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FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

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FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR
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Page 1: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

F R A N C I S C O M A R T Y , T O M M Y M E L L O , A N N E M U R P H Y , A N D R O B B I E S T O V E R

THE MAPLE BAR

Page 2: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

WHAT IS THE MAPLE BAR?

• We provide local college students and early morning risers with freshly made donuts by morning and cold beers by night

Page 3: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

BUSINESS ENVIRONMENT & TRENDS

-Consumers aged 19-26 spend 46.4% of their food budget dining out

-46% of revenues comes from HH>$75000, 23% from HH<50000

- 18-25 contribute most to industry revenue

Page 4: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

COMPETITIVE ADVANTAGES

Quality

Convenience

Cost

Page 5: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

SWOT ANALYSIS

S W

O T

Strengths

ThreatsOpportunities

Weaknesses

• CONVENIENCE• COST• VARIETY OF

SELECTION• DISTRIBUTION

• NEW PRODUCTS• INELASTIC

DEMAND• NEW MARKETS• CO-BRANDING

• UNHEALTHY• SCALE• LIMITED

LUNCH/DINNER OPTIONS

• B-FAST COMPETITION

• SEASONAL DEMAND

• UNKNOWN BRAND

• PRICE INCREASES

INTERNAL

EXTERNAL

Page 6: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

OPERATING STRATEGY

• Donuts made on daily basis with specialized resources to ensure the best quality

• Hybrid office category that uses a small batches low capital intensive and high reliance on labor force

Page 7: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

OPERATING STRATEGY

• Machinery: Ovens, fryers, taps, refrigeration, coffee machine, payment control devices, order devices, internet routers, POS systems

• Extras: Cups, plates, forks, spoons, napkins, to-go boxes, toiletry necessities, garbage cans

On time delivery of supplies to meet the demand of:

morning & late night customers

Page 8: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

QUALITY STRATEGY

• Daily baking of donuts to ensure freshness and quality

• High reliance on customer input and suggestions

• Lean system to limit waste and delays: prevent over-production and excess inventory

Page 9: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

SUPPLY CHAIN MANAGEMENT

Local beer distributors

…and other ingredients

The Maple Bar

Page 10: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

INVENTORY CONTROL: CONTINUOUS REVIEW SYSTEM

- Extremely Short Lead Times:

- Variable and unpredictable demand

- Reduces cost by allowing to make marginal adjustments to inventory based on short term fluctuations

- Safety stock prevents shortages that would damage customer confidence.

Page 11: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

DEMAND MANAGEMENT

• Trend Progression: We expect a slight trend upward in profit and revenue• Seasonal Demand Estimation: High fluctuations

depending on whether it is the school semester

Mon Tue Wed Thu Fri Sat Sun0

20

40

60

80

100

120

140

160

Customers Per Day

# o

f custo

mers

Mon Tue Wed Thu Fri Sat Sun0

50

100

150

200

250

300

350

400

Units Sold by Day

Coffee ServingBeer ServingsDonuts Servings

Page 12: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

FINANCIAL FORECAST

Janu

ary

March

May July

Sept

embe

r

Novem

ber

Janu

ary

March

May July

Sept

embe

r

Novem

ber

Janu

ary

March

May July

Sept

embe

r

Novem

ber

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

Profit Per Month

Month

Pro

fit

($)

Page 13: FRANCISCO MARTY, TOMMY MELLO, ANNE MURPHY, AND ROBBIE STOVER THE MAPLE BAR.

QUESTIONS


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