using content creating platforms (Photoshop,
InDesign, Illustrator)
Requirements
Allowed School Years: Sophomore, Junior, Senior
Preferred Majors: Marketing, Business, Communications,
English, and Digital Media majors;
photography interest a plus
Skills
Required - Social Media, Social Media Advertising, Blog
Development, Marketing
29
Appendix C
Steps to Create Handshake Employer Account
Create a User Account on Handshake using this Link:
https://app.joinhandshake.com/employer_registrations/new
Instructions:
1. Fill out the information requested then click Sign Up

2. Fill out some preferences that will help us understand how
you are hoping to user Handshake and
where you attended college
https://app.joinhandshake.com/employer_registrations/new
30
3. Click Continue
4. Agree to the Handshake Guidelines
31
5. If you are a third party recruiter select Yes and review
Handshake's third party recruiter policy
6. If you are a third party recruiter, meaning that you are going
to be posting jobs on behalf of another
company, with the intent of finding candidates for that company
to hire, then you must click the Yes, I
am button and then read and agree to comply with Handshake’s
third party recruiting policies (by
checking the agree to comply box).

If you are not a third party recruiter (meaning you work for the
employer you’re creating the account
for), click the No, I am not button and click Finish.
7. You will be taken to a confirmation page, and you will
shortly (within 5-10 minutes) receive a
confirmation email (to the email address provided) with a link
enabling you to confirm your account.
You must click this link before you can proceed with the
registration process. If you don't receive a
confirmation email, see the steps outlined in this article
32
8. When you click the link in your confirmation email, you will
be brought to this page:
9. If your company is displayed on this page you will click Join
next to your company name. You
can also click Create Company from this page if you do not see
your company listed. Read How
do I create a company profile to learn more about completing
your company profile in
Handshake.
1. If this is not your company and you think that an additional
account should be opened for
your domain, you should reach out to [email protected] to
discuss opening an
additional Handshake account.

https://support.joinhandshake.com/hc/en-us/articles/219133057-
How-do-I-create-a-company-profile-
How-do-I-create-a-company-profile-
33
10. Next you will want to choose schools to connect to. Use the
filters on the left side of the screen to
narrow down schools by rank, size and location. If you are
interested in connecting with all
schools in the Handshake network, you can click Select All in
the top right corner of the screen.
11. Click the plus in the corner of the school logo to request to
connect to a particular school
12. If you are not automatically connected with your company,
you will see the following message:
34
13. To learn more about being in a pending status at your
company, read What does it mean to be
"pending" at a school?
14. If you have any questions about getting started with
Handshake - reach out to
[email protected]

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Marketing Basics. Date accessed
http://barmarketingbasics.com/social-networking/
n.a.. (2016). Square stand vs. clover stand. Payment Depot.
Date accessed November 11, 2016.
Retrieved from https://paymentdepot.com/square-stand-vs-
clover-station/
n.a.. (February 25, 2015). Use square to power your online
payments. Weebly. Date accessed
https://www.weebly.com/blog/square-powers-online-
payments

36
Schuit, Jacob. (June 3, 2016). How much does clover rewards
cost. Perka. Date accessed
https://support.perka.com/hc/en-
us/articles/201746584-How-much-does-Clover-Rewards-cost-
Digital Marketing Plan
2
Table of Contents
1. Introduction
...............................................................................................
....................................... 3

2. Executive Summary
...............................................................................................
.......................... 4
3. Organization Vision, Mission and Values
....................................................................................... 5
4. Marketing Vision and Mission
...............................................................................................
.......... 5
5. Situation Analysis
...............................................................................................
............................. 6
a. External Environmental Analysis
...............................................................................................
.... 6
b. Internal Environmental Analysis
...............................................................................................
.... 10
c. Assumptions
...............................................................................................
.................................... 12
6. Organization and Marketing Objectives
........................................................................................ 12
a. Short Term (1 – 3 years)
...............................................................................................
................. 12
b. Medium Term (3 – 5 years)
...............................................................................................
............ 13
c. Long Term (5 years Plus)
...............................................................................................
............... 14
7. Budget
...............................................................................................
............................................. 14
8. Activity Plan
...............................................................................................

................................... 16
9. Control and Evaluation
...............................................................................................
................... 22
10. Appendix
...............................................................................................
......................................... 23
3
1. Introduction
The Crock Pot® brand needs some rejuvenation. Poor product
differentiation has led to the
generic labeling of all slow cookers as “Crock Pots”, a situation
that makes it difficult for Crock
Pot® to effectively communicate the features of their cookers.
Although product development may result in features that could
successfully differentiate
Crock Pot® from other competing brands, the purpose of this
paper is to describe the rationale
and operationalization of two specific campaigns that will
reenergize Crock Pot® and capture
new customers who will show long-term loyalty.

4
2. Executive Summary
This proposal details the rationale, design, and plan of two
marketing campaigns meant to
differentiate the Crock Pot® brand and line of products from its
competitors. As the original
slow cooker, Crock Pot® benefits from a long and well-known
history, positive family memories,
and a legacy of innovation. Unfortunately, its overwhelming
success and the ubiquity of its
name means that the public generically refers to all slow
cookers as “Crock Pots.” This is a
problem for the brand since it shows that consumers do not
differentiate Crock Pots® from the
competition, making marketing of new features and product
lines difficult at best.
Although Crock Pot® built its success by focusing on working
families, especially mothers, in the
1970s and 1980s, those customers are now in their silver years.
It is critical that Crock Pot®
both retain the base of customers who made Crock Pot®
successful while simultaneously
recruiting a new customer base with the potential for long-term
product loyalty.
We designed two campaigns featuring new Crock Pot® logos in
response to this call to action.
The first campaign, Crock and Roll, employs a mobile food
truck that will travel from location to
location over the course of the year to service large and popular
events (e.g, the Super Bowl).
By concentrating on social media (e.g., Facebook Live) and
YouTube channels, consumers will
be able to follow the adventures of the food truck as it meanders

from location to location.
Local renowned chefs will be contracted in each location to
prepare Crock Pot® meals which
will then be distributed by food struck staff. All of it will be
streamed live or posted on media
channels. By attending events that are known to be popular
with millennials, the goal of the
Crock and Roll campaign is to penetrate a new market segment
that will offset the decline in
Crock Pot’s® original customer base.
The second campaign, Our Memories, My Crock Pot, focuses on
retaining baby boomers by
associating Crock Pot® with the special memories and events in
life, many of which are family-
oriented. We designed banner ads for social media that
emphasize the associative pairing of
the product with the meaningful holiday or event in order to
evoke positive emotions for the
product. Importantly, our focus was to market Crock Pot®
subtly, focusing more on the good
feelings surrounding holidays and family than the features of
the product. As such, we are
implicitly arguing that buying a Crock Pot® is tantamount to
ensuring happy memories.
Forming an emotional connection between the product and the
customer, a connection that is
mediated by positive memories, is a critical component of this
campaign, and a final $500,000
will be used to support Crock and Roll food truck operations.
Campaign utilization of each
marketing activity varies by activity.
Both campaigns emphasize a digital marketing approach by
utilizing banner ads across channels,
streaming online video, YouTube channels, and other digital

platforms. The entire marketing
budget for Crock and Roll, Memories, and Other Initiatives is
$5.4 million. Of that, $1.08 million
is devoted to social media, $1.39 million is devoted to search
engine optimization (SEO),
$270,000 is directed at display and banner ads, $810,000 is
focused on grass root efforts,
$540,000 pays for video production and streaming, $540,000
covers improvements in the
website, $270,000 is allotted for customer relations management
(CRM).
5
3. Organization Vision, Mission and Values
a. Vision
Crock Pot£ is the original slow cooker. The small kitchen
appliance debuted over four decades
ago as a simple bean cooker. The value proposition was that a
Crock Pot® could ease demands
on working mothers (primarily) by transforming inexpensive
cuts of meat into healthy, tender,
and delicious meals. Although TV dinners offered a similar
value proposition in the fifties, the
Crock Pot ® represented a healthier and more wholesome
alternative to industrialized food.

b. Mission
Although we were unable to find an explicit mission statement
for Crock-Pot®, its parent
company Jarden Consumer
Solution
s notes on its website that it is committed to solutions that
“help make consumers’ lives easier, safer, and fun.”1 Their
core values include hiring winning
people, teamwork, creating value and relevance to their
constituencies, integrity and honesty,
continuous improvement, and being results-oriented.2
While many different tastes and many different styles have
evolved in slow-cooking, Crock-Pot®
slow cookers have spearheaded much of the innovation. The
Crock-Pot® brand continues to
advance with new designs that meet the demands of today’s
busy families while also fulfilling
the self-expression of creative home cooks. Whether cooking
for two or entertaining a crowd,
the convenience and ease of Crock-Pot® slow cookers make
dishing up home-cooked meals and
memories simple, smart and fun!3

4. Marketing Vision and Mission
The marketing vision for Crock Pot® is to differentiate the
brand from other slow cookers by
creating campaigns that draw attention to Crock Pot’s® unique
uses. The campaigns must be
engaging and attract attention over a long period of time (1
year) by showing how Crock Pot®
can be used on various holidays and at various events.
Thus, while the marketing mission is to foster brand awareness
and brand differentiation, the
marketing vision is to create multiphase campaigns that
demonstrate the dynamic appeal of
the Crock Pot® brand. The main goals for Crock Pot’s® digital
campaign are: emotionally
reconnect to its current consumers and create exciting
experiences for new consumers.
Consistent with Jarden’s core values, we wanted to rebrand
Crock Pot® in a way that made it
more contemporary and relevant, thereby enhancing its value to
the customer.
To fulfill the mission and accomplish the vision, all campaigns
will be leveraged primarily on a
market segmentation that focuses on millennials and working

mothers (20-35). We felt that
this was effectively the market that created Crock Pot’s® value
to begin with in the 1970s, so
there is a demonstrated track record of success. The marketing
challenge is to take a brand
1 Source: http://www.jardencs.com/about-us/overview/about-
overview.html
2 Source: http://www.jardencs.com/about-us/vision-and-
values/about-vision-and-values.html
3Crock Pot. https://www.crock-pot.com
6
with poor differentiation from competitors and “recharge the
battery” so that it once again
stands out as the premier slow cooker with unparalleled
convenience and value. In short, we
needed to develop one or more campaigns that told a story and
unfolded over the course of a

year – something that would emotionally vest our target market
in Crock Pot® in a way that had
not been done before.
5. Situation Analysis
a. External Environmental Analysis
PESTLE Analysis
Factor What’s Happening Impact Term Options Moving
Forward
Social
Consumers desire a slow
cooker that delivers on their
needs, branding viewed as
less important
This has caused poor brand
differentiation: people

commonly mistake all slow
cookers to be Crock Pots
Long
Differentiate Crock Pot from
other slow cookers through
our digital marketing
campaign and rebranding
Technological
Innovations are being made
that allow various digital
programming to be applied
to slow cookers, and
wireless smart appliance
applications
Crock Pot must stay at the
forefront of this technology to
remain relevant. Crock Pot
must offer some models with
the latest wireless technology
and premier features but not

lose its core constituency that
prefers workhorse models
Long
Keep the R&D team strong and
robust so that Crock Pot
always remains ahead of the
pack on new technology.
Economic
Competitors are
increasingly providing their
slow cookers at cheaper
prices
Downward pressure on pricing
and continual cost cutting
because we have always been
positioned as a relatively low
cost provider

Long
We can either keep cutting
costs to stay at a low price
point or find a way to
differentiate and sell at a
higher price point
Environment
There is currently a trend in
young people toward eating
meals that are healthier and
time efficient.
There is a potential for a large
increase in demand if we can
channel this towards Crock
Pots.
Medium
Use digital media to conduct

targeted advertisements to
this group of people to gain
their support.
Political
There is a change of
president happening soon
Policy change may possibly
result in increased disposable
income
Short -
Medium
Amp up marketing efforts if
disposable income does
increase
Legal
Laws and regulations are
always placed when law
suits come up pertaining to
cooking products that could

cause injuries
Crock Pot must make sure they
are preventative in terms of
safety
Long
Continue to make safe
products and stay out of legal
trouble
Ethical
There are no readily
identifiable ethical issues to
using a Crock Pot
Not relevant
Not
relevant
Not relevant

7
Porters 5
Force What’s Happening Pressure Impact
Competitive rivalry
There are many other companies that
make slow cookers
High Have to fight for market share
Bargaining power of
customers
Customers have many choices
pertaining to whom they want to buy
from
High

We have to work to convey our value to
the customer in a unique way (marketing)
and create value in ways we have not
before (product development)
Bargaining power of
suppliers
We are a very large company with long
standing ties with our suppliers so we
hold a good position here
Moderate
We are relatively comfortable on the
supply side
Threat of new
entrants
It is a relatively saturated market
resistant to dramatic changes in market
share
Moderate

We need to focus on our current
competitors and understand the impact of
new features on marketing of current
brands
Threat of substitute
products
There are many substitutes, such as
other methods of cooking and eating
out – especially if the economy changes
and disposable income increases
High
We must convey to the user that the Crock
Pot is the best way to eat dinner regardless
of whether consumers could afford to eat
out
Market Overview
Crock-Pot® operates in a mature and competitive market space
with competing models vying at

all price points. The company is in a tough position because it
is hard for it to differentiate itself
from other slow cookers. Although the market is mature and the
brand is not differentiated, we
see potential growth in a reenergized marketing strategy
targeting millennial consumers.
Current Target Markets
Currently, baby boomers represent the primary target market for
Crock Pot®. “The biggest age
band in history, numbering some 77 million persons, is formed
by the highest earners, with a
median household income of $54,170 (55% greater than post-
Boomers and 61% more than pre-
Boomers).”4 Among the boomers, two segments stand out: New
Family Frontiers and the
Leading Edge Families.
The New Family Frontiers “household encompasses 1.1 children
between the ages of 18 and 24,
with 40% claiming another resident relative such as a parent
(1/3 of such family units) or adult
siblings. From an economic perspective, it is worthwhile to note
that 54% of New Family

Frontiers households have three or more employed workers in
the home”5.
The Leading Edge Families “feature older parents born between
1946 and 1957, large
households averaging 2.4 children, with approximately one
“adult child” for every four children
under age 18”3.
4 Baby Boomer Segmentation: Eight Is Enough.
http://www.agelessons.com/images/ConsumerInsight.pdf
5 Baby Boomer Segmentation: Eight Is Enough.
http://www.agelessons.com/images/ConsumerInsight.pdf
8
Figure 1 shows that these two segments mentioned above (New
Family Frontiers and Leading
Edge Families) have the highest number of family members

working outside of the household.
Family are very busy with little to no time to dedicate to home
cooked meals.
Figure 1: Baby Boomers Segmentation and Numbers of Workers
The secondary market would be the Millennials. These
individuals born between 1977 and 2000
make up 25% of the U.S. population. They also move “21% of
the consumer discretionary
income, which is estimated to be over a trillion dollars; 53% of
their households already have
children; and almost 50% of them are willing to spend more in a
product if it supports a cause
they believe in”6.
Among the six different segments Millennials are grouped in,
the ones that are more relevant
are: Millennial Mom and Anti-Millennial. The first makes up
22% of millennials, while the
second constitutes roughly 16%.

Millennial Mom is a group formed by older women, with high
incomes, who are very concerned
about health and fitness. A millennial mom is family-oriented
who “love[s] to work out, travel,
and pamper her baby”7. She spends a lot of time online and is
information hungry.
6 Millennial Marketing. Source:
http://www.millennialmarketing.com/who-are-millennials/
7 At Last, A Millennial Segmentation. Source:
http://www.millennialmarketing.com/2012/04/at-last-a-
millennial-segmentation/
9
The average Anti-Millennial is described as an Hispanic female,
who is “too busy taking care of
her business and family to worry about much else”5. She is
fiscally conservative, doesn’t spend

much money on green products, and seeks comfort and
familiarity in a product.
Current Audiences
x Busy mothers
x Housewives
x Young and older professionals
x Fit women and men
x Millennials in general
Customer Touch Points
Touch Point Department Does it meet their need? Competitive
Edge
Website Marketing
-Filled with recipes
-Easy to find information
-Good call to action

None
Instagram Marketing
-Great inspiration
-No call to action
None
Pinterest Marketing
-Easy to find recipes
-Very well organized
Buyable Pins
Facebook Marketing
-High following
-Good information
-No call to action
Videos
Twitter Marketing -No tweets None

Snapchat Marketing -No Snapchat None
CRM Marketing -Unknown Unknown
Competition
Who are
they?
Brand Marketing Mix
Potential competitive
advantage
Now
Hamilton
Beach
Kitchen

appliance
maker
Product: Set and Forget programmable slow
cooker
Price: $49-$82 depending on model
Placement: Amazon, mass retailers, home
stores, Kohl’s, Home Depot, Lowe’s, Sears, Wal-
Mart, factory outlet stores
Differentiate Crock Pot from
other slow cookers through our
digital marketing campaign and
rebranding
10

b. Internal Environmental Analysis
The Five S
Strategy
Currently
According to Euromonitor, 4.4M Crock-Pots® were sold in
2014, up from 3.2M in 2005. Jarden, owner
for Crock-Pot®, dominates a third of the market.8 This may be
attributed to a partnership with the NFL
which licenses Crock-Pot® to place NFL logos on devices.
Additionally, the $50 Crock-Pot® is the number 1 slow cooker
on Amazon – the company uses verbiage
such as “stylish for your table!” to differentiate from its
competitors9
Opportunities
Crock-Pot® wants to ensure that it is reaching millennials as
they graduate from college or engage in

events where they cook for friends and family. The goal is to
convert millennials to the Crock Pot® brand
so they remain loyal customers.
Additionally, Crock Pot® would like to continue to push
towards the “mom-demographic”, strengthening
its position in the market
Gaps There are currently no efforts to reach millennials, and
social media presence is sparse
Structure
8
https://www.washingtonpost.com/news/wonk/wp/2015/01/23/the
-unfulfilled-promise-of-the-crock-pot-an-unlikely-symbol-of-
womens-
equality/?utm_term=.41fd1e5c8284
9 http://2paragraphs.com/2016/11/slow-cookers-50-crock-pot-
still-1-bestseller-in-slow-cookers/
Promotion: online, coupons (bhg.com,
couponfollow.com), in-store advertising,
YouTube

Up and
coming
Williams
Sonoma
General
manufacturer
and retailer
of home
goods
Product: All-Clad slow cookers, variety of
models.
Price: $99.95-$450.00
Placement: Williams Sonoma stores, Amazon,
large retailers

YouTube
Higher end cooker (99.95).
Excellent features (rubber
footings, digital timer, warming
function)
Dropping off Faberware
Affordable
kitchen
appliances
Product: Slow cooker, small selection of models
Price: $78-162
Placement: Amazon, mass retailers, home
stores, Kohl’s, Home Depot, Lowe’s, Sears, Wal-
Mart, factory outlet stores

YouTube
No stand-out features. Low
rated ease of use but good
value for the money. Only
makes 3 slow cooker models.
One model has room for three
smaller pots that are held
within the large pot, ideal for
making multiple, smaller slow
cooker meals
11
Currently

Crock-Pot® is owned by Jarden Consumer

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