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The Competition
The Company will remain knowledgeable about the competitive landscape in order to successfully carve out a niche for Sh-Boom’s. Remaining aware of the offerings, strengths, and weaknesses of area competitors will aid the Company in building upon its operational advantages. The Company has conducted a primary and secondary benchmarking of all 21 direct and indirect competitors in and around Massena, NY.

Key

1. Dar’s Place
10 West main Street, Massena, NY
Distance from Sh-Boom’s: 3.1 miles

2. Dairy Queen Brazier
85 Parker Avenue, Massena, NY
Distance from Sh-Boom’s: 2.9 miles

3. Hebert’s Steak Ranch
8 Trippany Road; Route 37, Massena, NY
Distance from Sh-Boom’s: 1.7 miles

4. Guy’s Family Restaurant
22 Highland Avenue, Massena, NY
Distance from Sh-Boom’s: 1 mile

5. Nana’s Kitchen
185 Park Avenue, Massena, NY
Distance from Sh-Boom’s : 2.5 miles

6. Ponderosa
341 South Main Street, Massena, NY
Distance from Sh-Boom’s: 3.4 miles

7. Spanky’s Restaurant
3 Main Street, Massena, NY
Distance from Sh-Boom’s: 4.1 miles

8. The Lookout
9999 RTE 56, Massena, NY
Distance from Sh-Boom’s: 6.2 miles

9. Trombino’s Restaurant
181 Center Street, Massena, NY
Distance from Sh-Boom’s: 2.8miles

10. Via Main Restaurant
132 Main Street, Massena, NY
Distance from Sh-Boom’s: 3.8 miles

11. Village Inn
181 RTE 56, Massena, NY
Distance from Sh-Boom’s: 6.6 miles

12. Wendy’s Restaurant
116 North Main Street
Distance from Sh-Boom’s: 3.5 miles

13. A-1 China Buffet
94 Grove Street, Massena, NY
Distance from Sh-Boom’s: 3.2 miles

14. China Doll Restaurant
19 Main Street, Massena, NY
Distance from Sh-Boom’s: 4.1 Miles

15. KFC
232 Main Street, Massena, NY
Distance from Sh-Boom’s: 3.6 Miles

16. McDonalds
324 South Main Street
Distance from Sh-Boom’s: 3.4 miles

17. Pizza Hut
4 Malby Avenue, Massena, NY
Distance from Sh-Boom’s: 2.9 miles

18. Sbarro’s
100 St. Lawrence Ctr, Massena, NY
Distance from Sh-Boom’s: .7 miles

19. Subway
371 East Orvis Street
Distance from Sh-Boom’s: 3.5 miles

20. Wendy’s
6092 St. Lawrence Ctr., Massena, NY
Distance from Sh-Boom’s: .7 miles

21. Taco Bell
6100 St. Lawrence Mall Ctr., Massena, NY
Distance from Sh-Boom’s: .7 miles

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Benchmarking Chart
Restaurant 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Quick Service N Y N N N Y N N Y N N N Y Y Y Y Y Y Y Y Y
Full service Y Y Y Y Y Y Y N Y Y Y Y Y Y N N N N N N N
Chain/Franchise N Y N N N Y N N N N N N N N Y Y Y Y Y Y Y
Hours of Operation L L L M L M M L M M L L M L M M L L L L L
Seasonal N Y N N N N N N N N Y N N N N N N N N N N
Food Type T F T T T T T T T T T T F F F F F F F F F
Catering N N N N N N N Y N N N N N N N N N N N N N
Takeout Y Y Y Y Y Y Y N Y Y Y Y Y Y Y Y Y Y Y Y Y
Monthly/seasonal
Dining out patterns M S M M M M M S M M S M M M M M M M M M M
Industry Sales Outlook G S G G G G G S S G G G S S G G G S S S S
Economic Trends S G S S S S S S S S G S S S G G G S S S S
Consumer Confidence S G S S S S S S S S G P S S S S G S S S S
Demographic Trends S S G S S S S S S S S P P P S G G S S S S
Menu Pricing 2 2 3 2 2 1 2 3 2 2 3 2 2 2 2 1 2 2 2 2 1
Alcohol Served Y N Y N N Y N Y Y N Y N Y Y N N N N N N N
Nutritional Values Y N Y Y Y N Y Y Y Y Y Y N N N N N N Y N N
Concept/theme N N N N N N N Y I N N N Y C N Y N I N N O
Customer Service /Innovations 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 2 2 3 3
Food Production Methods 2 3 2 2 2 3 2 3 2 2 3 1 2 2 3 3 3 3 3 3 3
Debt-to-Sales ratios 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
Labor saving Techniques Y Y N N N Y N N N N N N N N Y Y Y Y Y Y Y
Business Meal Tax Deductibility N Y N N N Y N N N N N N N N Y Y Y Y Y Y Y
Health Insurance 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6
Wage & hour requirements 2 1 2 2 2 1 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1
American with Disabilities Act S S S S P S P G P P G P S P S G G S G S S
Seating S P S S P P S G P S S P G P S P S S G S P
PARKING P S P G P G S S P P S P G P G G G G P G G
Seating capacity G S S S P G G S P S S S G S G G G G S G S
# customers by meal periods S P S G S S S S P G G P P P S G G S S G S
Business increasing Y N Y N N N N N N Y N N N N N Y Y N N Y N
Food portion G S G S S G S S S S G G G S S S S S S S S
Food presentation G G E G G G G G S S G G G S S S G S S G S
Food consistency E G E S S S S S P G G G G S E E E G E E E
Food taste E G E G G S S S S G G G G S S S S S S G S
Exterior appearance S G G S S G S S P S G G S P G G G S G G G
Interior appearance G S G S S S S S P S G S G S S S G S G G G
atmosphere S S S S S S S S P S G S S S S S G S S G S
Cleanliness G G G G S S S G S G G G G G G G G G G G G
Surrounding neighborhood G S G S P S P G P G G S G S S G G G G G G
Overall rating G S G S S S S G P S G P P P S S S S G G P

Conclusion
Based on the research of the Company, it is believed that the three chief competitors of Sh-Boom’s will be Dar’s Place, Herbert’s Steak House, and The Village Inn.

Assessment of Competition
The following facts have been established upon the analysis of the 21 restaurants in the vicinity of Massena, NY:

• All competitors are in the vicinity of 0.5 to 7 miles of Sh-Boom’s. Four establishments are located at or about a mile distance (Guy’s Family Restaurant, Wendy’s, Sbarro’s, and Taco Bell).
• There are 6 Good and 5 Poor restaurants, leaving 10 Satisfactory restaurants
• There are only three full-service restaurants rated as Good: Dar’s Place, Herbert’s Steak House, and The Village Inn
• All Good-rated restaurants (except one) offer takeout food. The only catering/banquet business is The Lookout.
• No full-service restaurants in the area are franchised.
• All Good-rated restaurants operate for limited hours.
• The Village Inn is a seasonal restaurant and has seasonal clientele as well. The Village Inn is the only one among the six to have a good outlook on Economic Trends as well as customer confidence.
• Pricing seems to be divided equally among the top 6 competitors, with three medium and three highly priced menus. Dar’s Place has a medium price range. All other restaurants are highly priced.
• As expected, all full-service restaurants offer alcohol and serve traditional food.
• There is no theme followed by any of the Good-rated restaurants – the three theme-based restaurants are rated as poor.
• The Good-rated restaurants are all rated Medium in their innovation.
• Food production methods for Dar’s Place and Hebert’s Steak Ranch are rated as Medium. The Lookout and the Village Inn are rated as High.
• Dar’s Place follows labor saving techniques. This is the only restaurant with a Medium Pricing.
• None of the full-service restaurants offer Business Meal tax Deductibility
• Wage and Hour requirements are low for all full-service restaurants.
• Seating services are Satisfactory for all the three full-service restaurants.
• Parking services are Poor for all restaurants except The Village Inn, which is Satisfactory.
• Business is increasing for Dar’s Place and Hebert’s Steak House. The Via Main restaurant is one more restaurant that offers full-service and also is seeing an increase in business.
• Food portions are good for all three full-service restaurants.
• Food Presentation is Good and above. Hebert’s Steak Ranch leads the race.
• Food Consistency has mixed reviews, with Dar’s Place and Hebert’s Steak House leading the race again. Food Taste has similar reviews.
• External appearance is Satisfactory for all full-service restaurants, though for Hebert’s Steak House it is good. Interior Appearance is good for all Full service restaurants.
• The Village Inn leads the atmosphere section where as the other three have Satisfactory Atmospheres.
• Cleanliness is good with all and the same goes for the surrounding neighborhoods.

With the above assessment, it seems that Dar’s Place and Hebert’s Steak House are two formidable competitors. The Lookout could be a competitor if Sh-Boom’s decides to enter into catering/banquet business as well.

SWOT Analysis of Competitors

Strengths Weaknesses Opportunities Threats
Food quality, ambience, atmosphere, labor saving techniques Parking, lack of theme, low on food innovation and food production methods Match competitor strengths, gain on weakness, labor saving techniques, offer tax deductibility meals, offer privilege services to customers, offer catering and banquet services Business is increasing for only four out of 21 competitors

Marketing Plan and Sales Strategy and Implementation
Sh-Boom’s Restaurant and Night Club understands that it must maintain a memorable brand identity to ensure completion of its objectives. To raise brand awareness among its intended audience, the Company will utilize a professionally designed logo throughout its promotional strategy and on its various restaurant materials. This will aid in brand reinforcement and the enhancement of its familiarity and positive reputation among consumers. An influx of patrons will be expected as the Company carries out a comprehensive marketing campaign and upholds its mission. Sh-Boom’s is determined to provide its customers with an environment centered on family fun and 1950s and 1960s nostalgia, and comfort. All aspects of the restaurant will reflect these themes and the brand will communicate the message that Sh-Boom’s is large enough to accommodate families yet small enough to give personalized attention to each patron.

 
Core Branding Elements:

The core message is “We’re large enough to serve you, small enough to know you,” which focuses on the personal connection that customers who were around in the 50’s and 60’s should feel at the diner. The brand identity of the marketing is fun and accessible to all ages. The images used are more eclectic and diverse than a chain restaurant, and are all consistently from the era. Secondary business triggers that Sh-Boom’s restaurant and Nightclub will use are: “Our coffee is so fresh…you’ll slap it”; “Only happy eggs are served here”; “Eat desert first…You never know when you’re going to die”; “Pie fixes everything” and “Come as strangers – Leave as friends.”

The core elements include but not limited to:

• Website
• Social sites (Facebook, twitter)
• Outdoor signage
• Menus (interesting names and images along with each menu item)
• Napkins (lists of trivia questions with answers at the bottom of the napkin)
• Tabletops (glass/plexiglass covered with images/records of the era)
• Wall décor (Photos and posters of the ‘50’s and 60’s)
• Table units will be named after famous artists and their pictures & gold record cases will adorn the wall)
• Server uniforms (authentic 50’s server outfits)
• Theme nights (events, performances, and games)

The logo for the Sh-Boom’s Restaurant and Nightclub features a caricature of a neon Juke-Box with a smiling face with its thumb pointing to itself as if to say “hey, I’m happy, friendly and number one.” The name and wording is featured in Neon Red and in a consistent typeface whenever it appears. Sh-Booms Restaurant and Nightclub attracts prospective customers by offering an exciting and unique dining experience. Good quality food, friendly and professional service, and an entertaining, fun-filled environment differentiate Sh-Boom’s from its competitors.
S.B.U. Analysis – Strategy and Investments

Sh-Booms restaurant and Nightclub have four Strategic Business Units, consisting of Breakfast, Lunch, Dinner and the Bar.

A Stakeholder is defined as any individual/group that has an interest in the success of a business. With this in mind, among the various stakeholders of Sh-Boom’s Restaurant and Night Club are: 1) owners/investors; 2) employees; 3) customers; 4) creditors/bank; 5) vendors/suppliers; 6) environment/local community; 7) county and city health officials.

Good Relationships with the Community and Environment
• Donations to non-profit organizations who work for the betterment of the community.
• Sponsorship of local events, such as healthcare camps, school events, etc.
• Adhering to environmental standards and setting example for other businesses by becoming an environmentally friendly company.
• Providing the choice of promoting healthy eating habits by having a special healthy menu in the restaurant (including a healthy children’s menu).

Good Relationships with Suppliers
Good relationships can be established with suppliers by being punctual in terms of payments, rewarding them or praising them for good performance, providing them suggestions to improve their products/services, and helping them in difficult times, etc. There exist two chains in Sh-Boom’s – the supply stream and the distribution system. The supply chain is rather simple: Farmer/Manufacturer → Food Service Supplier → Sh-Boom’s → customer. Sh-Boom’s will make every effort to purchase directly from local farms or the farmers market (when in season) and contract with suppliers to minimize volatile commodity costs.

Good Relationships with Employees
Relationships with employees can be established by providing them with a healthy working atmosphere conducive for their personal growth, suitable remuneration and rewards packages, recognition for superior performance, and open communication and support from top management, etc. Employees will be provided challenging opportunities so that they feel motivated and become more loyal to the organization and more satisfied with their employment.

Good Relationships with Customers

Customer loyalty will be achieved by consistent performance and delivery. The Company will seek to reinforce this process by the development of customer loyalty programs which will raise the average purchase frequency. Sh-Boom’s restaurant will also offer alternative menu choices for children or those with special dietary needs. The customer is part of Sh-boom’s distribution process that starts with ordering, order taking, order processing, serving, and ends in payment, not withstanding any after sales services. Outstanding customer service is the #1 reason that consumers recommended a restaurant to others. It is a simple equation – Great Customer Service = Better Revenues + Better Profits + better Tips + A Better Customer Service.

Sh-Boom’s Restaurant Value Chain is pictured below:

Competitive Advantages
In addition to remaining knowledgeable about the competition, the Company will tactfully employ its own operational advantages. These advantages will be key in propelling its growth as a popular restaurant. Sh-Boom’s will seek to stand out for its unique themed dining experience, high-quality and well-proportioned food, friendly and professional service, and entertaining and fun-filled environment. The Company’s competitive advantages are further outlined below:
 Business owners and managers have a combined 50+ years of experience working in the restaurant industry.
 The Company will offer a new type menu not available in area, featuring locally sourced ingredients
 The owners and managers are natives of Massena NY, and have strong ties to the community
 The theme of the restaurant will be displayed throughout the exterior and interior of the restaurant, including high-quality furniture
 The Company will maintain strong relationships with vendors that offer high-quality ingredients and fast/frequent delivery schedules.
 The Company will employ an excellent staff who are highly-trained and very customer attentive.
 Great retail space that is bright, hip, clean, and located adjacent to the Massena Shopping Mall.
 Sh-Boom’s will strive for high customer loyalty among repeat customers.
 Sh-Boom’s will strive for high-quality food offerings that exceed competitor’s offerings in quality, presentation, and price.
 The Company will provide a comfortable, accessible atmosphere, including convenient parking, and a good ventilation and air conditioning system
Marketing Campaign

The success of Sh-Booms Restaurant and Nightclub will be achieved by serving great, providing friendly services of the top quality. The company should conduct aggressive marketing strategy to catch the attention of the public and to attract a possibly larger number of customers. After that, the restaurant can work on the development of the loyalty of customers to the restaurant’s brand. Sh-Boom’s should hold the pro-active position to retain customers.

Sh-Booms management will endeavor to create and maintain a positive appealing image for the restaurant. This image will be consistently portrayed throughout all marketing channels and sales promotions. The Company will employ a methodical advertising campaign as it pursues its goals. This campaign will consist of classic, proven ways of promoting a new restaurant along with special attention on building following among older adults and families in the Massena area. Through marketing, the Company will convey a message of family-fun, comfort, and authentic 1950s and 1960s themes. The following promotional methods will be utilized:

Word of Mouth: The Company will rely on positive word-of-mouth buzz to propel business growth. Word-of-mouth marketing is a form of advertising that operates through an individual’s personal recommendations of particular brands, services, and/or products. Customers pleased with the food and atmosphere will refer the Company to their friends, relatives, and colleagues, recommending that they visit Sh-Boom’s. Word-of-mouth referrals will be encouraged with amazing food and amazing service.

Radio Advertisements: The Company will implement notable radio ads on local radio stations, making use of a catchy slogan that will properly represent the Company’s offerings. Radio advertising is a chief way to catch the attention of local residents during their daily commutes to and from work.

Television Advertisements: The Company may make use of television advertisements on local channels which will establish brand awareness in the households of a vast group of area TV viewers.

Local Print Media: The Company will create and distribute eye-catching advertisements to various local media sources, including newspapers, local magazines, and the local Yellow Pages.

Signage: Sh-Boom’s will take advantage of the consumer traffic on its street by putting up visually striking signs. These signs, visible for locals on their day-to-day errands, will showcase the brand identity of the restaurant and easily guide patrons to the entrance.

Themed Menus and Décor: The Company’s theme will be thoroughly conveyed to patrons through menus, napkins, tabletops, wall décor, servers’ uniforms, a neon juke box, and other atmospheric items. The well-executed theme of the restaurant will encourage word of mouth referrals.

Theme Nights: Sh-Boom’s will host special event nights to attract repeat visitors and new patrons. Theme nights will be advertised throughout town using flyers, radio ads, social networking sites, and other media.

Social Networking Sites: The Company will create profiles on today’s most popular social networking sites, such as Facebook and Twitter. Social networking sites are a paramount way to spread awareness of new and existing businesses to an ever-expanding group of potential customers. This will ultimately generate new visitors to the restaurant and spur word-of-mouth referrals.

Customer database: Sh-Booms will aggressively seek to build a database of our guests. Guests will have the opportunity to be included in the database so they can participate in our promotions such as birthdays or anniversary cards and frequent diner programs.

Frequent Diner: Sh-Booms marketing plan will include an active frequent diner program. The program will allow us to record our guests for their actual patronage. The program shall have flexibility to allow us to creative in our reward structure.

E-Mail Campaign: Sh-Booms anticipates capitalizing on its customer database by instilling an effective email marketing strategy that will be developed with the goal of enticement versus quantity.

Website: A well-optimized website with proper site structure, page layout, and clear and easy navigation, along with targeted keywords embedded throughout the site, will ensure proper search engine placement and saturation. The Company’s website will be an important marketing asset, displaying contact info, hours, and photographs of the menu items. The Sh-Boom’s Restaurant and Night Club site will be easily navigable and highly informative, serving as a platform to generate new business.

Management
Gary Joseph Pelkey
Gary Joseph Pelkey is the restaurant manager at Fontana’s Restaurant in New York. He manages daily operations, supervises assistant managers, and is responsible for the finances. He has also been a restaurant manager at The Lobster House, where he controlled the budget, labor, and costs while maintaining outstanding sales and forecasting sales trends for successful operations. In 1990, he made his entry into the restaurant business as a restaurant manager at a start-up Wendy’s, where he oversaw operations for a $300,000 business serving approximately 500 customers.

Mr. Pelkey’s 20 years in restaurant management has allowed him to develop a solid understanding of every aspect of the industry, including revenue growth, inventory, operating trends, team building, strategic planning, staff training, and regulatory compliance. He expects to receive his Master’s degree in business administration and Certificate in Human Resources Management in spring 2011.

Barbara Fenton
Barbara Fenton is a skilled executive chef with 40 years of experience. For the last 30 years, she has been Executive Chef for ABC Mountain Club in Tupper Lake, New York. She taught leadership classes to Food & Beverage managers and supervisors, wrote standard operating procedures for the kitchen, and established operating procedures. She was also chosen to represent the East Coast at the 2010 “Best in the East” James Beard benefit dinner.

Prior to working at ABC Mountain Club, Ms. Fenton was executive chef at BCD Restaurant for 10 years, where she directed all aspects of the kitchen and developed highly effective inventory, ordering, and purchasing controls. She has a Master’s of Business Administration degree from SUNY Empire State College and a Bachelor of Arts degree from the Culinary Institute of America.

 
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