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The positioning is akin to a casual version of fine dining, taking concepts from that segment an applying them to a mainstream audience. In doing so, we feel that we will offer an experience superior to that of other casual dining establishments.
We view are target market strategy as being congruent with the fun, innovative and youthful image we project. We intend to skew younger than a typical casual dining restaurant in order attract an audience that is ready to trade up from casual dining and fast food -- and has the means to do so -- while not being ready to move into fine dining yet. This target, we feel, is the target that our food will appeal to and is also the target audience whose needs are not being met by the firms currently in the casual dining industry.
Overall, our marketing strategy and our product strategy is built around the notion of offering a superior product...
All elements are focused on differentiating from the existing glut of competitors in the industry. Each element of the offering to the customer supports this strategy and we feel will be attractive to the customer. We believe that when these elements come together in one package, we will have a unique product/service offering at the Assemblage, one that is focused at every turn on providing an innovative and superior casual dining experience.
Works Cited:
White, S. (2010). Brand strategy. Brand Identity Guru. Retrieved May 1, 2010 from http://www.brandidentityguru.com/brand_strategy.htm
Quenque, D. (2007). Polishing up the apple in Applebee's. New York Times. Retrieved May 1, 2010 from http://www.nytimes.com/2007/10/25/business/media/25adco.html
Long, L. (2004). Culinary tourism. Lexington, KY: University Press of Kentucky.
Works Cited:
White, S. (2010). Brand strategy. Brand Identity Guru. Retrieved May 1, 2010 from http://www.brandidentityguru.com/brand_strategy.htm
Quenque, D. (2007). Polishing up the apple in Applebee's. New York Times. Retrieved May 1, 2010 from http://www.nytimes.com/2007/10/25/business/media/25adco.html
Long, L. (2004). Culinary tourism. Lexington, KY: University Press of Kentucky.
We wish to outscore our competitors on customer satisfaction with all of these key demand drivers. The second reason to adopt a premium position is because we believe our target market is willing to pay extra for a premium experience. We have established that our target market loves the casual dining concept. Indeed, our market may be hesitant to move beyond this into the fine dining segment. We feel that
In addition to capitalizing on this trend, the Assemblage's strategy also helps to mitigate the damaging impacts of a double dip. The Assemblage essentially captures customers on their way up or down the dining market. A double dip recession may cause some consumers to trade down from fine dining. They do not currently trade down because there are no casual dining establishments able to deliver the innovative food, interesting beverages
When expanding, the Assemblage will be more focused on setting up locations with a high amount of traffic from our target 21-35 demographic but Manhattan's density and role as an entertainment magnet allow for us to build our business. The overall marketing objective is to build the brand and set up the expansion and penetration phase. The flagship Manhattan location supports that because of the ability and the diffusion value
We have decided to take this option for several reasons. Firstly, the size of our restaurant will be able to entertain almost 500 people and with such a large space we need a huge market to fill it up. Secondly, Americans of all age-groups dine-out regularly (almost 4 times every week, according to last year's statistics.) thirdly and lastly, this figure is only going to increase with time. Selling tactics Contending
The managers will not act as apologists for staff failures, but will instead accept responsibility for the deviation. The manager will outline the situation as he or she understands it and the different steps that have been taken to remedy the situation. If a direct remedy is required for the customer, then the customer shall receive a direct remedy from the company. While such a policy may be costly to
2.0 Strategic Situation Analysis In order to understand the nature of aircraft manufacture at Boeing, it is important to have a clear vision of how outsourcing plays into the manufacture of aircraft. Let us use the example of Boeing's Dreamliner. The following illustration explains how outsourcing plays a key role in Boeing's business strategy. These represent TIER 1 suppliers. Figure 1. Source http://seekingalpha.com/article/17727-boeing-s-outsourcing-for-the-787-dreamliner From here, the parts go to the plant in Everett and