Different Types of Pricing Strategy #retail #pricing #strategy


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Different Types of Pricing Strategy

by Leigh Richards

Pricing strategies have a major impact on the marketing effectiveness for companies, large and small.

carrots with price image by Jo Ann Koch from Fotolia.com

Related Articles

Pricing is one of the four elements of the marketing mix, along with product, place and promotion. Pricing strategy is important for companies who wish to achieve success by finding the price point where they can maximize sales and profits. Companies may use a variety of pricing strategies, depending on their own unique marketing goals and objectives.

Premium Pricing

Premium pricing strategy establishes a price higher than the competitors. It s a strategy that can be effectively used when there is something unique about the product or when the product is first to market and the business has a distinct competitive advantage. Premium pricing can be a good strategy for companies entering the market with a new market and hoping to maximize revenue during the early stages of the product life cycle.

Penetration Pricing

A penetration pricing strategy is designed to capture market share by entering the market with a low price relative to the competition to attract buyers. The idea is that the business will be able to raise awareness and get people to try the product. Even though penetration pricing may initially create a loss for the company, the hope is that it will help to generate word-of-mouth and create awareness amid a crowded market category.

Economy Pricing

Economy pricing is a familiar pricing strategy for organizations that include Wal-Mart, whose brand is based on this strategy. Aldi, a food store, is another example of economy pricing strategy. Companies take a very basic, low-cost approach to marketing–nothing fancy, just the bare minimum to keep prices low and attract a specific segment of the market that is very price sensitive.

Price Skimming

Businesses that have a significant competitive advantage can enter the market with a price skimming strategy designed to gain maximum revenue advantage before other competitors begin offering similar products or product alternatives.

Psychological Pricing

Psychological pricing strategy is commonly used by marketers in the prices they establish for their products. For instance, $99 is psychologically less in the minds of consumers than $100. It s a minor distinction that can make a big difference.


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8 Epic EHR implementations with the biggest price tags in 2015

Investments in EHR systems are undoubtedly costly, but some implementations appear to carry more costs than others.

Implementation costs vary system to system and hospital to hospital. Prices fluctuate based on what types of additional features and modules a hospital selects. And, according to a Politico report, some EHR vendors charge for additional service fees while others don’t. The Politico report indicates for Epic’s 2014 edition software, the Verona, Wis.-based EHR vendor charges a software licensing fee, implementation costs and annual maintenance costs while OpenVistA, developed by Carlsbad, Calif.-based Medsphere, for example, does not.

Even within the subsector of Epic implementations, costs fall across the board. For example, Duke University Health System, based in Durham, N.C. paid approximately $700 million for its Epic EHR (systemwide go-live in 2014) while Dartmouth-Hitchcock Medical Center in Lebanon, N.H. paid $80 million (go-live in 2011), according to a Forbes report.

John Halamka, MD, CIO of Beth Israel Deaconess Medical Center. said in the Politico report that hospitals selecting Epic’s platform are not just buying a product — they are buying a process. BIDMC does not operate on Epic’s EHR; rather, the hospital earlier this year forged a partnership with athenahealth, which included using the Watertown, Mass.-based vendor’s product.

“Epic is selling a methodology; often a lot of manual processes or heterogeneity and standardizing the work,” Dr. Halamka told Politico. “It’s not that they’re buying expensive software, they’re buying a lot of software.”

No matter where the prices come from, the cost of Epic installations are significant. Here are eight of the most costly Epic implementations reported within the past six months. These are working numbers, with some systems having allotted the indicated amounts to implementation projects and others that have already completed installations.

Partners HealthCare: $1.2 billion
Boston-based Partners HealthCare is one of more recent implementations, going live the first week of June to the tune of $1.2 billion. This is the health system’s biggest investment to date. The implementation process took approximately three years, and in that time, the initial price tag of $600 million doubled.

LehighValleyHealth Network: $200 million
LVHN started its switch to Epic’s platform in February 2015, but the full transition will take between four and six years. Harry Lukens, CIO of the Allentown, Pa.-based system, told The Morning Call the total investment dedicated to the installation includes software, hardware, data conversion and additional personnel.

Mayo Clinic: “Hundreds of millions”
In January 2015, Rochester, Minn.-based Mayo Clinic announced it selected Epic’s EHR and revenue cycle management platforms and planned to drop its Cerner and GE Healthcare contracts to do so. The value of the contract was not disclosed by the health system or the vendor, but stock analysts told The Kansas City Star it is worth “hundreds of millions of dollars over several years.” Additionally, the headline of the Star report reads “Cerner loses Mayo Clinic contract worth hundreds of millions of dollars to Epic,” indicating a ballpark estimate of the new contract’s value.

LaheyHospital Medical Center: $160 million
On March 28, 2015, the Burlington, Mass.-based hospital completed its two-year implementation of Epic’s EHR system. Two months later, Lahey Health said it was laying off 130 people at three hospitals to close the budget gap. In the six months ended March 31, the health system had lost $21 million, partly due to preparatory EHR implementation costs.

Lifespan: $100 million
Providence, R.I.-based Lifespan announced plans to implement Epic’s EHR in March 2013, and the health system went live April 2015. Lifespan initially projected the implementation to cost $90 million, but in a Rhode Island Public Radio report, John Murphy, MD, executive vice president of physician services, alluded to a total closer to $100 million.

Erlanger Health System: $97 million
Chattanooga, Tenn.-based Erlanger Health System signed a contract with Epic in May 2015 nearing $100 million. The health system will invest $91 million in capital expenses, but operating expenses will bring the total to $97 million over the next 10 years. Erlanger was deciding between Epic and Cerner’s platform and ultimately chose Epic because the bid was less expensive, CFO Britt Tabor told Times Free Press .

WheatonFranciscan Healthcare: $54 million
In January 2015, Glendale, Wis.-based Wheaton Franciscan Healthcare announced plans to implement Epic across its hospitals. The system’s affiliated medical group and physician offices have been using Epic’s EHR since September 2012, but providers across the system can only view patient records and not input information. The implementation will create one central EHR platform across the system. Go-lives will begin January 2016. The system expects a return on investment after four years of using the platform.

Saint Francis Medical Center: $43 million
The hospital in Cape Girardeau, Mo. contracted with Epic in February 2015 and expects to go live in July 2016. Saint Francis plans to connect and exchange records with other hospitals in the St. Louis area also using Epic’s system, including SSM Health and Mercy Health.

Worth noting
A handful of other hospitals and health systems reported signing contracts with Epic this year but did not disclose the costs of the IT projects. Some of these organizations include Arlington Heights, Ill.-based Northwest Community Healthcare, SSM Health St. Mary’s Hospital-Audrain in Mexico, Mo. Oklahoma State University Center for Health Sciences in Tulsa, San Diego-based Scripps Health and St. Louis-based BJC HealthCare.

Editor’s note: An earlier version of this article identified Saint Francis Medical Center as being located in Dexter, Mo. We have updated the article to include the correct location, and we apologize for the error.

More articles on EHRs:

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How to Buy a Car: The Ultimate Car Buying Guide to Not Getting Ripped Off and Saving Thousands! (Car Buying – Car Buying Guide – Car Repair – Buying a Car – Car Sales – Car Buying Strategy) #used #cars #chicago


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Description

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MASTER STRATEGY is a results-focused management consulting and marketing firm that assists businesses and nonprofit organizations to define and achieve their highest priority strategic objectives. We serve businesses and nonprofit organizations nationwide with a focus on California and Oregon and the metro areas of Los Angeles, Orange County, Riverside County, Palm Springs, San Diego, San Jose, San Francisco, Sacramento, Medford, Eugene, and Portland. Our primary services are strategic planning, marketing-related research, marketing strategy, and strategic communications. MASTER STRATEGY s highly experienced team of consultants delivers a unique combination of management consulting and marketing agency services that helps our clients to maximize results and return on investment, avoid wasting time and resources, and grow profitably. We are an outstanding resource for strategic planning facilitation and strategic plans; market research, including surveys and focus groups; marketing strategy and marketing plans; the design and implementation of individual marketing projects and comprehensive marketing campaigns. MASTER STRATEGY offers an array of marketing services including marketing communications, content creation, branding, graphic design, and Internet marketing. We offer clients who market services and products business-to-business (B2B), business-to-consumer (B2C), and business-to-government (B2G) the convenience and cost-savings of an outsourced marketing department to design and develop web sites, social media content, sales collateral, lead generation programs, education outreach and cause marketing programs, sales presentations, proposals, reports, trade show exhibits and fully integrated marketing campaigns.


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Ideas that inspire action are what Austin Williams is all about. Our success is measured by the results we produce for clients in today’s most competitive fields: healthcare, higher education, financial services and professional services. It’s no wonder we were recognized as one of the 100 fastest-growing agencies in the nation. The thing about numbers is they speak the truth. And truth is a powerful way to build a brand.

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Insurance Agency Sample Marketing Plan – Marketing Strategy #marketing #strategy #plan #template


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Marketing Strategy

  1. Emphasize service and support.
  2. Build a partnership business based on account selling.
  3. Focus on senior, claims-free personal lines business and the profitable, well-run, small family business.
  4. Target small, non-franchise business that does not have access to group insurance plans.
  5. Investigate acquiring other brokerages in the area.

Get practical ideas and good models with dozens of examples of successful

marketing plans with Sales and Marketing Pro.

Mission

Acme Insurance’s mission is to provide the finest level of insurance services. We exist to attract and maintain customers. With a strict adherence to this maxim, success will be insured. Our services will exceed the expectations of the customers.

Marketing Objectives

  1. Increase market share by 1% per quarter.
  2. Reinforce a market image as the finest service provider in the industry.
  3. Increase the ability to forecast which prospective customers are going to have the least number of claims and convert them into long-term clients.

Financial Objectives

  1. Increase profits by 2% a quarter.
  2. Hold customer acquisition costs steady.
  3. Decrease the costs associated with serving distant clients.

Target Marketing

The market consists of senior citizens, lower-income young families (many of who are on social assistance) and the small, family-run business (many of which are seasonal and based on the tourist trade).

Acme is cautious about encouraging business from lower income prospects since they tend to have wood heat, homes in poor repair, and many attempt to install and repair their own plumbing, wiring, and heating systems.

Positioning

Acme Insurance is being positioned as a comprehensive, personal insurance broker serving clients through close, personal service. Acme will serve all of Smalltown, which is a widely dispersed, rural community. Acme will leverage our competitive advantages which consists of the following:

  • Knowledgeable industry participants- Having established the company in 1938, Acme has amassed a huge amount of industry knowledge based in empirical experience. Having significant experience provides the entire company with a vast amount of industry knowledge that Acme is able to leverage and offer as value to the clients.
  • Close personal customer relationships- The business model is based on the staff developing close, communicative relationships with clients. The stronger and more open the relationship is, the more value and higher level of service that can be offered. While other insurance brokerages claim to offer closer personal contact, this business philosophy has been cultured within Acme and all of its employees. Because these types of relationships are so fundamental to Acme’s practices, everyone in the firm practices them, consciously and subconsciously.

Strategy Pyramids

The main focus of Acme’s marketing plan is the establishment of Acme Insurance as the premier, customer-centric insurance brokerage serving the Smalltown area. The marketing strategy will seek to continually develop customer awareness regarding the services offered, develop the customer base, and constantly build customer loyalty and referrals.

This strategy will be implemented by communicating that Acme can better serve Smalltown’s insurance needs. This message will be communicated through a variety of methods. The first method of communication is through advertisements in the Yellow Pages. A second method of communication will be the distribution of sales literature.

Acme has recently produced a pamphlet titled “Insurance Partners” that stresses that a successful insurance partnership between the client, the broker, and the company is based upon a new concept.

Not only do the broker and the company take responsibility for proper protection and indemnity in the event of loss, but in the 2000’s, the client must also take his/her share of responsibility to insure the safety of his/her property by keeping it well maintained and using qualified professionals to update or change the heating, electrical, and plumbing systems in his home. Acme stresses that multiple claims or claims arising out of poor maintenance may adversely affect his/her insurance.

In addition to the above, the brokerage uses a number of boilerplate letters on our computer system that are sent along with various types of policies explaining unique features or limitations in the contracts to avoid possible Errors and Omissions claims. They also encourage the clients to contact Acme about reviewing their coverages and promote other products and services Acme provides.

A third method of communication will be several insurance workshops that are offered throughout the year to the Smalltown community. The purpose of the workshops is multi-fold. One aim is the education of the consumer to the different services that the insurance industry and insurance brokers offer. Primarily, the goal of the seminars is to introduce customers to Acme, the services provided, Acme’s in-depth knowledge, and care for customers. Some of the seminars will be targeting seniors, others will be address a general audience.

Marketing Mix

Acme Insurance’s marketing mix is comprised of the following approaches to pricing, distribution, advertising and promotion.

Pricing – The customers are especially sensitive to value. Acme must ensure that our price and service are perceived to be good value to the client.

Our markets must offer several payment options to our clients that are convenient to the client, not just to the company. Example – payment on insured’s preferred day of month, not on the company’s, and accepting payment by credit or debit card. Many insureds are on a fixed income and receive their income on a set day of each month or a paycheck on a particular day.

Acme is seeing the commercial markets now moving toward basic coverage and limiting the “bells and whistles,” all-risk products available to only those clients who have modern, well-managed, profitable, low-risk operations. This should help stabilize pricing and, even more important, ensure that there is an insurance market available for most risks. Continued insistence by the industry on better proactive protection, i.e. fire and burglar alarms, upgrading of buildings, etc. has started to lower loss ratios.

Many of the larger insurance markets have increased minimum premiums to $1,000 for any commercial package policy. The Lloyds market should be able to accommodate these customers with a minimum premium of approximately $600.

Distribution – This will occur both at Acme’s offices as well as on occasion at the insured’s home.

Advertising and Promotion – Acme has depended in the past on a small advertisement in the local newspaper, listings in the Yellow Pages, and word of mouth. Acme must begin to investigate alternate ways to put its name in front of the public.

  1. All advertising has to emphasize the differentiation points rather than just price. Acme will be developing a “Now what do I do?” message to emphasize the need for dealing with Acme’s insurance professionals so that in the event a loss occurs, you know you have the proper protection.
  2. Acme must sell the company, not the product. In spite of some companies’ efforts to minimize the importance of the broker, the clients still identify with the broker, not the insurance company.
  3. Acme Insurance must improve and increase contacts with the clients. All clients should be contacted before renewal to ensure covers are current and adequate. Also, new insurance should be solicited.
  4. Make contacts and support senior citizen groups and cottage associations. Identify sports and hobby groups that involve seniors and cottagers.
    Additionally, two other methods will be employed, distribution of printed material and the hosting of free public seminars.

Customer Service – The reality of the insurance brokerage industry is that the service is the product. Insurance is a commodity-like purchase and it is the service of the broker that distinguishes providers. With this important fact recognized, Acme strives to provide the highest level of customer service.

Marketing Research

While the most recent rendition of the marketing plan was being completed, Acme conducted primary market research. The market research that Acme collected was in the form of questionnaires. Theses were given to current as well as prospective customers.

The goal of the questionnaires was to collect insight and perspective from our target customers. The forms were designed by a graduate student in the statistics department. An expert was employed to ensure the validity of the forms. A total of 200 forms were handed out and 68 were returned completed. The results of the surveys were that some of the originally held assumptions were confirmed. Additionally, there were many different beliefs/ perspectives that were unexpected but observed in the surveys. Overall, the questionnaires were a valuable form of primary market research that has been instrumental in the completion of this marketing plan.


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Program for Leadership Development

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Focused on leadership, change, and innovation, PLD empowers you to take on the cross-functional responsibilities of corporate leadership. Its highly integrated approach broadens your understanding of core operations and best practices, and deepens your confidence to lead high-performing global teams and cross-functional initiatives. With a broader grasp of management, you will return to your organization ready to identify problems, formulate solutions, and adapt to global market shifts.

A highly immersive learning experience, PLD accelerates your personal and professional transformation by combining two on-campus and two distance-learning modules. A fifth optional two-week session provides the opportunity to achieve HBS alumni status and gain exclusive access to a wealth of resources and a powerful global network. Through a personal case study and professional one-on-one coaching, you will develop a personal action plan for tapping new sources of revenue and navigating global market shifts.

A highly immersive learning experience, PLD accelerates your personal and professional transformation by combining two on-campus and two distance-learning modules. A fifth optional two-week session provides the opportunity to achieve HBS alumni status and gain exclusive access to a wealth of resources and a powerful global network. Through a personal case study and professional one-on-one coaching, you will develop a personal action plan for tapping new sources of revenue and navigating global market shifts.

This leadership development program is ideal for specialists and star contributors who have at least 10 to 15 years of work experience and are considered to be outstanding prospects for increased leadership responsibilities within their organizations. Your PLD peers will represent diverse business functions, companies, industries, and countries, further broadening your perspective and expanding your knowledge.

This leadership development program is ideal for specialists and star contributors who have at least 10 to 15 years of work experience and are considered to be outstanding prospects for increased leadership responsibilities within their organizations. Your PLD peers will represent diverse business functions, companies, industries, and countries, further broadening your perspective and expanding your knowledge.

Completing PLD’s four core modules puts you on the path to achieving HBS alumni status. By completing PLD Module 5 or additional coursework, you will gain exclusive access to our global alumni network and a vast array of resources that facilitate lifelong learning, growth, and success.

Across countries and industries, forward-thinking companies are fueling a pipeline of next-generation executives who can position the organization for future success. PLD provides emerging leaders with an end-to-end view of business and a broader understanding of the global marketplace. You will return to your organization with the leadership mindset, confidence, and skills to take on new challenges and move on promising opportunities.

HBS Executive Education programs are taught by full-time faculty from Harvard Business School whose business expertise and field-based research create the enduring concepts that reshape global best practices and reinvent the practice of management.

At PLD, you will meet recognized thought leaders, skilled educators, groundbreaking researchers, active corporate board members, and award-winning authors. They will empower you to become the visionary leader your career, your organization, and the global economy demand.

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration. Member of the Organizational Behavior Unit; and faculty chair of “Program for Leadership Development” and “PLD Module 5”; and faculty cochair of “Leading Change and Organizational Renewal.”

Compare the key features of Harvard Business School’s four comprehensive leadership programs—the Owner/President Management program, the Advanced Management Program, the General Management Program, and the Program for Leadership Development.

A limited amount of partial scholarship funding may be available for qualified applicants from not-for-profit organizations. To be considered, you must complete and submit your application and include a request for funding. For more information, please contact Ms. Lisa Hughes. Portfolio Director.

The Admissions Committee meets monthly and admits qualified candidates on a rolling, space available basis. Early application is strongly encouraged. Although there are no formal educational requirements, proficiency in written and spoken English is essential. Because Executive Education programs enhance the leadership capacity of the participants as well as their organizations, HBS expects the full commitment of both. While participants are attending a program, sponsoring organizations agree to relieve them of their work responsibilities so that they can fully focus on the learning experience.

The Admissions Committee meets monthly and admits qualified candidates on a rolling, space available basis. Early application is strongly encouraged. Although there are no formal educational requirements, proficiency in written and spoken English is essential. Because Executive Education programs enhance the leadership capacity of the participants as well as their organizations, HBS expects the full commitment of both. While participants are attending a program, sponsoring organizations agree to relieve them of their work responsibilities so that they can fully focus on the learning experience.

Programs, dates, fees, and faculty are subject to change.

In accordance with Harvard University policy, Harvard Business School does not discriminate against any person on the basis of race, color, sex or sexual orientation, gender identity, religion, age, national or ethnic origin, political beliefs, veteran status, or disability in admission to, access to, treatment in, or employment in its programs and activities.


Restaurant Marketing – Marketing Plan – Restaurant Marketing Strategy and Promotion #restaurant #marketing, #restaurant #advertising, #restaurant #promtion, #media, #restaurant #profits, #increase #sales, #restaurant #strategy, #competition, #restaurant #budget


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Restaurant Marketing: Developing an Effective Marketing Plan

by Ron Gorodesky and Ed McCarron

D eveloping a business plan for your restaurant is extremely important – it helps you plan for your future instead of reacting to changes in your business. Additionally, it gives you credibility and lenders will always ask for one if they consider lending you money.

Equally important and part of a business plan is developing an effective marketing plan. Marketing, in its simplest form, is getting out into your marketplace, observing what is taking place and making decisions based on that which you have observed. A marketing plan basically puts all the information you have gathered into a readable format.

The steps in developing a marketing plan include:

Determine Your Market
Determine where your business comes from. This could be a four-block area for a small deli or a 40-mile area for an upscale destination restaurant.

Check Out The Competition
Gather some competitive intelligence through scouting. Develop a competition profile. Things you should include in a competition profile include Name, Address, Hours of Operation, Restaurant Theme (e.g. Continental, Italian, American) and Entree Prices. Set it up like a chart and include your restaurant for easy comparison.

Identify Your Business
Identifying who dines with you is the crux of your marketing plan. Determine who your customers are (e.g. business people, social people) and why they dine at your restaurant.

Determine If There Is Additional Business Available For Your Restaurant
Based on your current customer base, determine if there are groups of people not dining at your restaurant for certain meal periods that could be. For example, maybe you have a good lunch trade but it consists totally of social people and not business people.

Anticipate The Potential New Business Segments
Once you determine where you can generate new business, advertising and promotion decisions become more focused. Reach these new market segments with advertising specifically oriented toward them.

Determine Your Competitive Edge
Find out what makes you stand out from your competition – do you have the best location, do you have the best quality of food or do you have the best atmosphere relative to your competition. As soon as you determine your competitive edge, exploit it.

Menu Price Points
Determine specific dollar amounts that influence a consumer to make a purchase and price all your menu items accordingly. For example, one price point might be that a bottle of wine priced jut under $30 might sell more than a bottle priced just over $30. Of course you must take into account costing issues as well.

Develop Strategies to Enhance Increases in Average Check
Some restaurant chains do this very effectively. The wait staff is very proactive in trying to sell things such as soups, salads, appetizers and desserts in addition to customers ordering entrees. Develop written strategies on how you will upsell , include them in the marketing plan and communicate them to your wait staff.

Determine Your Restaurant’s Annual Revenue
This will serve as the basis for your annual marketing budget and should be done as part of the overall budgeting process.

Evaluate the Need for Professional Memberships
Since people do business with people they know , it is important for you as a restaurant owner or manager to participate in professional organizations. Determine what professional organizations you are a member of and evaluate their effectiveness in promoting the restaurant.

Employ the Good Neighbor Strategy
Be a good neighbor and take part in community affairs. Do things such as provide meals to the underprivileged or offer the your services in catering-related events. Obviously, you need to carefully choose the beneficiaries of your donations since nearly everyone will be asking. The recognition and publicity received from the right contributions is invaluable.

Develop the Marketing Expense Budget
Develop a schedule of expenses which would be a breakdown of your Marketing expense included in your budget for the year. These line items include such things as:

Direct mail
Entertainment costs (including complimentary meals)
Newspapers
Magazines
Civic and community projects
Donations

A full breakdown of the type of marketing expenses will be available in the 1997 Pennsylvania Restaurant Operations Report published by Restaurant Advisory Services later this year. Marketing expense should average in the range of 2 to 4 percent of your total revenues.

The Action Calendar
Introduce an action calendar to organize the myriad of activities and strategies you select for implementation. This can take the form of a calendar where your have specific dates blocked off for your marketing endeavors.

Recap
This plan is for owners and managers to follow. It is a blueprint for achieving your revenue goals.

Restaurant Advisory Services provides full-service consulting services to the restaurant and hospitality industries. The firm offers a full menu of advisory services focusing on every aspect of the life cycle of restaurants and other hospitality organizations, from pre-opening and conceptual planning, to day-to-day operations, to design and brokerage.

Free E-mail Newsletter for Restaurant Owners, Chefs, Managers and Staff

Sign-up now for the leading e-mail newsletter dedicated to the restaurant owner and the independent restaurant community.


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Non-governmental Organization based in Ireland

Mission Statement: “To work towards ensuring that the poorest and most vulnerable in our world and those affected by humanitarian crises have access to the fundamental rights of life, including but not limited to adequate shelter, food, water and sanitation, healthcare and education”

Our Vision: “We envision a world where poverty and hunger no longer exist; where communities are prepared for seasonal shocks; where structural and cultural barriers to growth are removed; and where every man, woman and child has equal rights and access to resources and opportunities.”

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GOAL is an international humanitarian NGO which has been working in Honduras since 1998, with the aim of reducing inequality, exclusion and poverty in Central America, including by focusing on the preparation for and recovery from disasters and by integrating a focus on the protection of vulnerable groups. Since 2005, with the support of DIPECHO, GOAL has focused on plans of action to increase the resilience of communities to disasters in the remote area known as la Mosquitia that spans across the Honduran- Nicaraguan border.

Decisive fight for supremacy in Idlib may cause humanitarian catastrophe
Intensification in conflict could also lead to another refugee crisis

Tuesday’s chemical attack in Syria has highlighted the vulnerability of more than 1.5 million people in the Syrian province of Idlib, who could soon find themselves at the mercy of a vicious final battle in Syria’s all-consuming six-year war, according to GOAL.

Oxfam Ireland is entering formal discussions with GOAL on a potential merger that, if successful, will see the organisations coming together under the name Oxfam GOAL, to create a global development agency based in Ireland. The organisation’s work would cover humanitarian and development programmes, with evidence-based advocacy and campaigns.

job Closing date: 31 Jul 2017 GOAL

General Description of the Programme

GOAL is an international NGO based in Ireland, which works in more than 12 countries worldwide. GOAL opened a regional office in Jordan in 2017 to support projects in the Middle East which work with communities in need to improve livelihoods; access to markets; and to support critical services in the areas of protection, health, nutrition, water and sanitation.

Overview of the role

job Closing date: 10 Aug 2017 GOAL

Job Title. Compliance Officer

Reporting to. Compliance Manager

Location. Dublin, Ireland

GOAL is an international humanitarian agency established in 1977 and currently operational in 13 countries world-wide. GOAL is supported by a range of donors including the Irish Government, UK Government, USAID and the European Union and in many instances works with implementing partners, both national and international.

job Closing date: 31 Jul 2017 GOAL

GOAL are seeking a Procurement Specialist to join an established logistics procurement team in Dun Laoghaire. The role will be working in a team of 5 logistics procurement professionals all covering different areas, while reporting to the Senior Logistics Officer. Experience in public sector or non-profit procurement would be an advantage.

job Closing date: 29 Jul 2017 GOAL

GOAL has worked in Sierra Leone since 1998 and currently implements activities in Western Area, Kenema, Bo, Bonthe, Bombali, Port Loko and Kambia Districts. The GOAL Sierra Leone programme contributes to poverty and vulnerability reduction through the implementation of multi-sectorial, integrated programmes, utilising a systems based approach.


How to Buy a Car: The Ultimate Car Buying Guide to Not Getting Ripped Off and Saving Thousands! (Car Buying – Car Buying Guide – Car Repair – Buying a Car – Car Sales – Car Buying Strategy) #trak #auto


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Description

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