Saucy Grill Marketing Plan

Marketing Plan
Prepared For: Derek

Barnes
By: Roseanne Rawas,

Travis MacDougall, Laura
Ball, Luis Levy, Amanda
Veitch and Narelle Kichula
November 7, 2011
Saucy Grill Marketing Plan November 7, 2011
TABLE OF CONTENTS
EXECUTIVE SUMMARY……………………………………………………………………….7
1. Market Situation ..................................................................................................... 9

a) Definition of the market............................................................................................ 9
b) Market Size and Growth ........................................................................................ 10
c) Segmentation of the market ................................................................................... 11
d) Distribution Channels ............................................................................................ 15
e) Consumer Needs................................................................................................... 16
f) Consumer Preferences........................................................................................... 17
g) Consumer Perceptions .......................................................................................... 17
h) Consumer Buying Behaviors Trends ..................................................................... 18
2. CLIENT’s Business Situation .............................................................................. 19
a) Review of Client’s Business: ................................................................................. 19
i) Sales (in units and/or dollars) for past three years: ............................................. 19
ii) Market share (in units and/or dollars) for past three years ................................. 19
iii) Target Market .................................................................................................... 20
iv) Positioning ......................................................................................................... 20
v) Marketing Objectives .......................................................................................... 21
vi) Promotion Strategies ......................................................................................... 21
a) Advertising...................................................................................................... 21
b) Sales Promotion ............................................................................................. 22
c) Public Relations .............................................................................................. 22
d) Selling ............................................................................................................ 22
vii) Product / Service Quality Strategies ................................................................. 22
viii) Pricing strategies ............................................................................................. 23
ix) Distribution strategies ........................................................................................ 23
b) Summary of Key Findings from the Marketing Research Project .......................... 23
3. COMPETITIVE SITUATION .................................................................................. 26
a) Definition of primary and secondary competitors ................................................... 26
b) Review of competitors ........................................................................................... 26
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The Keg: .................................................................................................................... 26

i) Sales ................................................................................................................... 27
ii) Market share ...................................................................................................... 27
iv) Positioning ......................................................................................................... 28
v) Marketing objectives .......................................................................................... 28
a) Advertising...................................................................................................... 28
b) Sales promotion ............................................................................................. 28
c) Public relations ............................................................................................... 29
d) Selling ............................................................................................................ 29
vii) Product / service quality strategies ................................................................... 29
viii) Pricing strategies ............................................................................................. 29
ix) Distribution strategies ........................................................................................ 30
Moxie’s Classic Grill................................................................................................... 30
i) Sales ................................................................................................................... 30
ii) Market Share ...................................................................................................... 30
vi) Positioning ......................................................................................................... 31
v) Marketing Objectives .......................................................................................... 31
a) Advertising...................................................................................................... 31
b) Sales promotion ............................................................................................. 32
d) Selling ............................................................................................................ 32
vii) Product/Service Quality Strategies ................................................................... 33
viii) Pricing Strategies ............................................................................................. 33
ix) Distribution Strategies ....................................................................................... 33
Michael’s Back Door .................................................................................................. 34
i) Sales ................................................................................................................... 34
ii) Market Share ...................................................................................................... 34
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iv) Positioning ......................................................................................................... 34
v) Market Objectives .............................................................................................. 35
a) Advertising...................................................................................................... 35
b) Promotions ..................................................................................................... 35
d) Selling ............................................................................................................ 36
vii) Product/Service Quality Strategies: .................................................................. 37
viii) Pricing: ............................................................................................................. 37
ix) Distribution Strategies ....................................................................................... 37
4. MACRO-ENVIRONMENT SITUATION .................................................................. 38
a) Demographic Environment .................................................................................... 38
b) Economic Environment ......................................................................................... 40
c) Natural Environment .............................................................................................. 40
d) Technological Environment ................................................................................... 41
e) Political/legal Environment .................................................................................... 41
f) Socio/cultural Environment ..................................................................................... 42
5. SWOT Analysis..................................................................................................... 43
Business Strengths Analysis ..................................................................................... 43
Business Weaknesses Analysis ................................................................................ 43
Market Opportunities Analysis ................................................................................... 44
Market Threats Analysis ............................................................................................ 44
6. ISSUES Analysis .................................................................................................. 46
7. RECOMMENDED ONE YEAR OBJECTIVES ....................................................... 48
A) Financial Objectives and Rationale ....................................................................... 48
B) Overall Marketing Objectives and Rationale ......................................................... 49
8. RECOMMENDED ONE YEAR MARKETING OBJECTIVES AND STRATEGIES 50
A) Target Market ........................................................................................................ 50
i) Objectives and Rationale .................................................................................... 50
ii) Strategies and Rationale .................................................................................... 50
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B) Positioning ............................................................................................................ 51
C) Product ................................................................................................................. 51
D) Pricing ................................................................................................................... 52
E) Distribution ............................................................................................................ 53
F) Selling ................................................................................................................... 54
G) Services ................................................................................................................ 55
H) Advertising ............................................................................................................ 55
I) Sales Promotion ..................................................................................................... 56
J) Public Relations ..................................................................................................... 57
K) Research and Development .................................................................................. 57
L) Consumer Research.............................................................................................. 58
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9. RECOMMENDED ONE YEAR ACTION PLAN ..................................................... 59
10. PROPOSED ONE YEAR MARKETING BUDGET ................................................ 68
11. MARKETING CONTROLS .................................................................................... 71
a) Explanation of how the proposed Marketing Plan recommendations address the
stated issues (Section 6) and objectives (Sections 7 and 8)...................................... 71
b) Methods to be used to monitor and evaluate the Marketing Plan. ......................... 74
12. EXHIBITS .............................................................................................................. 78
Exhibit 1 – Re-launch Website ................................................................................... 78
Exhibit 2 – Social Media ............................................................................................ 80
Exhibit 3 – Local Advertisements (flyers) ................................................................... 81
Exhibit 4 – Incentives ................................................................................................. 83
Exhibit 5 – Testimonial Page ..................................................................................... 85
Exhibit 6 – Loyalty Program ....................................................................................... 85
Exhibit 7 – Sponsorships ........................................................................................... 87
ENDNOTES .................................................................................................................. 88
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EXECUTIVE SUMMARY
The enclosed marketing plan is an analysis of Saucy Grill’s business and overall operations.
The following list of recommendations has been listed in priority and if implemented, should
improve upon sales and profits of Saucy Grill’s business.
1) The website needs to be re-launched as it is currently out of operation.

● Saucy Grill should get a new website up and running soon, in order to improve
restaurant credibility and retain loyal customers.
2) Expand the catering business as this is an under-served market for Saucy Grill.
● Build awareness of the catering business to potential clients and increase catering
services to existing clients.
3) Use social media effectively to create brand awareness and stay connected with
customers.
● Begin using social media more actively to connect with customers, utilizing sites
such as: LinkedIn and Facebook as these are popular social media sites potential
clients may already be using.
4) Continue and expand local advertising in Streetsville by use of newspapers and

flyers.
● Continue advertising in the Mississauga area, but begin to advertise in the Toronto
Star. Use of flyers inserts, to reach a targeted number of people.
5) Start utilizing the vacant lot (Saucy on the Side) as it is currently being
underutilized.
● Saucy Grill is renting a vacant lot next to the restaurant, which is currently being
used as external storage. The lot must be accessed from a door outside of the
restaurant, causing a slowdown in accessing storage.
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6) Start using incentives to keep and attract new customers.

● Begin using promotional incentives on weekdays to promote business during slow
periods.
7) Start making use of testimonials in the re-launched website to strengthen Saucy

Grill’s brand image.
● Incorporate a testimonial page so Saucy Grill can project a positive image to
potential customers.
8) Saucy Grill should start to implement a loyalty program.

● Saucy Grill should increase its relationships with customers, through the use of
loyalty programs to better retain clients.
9) Bring in live entertainment to create an ambiance for the restaurant.

● Direct and in-direct competitors in Streetsville use live entertainment to attract
customers. Saucy Grill should also use live entertainment to compete with other
restaurants in the area.
10) Expand the use of sponsorships in the local communities.

● Becoming positively known in the community will build good will for Saucy Grill and
draw customers into the restaurant.
11) Saucy Grill should look at updating its interior decor, to keep up with new design
trends.
● The decor should be modified to enhance the ambiance in the restaurant, by utilizing
modern design trends in the restaurant industry.
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1. MARKET SITUATION
The market situation will give a detailed look into the foodservice industry in the
Streetsville area (Mississauga, Ontario). We will be looking at the industry that Saucy Grill
competes in, which is the full service, fine-dining restaurant sector.
a) Definition of the market
The following section will define the market that Saucy Grill competes in as well as
some direct competitors that Saucy competes with.
• Saucy Grill is classified in the food service industry as a full service

restaurant, particularly in fine-dining, located at 111 Queen St. S,
Streetsville, Mississauga, Ontario.
• Saucy Grill specializes in catering to private weddings, corporate

gatherings, private parties, social events, showers and on or off site.
• Catering represents 2 to 3% of overall sales.
• Saucy Grill’s direct competitors listed by location include:
Mississauga, ON Oakville, ON
• Moxie’s Classic Grill • Stoneboats

• The Keg Steak House • Trattoria Timone
• Michael’s Back Door • Oliver’s
• La Castile Steakhouse • Jonathan’s
• Breakwater
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b) Market Size and Growth 1
This section is an overview of the food service industry as a whole and the
forecasted market growth.
• In Canada, the foodservice industry is expected to grow at an average

annual rate of 3.6%, which is slightly lower than 4.1%, the growth
experienced in 2005 to 2008.
• Limited service restaurants will lead in growth in the food service industry,
with an average growth of 1.3% up until 2014.
• Full service restaurants will grow annually, at a rate of approximately

1.2% by 2014.
• This predicted growth is anticipated due to the recovery from the

economic recession.
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• In 2010, foodservice industry sales increased 3.1% which resulted in a

growth of 1.8 billion dollars. 2
• The following chart represents the percent change in the market from
2008 to 2009 and from 2009 to 2010.
Table 1
Canadian Restaurant and Foodservices Association (CFRA) Forecast 2009-10
c) Segmentation of the market 3
This section will break down the market into distinct identifiable groups. This break
down will cover various types of restaurants that are in the full service restaurant
industry. Furthermore, this will look at specific customer groups who would be in the
market to utilize the services provided by a full service restaurant.
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Segmentation of the businesses in the full service restaurant sector:
Licensed/Unlicensed fine-dining: 4
• The dress codes in most fine-dining restaurants do not permit casual

wear.
• They have top notch service having servers with minimal tables, up to two
servers per table, sometimes with a Maitre D’ overseeing it.
• The menus are very classy with items being made with fresh quality
ingredients.
• Smaller portions of food are made with extreme attention to detail making
food look and taste great.
• Expect to pay a premium for the food and services that you receive.
• It is very likely reservations must be made on busy nights at a fine-dining

restaurant.
• Most fine-dining restaurants are not franchises or have multiple chains.
Casual Dining: 5
• Casual dining restaurants offer moderately priced food serving a larger

market.
• They service in between the fast food and fine dining market.
• The atmosphere is with a more casual dress code.
• They typically provide table service unless it is a buffet style restaurant.
• It is typical to have a full bar, with separate bar staff.
• Casual dining restaurants usually have larger beer menus and a limited
selection of wines.
• Frequently they are part of a larger chain and have multiple locations.
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Family Restaurants: 6
• Family restaurants are more affordably priced and have fixed menu items
available.
• The restaurant is more open with booths and large tables for families.
• Table service provided at family restaurants offer minimal service.
• Minimal alcoholic beverages are offered, including liquor and a few

popular brands of beer.
• Staying true to their name, they are typically single-family businesses.
Restaurant Bars: 7
• These establishments are moderately priced in the food and drinks

offered.
• They are typically open concept due to the nature and atmosphere of the
restaurant.
• They offer common food and meal choices to customers.
• Have full bars with usually multiple bar tenders and bus boys.
• Table service is provided to guests usually for rounds of drinks.
• Offer a wide array of domestic and imported beer in bottles as well as on

tap.
• Have numerous types of liquors and provide mixed drinks as well.
Segmentation of major consumers for full service restaurants 8
This segmentation of the consumer market was provided by a company

called Prizm, which specializes in identifying various customer groups. The titles
and all descriptions of these customers have been borrowed from Prizm. Since
this is a school project we were granted access to this information.
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Money & Brains:
• They are typically older couples or families living in urban areas.
• All of the people in this segment have gone to university and have white-
collar jobs.
• They are usually English speaking and have an average income of

$123,359.
• Most are homeowners; enjoy tennis and other upscale luxuries associated
with this segment.
• They are prosperous parents and are considered urban elites.
Cluttered Nests:
• These are older couples and have multi-generational families in the

household.
• They can be considered to be upper-middle class with either a university

degree or a high school diploma.
• Typically this segment could have either a white-collar job or a higher

paying service job.
• They are well-off averaging an income of approximately $88,436 a year.
Electric Avenues:
• This segment tends to be a younger group consisting of either singles or

couples.
• They are English speaking with either a white-collar or service jobs.
• Although this group is either younger singles or couples they are well off
with an income of about $85,464.
• Due to their high incomes they are university graduates and are
considered middle-class.
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Grads and Pads:
• This segment consists of mostly younger single individuals.
• They have either a white-collar job or work in the service industries.
• Most of them are recently graduated university students starting their

careers.
• All enjoy a modest annual income of approximately $61,246 and are

considered lower-middle class.
Blue Collar Comfort:
• Middle-aged families make up this consumer market segment.
• Just as the name suggests these are blue-collar and service workers.
• These people have completed high-school or college as their education.
• They are considered upper-middle class with an income of about $88,436

and they are homeowners.
d) Distribution Channels
This section deals with how all of the various types of competitors distribute their
products to the end consumers. This is also broken down into the various types of
restaurants under the full service restaurant heading.
Licensed/Unlicensed Fine-Dining: 9
• Companies in this segment usually offer “dine-in” as their only option due
to the specialization of the meals and the unique plating.
• These restaurants would also do catering either in house or on site for

special events.
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Casual Dining: 10
• Establishments in this market place offer larger distribution options than

fine dining, since plates are more standardized and quality is lower.
• They typically offer a dine-in option; have a take-out menu, and some
even offer delivery on most products.
Family Restaurants: 11
• These restaurants being smaller usually do not offer any delivery.
• They do however offer dine-in services and the option to order take-out to
pick up.
Restaurant Bars: 12
• Companies who are restaurant bars also offer dine-in being in the full
service sector but typically offer take-out on food items only.
• Rarely delivery will be offered since menu items are fairly generic and no
alcohol is available for take-out orders.
e) Consumer Needs
The following points depict various consumer needs that are expected when
ordering food from companies in the food service industry:
• A large variety of items to choice from, Items such as healthy and organic
meals. 13
• Consumers want healthy higher quality products, such as fresher produce

and better cuts of meat. 14
• Excellence in service is very important for companies in the foodservice

industry, who want to be successful.
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• Presentation of the food is important to customers as well as the

atmosphere.
f) Consumer Preferences 15
This section summarizes some of the consumer’s preferences while dining out:
• Excellent customer service that is professional, convenient and timely.
• A menu which offers customers to choose from a variety of appetizers,

main dishes and desserts.
• Consumers are always looking for a less expensive and more affordable
meal while not sacrificing taste and service.
• Different options such as a vegan and vegetarian alternatives.
• Consumers are leaning towards healthier options due to increasing health

concerns and dietary needs. 16
• Consumers want to be able to customize their meal, by being able to add

and remove items.
• Consumers want the option to dine inside, or outside on a patio.
• Consumers are drawn to restaurants with promotions and specials such

as 10% off meals and discounted drink nights.
• Consumers want professional chefs cooking their meal, in order to receive

the best quality food.
g) Consumer Perceptions
This section will cover some consumer perceptions of the food service industry:
• Due to the recession, consumers want more value for their dollar. 17
• Customers go out to restaurants to enjoy socializing with friends, family

and co-workers. 18
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• Customers want the option to be able to go into a restaurant and

customize their meals. 19
h) Consumer Buying Behaviors Trends
The following dining trends are taking place in the food services market:
• Consumers are more health conscious and are purchasing healthier items
on the menu such as salads, and red wines. 20
• Maintaining a healthy balanced diet and leading an active lifestyle is

increasingly important to consumers.
• Consumers want to go out and enjoy an upscale meal, but with a desire to
pay less. 21
• Consumers often want the calories listed beside the item on the menu
because they are becoming very health conscious. 22
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2. CLIENT’S BUSINESS SITUATION 23
a) Review of Client’s Business:
i) Sales (in units and/or dollars) for past three years:
The following sales numbers are an estimated figure of weekly sales based on the
information Saucy Grill has provided. Based on the weekly sales, we have
calculated that the average sales per year are $1,300,000.
• $25,000 X 52 = $1,300,000 per year
ii) Market share (in units and/or dollars) for past three years
• Saucy Grill competes directly with two restaurants in Mississauga:
• The Keg
• Moxies
• The location of competitors are listed on the map on the following page
• Based on its annual sales, Saucy Grill likely has a large market share in
Mississauga.
• Given its location in a highly populated entertainment district, Saucy Grill
attracts lunch hour customers, and those on their way home from work.
• It also attracts families and couples who are looking for a night out for dinner.
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iii) Target Market
• Saucy Grill has a broad appeal that attracts individuals who are looking for
a casual fine dining experience.
• Saucy Grill main target market is businesses, with customers ranging in

age from 25-60.
• Evenings and weekends are targeted towards couples between 25-35,

and families with an average middle income.
• Saucy Grill’s business is 1/3 lunch and 2/3 dinner. No lunch is offered on
weekends.
iv) Positioning
• Saucy Grill positions itself as a casual fine dining restaurant offering fresh
made, in house meals with excellent service in a relaxed environment.
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• Saucy Grill also offers catering for mostly corporate business events.
• Saucy Grill is “Classy yet social allowing you to relax and enjoy your
company and food in a comfortable environment.” 24
• Saucy offers fresh made food prepared on site.
v) Marketing Objectives
Saucy Grill’s current marketing objectives are as follows:
1. To increase sales by 5% during week nights in the next 3 months.
2. To sustain sales at an increase of $10,000 per month over the next year.
3. To maintain the loyalty of their corporate business customers while

meeting the goals outlined in the above two objectives.
vi) Promotion Strategies
a) Advertising
• Saucy Grill advertises in the Entertainment Book that is distributed to the

Greater Toronto Area.
• Most promotion is done through word of mouth.
• Saucy Grill also places business cards in The Delta Meadowvale and The
Marriott Hotels, for patrons to choose a restaurant while staying at the
hotel.
• Saucy Grill advertises in the local newspaper “The Mississauga News”

and on the “Village of Streetsville” website.
• Saucy Grill’s website provides customers with the menu, pictures of the
restaurant and upcoming special events.
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b) Sales Promotion
• Saucy offers a “Taste of Saucy” menu including a three course meal at a

set price of $32 which is available to customer’s every day, but changes
are made to this menu monthly.
• The “Taste of Streetsville” three course meal is set at a price of $25 and is
done twice a year.
• They offer 10% off for takeout customers due to the reduction in service
required.
c) Public Relations
• “Taste of Streetsville,” which is done twice a year, helps improve the

image Saucy Grill has in the neighborhood, and with other local
businesses.
d) Selling
• Saucy Grill offers in house or take out services as well as catering for
corporate events, weddings, and family gatherings.
• One of Saucy Grill’s selling strategies is to have experienced staff know

the food, wine, and liquor menu very well.
• The staff provides information about specials and provides

recommendations.
• Saucy seats 122 people inside and 24 people on the outside patio.
vii) Product / Service Quality Strategies
• Saucy always provides fresh ingredients and in house specialties.
• Strong relationship building with customers is encouraged, making

customers feel welcomed in a classy social environment.
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• They provide customers with a friendly welcome and prompt service.
• The menu options are continuously being modified.
viii) Pricing strategies
• Saucy is priced competitively with fine dining restaurants in the Greater

Toronto Area.
• Saucy offers a 10% discount for all items on their takeout menu.
• Saucy offers a three course meal special with a variety of choices to

choose from for $32.
ix) Distribution strategies
• Saucy Grill distribution channels include dine-in and take-out.
• Hours of operation include Monday 11:30am to 9pm and Tuesday to

Friday 11:30am to 10pm, Saturday 4pm to 10pm and Sunday closed.
b) Summary of Key Findings from the Marketing Research Project
Research through a self-administrated survey was conducted for academic purposes at

Sheridan College, intended to provide background information for Saucy Grill, a fine dining
restaurant located in Streetsville, ON. Research was conducted to provide a deeper
understanding of consumer attitudes towards fine dining restaurants. The survey findings
should be replicated by an independent, professional research company before being acted
upon.
Research Methodology
Population of interest included people who dine-in at fine dining restaurants for business
and/or personal purposes. Surveys were distributed during January - April 2011. A goal of
300 surveys was nearly reached with a total of 295 surveys completed using the online
survey tool, Survey Monkey (117) and standard hard copies (178). Surveys were given out
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at Sheridan College; survey links were posted on Facebook and LinkedIn and given to
employees at various businesses throughout the GTA (Oakville, Mississauga, and Toronto).
Some key limitations of conducting this survey are that the survey may not have reflected
the population due to the sample size of the survey. Also, inaccurate responses may have
resulted from respondents believing the survey was too long.
Significant findings related to our research objectives were found through analysis of the
survey results. The research objectives are as follows and are in order of priority:
1. To determine the profile of customers who eat at fine dining restaurants.

2. To determine the buying behaviours of consumers who eat at fine dining
restaurants.
3. To determine what sources of information people use when deciding to use
fine dining restaurants.
4. To determine the ideal attributes and experiences consumers have from a fine
dining restaurant.
5. To determine respondents most recent dining experience.
6. To identify consumers needs towards catering for special family events from
fine dining restaurants.
7. To determine occasions that customers would use catering services from a
fine dining restaurant.
8. To determine what customers look for when ordering take out food from a fine
dining restaurant.
Key Findings
• Most respondents were between the ages of 25-34 accounting for 32.5% of the
sample.
• Slightly over half of respondents at 50.9% said they rarely use fine dining services
for business purposes. Meanwhile, 40.1% of those who were surveyed said they go
out at least once a month for personal reasons.
• Out of all the respondents 90% agreed that it is important that the servers be
knowledgeable and 95.2% of those surveyed agreed that cleanliness is important in
Page 24 of 90
fine dining restaurants. Friendly and courteous employees were also ranked high by
respondents with 91.9% stating it is important.
• The Keg was the most visited fine dining restaurant with 29.8% of respondents
saying The Keg was their last fine dining experience. Those who work in the
Management and Business sector stated they dined out at The Keg as their recent
fine dining restaurant experience.
• Catering services is most frequently requested when consumers are a part of a
wedding, with 84.7% of respondents feeling it is likely needed. 81% of respondents
feel that delivery time for a catering service is extremely important.
• 98.3% of consumers believe having a varied menu selection is important when
ordering take out.
• The two main sources of information consumer’s use when deciding on a fine dining
restaurant are referrals and reputation, both having 95% of the respondents agree.
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3. COMPETITIVE SITUATION
a) Definition of primary and secondary competitors
Primary Competition:
• The Primary competition for Saucy Grill in the casual fine dining restaurant
industry is The Keg, Moxies and Michaels Back Door. These are considered to
be Saucy Grill’s direct competitors because they offer high quality of food,
acceptable service, and a comfortable atmosphere.
Secondary Competition:
• The Secondary competition for Saucy Grill consists of indirect competitors
such as full-service restaurants that are priced medium to low (Ex. Kelsey`s,
Boston Pizza), and fast food restaurants that are priced extremely low (Ex.
McDonalds, Subway).
b) Review of competitors
The Keg: 25
The Keg is a chain of upscale restaurants in the United States and Canada. The Keg
specializes in serving only the finest cuts of meat. They also offer slow roasted prime
rib, shellfish, fresh salads, a variety of desserts and wine list. As of right now The Keg
has 102 restaurants ranging from coast-to-coast in Canada, and has locations in the
United States such as Phoenix, Dallas/Fort Worth, Denver and Seattle.
The Keg has many similarities to Saucy Grill such as food items, promotional offers,
and atmosphere. The Keg can be considered one of Saucy Grill main direct
competitors.
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i) Sales 26
• The Keg’s main revenue is from sales in the restaurant, franchise royalties
and fees.
• The Keg Rights Limited Partnership grants an exclusive licence to use the
Keg Righs to licence and make royalty payments to the Partnership equal
to 4% of gross sales of Keg restaurants.
• The gross sales reported by the 102 Keg restaurants in the Royalty Pool
were $110,382,000 for the last quarter in 2010, an increase of $2,050,000
or 1.9% from the comparable quarter of the prior year.
• The chart below shows the total sales in millions from The Keg restaurants
ii) Market share
• Market share is not available for The Keg.

• Within Ontario there are 41 Keg locations, two are in Mississauga alone.
iii) Target Market
• The target market consists of males and females and business oriented
consumers, aged 20 and over, who are employed with middle to high
income salary.
• The Keg attracts individuals that are looking for an upscale dining
experience.
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iv) Positioning
• The Keg Steakhouse & Bar positions itself as a restaurant striving on three
key ingredients: quality, comfort and value. 27
v) Marketing objectives 28
1. To increase sales by 2.5% in the next year.
2. To open at least 2-3 more stores within the next year in Canada or the
United States.
3. The increase awareness of The Keg.
4. To provide customers with great service and excellent food to encourage

repeat business.
a) Advertising 29
• The Keg uses television commercials to promote their restaurant and

specials.
• They run advertisements in local newspapers.
• The Keg also advertises on their own website providing customers
with menus, specials, contact information and franchising information.
• The Keg has a newsletter that customers can sign up for to learn
about the latest promotion and offers.
b) Sales promotion 30
• The Keg newsletter provides customers with features and promotions.

• The Keg offers features on their menu for a lower price for a time
period to promote the dish.
• The Keg has Monday-Thursday cheaper drink night.
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c) Public relations 31
• Keg employees are encouraged to donate their time and energy to

local initiatives that benefit their communities such as participating in
local charity walks, filling the storerooms of emergency shelters, or
providing special dinners for families in need.
• The Keg also supports many charities such as Big Brother Big Sister,
Free the Children, Youth in Motion top 20 under 20, and many more.
d) Selling 32
• The Keg offers in house and take out services.

• The Keg offers a bar, lounge atmosphere, comfortable restaurant area,
and a heated patio.
• The staff is well trained and provides customers with
recommendations and daily specials.
• The Keg in Mississauga is located in a very popular area, with lots of
stores and restaurants in the area.
• Within Ontario there are 41 Keg locations.
vii) Product / service quality strategies 33
• The staff provides friendly service by greeting consumers at the entrance

and showing them to their seat.
• The Keg is positioned as having the best steak with a great blend of flavors
and the best high quality of beef.
• Healthy options are offered throughout the menu in a variety of soups,
salads, sandwiches and drinks.
• The nutritional information is provided to the customer upon request, and
can be viewed online.
viii) Pricing strategies
• The Keg is priced more expensively than its competitors because of the
high value of food it offers.
Page 29 of 90
• The Keg offers promotions on their features.

• During the week, they offer lower prices at happy hour” for cocktails and
drinks.
ix) Distribution strategies 34
• The Keg offers a dine-in and take-out option.

• The Keg is open from Monday – Wednesday 11:30am-11pm and from
Thursday-Friday 11:30am-Midnight, Saturday 3pm-Midnight and Sunday 3pm-
11pm.
Moxie’s Classic Grill
Moxie’s is an upscale, casual dining restaurant and bar, with an atmosphere that makes you
feel welcome and relaxed. With an elegant dining room and an upbeat lounge to make
guests have the best dining experience possible. Moxie’s focuses on excellent food quality
and services. The company’s dynamic offering appeals to many audiences including
families, students, couples and business professionals. Moxie’s was founded in Calgary in
1986, with more than 55 restaurants located in five provinces, including British Columbia,
Alberta, Saskatchewan, Manitoba and Ontario. 35
i) Sales
• Moxie’s main revenue occurs from sales in the restaurant.

• Moxie’s generates about $100,000 a week in revenue per location. 36
ii) Market Share 37
• Moxie’s has 55 restaurants across five provinces in Canada.

• Yearly system sales of over $28.6 million.
iii) Target Market 38
Moxie’s has multiple target markets due to having a dining area and a lounge.
Page 30 of 90
Dining Room
• The Dining room brings in a crowd of families, couples and business

professionals to have a quiet place for meetings.
• The music is softer and the lighting is dimmed.
Lounge
• Moxie’s lounge and bar is age restricted at 19 plus.

• The lounge brings in business professionals, couples and students who are
looking to have an upbeat relaxing experience.
• Servers are friendly and easy to have a conversation with.
vi) Positioning 39
• Moxie’s positions themselves as an “upscale ‘non-themed’ restaurant, coupled

with superior quality food offerings and service.”
• “It is our primary goal to provide a positive experience for each one of our guests.
From our freshly prepared food to our guest focused service we continually strive
to maintain and improve our guests’ experiences.”
v) Marketing Objectives 40
1. To expand from Atlantic Canada and Quebec to Vancouver island.

2. To achieve a high level of long-term restaurant profit.
3. To maximize the profit potential of our sales.
vi) Promotion Strategies 41
a) Advertising
• Moxie’s does a lot of in store advertising promotions with direct

communication from servers.
• Servers tell guests about on coming holiday features and promotions
including New Year’s set menu.
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• Moxie’s uses Twitter and Facebook to advertise upcoming events and

specials. 42
• Moxie’s also has commercials and media ads.
b) Sales promotion
• Moxie’s offers a daily drink feature throughout the week:

• Monday: Euro and Amber drafts $3.99
• Tuesday: Margaritas $3.99
• Wednesday: Bellini’s $3.99
• Thursday: Martinis $5.99:Big Life Grasshopper and Gopher pints $4.99
• Friday: Bad boy Beers $7.99 and GT’s $5.99
• Saturday: Long Island Icebergs $5.99
• Sunday: Caesars $4.99
• Monday nights at Moxie’s is wing night, one pound of wings is for $3.99
• When you buy corporate gift cards you save money 43
• $500 - $999 save 5%
• $1,000 - $4,999 save 10%
• $5,000+ save 15%
c) Public Relations
• Moxie’s is involved in a charity golf tournament fund raiser. This charity

supports breakfast for learning, a leading nonprofit organization.
• After the event Moxie’s Classic grill located in Guelph held a steak dinner for
those who participated in the event. 44
• Moxie’s has also sponsored an annual charity golf tournament for the
Canadian Centre of Diversity. 45
d) Selling
• Moxie’s has over 55 locations in Canada and is continuing to grow.
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• Servers let guests know about the features of the day.

• The menu has a separate section for children’s menu.
• On average Moxie restaurants have 225 seats available divided between the
dining area, lounge, bar and patio.
vii) Product/Service Quality Strategies 46
• Every season Moxie’s comes out with a seasonal menu, to change up the
choices available to keep with trends.
• Moxie’s motto is “whatever you’re in the mood for” With a wide range of food
choices to satisfy everyone.
• “Moxie’s focuses on superior food quality, exceptional service and prices that
represent great value for guests.”
• “We will surprise them with ongoing refinements and new additions of the
offering. Our quality, value, décor, product presentation and people speak to the
high standard required to exceed the expectations of the marketplace.”
viii) Pricing Strategies 47
• Moxie’s is competitively priced and deliver high quality products and services for
a reasonable price.
• Servers offer meals that always have room for up sells (add chicken, salmon,
shrimp, steak, mushrooms, sauces, etc).
• Prices may vary by location and are subject to change.
ix) Distribution Strategies 48
• Moxie’s offers dine in or take out.

• Hours of operation vary depending on location.
• Many locations open at 11am and close at 12pm Sunday – Thursday and closes
at 1am Friday and Saturdays. 49
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Michael’s Back Door
Michael’s Back Door is a restaurant with award winning cuisine and professional
courteous service in a warm, comfortable atmosphere. Michael’s Back Door is a fine dining
Italian restaurant offering fresh ingredient, and a large variety of food and wine. Michael’s
Back Door offers catering, take-out, private events, special events, and offers a casual or
romantic restaurant experience. 50
i) Sales
• Information is not available
ii) Market Share
• Information is not available
iii) Target Market
• Michael’s Back Door target market is individuals ranging from 19-65 who enjoy a
casual dinner, a romantic night out or a group outing.
• Target market ranges from middle class to high income families.
iv) Positioning 51
• Michael’s Back Door positions themselves as a casual elegant Italian continental

restaurant
• They offer the freshest ingredients in a variety of wines.
• They have multiple different rooms to cater to everyone’s needs such as Banquet
room, full bar, wine room, piano room, nonsmoking restaurant, private room, and
patio.
• Michaels Back Door is successful in bringing a comfortable home environment to
dine-in customers.
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v) Market Objectives 52
1. To increase awareness of Michael’s Back Door in the 19 to 65 age group.

2. To ensure the loyalty of their weekly customers.
3. To increase sales in the week with their lunch crowd.
a) Advertising
• Michael’s Back Door advertises through social media such as Facebook and
Twitter.
• They advertise in the local Clarkson newspaper.
• Michael’s Back Door offers a website with easy access, detailed menus, and
detailed services they provide.
b) Promotions 53
• Michael’s offers “Taste of Clarkson” which is a three course meal lunch for
$15 and a dinner for $25 dollars.
• They offer a bonus of $25 gift certificate for every gift certificate purchase of
$125 or more. They also offer complementary delivery via Canada Post.
• They celebrate 29 years for 29 days at 29 dollars. They offer a three course
meal for $29 for 29 days. They also give away a $50 gift card every day for
29 days.
c) Public Relations 54
• Michael’s Back Door restaurant is involved in the Hockey Hall of Fame charity
presenting the art of hockey. They do a silent auction presented by the
Hockey Hall of Fame and Michael’s Back Door in benefit of shoot for cure
spinal cure research. They also offer special prefix menu and raffle tickets.
• Michael’s is involved in an annual royal Ontario golf club tournament in
Oakville. They have raised over $7,100 for the Ian Anderson House Charity.
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• Michael’s took place in an event featured multiple course dinners with a

selection of breads and white wines and all proceeds were donated to the
Heart House Hospice Charity.
d) Selling 55
• Michael’s Back Door offers in house dining experience, take-out, catering,

private functions, and run special events.
• Michael’s offers fresh and rare wines for their customers to enjoy.
• Each room accommodates a certain number of guests. Solarium which is a
semi-private room holds 22 guests, wine room full private room for 16 guests,
piano room which accommodates 40 guests for a sit down, or 80 for sit-down
reception and their main dining area holds over 100 guests.
• Michael’s provides easy online reservations.
Page 36 of 90
vii) Product/Service Quality Strategies:
• Michael’s Back Door is an award winning cuisine with professional courteous

service in a warm comfortable atmosphere.
• They offer healthy foods by providing the freshest ingredients.
• They offer a variety of Italian food choices from salads, soups, pizzas, pasta,
seafood, and deserts.
• Michael’s prides themselves on serving the freshest ingredients, and building
long term guest relationships.
viii) Pricing:
• Michael’s Back Door is competitively priced offering a variety of foods priced

accordingly.
• Michael’s offers a variety of rare wines at different price ranges. They offer it by
glass, ½ Liter or bottle ranging from prices of $26- $400.
• They offer “Taste of Clarkson” at a lunch price of $15 and a dinner price of $25.
ix) Distribution Strategies
• Michael’s Back Door distribution channels include: dine in, take-out, and catering.
• Hours of operation include Sunday-Monday: 5pm-9pm Tuesdays-
Thursday11:30am-2:30pm and 5pm-9pm, Friday-Saturday 5pm-10pm.
Page 37 of 90
4. MACRO-ENVIRONMENT SITUATION
a) Demographic Environment
Canada 56
• In 2009 Canada’s population was 31.9 million. It has grown by 3% from 2001. Due
to the population increasing, restaurants have a great opportunity to gain awareness
and revenue. 57
a. To date Streetsville has a total population of 42,327. This has increased by

17% from 2006. 58
b. Saucy Grill is a prime target for households living in Streetsville. The average
household income is $114,339. This falls right into Saucy Grill’s target
market. 59
c. Most people living in Streetsville are married couples looking for high end
casual sit down restaurants.
Streetsville population details: 60
• The age range of people living in Streetsville is typically between 20 and 44 years
old. At this age, people go out more often for entertainment and dinners. 61
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Streetsville family details: 62
• The average Canadian spends $123.76 on food per week. $37.52 of this is spent at
restaurants. 63
• Below is a chart that shows average gross income in by year. Income rates are
keeping pace with inflation.
Table 2 64
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b) Economic Environment
• Due to Canada’s unemployment rate being lower than other countries coming out of
the recession, in 2011, consumer spending is expected to increase 2.8%. 65
• The restaurant industry is affected as interest rates change, when rates fall and
economic activity picks up, consumers are likely to dine out more often. 66
• Restaurants are affected by the economy whenever it takes a plunge, and the first
thing consumers cut down on are entertainment and dining out. 67
• Eating out has become more and more expensive over the past few years and the
cost of a meal today has tripled over the last decade due to the economy. 68
• In the restaurant industry, increasing costs of doing business affects the entire
supply chain.Starting from the farmer to the food processor, distributor, delivery of
food items and finally the increased pricing on menus. 69
• When the costs of doing business is coupled with increasing utility bills, insurances
and taxes, businesses may be operating on a very narrow margin. 70
c) Natural Environment
• Rising fuel costs internationally have affected the restaurant industry because
people do not want to travel far to go out and eat. 71
• Since there has been an increase in fuel costs, the restaurant industry increased the
cost of food items due to increase transportation costs. Rising food prices have risen
by 45% since the end of 2009. 72
• Concerns about climate effects restaurant industries with respect to an increase in
food crop prices which leads to higher menu prices. 73
• Rising biofuel productions on corn and oil in particular. 74
• An increase in severe weather such as droughts, and shorter crop seasons affects
global food production and prices. 75
• Higher input costs such as animal feed, energy, and fertilizer drive up prices in crops
for fruits, vegetables, meats, dairy and wheat products. 76
• There has been an increase in organic foods, because it contributes to a healthier
living style. The sales for organic food have increased from 2008 to 2009 by 11.4%
in the fruits and vegetable industry. This is over 24.8 billion dollars in sales. 77
Page 40 of 90
d) Technological Environment
• High-Tech hygiene and new technology is allowing restaurants to maintain food

safety and ensure cleanliness of employees. 78
• Restaurant security systems, POS systems, and scheduling systems have made it
much easier and more efficient to do business. 79
• Improving technology in restaurants by using basic CRM software, wireless ordering
devices and handheld devices improves customer experience. 80
• The future of restaurant technology will use eMenus, which is a digital, touch screen,
interactive menu system that is quick and easy for the consumer and restaurant. 81
• Accounting software is important in the restaurant business which focuses on
customer satisfaction and pricing strategies. 82
e) Political/legal Environment
• Businesses must follow employee laws under the Employment Standards Act and
the Ontario Ministry of Labour which include: minimum wages, overtime, and
employee tips. 83
• There are many permits and licenses restaurants must follow such as: A Food
Handler’s License or Permit, A Liquor License, A Sign Permit, A Music License, Fire
Certificate and many more, depending on the country and city you are in. 84
• Regulations for specific businesses include: Health and Safety Regulations,
Importing Regulations, Registering your business and many more that apply to
different areas and regions. 85
• The Smoke-Free Ontario Act affecting Bars and Restaurants, revised May 2010
prohibits smoking in enclosed workplace or public areas in Ontario. 86
• The Smoke-Free Ontario Act also prohibits smoking on outdoor patios if covered or
partially covered by a roof. 87
• The Canadian Food Inspection Agency (CFIA) provides standards on delivery of
inspection services, federally regulated sectors of Agri-food, imported foods,
managing food safety risks, food safety action plan and more information that can be
found on the CFIA website. 88
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f) Socio/cultural Environment
• As consumers are increasingly using social networking sites and e-mail, so do

restaurants use them in order to get the word out on their restaurant. 89
• The green movement is now a standard in many restaurants and hotels leaning
towards more recycling and conserving energy. 90
• Consumers are leaning towards healthier food options due to the growing concern
about our health, which can be found in Canada’s Food Guide. 91
• Special dietary needs to be addressed with regards to restaurant menus. Some
consumers have food sensitivities, allergies or intolerance. 92
• Restaurants need to adhere to the ever-changing population. Communities are
becoming more multicultural than ever. Different options become readily available
such as, Halal for Muslims and Kosher for the Jewish population. 93
Page 42 of 90
5. SWOT ANALYSIS
Business Strengths Analysis 94
• Saucy Grill’s business has been open for 10 years in Streetsville.

• They are located in a premium location in Streetsville.
• The restaurant reaches a wide variety of customers, such as corporate, families and
couples.
• They regularly advertise in local newspapers and online.
• The restaurant meets the needs of customers in three different ways: catering
services, takeout or dine-in.
• They are regularly active in in the neighborhood through various promotional
activities.
• Saucy Grill’s seating fits 122 people comfortably, which is larger than the other
restaurants in Streetsville. There is also an outside patio, which is great in the
summer.
• They offer a room for businesses to conduct meetings without distraction from the
restaurant.
• Saucy Grill uses only fresh ingredients in their meals. None of their food is frozen.
• The restaurant employs professional chefs.
Business Weaknesses Analysis 95
• Currently, Saucy Grill has no website available for current and potential customers to
view.
• The restaurant’s décor needs to be updated to meet customer’s expectation of fine
dining restaurants.
• Saucy Grill is paying for unnecessary space beside the restaurant and is currently
not using it as part of the business.
• Their open concept kitchen is not visible by the diner.
• There is no menu posted on their windows or advertised outside around the
restaurant which is key for fine dining.
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• Appropriate live entertainment is not offered which is common in restaurants around

the neighborhood.
Market Opportunities Analysis
• The Canadian population is increasing, which means a growing consumer market for
the food service industry. 96
• Increasing incomes rates in Canada will encourage greater sales in non-essential
goods and services due to higher disposable income. 97
• Social media, has become one of the most efficient ways to connect with
customers. 98
• Increased interest in organic food has opened up a new market opportunity for the
foodservice industry to serve. 99
• Use of customer databases has been proven to increase retention of customers. 100
• Advancements in POS systems have greatly increased speed of service, accuracy
and management of business resources. 101
• With the green movement, many consumers are more aware of products and
companies who make an effort to go green. 102
• Canada is a very multi-cultural society with different cuisines from all over the
world. 103
• Many companies are using customer databases to effectively promote and retain
valuable customers. 104
Market Threats Analysis
• Rising fuel costs in discouraging unnecessary travelling by consumers. 105

• Rising fuel costs are increasing the cost of goods for restaurants. 106
• Increasing costs of essential goods could cause for another increase in the minimum
wage employers must pay their employees. 107
• With consumers being more aware of green initiatives, some may choose to not use
a service from companies who are not making an effort to be green. 108
• There are numerous competitors in the casual fine dining industry, many of which
offer prices that are usually found at casual dining restaurants. 109
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• After the recent recession, there have been a lot of business closures in the
Streetsville area, bringing into consideration the profitability of that location. 110
• Many causal fine dining restaurants are open on Sundays to cater to the family
market segments. 111
• There are numerous restaurants serving the different needs and wants of Canada’s
changing demographic preferences. 112
Page 45 of 90
6. ISSUES ANALYSIS
1. Saucy Grill has minimal local advertising.
● Saucy Grill relies mostly on local print advertising.

● Currently is not effectively utilizing social media sites for the restaurant.
● There are no promotions other than “Taste of Saucy” and “Taste of Streetsville.”
● Saucy Grill does not utilize the Internet much to promote public relation activities for
the restaurant.
2. The website needs to be re-launched.
● Saucy Grill’s website has been out of operation for over 8 months now.
● Competitors have websites with online ordering available while Saucy Grill does not.
3. Search Engine Optimization is not utilized to improve visibility of Saucy Grill in

site search results.
● Not many keywords, pages, and inbound links come up in a search for “Saucy Grill”
on the first page of results.
● Local restaurants are among the most highly searched type of business; therefore,
Saucy Grill is missing out on a great advertising tool for the restaurant.
4. Customer awareness is minimal in the immediate area.
● Local neighborhood is underutilized for advertising. There are minimal signs

identifying where Saucy Grill is in Streetsville.
5. Brand image is limited due to minimal use of public relation strategies.
● Saucy Grill is not featured in local outlets or in any travel publications.

● Saucy Grill does not utilize local sponsorships to improve their brands image.
Page 46 of 90
6. Saucy Grill has limited strategies in place that improves overall operations of
the business.
● Saucy Grill uses traditional methods of taking and inputting orders, such as a pad
and paper, which increases wait times due to the process; this could potentially
affect overall order accuracy.
● The restaurant is focusing on one aspect of the business at the expense of other
potentially profitable areas, such as “Saucy on the Side - a vacant lot” and the
catering services of the business.
7. The vacant space next door, owned by Saucy Grill is being underutilized.
● There is a neighboring unit that is currently vacant and being used for little more than
storage.
● To access the equipment in this vacant lot, you must enter through an exterior
doorway and it is not an efficient workable storage area.
● Saucy Grill is paying for the rental of the vacant lot which is not being utilized
effectively.
8. Catering represents a small portion of Saucy Grill’s entire operation.
● Catering currently only contributes to 2 - 3% of the total revenue Saucy Grill makes.
● Their catering services are not promoted enough to entice new potential customers.
Page 47 of 90
7. RECOMMENDED ONE YEAR OBJECTIVES
A) Financial Objectives and Rationale
Objectives
● To increase Saucy Grill’s overall sales by 15% within a one year time period.
• In-house restaurant sales will contribute to a 10% increase to the total gross
sales.
• The catering business will contribute the remaining 5% increase to the total
gross sales.
Rationale
● The restaurant has little room for an expansion without a major renovation to the
extra lot available next door to the restaurant. By having off peak hour promotions,
Saucy Grill could realize growth in markets not previously considered. This is why
walk-in sales will contribute a 10% for the upcoming year.
● Currently Saucy Grill’s catering business represents very little to overall sales. With
additional advertising and promotion of this service, (outside of the immediate
neighborhood) good growth could be realized, building upon their corporate catering
reputation. This is why catering will contribute the remaining 5% increase to overall
sales.
Page 48 of 90
B) Overall Marketing Objectives and Rationale
Objectives
● To increase traffic from new markets.
● To increase revenues of the catering business by promoting to other
businesses and customers in the GTA.
● To effectively differentiate Saucy Grill from its competition in the area and to
position itself as an alternative not a substitute for competitors.
● To create a loyalty program and offer appropriate rewards to customers and
expand their customer base.
Rationale
● During peak times of the day Saucy Grill is already enjoying high volumes of
customers. By appealing to new target markets, Saucy Grill could see more traffic
and expand its customer base and appeal.
● By promoting the catering service to a broader market, profits and sales will increase
in the business.
● With competition in the area, it’s imperative for Saucy Grill to differentiate their
product offerings and occupy a space of its own in the minds of consumers.
● By creating and promoting the loyalty program, customers will choose Saucy Grill
over other restaurants when dining out.
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8. RECOMMENDED ONE YEAR MARKETING OBJECTIVES AND STRATEGIES
A) Target Market
i) Objectives and Rationale
● To expand the target market of business professionals.

• Based on our research, Saucy Grill’s main target market is business
professionals ages 25-35, therefore, Saucy Grill should maintain this target
market. We believe this target market should be expanded to include
business professionals aged 36-60
● To increase the target market of couples ages 25-35.
• Services for evenings and weekends should be maintained as the secondary
target market. This is comprised of couples ages 25-35 with middle-high
incomes, as they favor these times of the week.
● To increase awareness of catering services with existing customers.
• A large portion of Saucy Grill's customers are business professionals, they
should increase awareness of their catering services to this target market.
ii) Strategies and Rationale
● Increase local advertising in newspapers and via social media.

• Traditional and non-traditional advertising should be used more often to
increase awareness of the restaurant across the GTA. Social media is a great
way to connect to Saucy Grill’s target market for specials and promotions in
the restaurant.
● Make use of team and event sponsorships in the surrounding area.
• Sponsoring various teams and events in the neighborhood is a great way to
get your company name out there, improve your brand image and create
goodwill within the community.
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B) Positioning
● To maintain Saucy Grill’s positioning as a fine dining restaurant that

emphasizes fresh ingredients.
• Focusing on providing fresh in house meals will help differentiate Saucy Grill
from its larger chain competitors.
● To emphasize more on catering services to existing and potential clients.
• Emphasizing catering services to current customers will help generate buzz,
though word of mouth attracting more customers and potential new clients
who would be interested in catering services.
● Make more use of locally grown food.

• Buying local produce provides many benefits not only to the environment but
also to Saucy Grill and its customers. Saucy Grill can use
www.greenbeltfresh.ca which is a website where one can find local produce
in the community. By being a supporter of local food produce, consumers will
feel good about buying product that is supporting our local food industries.
● Communicate Saucy Grill’s catering services to existing and potential
customers via word of mouth, social media and other traditional advertising
methods Saucy Grill currently uses and should increase using.
• Communicating the other services Saucy Grill offers will help increase overall
revenue annually and will also differentiate them from other competitors,
because of its unique selling proposition.
C) Product
● To continue focusing on fresh ingredients and in house specials.
• Currently, Saucy Grill provides fresh in house meals and by continuing to
provide freshly prepared meals in the restaurant, Saucy Grill will have
increased customer retention and potentially gain new customers via word of
mouth.
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● To continue updating menu seasonally.

• Items that are not so popular on the menu should continue to be replaced or
revised frequently to meet and exceed customer expectations, so customers
will continue coming back and potential new customers can be gained.
● Use local produce that are in season.

• Local grown foods are fresher and typically of better quality, therefore, Saucy
Grill should continue to use local produce to exceed customer expectations
and increase customer retention.
● Provide food samples to customers at various community events.
• This will improve Saucy Grill’s image in the community, by creating goodwill
and will also allow potential customers to try various products, enticing
consumers to come into their restaurant.
D) Pricing
● To maintain a competitive pricing strategy with direct competitors on similar
items, and charging premiums for specialty dishes not available at
competitors restaurants.
• Most fine dining restaurants have menu items that are rather similar to one
another, with little variation to the food itself; while each restaurant will have
dishes that are only house specials not easily copied by the competition.
• Pricing should be competitive on items that are available at competing
restaurants, as to not deter guests for a higher pricing.
• Pricing should be above average on specialty dishes, since there are no
similar benchmarks set by competitors for customers to reference.
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● Have semi-annual reviews of competitors pricing strategies.

• By reviewing the pricing structure of competitors semi-annually, which
coincides with Saucy Grill’s menu change, they will be able to address
potential issues and react based on changes in the market.
● Maintain or adjust the pricing strategy being used by Saucy Grill semi-
annually.
• After reviewing and analyzing the pricing of the direct competitors in the area,
Saucy Grill must address the changes in the market.
• If competitors are introducing products similar to Saucy Grill, prices should be
dropped to maintain a competitive edge.
• Dishes that are still unique and have no close substitutes, could maintain a
higher pricing strategy.
E) Distribution
● To increase the distribution methods currently used at Saucy Grill to give
customers more availability to their products.
• Increasing the number of ways that customers can interact and obtain fine
dining foods from Saucy Grill, will allow the business to see better growth for
the upcoming fiscal year.
● Maintain traditional distribution methods currently being used (Dining Room

and Patio).
• Ensure traditional ways of distributing the product, such as walk-ins is not
affected with the introduction of the new distribution strategies.
● Have an online table reservation option for dine-in.
• This will allow customers to make a reservation for an important business
meeting or a night out with the client easier, without having to call or visit the
restaurant to reserve space.
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• Giving customers this new option of reservation booking, will allow them to
choose from multiple methods of booking, enhancing the customers
experience with Saucy Grill.
● Introduce online catering requests for various events.
• By allowing customers to request an event to be catered via an online form, it
will give consumers another way to interact with the business.
• When following up with requests (via phone or email), this will help establish
or improve upon Saucy Grill’s business to customer relationships.
F) Selling
● To increase the sales of products and services offered to customers by 15% in
2012.
• By increasing the sales of the products and services that Saucy Grill offers
theirs customers, they will be more likely to reach their sales goal of a 15%
increase.
● To create/expand upon unique product offerings, (not available at competitors)
and to increase the sales of these one of a kind products.
• Expanding and introducing unique products will help differentiate Saucy Grill
from its competitors, which is a valuable selling feature in a tough market.
● To increase traffic during the lunch hours (11am - 3pm), by using lunch
specials.
• By increasing the sales volume in “off peak” hours, it will help to drive sales
up to the proposed sales target.
● To use up-selling tactics on unique product offerings.
• Using up-selling tactics will allow Saucy Grill to introduce clientele to new and
unique products that they currently offer, immediately drawing attention to
them.
• Since these products are unique, higher margins can be expected from these
items helping Saucy Grill reach their sales goal.
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G) Services
● To provide consistent quality service to new and existing customers.
• Saucy Grill will be able to maintain current customers and set service
standards for customers who are new to Saucy Grill.
● Continually train staff on new service techniques that will build better retention
rates among customers.
• By increased staff training, Saucy Grill will be able to continually impress
customers with “above and beyond” service, ensuring it is being delivered
consistently from all staff members.
H) Advertising
● To increase awareness in the GTA using traditional and non-traditional

advertising methods.
• Running frequent advertising in the GTA will expand clientele and increase
customer awareness of Saucy Grill.
● To become more active in social media advertising efforts.
• Social media is an excellent, inexpensive way to connect with customers
today, especially the younger demographic.
● Advertise in newspapers such as the Toronto Star.

• By advertising in local papers in the GTA Saucy Grill will be able to reach
customers in its current and target markets, improving and expanding upon
Saucy Grill’s customer base.
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● Become more active in popular social networking sites such as Linked-In,

Facebook and Twitter.
• By utilizing these popular social networking sites, Saucy Grill will introduce a
new dynamic to the business, increasing customer retention.
I) Sales Promotion
● To use incentives on weekdays, promoting the restaurant during slow periods.

• By using incentives, Saucy Grill can entice new and repeat customers to
come in more often.
● To offer customer access to promotions via online resources.
• By giving customers the option to view Saucy Grill’s promotions online,
customers will have greater visibility of the company, improving customer’s
interaction with Saucy Grill.
● To increase advertising about promotions that Saucy Grill is currently offering.
• These flyers or ads will help to inform customers of the promotions that Saucy
Grill has going on and will ultimately drive them into Saucy Grill.
● Use incentives for weekdays to encourage customers to try different items on

the menu.
• Saucy Grill can create a separate menu insert that features promotions.
● Utilize Saucy Grill’s new website and social media accounts.
• Saucy Grill can have social media updates on new specials, reaching those
who are actively seeking information from Saucy Grill, which can also direct
them to the promotions page on their website.
● Use newspapers to distribute and advertise promotions about Saucy Grill.
• Flyers are a great way to stand out from other advertisements in newspapers.
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J) Public Relations
● To expand upon Saucy Grill’s public image within the local community.
• By increasing the favourable image that Saucy Grill has within the local
community, business will increase due to the relationships its building.
● To increase public relations online by uploading community event info and

outcomes.
• Becoming positively known in the community will build stronger customer
relationships and better relations with the community, which will ensure more
customers making repeat visits to the restaurant.
● To cater to local events and festivals.
• Being involved with events will expose Saucy Grill in a positive manner, by
projecting goodwill within the local community.
K) Research and Development
● To introduce technologies that will benefit Saucy Grill during its operations.
• This will help increase efficiency of the restaurant and bring it up to par with
other competitors in the industry.
● Use CRM (Customer Relationship Management) software, wireless ordering

devices, e-menus, or POS systems to increase efficiencies.
• Using updated technology makes it quick and easy to serve customers,
improving order efficiency and operations.
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● Meet with staff and management on a monthly basis.

• This will ensure all staff are up to date with products, specials, technologies
that are implemented and to address concerns or thoughts on how business
can be improved.
L) Consumer Research
● To gather insight on consumers thoughts more regularly.

• By actively collecting information on customers, Saucy Grill will be able to
address problems and adapt to changes in customer preferences.
● Actively use social media accounts to monitor customers.

• In actively reviewing the comments that customers are leaving on their pages,
Saucy Grill will have more insight on customers’ expectations.
● Have a comments page on Saucy Grill’s website.
• Customers appreciate the fact a business is open to feedback whether good
or bad and it is also less intrusive than traditional in-house methods of
receiving feedback.
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9. RECOMMENDED ONE YEAR ACTION PLAN
1. The website needs to be re-launched as it is currently out of operation.
Implementation:
● The website for Saucy Grill needs to be re-launched to provide customers with
relevant information on the restaurant.
● The website should be easy to navigate, and include pictures of the restaurant to
entice potential customers.
● The website should incorporate: a place to observe the menu, see available
promotions, view pictures of the establishment, make reservations, order take-out,
request catering services, leave feedback, and find information regarding points
accumulated on customer’s loyalty card accounts.
Timeline:
● The website should be re-launched in early January of 2012, because most
recommendations work in conjunction with the new website.
● Once the website has been re-launched, monthly updates should take place to
reflect the most recent information about the restaurant.
● By continually updating the site, customers will have the most accurate information
about Saucy Grill and it will be easier than making large changes fewer times in the
year.
Please refer to Exhibit 1-1 and Exhibit 1-2 for an example
2. Expand the catering business as this is an under-served market for Saucy Grill.
Implementation:
● Promote the catering services offered to business clients, through the use of print
advertisements.
● After re-launching the website there will be a subpage in place for Catering
Services.
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● This will offer additional information and how to request a quote for an upcoming
event.
● On Saucy Grill’s social media pages, catering will be promoted to target
customers by offering exclusive discounts to those connected with Saucy Grill.
● Saucy Grill also needs to expand catering for local events and charities, to build
community awareness and goodwill.
Timeline:
● Catering services should have promotions varying monthly on their social media
pages.
● During May – August, flyers should be circulated in the Toronto Star to capitalize
on the peak catering season.
● Flyers should also be circulated in the Toronto Star during the months of
November and December, to serve the business market with their
Christmas/New Year’s parties.
Please refer to Exhibit 1 and Exhibit 3-2 for an example
3. Use social media effectively to create brand awareness and stay connected
with customers.
Implementation:
● Have a staff member from Saucy Grill create accounts on various social media
websites such as Facebook, Twitter and Linked-In.
● The assigned staff member will also continually update the pages with new
promotions, events, menu changes and any other relevant information.
● Link all of the social media pages to Saucy Grill’s newly launched website.
● The Facebook account will allow people to interact with Saucy Grill in a new way,
giving customers access to special promotions and information on new menu items.
● Saucy Grill can also use social media to inform customers of its public relation
activities, such as samplings and catered events.
● Communicating with people through social media will help establish a positive brand
image and build strong relationships with customers.
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Timeline:
● The social media pages will have to be updated continuously throughout the year.
● Monthly updates would be the minimum acceptable cycle to follow, as social media
is meant to be very interactive, so Saucy Grill must be active in engaging its
customers.
Please refer to Exhibit 1-1, 1-2 and Exhibit 2-1 for an example
4) Continue and expand local advertising in Streetsville by use of newspapers

and flyers.
Implementation:
● Saucy Grill should create flyers for their changing menu items and varying
promotions.
● The flyers should feature signature dishes that only Saucy Grill offers; this will help
to differentiate them from other competitors in the area.
● By using flyers Saucy Grill will be able to control the distribution of the flyer inserts,
reducing costs.
● The ad should be a 4” X 6.5” colour insert which includes Saucy Grill’s address,
contact information and relevant promotion.
Timeline:
● Flyer distribution should start in January to encourage sales in the New Year and will
be recirculated in April, July and October.
● These flyers should be circulated quarterly, stressing menu changes and promotions
that are different from the previous flyer.
● During the peak demand months for catering services, flyers for catering should be
circulated in conjunction with the quarterly flyers, during the months of May-August
as well as November and December.
● The flyers should be circulated in the Saturday issues of the Toronto Star, since
readership of this publication is much higher.
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underutilized.
Implementation:
● Saucy Grill should start using its underutilized asset Saucy on the side, which is an
adjacent vacant lot.
● It is currently only being used for storage and can only be accessed through an
outside door.
● A doorway should be constructed from her restaurant to the adjacent space, to
create a workable addition to the restaurant.
● Once the lot is easily accessible, start using this area to expand the catering side of
the business, by adding additional equipment to better serve the catering market.
Timeline:
● Work should begin on the adjacent space in January 2012, as these are slow times
after Christmas and New Year’s.
● Additionally the work should also be done in early 2012, so Saucy Grill can be
prepared for the peak catering season.
6. Start using incentives to keep and attract new customers.
Implementation:
● Saucy Grill needs to promote their catering services by sponsoring local events and
charities, with food samples and giveaways.
● Saucy Grill can promote menu items and products that differentiate themselves from
other catering services.
● Have lunch specials that will run from 11am – 3pm (in-house), including a half
gourmet sandwich and one choice of either soup or salad.
● The lunch special should be priced at priced at $14.99 to compete with other
competitors lunch promotions.
● Introduce a loyalty points program that has rewards towards other food purchases,
this will entice customers to make repeat visits.
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Timeline:
● These incentives should run year round with the exception for a few months, where
heavier incentives should be used to drive consumer spending.
● The months that require heavier incentive offerings should be January & February
and September & October, because these are months where spending declines.
● December will also require heavier incentives in order to attract customers and fend
off competitors offerings during the Christmas season.
7. Start making use of testimonials in the re-launched website to strengthen

Saucy Grill’s brand image.
Implementation:
● Begin using customer testimonials on a separate webpage in the new website.
● Incorporating a testimonial page will give Saucy Grill an outlet, to post positive
feedback they have received about their establishment.
● By posting positive testimonials, potential customers are more likely to choose
Saucy Grill, since they now have a way to compare them against other competitors.
● The testimonials page can be promoted through: the website homepage and
external advertising being used.
Timeline:
● The testimonial page will be launched as soon as the new website is available in
January 2012.
● Every 3 months the testimonials page should be updated, with new positive
feedback from the last quarter.
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8) Saucy Grill should start to implement a loyalty program. 113
Implementation
● The first step is to acquire a POS system, capable of recording meal transactions to
track consumer spending.
● The system should also be able to track spending off consumers, who hold loyalty
cards to Saucy Grill to obtain information such as: frequency in visits, preferences in
meals/drinks and average bill per visit.
● Customers will earn 1 point for every $2 spent on anything in the restaurant, who
have a Saucy Grill Loyalty card.
● After a customer accumulates 250 points, they are eligible to obtain a $25 gift card to
Saucy Grill.
● Saucy Grill can encourage customers to participate in the program, by offering a
loyalty card already preloaded with a set number of introductory points.
● The program must be accessible to consumers through the web to check their
points.
● A loyalty program should be easy to implement and understand, to simplify the
transition for customers and staff.
● Rewards in a loyalty program have to be realistic and attainable, if the points
required to obtain a prize is too high, customers will lose interest in the program.
● By implementing a loyalty program, Saucy Grill will be able to better serve their
customers, by acting upon the information obtained in customer buying patterns.
Timeline:
● Implementation of the loyalty program should take place in March 2012 and will take
approximately 3 months.
● It will take this long because Saucy Grill needs to install the systems, set-up
procedures for use and train staff on how to not only use the systems, but promote it
to customers.
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Implementation:
● Live entertainment may include one of the following: A Pianist, a Harpist, a Violinist
or some light Jazz music.
● By bringing live music to Saucy Grill, the dining room will project a unique ambiance,
differentiating the restaurant from direct competitors.
● The live entertainment could come in Friday nights to create a relaxed social
atmosphere, for patrons who have had a long work week.
● During the summer months, louder and more joyful music could be set up outside on
the patio, to attract more customers and also create a joyful atmosphere.
Timeline:
● It is recommended to start the live entertainment in May of 2012, to capitalize on the
use of the patio season.
● For the periods of May to August and November to December 2012, the
entertainment should be provided to patrons as these are going to be their busiest
months.
● The music should begin around 5:30PM and end at 10 PM every Friday, because
these are the hours when Saucy Grill will receive the most traffic.
Implementation:
● Saucy Grill should be more proactive within the community, by sponsoring local
sport teams and neighborhood events.
● Sponsorships are a great way to improve a company’s image in the nearby area, by
having Saucy Grill promoted on uniforms and equipment.
● Hockey, Baseball and Soccer teams are always looking for eager sponsors every
season, to help local children obtain proper sport attire.
● Churches, community centres and sport teams often put on events that are open to
the public, usually drawing in crowds from the nearby area.
● Saucy Grill could provide food services to these events, to expand overall brand
awareness and introduce product to potential markets.
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Timeline:
● Sponsorships for teams can only take place about twice a year, so Saucy Grill
should sponsor a summer team in May of 2012 and again in September of the same
year.
● Sponsorships are great because after the initial fee, you receive at least 4 months of
local advertising.
● Community events should be sponsored between the months of May-August of
2012.
● The events Saucy Grill can see the most traffic from; will be during the summer
months.
Please refer to Exhibit 7-1 for an example
11) Saucy Grill should look at updating its interior decor, to keep up with new
design trends.
Implementation:
● Do some research and be familiar with various trends that could enhance the stores
overall visual appeal.
● Being aware of various decor trends can be helpful, as customers experiences can
be altered by the ambiance of a restaurant.
● Gather feedback from customers, on what they think about the ambiance of the
restaurant and what - if anything - they feel could enhance their experience at Saucy
Grill through decor changes.
● Visit others competitors restaurants making note of what they do to create ambiance,
notice things that can be improved upon and implement the improved modifications
at Saucy Grill.
Timeline:
● Gathering the required information will take some time to put together, as it involves
receiving consumer feedback, analyzing competitors and assessing relevant trends.
● Since so much lead time is required, updating the decor should happen in late 2012
and during the slower months of September & October to be ready for the Christmas
season.
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Proposed Marketing Activity Flow Chart (January 2012 – August of 2012)
The following is a visual representation of our one year actions plans. These are the
proposed dates each activity should begin and how long each one should last. A single red
block indicates that activity is required during that month; a double red block indicates
heavy activity for the month.
Regular Activity: Heavy Activity:
Activity Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Re-Launch Website
Maintain Website
Expand Catering
Social Media
Local Advertisement
Saucy on the Side
Start Using Incentives
Use Testimonials
Implement a Loyalty
Program
Live Entertainment
Sponsorships
Interior Décor
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10. PROPOSED ONE YEAR MARKETING BUDGET
The following budget has been broken down by action item:
One Year Marketing Plan

Task Assumptions Percentage
Re-launching the website
will take minimal time to
create and have it available
on the internet. Monthly
Re-launch the website maintenance will also be 5%
done on the website,
reducing lengthy updates
that are done a fewer
number of times in the year.
Expanding the catering
business will require
additional equipment to be
purchased. As well there
Expand the Catering
will be flyers distributed 10%
Business
during critical times of the
year, where advertising will
help promote this side of
the business.
Creating social media
pages for Saucy Grill is free
of charge; however a staff
Use Social Media 3%
member will be required to
update the page on an
ongoing basis, as needed.
The local advertising taking
place will be in the form of
colour flyer inserts, in the
Saturday edition of the
Toronto Star. Flyer inserts
Expand Local Advertising will be used in order to limit 15%
overall distribution of the
flyers, reducing cost and
wasted coverage. Flyers
will be distributed within a
50KM radius of Saucy Grill.
In order to make better use
of Saucy on the Side (the
Utilize Saucy on the Side adjacent vacant lot), it 10%
should become a workable
edition to the restaurant. A
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doorway should be inserted

into the wall of the
functioning restaurant, to
the current storage area
“Saucy on the Side”.
Using incentives will cover
many different initiatives
such as: samplings at
events, introducing new
Use Incentives 15%
and unique menu items,
lunch specials and loyalty
program reward
redemption.
The testimonials that will be
used are going to be
customer generated. As
Use Testimonials on
they are received, content 2%
Website
will have to be evaluated
and uploaded on to the site
every 3 months.
The implementation of a
loyalty program will require
a great deal of capital to
start and maintain. An
advanced electronic POS
Implement a Loyalty system will need to be
20%
Program purchased, in order to track
and redeem consumer
points. Installation of the
system and sufficient staff
training will also be
required.
Live entertainers will be
brought in every Friday
night, during key points of
the year. During the patio
Bring in Live Entertainment 7.5%
season (May-August) and
also the months leading up
to the holidays (November-
December).
Sponsorships for teams will
happen twice a year, May
Sponsor Local Teams and for summer sports and
7.5%
Events September for winter
sports. Event sponsorship’s
will occur during the
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summer months, when

most community events
take place.
Researching décor trends
can be done at a minimal
cost to Saucy Grill; however
Update Interior Décor making design changes in 5%
the restaurant, will require
capital to buy various
products.
Total Budget 100%
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11. MARKETING CONTROLS
a) Explanation of how the proposed Marketing Plan recommendations address

the stated issues (Section 6) and objectives (Sections 7 and 8).
The purpose of this marketing plan is to evaluate the operations of Saucy Grill’s business
and to make recommendations on how to improve the restaurant. Through implementing
this marketing plan, Saucy Grill should be able to increase overall sales by 15% in 2012.
This will be accomplished through expanding services offered to customers, building lasting
customer relationships and serving new target markets.
1) The website needs to be re-launched as it is currently out of operation.

● By re-launching the website, Saucy Grill will be addressing one of the major areas of
concern for the business.
● With the new site Saucy Grill will be more likely to hit it sales goals and reach target
markets.
● It will also allow more ways for customers to interact with Saucy Grill, improving its
services, distribution and brand image.
2) Expand the catering business as this is an under-served market for the business.
● By expanding the catering services the business offers, Saucy Grill will be more
likely to achieve its sales projections for 2012.
● Through catering at community events Saucy Grill will improve its public image,
creating goodwill, attracting new customers to the restaurant and building upon
customer relationships.
3) Use social media to create brand awareness and stay connected with customers.
● Using multiple social media sites, will give Saucy Grill opportunities to become more
recognized as a brand.
● This will also allow them to connect better with clientele, creating stronger customer
relationship and brand loyalty to Saucy Grill.
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4) Continue and expand local advertising in Streetsville by use of newspapers and

flyers.
● By advertising in the Toronto Star through use of flyer inserts, Saucy grill will
increase its overall local adverting, potentially drawing in more customers.
● This will help to reach new proposed target markets and assist in the expansion of
services to customers, particularly the catering business.
underutilized.
● Through making effective use of the adjacent lot, Saucy Grill will be able to increase
the services they offer, by making operations more efficient.
● The increased sales would come from using this storage area, to hold additional
catering equipment to better serve this market.
6) Start using incentives to keep and attract new customers.

● Incentives will help attract new proposed target customers to the establishment,
through offers that may be appealing to them.
● These incentives will also help drive sales, as they are designed to promote
spending during off peak hours or slower seasons.
7) Start making use of testimonials in the re-launched website to strengthen Saucy

Grill’s brand image.
● The use of testimonials will help to improve their brands image, by showcasing past
customers interactions with the company.
● By providing customers with feedback from other patrons, they will make the
consumer feel more comfortable about their decision, building brand relationships
sooner.
8) Saucy Grill should start to implement a loyalty program.

● Implementing a loyalty program, will give customers the opportunity to be rewarded
for their patronage to Saucy Grill.
● By giving customers rewards for their continued support of the business, Saucy Grill
will grow the relationships it currently has with them.
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● New customers may also be attracted to the loyalty program rewards, driving them
to the restaurant to participate in the program.
● Saucy Grill will also be able to send out emails to loyalty program members, on
specific dates such as; birthdays, anniversaries or around the holidays.
● This is to show customers appreciation for their business, further building upon the
brand relationships they share.

● Live entertainment will help Saucy Grill grow sales, as it has the potential to attract
customers especially during the summer months.
● By introducing live entertainment, Saucy Grill will be adding another service to its
customers, revitalizing an interest in the restaurant.
● Customer experiences are tied to the ambiance of the restaurant, live entertainment
will make the experience more enjoyable for the patrons.
● By making the occasion a more memorable one, customers are more likely to return
because, they have good memories tied to the when they were at the establishment.

● Sponsorships are a great way to get introduced to new target audiences, as
customers are viewing the brand in a non-intrusive way, creating goodwill for the
business in the mind of the consumers.
● By creating a good first impression with target markets, this will lay the ground work
for profitable business to customer relationships.
● Through catering local events, Saucy Grill will also be introducing another service
that they offer to customers.
11) Saucy Grill should look at updating its interior decor, to keep up with new design
trends.
● Business to customer relationships are based upon their experiences with the
company, by enhancing their experience Saucy Grill could grow its loyal customer
base.
● Through slight décor changes, new target consumers may also be drawn into the
establishment, as they could see themselves in that particular setting.
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b) Methods to be used to monitor and evaluate the Marketing Plan.
In order to effectively evaluate the actions suggested in this marketing plan, some tools
must be in place in order to monitor them. The following is a list of tools that could be used,
in order to track the effectiveness of the recommendations:
● Tracking website hits

• Saucy Grill will be able to track just how many hits their website is receiving.
• They can see the click through rate of the pages and just how long potential
customers spend on various pages within in the site, determining whether or
not customers find the information useful.
• Also track the various paths each viewer has and see if they move to online
reservation section, informing Saucy Grill if the site is driving customers into
the restaurant.
● Monitor requests for catering services

• Saucy Grill should monitor the number of requests they are receiving for
catering services and compare them to the previous year’s sales.
• By comparing the sales between the two years, Saucy Grill will be able to
determine if initiatives have worked effectively in promoting this side of the
business.
● Evaluate communications with customers on social media pages

• Social media is not just a one way communication tool, for a business to use
in targeting consumers with advertising.
• Ensure communications used on the social media pages, is allowing for a two
way conversation, and getting the customer involved with the brand.
• By evaluating the communications between Saucy Grill and their customers,
they will be able to determine if they are using social media effectively.
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● Make the flyer required upon ordering, to receive the available promotional
price.
• Number the various flyers that are to be distributed in the newspapers.
• By numbering the flyers, Saucy Grill can determine where specific numbered
flyers were distributed, which areas are redeeming them, and whether they
caused an immediate or delayed response in the consumer.
● Take note of the time reduction in accessing equipment from Saucy on the
Side.
• By adding a door to easily access the vacant lot, employees and
management will be able to reduce the time spent to get additional
equipment.
• Making note of how much time is saved - per trip - to the unit, will
demonstrate how much more efficient the lot now is.
● Monitor incentive redemption rates.

• Keep track of number of incentives being offered and how often they are
redeemed.
• Lunch Specials
• Online Coupons
• Loyalty Rewards
• By keeping track of the number of redemptions, Saucy Grill will be able to
determine if the offerings are resonating with the end consumer.
● Review hits and feedback received about the testimonials page.

• Observe the number of views the testimonial pages receives on the website,
it will determine if customers find this information useful in their decisions.
• On the comments page, have a question asking why customers chose to eat
at Saucy Grill, making the testimonials page and option.
• By asking customers to provide feedback on why they chose Saucy Grill, they
can determine if the testimonials page played a role in decision making for
the customer.
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● Make efficient use of the tools used to implement the loyalty program.
• Use the newly updated POS system to monitor sales, as this device has
capabilities to record transactions entered into the system.
• From the data collected, Saucy Grill will be able to track the success of
various incentives being offered.
• Track how many patrons have signed up for loyalty program and if they are
actively visiting the restaurant.
• See if promotions targeted at loyal customers are effective, based upon the
data stored about each user.
• By using the new POS system, Saucy Grill will be able to monitor numerous
initiatives it implements.
● Review feedback and observe consumer habits towards live entertainment.

• In the comments page of the website, have a section where customers can
provide feedback on the music at Saucy Grill.
• Observe the physical behaviors of the customers while at the restaurant, if
patrons are staying after meals to talk and enjoy a couple drinks, they are
most likely enjoying the atmosphere.
• See if repeat customers are only coming in on Fridays, this will help
management determine if customers are coming back because of the music
and the ambiance it creates.
• See if the average bill is typically higher on Fridays for smaller tables, as this
is a good determination that customers are spending more time at Saucy
Grill.
● Pay attention to comments made on the Saucy Grill website, social media
pages and in store communications about sponsorships.
• In the comments section of Saucy Grill’s website, under “Why did you choose
Saucy Grill?”, have an option for team sponsorships and community events.
• Monitor the stores social media pages and see if customers are talking about
their initiatives within the community.
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• Listen to what customer are saying while in the restaurant and see if they
mention any activities you are involved with in the community. Ex “Thank you
for sponsoring my son’s soccer team!”
● Observe comments from the website and on social media pages about décor
changes.
• On the comments page have a section that will allow for an open answer, to
any changes to the interior décor.
• Actively reviewing social media pages, will allow Saucy Grill to observe any
good and/or bad comments made about décor changes and address them at
the same time through interacting with them.
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12. EXHIBITS
Exhibit 1 – Re-launch Website
1 - Homepage
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2 - Homepage with tabs
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Exhibit 2 – Social Media
1 - Facebook Page
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Exhibit 3 – Local Advertisements (flyers)
1 - Regular Flyer
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2 - Catering Flyer
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Exhibit 4 – Incentives
1 - Lunch Special Ad
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2 – Weekday Specials 114
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Exhibit 5 – Testimonial Page
1 - Testimonial
Delicious and tough to beat

By Brooke
Date: 6 weeks ago
My friends and I went to Saucy for a birthday dinner and we booked the Elinor Hall
room. We had a great time with plenty of privacy and our own iPod playing. But the
best part by far was the food and the cute service ;) We had mussels, asparagus on
toast, fried brie, and bruschetta. And everything was delicious there wasn't a crumb
to spare!!! For dinner I had the beef penne which has blue cheese and is so creamy
delicious I ate every bit!!! (about 4 of us got this dish and everybody was blown
away!) For dessert our server brought creme brulee and skor cheesecake out for the
birthday girl which was a sweet sweet surprise yum yum!! Can't wait to return this is
my new favourite restaurant!!
Order: mussels - loved the broth!, fried brie, asparagus on toast, bruschetta, beef
penne, creme brulee and skor cheesecake!!!
Exhibit 6 – Loyalty Program
1 - POS System 115
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2 – Loyalty Card
Front
Back
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Exhibit 7 – Sponsorships
1 - Local team Jersey 116
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Endnotes
1
http://www.restaurantcentral.ca/CRFAlongtermforecast2011to2014.aspx
2
http://www.restaurantcentral.ca/CRFA2010FoodserviceForecast.aspx
3
http://www.crfa.ca/research/
4
http://wiki.answers.com/Q/What_is_a_'fine_dining'_restaurant
5
http://en.wikipedia.org/wiki/Types_of_restaurants
6
7
8
These groups have been created by a company called PRIZMC2, and these segments in particular have
been gathered from “PRIZMC2 Reference Guide by Social Group”. This was obtained by one of the
group’s members while at a trade show.
9
http://wiki.answers.com/Q/What_is_a_'fine_dining'_restaurant
10
11
12
13
http://www.restaurantcentral.ca/Healthyandspecialtydefinetodayskidsmenus.aspx
14
http://www.restaurantcentral.ca/Healthiereatingrestaurantstyle.aspx
15
http://www.franchisedirect.com/foodfranchises/healthfoodrestaurantfranchiseindustryreport/14/265
16
17
http://www.restaurantcentral.ca/CRFA2010foodserviceforecast.aspx
18
http://www.restaurantcentral.ca/themillenialsalookatwhythe18to24year.aspx
19
20
21
22
http://www.provisioneronline.com/Articles/Cover_Story/BNP_GUID_9-5-
2006_A_10000000000000939682
23
This information was obtained directly from Sandy Drohan, Owner of Saucy Grill, through various
meeting and emails with her.
24
www.restaurantica.com/on/streetsville/saucy/23016464
25
http://www.kegsteakhouse.com/en/keg-story/)
26
(http://www.kegincomefund.com/user_files/file/KRIF%20Q3%20combined.pdf)
27
(http://www.kegsteakhouse.com/en/keg-story/)
28
(http://www.kegsteakhouse.com/en/franchise/faq/)
29
(http://www.kegsteakhouseemail.com/itracAdmin/itracsubmitv2?formid=173&subformid=1)
30
(http://www.kegsteakhouseemail.com/itracAdmin/itracsubmitv2?formid=173&subformid=1)
31
(http://www.kegsteakhouse.com/en/foundation/overview/
32
http://www.kegsteakhouse.com/en/locations/
33
(www.thekegsteakhouse.com)
34
(www.thekegsteakhouse.com)
35
(http://www.moxies.ca/AboutUs/Default.aspx)
36
Luke Suave, Manager, Moxie’s Classic Grill, March 2, 2011
37
ibid
38
ibid
39
ibid
40
ibid
41
ibid
42
http://www.facebook.com/MoxiesClassicGrill
http://twitter.com/Moxies_official
43
http://www.moxies.ca/giftcards
44
(http://www.snapguelph.com/index.php?option=com_sngevents&id%5B%5D=118497)
45
(http://www.sfgroup.ca/sfgolf/sponsors.html)
46
http://www.moxies.ca/AboutUs/Default.aspx)
Page 88 of 90
47
http://www.moxies.ca/AboutUs/Default.aspx
48
http://www.moxies.ca/AboutUs/Default.aspx
49
http://www.yorkdale.com/stores/moxies-classic-grill/)
50
http://www.michaelsbackdoor.com/)
51
(www.opentable.com/michaels-back-door-restaurant)
52
(http://www.michaelsbackdoor.com/)
53
http: //www.facebook.com/pages/Michaels-back-door-restaurant/112322853935)
54
(http://www.rjentpub.com/index.php?option=com_content&view=article&id=368:michaels-dec-2010-
article&catid=25:eo-community&Itemid=179)
55
(www.michaelsbackdoor.com)
56
http://www.ccsd.ca/factsheets/demographics/demographics.pdf
57
http://www.homefinder.ca/demographics/Streetsville?nid=564
58
ibid
59
ibid
60
ibid
61
ibid
62
ibid
63
http://www40.statcan.ca/l01/cst01/famil27a-eng.htm
64
http://www.portal.euromonitor.com.library.sheridanc.on.ca/Portal/Statistics.aspx
65
http://www.financialpost.com/Canada+economy+expand+2010/2670361/story.html
66
http://www.ehow.com/info_7819309_do-rates-affect-small-restaurant.html
67
http://www.helium.com/items/1913600-will-the-slowing-economy-affect-restaurants
68
ibid
69
ibid
70
ibid
71
http://www.imf.org/external/np/exr/faq/ffpfaqs.htm
72
ibid
73
ibid
74
ibid
75
ibid
76
ibid
77
http://www.ota.com/organic/mt/business.html
78
http://www.qsrmagazine.com/articles/tools/105/hygiene-1.phtml
79
http://www.restaurantowner.com/public/department27.cfm
80
http://www.techdirt.com/articles/20030903/0230257.shtml
81
http://www.emenu-international.com/SiteFiles/20/1578/12619.asp
82
http://www.ehow.com/about_7464379_accounting-software-restaurants.html
83
http://restaurants.about.com/od/lawsinsurance/a/Employee_Rules.htm
http://www.search.e-laws.gov.on.ca/en/search/#LegalAdvice
84
http://www.canadabusiness.ca/eng/regulations/list/?results
85
http://www.canadabusiness.ca/eng/126/156/
86
http://www.mhp.gov.on.ca/en/smoke-free/factsheets/bars_restaurants.pdf
87
http://www.mhp.gov.on.ca/en/smoke-free/factsheets/bars_restaurants.pdf
88
http://www.inspection.gc.ca/english/fssa/concen/concengov/governe.shtml
89
Whats Hot in 2009. (2009). Restaurant Hospitality, 93(2), 32. Retrieved from EBSCOhost
http://web.ebscohost.com.library.sheridanc.on.ca/ehost/pdfviewer/pdfviewer?hid=10&sid=ca5acd9b-
480e-4eea-a39c-1bc43715d966%40sessionmgr13&vid=2
90
91
http://www.hc-sc.gc.ca/fn-an/food-guide-aliment/index-eng.php
http://www.restaurant.org/pdfs/research/whats_hot_2011.pdf
92
http://www.hc-sc.gc.ca/fn-an/securit/allerg/index-eng.php
93
http://findarticles.com/p/articles/mi_m3289/is_1_174/ai_n9484812/
Page 89 of 90
94
95
ibid
96
http://www.homefinder.ca/demographics/Streetsville?nid=564
97
98
99
http://www.ota.com/organic/mt/business.html
100
http://www.business.com/guides/creating-a-customer-database-71/
101
http://www.squirrelsystems.com/
102
103
http://docs.google.com/viewer?a=v&q=cache:s3BZl994EnsJ:www.alumnipau.com/word/articles/ItsAboutY
ourHealth.doc+Canada+multi+cultural+food&hl=en&gl=ca&pid=bl&srcid=ADGEESht3_vgUlQo3Ao58jJ-
rj9Vqm8X9ejs-yNI3kmSUSrBoC7GCAS6hvfinilBnCkzhNyFkwlk-
Y1dXuskRzd4x00EGqSASHDin2N9_IEQnd-
A0ZxbPmAzLuWymuYOvcpj4GQkBBs3&sig=AHIEtbT9pwDTwWDkiN_n0YcwQPmvf-I0EQ
104
105
106
107
http://restaurants.about.com/od/lawsinsurance/a/Employee_Rules.htm
108
109
110
ibid
111
ibid
112
http://www.ccsd.ca/factsheets/demographics/demographics.pdf
113
http://www.can-
restaurantnews.com/content/publish/features/Loyalty_programs_information_is_marketing_power.shtml
http://www.jsonline.com/entertainment/dining/102078178.html
114
http://www.tasteofstreetsville.ca/eateries/saucy
http://www.dine.to/profile_features.php?feature=menu&id=4522
http://www.dine.to/profile_features.php?feature=menu&id=192
115
http://www.can-
restaurantnews.com/content/publish/features/Loyalty_programs_information_is_marketing_power.shtml
http://www.jsonline.com/entertainment/dining/102078178.html
116
http://www.soccerpro.com/Adidas-Golpe-Jersey-p6482/
Page 90 of 90

Saucy Grill Marketing Plan

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Saucy Grill Marketing Plan

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Marketing Plan

Prepared For: Derek

By: Roseanne Rawas,

1. Market Situation ..................................................................................................... 9

The Keg: .................................................................................................................... 26

iii) Target Market .................................................................................................... 34

i) Objectives and Rationale .................................................................................... 58

1) The website needs to be re-launched as it is currently out of operation.

4) Continue and expand local advertising in Streetsville by use of newspapers and

6) Start using incentives to keep and attract new customers.

7) Start making use of testimonials in the re-launched website to strengthen Saucy

8) Saucy Grill should start to implement a loyalty program.

9) Bring in live entertainment to create an ambiance for the restaurant.

10) Expand the use of sponsorships in the local communities.

a) Definition of the market

• Saucy Grill is classified in the food service industry as a full service

• Saucy Grill specializes in catering to private weddings, corporate

• Catering represents 2 to 3% of overall sales.

• Saucy Grill’s direct competitors listed by location include:

• Moxie’s Classic Grill • Stoneboats

b) Market Size and Growth 1

• In Canada, the foodservice industry is expected to grow at an average

• Full service restaurants will grow annually, at a rate of approximately

• This predicted growth is anticipated due to the recovery from the

• In 2010, foodservice industry sales increased 3.1% which resulted in a

Canadian Restaurant and Foodservices Association (CFRA) Forecast 2009-10

c) Segmentation of the market 3

Segmentation of the businesses in the full service restaurant sector:

• The dress codes in most fine-dining restaurants do not permit casual

• It is very likely reservations must be made on busy nights at a fine-dining

• Most fine-dining restaurants are not franchises or have multiple chains.

• Casual dining restaurants offer moderately priced food serving a larger

• The atmosphere is with a more casual dress code.

• They typically provide table service unless it is a buffet style restaurant.

• It is typical to have a full bar, with separate bar staff.

• Table service provided at family restaurants offer minimal service.

• Minimal alcoholic beverages are offered, including liquor and a few

• Staying true to their name, they are typically single-family businesses.

• These establishments are moderately priced in the food and drinks

• They offer common food and meal choices to customers.

• Table service is provided to guests usually for rounds of drinks.

• Offer a wide array of domestic and imported beer in bottles as well as on

• Have numerous types of liquors and provide mixed drinks as well.

Segmentation of major consumers for full service restaurants 8

This segmentation of the consumer market was provided by a company

Money & Brains:

• They are typically older couples or families living in urban areas.

• They are usually English speaking and have an average income of

• They are prosperous parents and are considered urban elites.

• These are older couples and have multi-generational families in the

• They can be considered to be upper-middle class with either a university

• Typically this segment could have either a white-collar job or a higher

• They are well-off averaging an income of approximately $88,436 a year.

• This segment tends to be a younger group consisting of either singles or

• They are English speaking with either a white-collar or service jobs.

Grads and Pads:

• This segment consists of mostly younger single individuals.

• They have either a white-collar job or work in the service industries.

• Most of them are recently graduated university students starting their

• All enjoy a modest annual income of approximately $61,246 and are

Blue Collar Comfort:

• Middle-aged families make up this consumer market segment.

• These people have completed high-school or college as their education.

• They are considered upper-middle class with an income of about $88,436