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Management Business Plan:

Pumpkin Pie Parfait Promotion

St. Margaret Hospital


October 24, 2014
Megan Weltmeyer
Aramark Dietetic Internship

Table&of&Contents!
1.0$Executive$Summary..$
1.2$Mission$Statement.$
1.3$Objectives...$
2.0$Company$Summary..$
3.0$Market$Analysis..$
3.1$Market$Analysis$Summary...$
3.2$Market$Segmentation..$
3.3$Target$Market..$
4.0$Promotional$Event$Concept$
5.0$Strategy$and$Implementation$Summary.$
5.1$Marketing$Strategy...$
5.2$Sales$Forecast..$
6.0$Resource$Summary..$
6.1$Employee$Resources$
6.2$Equipment$Resources.$
6.3$Food$Resources...$
6.4$Financial$Resources.$
7.0$Evaluation..$
8.0$Appendix.$
$
$

1.0$Executive$Summary$
!

Fall$is$quickly$approaching$at$St.$Margaret$Hospital$and$so$is$a$new$parfait$

promotion$in$the$grabRandRgo$cooler.$Pumpkin$pie$parfaits$are$taking$center$stage$in$
the$cafeteria$in$order$to$increase$parfait$sales,$spike$interest$in$new$products,$and$
increase$customer$satisfaction.$The$target$market$for$this$parfait$promotion$is$
women$ages$35R60.$After$researching$the$demographics$of$St.$Margaret,$a$survey$
showed$that$over$80%$of$consumers$are$female$and$over$65%$were$35$and$older.$
An$article$titled$How$Pumpkin$Moved$beyond$the$Pie$stated$that$women$are$54%$
more$likely$to$purchase$pumpkin$products.$With$that$in$mind,$pumpkin$was$chosen$
as$the$seasonal$flavor$for$the$parfait$promotion.$$$
$

The$pumpkin$pie$parfait$promotion$exceeded$expectations$and$was$deemed$

successful.$The$food$service$director$had$her$doubts$that$the$parfait$would$sell.$
Surprisingly,$they$sold$out$within$the$first$thirty$minutes!$The$pumpkin$pie$parfaits$
were$competing$against$chocolate$and$vanilla$parfaits.$Weekly$parfait$sales$from$
chocolate$and$vanilla$average$$140.00$for$75$parfaits.$Parfait$sales$skyrocketed$
during$the$week$of$the$promotion$and$the$pumpkin,$chocolate,$and$vanilla$
generated$$393.00$for$220$parfaits.$Parfait$sales$increased$by$180%$and$exceeded$
the$goal$of$50%.$Customers$demanded$to$see$the$parfait$featured$in$the$grabRandRgo$
cooler$for$the$remainder$of$October.$The$parfaits$were$brought$back$by$popular$
demand$and$are$continuing$to$be$sold$today.$$
1.1$Mission$Statement$

2$

Aramark,$St.$Margaret$Hospital,$and$the$nutrition$department$within$St.$
Margaret$are$responsible$for$catering$to$the$patients,$employees,$and$community$
within$the$Franciscan$Alliance$in$Hammond,$IN.$Three$separate$missions$combine$to$
serve$this$healthcare$community.$Aramarks$mission$is$to$deliver$experiences$that$
enrich$and$nourish$lives.$Their$main$focus$is$on$their$clients,$employees,$consumers,$
shareholders,$and$communities$that$they$reach.$$St.$Margaret$Hospital$has$a$mission$
similar$to$Aramarks.$St.$Margaret$strives$to$enrich$and$nourish$lives$through$
spiritual$teaching$and$healing.$Their$mission$is$to$continue$Christs$ministry$in$their$
Franciscan$tradition.$Employees$of$St.$Margaret$are$encouraged$to$continue$the$
values$and$traditions$of$those$who$came$before$them.$The$nutrition$department$also$
strives$to$enrich$and$nourish$lives$through$promoting$health$and$wellness$to$their$
patients$and$customers.$They$strive$to$provide$excellent$customer$service$and$
patient$satisfaction.$
1.2$Objectives$
Goal!1$$Increase$parfait$sales$by$50%.$$
Objective:$Compare$weekly$parfait$sales$from$October$6thR12th$and$October$
13thR19th.$October$13thR19th$is$the$promotional$week.$$
Goal!2$$Standardize$the$pumpkin$pie$parfait$recipe.$$
Objective:$Standardize$the$recipe$by$simplifying$instructions$and$ingredients$
in$order$to$cut$costs$and$reduce$labor.$$$$
Goal!3$$Increase$customer$satisfaction$by$offering$new$products.$$

3$

Objective:!Determine$customer$satisfaction$by$assessing$verbal$feedback.$
Use$feedback$to$determine$if$the$pumpkin$pie$parfait$will$be$featured$in$the$
grabRandRgo$cooler$for$the$rest$of$October.$$
2.0$Company$Summary$
St.$Margaret$Hospital$has$partnered$with$Aramark$for$over$forty$years.$
Aramark$has$proved$to$be$a$reliable$partner$and$continues$to$strengthen$the$
nutrition$department$in$Hammond.$Aramark$offers$numerous$services$to$St.$
Margaret.$The$main$service$Aramark$provides$is$healthcare.$Three$clinical$dietitians$
are$employed$by$Aramark.$These$dietitians$oversee$each$unit$in$the$hospital$and$
provide$medical$nutrition$therapy$to$their$patients.$The$food$service$director$is$also$
a$registered$dietitian,$and$she$oversees$thirty$food$service$employees$and$manages$
the$departments$budget.$$
St.$Margaret$hospital$has$also$implemented$Aramarks$Blast$Beverage$
program.$This$program$promotes$profitable$sales$of$both$cold$and$hot$beverages.$
According$to$the$Blast$Beverage$Guide,$their$goal$is$to$never$miss$an$opportunity$to$
add$a$beverage$to$a$customer$sale.$This$program$also$promotes$healthier$beverage$
options$and$combo$meals.$St.$Margaret$has$profited$from$this$program$and$has$seen$
an$additional$increase$in$beverage$sales$since$implementing$this$program.$$$
St.$Margaret$has$implemented$Aramarks$espresso$caf,$Java$City.$This$is$a$
low$investment,$high$quality$premium$coffee$shop.$The$employees$and$customers$at$
St.$Margaret$have$benefited$from$this$installment,$but$the$caf$is$still$struggling$to$
turn$a$profit.$The$check$average$for$this$location$is$$2.30$which$is$$.30$cents$lower$
than$the$national$average$for$Java$City.$Java$City$is$run$as$a$profit$and$loss$business.$
$

4$

$Aramark$has$a$management$fee$cost$plus$contract$with$St.$Margaret.$The$
hospital$is$responsible$for$paying$any$monthly$costs,$and$they$pay$Aramark$a$set$fee$
for$their$services.$Java$City$is$run$as$a$profit$and$loss$business.$Whatever$loss$the$
coffee$shop$experiences,$they$have$to$pay$Aramark$that$loss.$
Aramark$has$the$ability$to$reduce$costs,$increase$profitability,$and$implement$
a$competitive$edge$for$the$client$(1).$On$a$personal$level,$Aramark$is$able$to$do$this$
by$being$organized.$They$have$provided$the$client$with$all$the$resources$necessary$
for$success.$They$provide$stepRbyRstep$guidelines$on$how$to$implement$programs,$
control$cost,$motivate$employees,$improve$sanitation,$and$how$to$provide$
outstanding$customer$service.$Their$communication$skills$are$second$to$none,$and$
they$communicate$through$email,$phoneRcalls,$instant$messaging,$and$video$
conference$calls$to$engage$and$coach$the$client$to$success.$From$the$clients$
perspective,$Aramark$always$has$the$clients$best$interest$in$mind.$For$example,$
Aramark$always$informs$the$client$when$certain$food$prices$skyrocket.$They$ensure$
that$the$client$is$equipped$with$the$most$current$knowledge$and$research$in$order$
to$succeed.$$$$$
3.0$Market$Analysis$Summary$
The$cafeteria$has$three$main$competitors.$Don$Andres$Mexican$Restaurant,$
Js$Peapod$Chinese$Restaurant,$and$homemade$meals$are$the$biggest$competitors.$
Many$employees$bring$their$meals$to$work$in$order$to$cut$back$on$costs.$The$
cafeteria$recently$removed$the$employee$discount,$and$this$has$hurt$the$cafeterias$
sales.$For$a$period$of$time,$employees$were$boycotting$the$cafeteria.$Many$
employees$and$customers$feel$that$the$cafeterias$prices$are$too$steep.$The$check$
$

5$

average$for$the$cafeteria$is$$3.32$which$is$two$cents$above$Aramarks$national$
average.$Customers$can$purchase$a$balanced$meal$for$under$$5.00.$The$biggest$
seller$is$the$combo$meal$where$customers$can$buy$an$entre,$two$sides,$and$a$
medium$fountain$beverage$for$$5.00.$The$cafeteria$is$on$a$four$week$cycle$menu,$but$
customers$and$employees$feel$that$the$menu$is$too$repetitive.$For$these$reasons,$
potential$customers$are$looking$outside$of$the$hospitals$cafeteria$for$meals.$$
Don$Andres$Mexican$Restaurant$is$located$across$the$street$from$the$
hospital.$Their$services$include$carry$out$and$delivery.$Employees$believe$that$Don$
Andres$provides$better$food$at$a$lower$cost.$This$restaurant$is$described$as$a$
hidden$treasure$by$customers.$They$specialize$in$burritos,$tacos,$enchiladas,$and$
skillets.$Their$service$is$fast$and$reliable,$and$a$full$Mexican$meal$can$be$purchased$
for$under$$10.00.$$$
$$$Js$Peapod$is$a$Chinese$restaurant$that$caters$to$Northwest$Indiana.$Their$
location$is$not$within$walking$distance,$but$they$do$deliver$their$Chinese$cuisine$to$
the$employees$at$St.$Margaret.$Their$menu$items$include$orange$chicken,$fried$rice,$
egg$rolls,$and$chop$suey.$Their$menu$is$a$little$pricier$than$Don$Andres$with$a$full$
meal$costing$around$$11.00.$
Management$needs$to$analyze$the$demographics$of$the$surrounding$area$in$
order$to$identify$current$food$trends.$Luckily,$there$are$no$chain$restaurants$like$
McDonalds$or$Starbucks$near$the$hospital$to$interfere$with$sales$from$the$cafeteria$
and$Java$City.$Local$restaurant$businesses$are$benefiting$from$this$as$well,$but$they$
are$attracting$employees$and$customers$away$from$St.$Margaret.$They$pose$a$threat$

6$

by$offering$more$food$for$a$lower$cost.$Customers$become$uninterested$with$the$
cafeterias$repeating$menu$items$and$grabRandRgo$selection$in$the$cafeteria.$$
SWOT!Analysis!
Positive!
!

Negative!

Strengths!

Weaknesses!

Internal!Factors!

o Variety$of$food$selection$
(dont$just$offer$Mexican$
or$Chinese)!
o Location$inside$St.$
Margaret!
o No$delivery$fees!
o ToRgo$boxes$and$grabR
andRgo$cooler!
o Large$cafeteria$with$
seating$for$over$100!
o Cash,$debit,$and$credit!
!
Opportunities!

External!Factors!

No$specialty$ethnic$foods$
Repetitive$cycle$menu$
Strict$budget$
No$employee$discount$
Competing$parfaits$
Cafeteria$has$no$name$and$
few$promotional$signs$
o Employee$shortage$
$
o
o
o
o
o
o

Threats!

o Seasonal$flavors$
o Food$trendsRminiature$
desserts$
o Implementing$new$
menu$items$
o Marketing$cafeteria$and$
food$items$
$

o
o
o
o

Change$in$demographics$
New$local$eateries$
Fluctuation$in$food$costs$
Meals$from$home$

!
$
3.1$Market$Segmentation$
!

A$survey$from$2010$provides$information$about$the$demographics$at$St.$

Margaret$Hospital.$The$survey$had$232$participants.$The$objective$of$the$survey$was$
to$gain$knowledge$and$understanding$about$the$employee,$visitor,$and$patient$retail$

7$

consumers.$The$information$gained$from$this$survey$was$used$to$enhance$the$dining$
experience.$The$dining$experience$should$create$an$environment$where$employees$
can$focus,$visitors$feel$satisfied,$and$patients$can$heal.$$
$

Participants$included$employees$(95%),$visitors$(3%),$and$volunteers$(2%).$

20%$were$from$the$nursing$department,$18%$were$from$administration,$15%$from$
support$staff,$and$the$rest$from$various$departments.$81%$were$female$and$15%$
were$male.$37%$were$between$the$ages$of$50R59,$31%$between$35R49,$and$15%$
were$60$and$older.$86%$of$participants$buy$at$least$one$meal$during$the$week,$and$
40%$make$a$purchase$2$to$3$days$a$week.$54%$consume$their$meals$onRsite$while$
33%$bring$their$meals.$Only$9%$admit$to$eating$offRsite.$$
$

Many$participants$believe$that$$4.58$is$a$reasonable$amount$of$money$to$

spend$on$lunch.$On$average$they$feel$like$they$spend$at$least$$4.95$onRsite$for$lunch$
and$only$$3.52$offRsite.$Their$main$focus$is$on$great$values$for$the$price,$combo$
meals,$and$food$quality.$Employees$at$the$hospital$once$received$an$employee$
discount.$Employee$discounts$are$no$longer$being$offered$at$this$location.$At$first,$
sales$were$negatively$affected$by$this$decision,$but$slowly$employees$are$returning$
to$the$cafeteria.$$$
$

The$cafeteria$menu$at$St.$Margaret$is$a$four$week$cycle$menu.$This$menu$

strives$to$offer$variety,$but$the$rotations$have$become$repetitive$for$consumers.$
Customers$are$looking$for$new,$current$items$in$the$cafeteria.$The$majority$of$
customers$are$middle$aged$females.$This$target$market$enjoys$new$food$trends$and$
seasonal$flavors.$These$customers$are$constantly$looking$for$new$features$in$the$
cafeteria.$$$$

8$

3.2$Target$Market$
!

The$promotional$event$is$going$to$target$women$between$the$ages$of$35R60.$

Seasonal$flavors$are$popular$right$now,$and$pumpkin$is$a$fall$seasonal$favorite$as$
seen$with$Starbucks$pumpkin$spice$latte.$!$
4.0$Promotional$Event$Concept$
A$reoccurring$recommendation$from$customers$is$implementation$of$new$
items$in$the$cafeteria.$Two$popular$items$in$the$grabRandRgo$cooler$are$the$chocolate$
oreo$parfait$and$the$vanilla$wafer$parfait.$A$huge$trend$in$food$service$right$now$is$
mini$desserts.$People$are$looking$to$satisfy$their$sweet$tooth$without$getting$an$
abundance$of$calories$and$fat.$Also,$the$season$is$currently$fall,$and$anything$
pumpkin$flavored$right$now$is$trending.$When$a$new$item$idea$is$combined$with$fall$
flavors$and$mini$desserts,$a$pumpkin$pie$parfait$is$born.$At$this$location,$the$
addition$of$a$new$menu$item$is$infeasible$at$this$time,$but$the$addition$of$a$seasonal$
grabRandRgo$dessert$is$achievable.$The$promotional$event$will$be$focused$on$
implementing$the$pumpkin$pie$parfait$to$the$grabRandRgo$cooler.$$
5.0$Strategy$and$Implementation$Summary$
5.1$Marketing$Strategy$
Place:!
The$cafeteria$at$St.$Margaret$will$promote$pumpkin$pie$parfaits.$This$
cafeteria$is$located$on$the$main$floor$of$the$hospital.$This$cafeteria$predominantly$
serves$employees,$but$visitors$also$choose$to$dine$here.$The$cafeteria$offers$hot$
foods$for$breakfast,$lunch,$and$dinner.$Customers$can$choose$foods$from$the$grill,$

9$

pizza$station,$soup$station,$grabRandRgo$cooler,$and$the$hot$entre$bar.$For$this$
promotion,$the$grabRandRgo$cooler$will$be$highlighted.$The$parfait$will$be$featured$
next$to$the$vanilla$and$chocolate$parfaits$in$the$grabRandRgo$cooler.$$
Product:!
The$pumpkin$pie$parfait$consists$of$graham$cracker$crumbs,$vanilla$pudding,$
canned$pumpkin,$pumpkin$pie$spice,$whipped$topping,$sugar,$and$margarine.$The$
parfait$is$built$by$layering$crumb$mixture,$mousse,$and$whipped$topping$with$a$
pumpkin$pie$spice$garnish.$The$recipe$was$retrieved$from$Aramarks$eRrecipes$and$
is$recipe$number$M17171.$
Price:!
The$parfaits$will$be$sold$in$clear$plastic$sundae$cups$with$a$dome$lid$for$
$1.79.$The$total$cost$for$fifteen$9$oz.$servings$is$$11.19.$The$cost$per$serving$is$$0.75.$
The$parfaits$were$priced$at$$1.79,$which$is$equal$to$the$price$of$the$other$two$
parfaits.$The$price$of$the$pumpkin$parfait$stayed$the$same$as$the$other$two$parfaits$
in$order$to$keep$a$competitive$edge.$$$$
Promotion:!
$The$launch$date$is$set$for$October$13th.$Fifteen$parfaits$will$be$prepped$and$
displayed$in$the$grabRandRgo$cooler,$while$50$samples$will$be$handed$out$to$
customers.$Fall$decorations$will$be$displayed$near$the$cooler$to$attract$attention$to$
the$parfait.$Colorful$decorative$leaves$will$be$taped$to$the$cooler$in$front$of$the$
pumpkin$pie$parfaits.$One$week$before,$table$tents$and$flyers$will$be$placed$
throughout$the$cafeteria.$The$employees$at$the$register$will$be$alerted$to$promote$
the$parfait$at$checkout.$OneRounce$samples$will$be$handed$out$the$day$of$the$

10$

promotion$in$order$to$attract$customers$to$the$product.$Both$the$chocolate$oreo$and$
the$vanilla$wafer$parfaits$will$be$competing$against$the$pumpkin$pie$parfait.$Total$
sales$of$all$three$parfaits$will$be$monitored$throughout$the$day.$At$St.$Margaret$the$
chocolate$parfait$is$the$customer$favorite.$If$the$pumpkin$pie$parfait$increases$
parfait$sales$and$increases$customer$satisfaction,$the$new$grab$and$go$item$will$be$
featured$throughout$the$rest$of$October.$$
5.2$Sales$Forecast$$$$$$$
The$numerical$goal$of$this$promotion$is$to$increase$total$parfait$sales$by$50%.$
In$order$to$determine$the$success$of$the$promotion,$sales$data$from$October$6thR12th$
was$retrieved.$SeventyRfive$parfaits$were$sold$prior$to$the$week$of$the$promotion,$
and$$134.25$was$generated.$One$hundred$and$twelve$parfaits$need$to$sell$during$the$
week$of$the$promotion$and$generate$$200.00$in$sales$in$order$to$meet$our$goal.$$$
$
Parfait!Sales!Day!of!Promotion!
Parfait!

Forecast!

Actual!Sold!

Pumpkin$

15$EA$

15$

Time!Ran!
Out!
30$min.$

Chocolate$

20$EA$

9$

N/A$

Vanilla$

10$EA$

8$

N/A$

$
Parfait!Sales!Week!Before!and!During!Promotion!
!
#!Sold!

10/5N10/12!
Week!before!promotion!
$75$parfaits$

11$

10/13N10/16!
Week!of!promotion!
220$parfaits$

$
Sales!

$134.25$

$393.80$

$
6.0$Resource$Summary$
6.1$Employee$Resources$
$

All$production$and$retail$staff$have$been$notified$of$the$pumpkin$pie$parfait$

promotional$event.$The$dietetic$intern$is$in$charge$of$prepping$and$packaging$the$
parfaits.$Typically,$an$employee$will$prepare$all$the$grabRandRgo$items.$For$this$
parfait,$the$dietetic$intern$will$be$responsible$for$production$of$the$grabRandRgo$
item.$A$purchase$request$form$was$completed$and$given$to$the$food$service$director,$
who$purchased$the$necessary$ingredients$for$the$parfait.$Cathy$was$in$charge$of$
following$specifications$and$making$the$necessary$purchases$from$ALDI.$The$
cashiers$are$responsible$for$handling$transactions$and$providing$great$customer$
service.$The$cashiers$working$during$the$promotion$are$Crystal$and$Trea.$They$have$
been$educated$about$the$promotion$and$are$knowledgeable$about$the$product$
including$ingredients$and$pricing$of$the$parfait.$They$were$told$to$communicate$with$
customers$about$the$promotion$in$order$to$gain$interest.$$
6.2$Equipment$Resources$$$$
Equipment!and!Utensils!
!
!
!

GrabRandRGo$Cooler!
Stand$Mixer$
Food$Processor$

12$

Spatula$
Clear$containers$(2)$
#12$scoop$(3$$OZW)$
Tablespoon$
Food$scale$
Sample$tray$
$
Paper!Products!
! 15$9$OZW$Sundae$Cups$$
! 15$Dome$Lids$
! 50$one$ounce$paper$sample$cups$
! 25$white$plastic$spoons$
$
!
!
!
!
!
!

6.3$Food$Resources$
The$purchase$request$form$included$one$15$oz.$can$of$pumpkin.$The$can$of$
pumpkin$was$purchased$the$day$of$the$promotion.$The$pumpkin$pie$spice$was$
provided$by$one$of$the$dietitians.$The$whipped$topping,$vanilla$pudding,$margarine,$
and$sugar$were$already$in$stock.$$
$

Production$of$the$parfaits$will$take$place$in$the$bakery$station$of$the$kitchen.$

Preparation$will$begin$at$10:00$a.m.$and$parfaits$will$be$displayed$by$10:45$a.m.$!
Once$the$parfaits$are$produced,$they$will$be$transferred$to$the$grabRandRgo$
refrigerator$before$being$displayed$in$the$grabRandRgo$cooler.$Their$serving$
temperature$should$be$between$36R41$degrees$Fahrenheit.$Eight$pumpkin$pie$
parfaits$will$be$displayed$at$a$time$in$the$cooler.$The$retail$servers$should$
continuously$restock$as$needed.$$
During$lunch$service,$the$dietetic$intern$will$be$monitoring$and$promoting$
the$sales$of$the$parfait.$She$will$hand$out$fifty$samples$to$attract$customers.$The$
intern$and$the$retail$servers$will$monitor$the$par$level$of$the$parfaits$and$refill$as$
needed.$$$$$

13$

6.4$Financial$Resources$
Breakeven!Analysis:!
In$order$to$break$even$with$our$costs,$the$cafeteria$needs$to$sell$10$pumpkin$
parfaits.$
$
$
Variable Cost (VC)
Labor per unit

$0.27
(.5 hour, $8.25, 15 units sold)

Raw food cost

$0.56

Total:

$0.83
Fixed Cost (FC)

Marketing

$0.00

Insurance

$9.50

Packaging

$0.19

Total:

$9.69

$
7.0$Evaluation$
$

The$promotional$event$will$be$evaluated$by$comparing$the$objectives$to$the$

results.$ The$ first$ goal$ and$ objective$ was$ met.$ The$ promotional$ event$ increased$
parfait$sales$at$St.$Margaret$by$180%.$After$analyzing$sales$data$from$the$week$prior$
to$the$promotion,$it$was$certain$that$parfait$sales$increased$above$the$original$goal$

14$

of$ 50%.$ The$ promotional$ event$ exceeded$ expectations$ of$ both$ the$ intern$ and$
preceptors.$$
$

The$ second$ goal$ and$ objective$ was$ about$ standardizing$ the$ pumpkin$ pie$

parfait$ recipe.$ The$ goal$ was$ to$ create$ a$ recipe$ that$ used$ few$ ingredients$ and$
required$few$steps.$The$recipe$needed$to$be$simplified$in$order$to$cut$back$on$costs$
and$ time$ spent$ on$ assembly.$ Reviews$ from$ consumers$ revealed$ that$ taste$ and$
presentation$were$spot$on.$The$flavor$was$accurate,$but$too$much$work$was$being$
devoted$ to$ assembling$ the$ parfait.$ In$ order$ to$ solve$ this$ problem,$ the$ recipe$ was$
revised$ to$ meet$ the$ needs$ of$ the$ nutrition$ department.$ The$ recipe$ called$ for$ a$
mixture$of$pudding,$whipped$topping,$and$pumpkin.$Whipped$topping$is$expensive$
and$folding$it$into$the$pudding$requires$more$work.$Whipped$topping$was$removed$
from$the$main$recipe$and$switched$to$a$garnish.$The$recipe$also$called$for$a$graham$
cracker$ crumb$ and$ margarine$ crust.$ In$ order$ to$ eliminate$ a$ step,$ graham$ cracker$
crumbs$were$not$mixed$with$the$margarine.$$$
$

The$last$goal$and$objective$was$to$increase$customer$satisfaction.$Customers$

at$St.$Margaret$cafeteria$are$always$looking$for$new$products.$The$parfait$promotion$
generated$ interest$ in$ the$ grabRandRgo$ cooler.$ Customers$ were$ drawn$ to$ the$ cooler$
and$excited$to$see$a$new$item$being$offered.$Verbal$feedback$was$used$to$determine$
if$ the$ pumpkin$ parfait$ would$ be$ featured$ all$ month$ long.$ The$ promotion$ received$
positive$feedback$such$as:$
This$parfait$tastes$just$like$pumpkin$pie!$
Can$I$have$the$recipe?$
If$these$were$in$the$grabRandRgo$cooler$every$day,$I$would$be$in$trouble.$

15$

Youre$already$sold$out$of$pumpkin$pie$parfaits?$
$

I$noticed$that$customers$continued$to$ask$for$parfaits$even$after$we$sold$out.$

People$ who$ purchased$ the$ parfait$ would$ tell$ their$ friends$ and$ then$ their$ friends$
would$come$looking$for$the$parfaits.$$
$

If$this$promotion$was$repeated,$the$forecast$should$be$increased.$The$parfaits$

sold$out$within$thirty$minutes,$and$potential$customers$were$turned$away.$In$order$
to$generate$a$greater$profit,$the$pumpkin$pie$parfaits$should$be$priced$higher.$They$
should$ have$ been$ priced$ at$ $2.25$ each.$ The$ pumpkin$ pie$ parfaits$ are$ more$ costly$
than$ the$ chocolate$ and$ vanilla.$ Fifty$ samples$ were$ handed$ out,$ but$ only$ fifteen$
pumpkin$parfaits$were$in$the$cooler.$Fewer$samples$should$have$been$handed$out.$$$$$
$

Overall,$this$promotion$was$a$success.$It$created$excitement$in$the$cafeteria$

for$ both$ employees$ and$ visitors.$ The$ success$ from$ this$ promotion$ has$ encouraged$
the$ production$ manager$ to$ feature$ a$ new$ parfait$ each$ season.$ In$ December,$ the$
cafeteria$will$feature$a$chocolate$mint$parfait.$$
$
$
$
$
$
$
$
$
$
$

16$

8.0$Appendix$
Appendix(A:(SWOT(Analysis(
(
Positive!
!

Negative!

Strengths!

Weaknesses!

Internal!Factors!

o Variety$of$food$selection$
(dont$just$offer$Mexican$
or$Chinese)!
o Location$inside$St.$
Margaret!
o No$delivery$fees!
o ToRgo$boxes$and$grabR
andRgo$cooler!
o Large$cafeteria$with$
seating$for$over$100!
o Cash,$debit,$and$credit!
!
Opportunities!

External!Factors!

Threats!

o Seasonal$flavors$
o Food$trendsRminiature$
desserts$
o Implementing$new$
menu$items$
o Marketing$cafeteria$and$
food$items$
$
!

(
(
(
(
(
(
(
(
(
(
(
(

No$specialty$ethnic$foods$
Repetitive$cycle$menu$
Strict$budget$
No$employee$discount$
Competing$parfaits$
Cafeteria$has$no$name$and$
few$promotional$signs$
o Employee$shortage$
$
o
o
o
o
o
o

17$

o
o
o
o

Change$in$demographics$
New$local$eateries$
Fluctuation$in$food$costs$
Meals$from$home$

Appendix(B:(Breakeven(Analysis(in(Number(of(Units(Sold(
(
FC=$9.69$
SP=$1.79$
VC=$0.83$
$
=FC/(SPRVC)$=$$9.69/($1.79R$0.83)$
$
!
Labor!Per!Unit!
$8.25$
Labor!Cost!
$8.25$X$.5$hour=$4.13$
Labor!Cost!per!parfait!
$4.13/15=$0.27$
Raw!Food!Cost!per!parfait!
$0.56$
Cost!of!Table!Tents!and!Flyers!
$0.00$(Provided$by$interns$dad)$
Packaging!(Dome!lid!+Sundae!Cup)!
$0.19$
Insurance!
$9.50$(Provided$by$production$manager)$
Appendix(C:(Budget(
$
Category$
Food$Cost$+$Packaging$
Flyers/Table$
Tents/Decorations$
Labor$
Paper$ProductsR50$
Sample$Cups,$25$Spoons$
$
$

Budget$
$15.00$
$5.00$

Actual$Cost$
$11.19$
$0.00$

$5.00$
$5.00$
$

$4.13$
$1.00$

18$

Appendix(D:(Flyer(and(Trifold(Tent(

Pumpkin Pie
Parfait

When: October 13th


Where: Grab and Go Cooler
Why: Because its FALL!

!
!

o
o
o
o
o
o

Pumpkin!
Vanilla!Pudding!
Graham!Cracker!!
Whipped!Topping!
Cinnamon!
Nutmeg!

Ingredients:!

Pumpkin!Pie!!
Parfait!

Sources:!http://urbanext.illinois.edu/pumpkins/facts.cfmhttp://urbanext.!
illinois.edu/pumpkins/facts.cfmhttp://urbanext.illinois.edu/pumpkins/facts.cfm!

Pumpkins!

o Pumpkins!contain!
potassium!and!vitamin!
A!
o The!largest!pumpkin!
weighed!1,140!pounds!
o Pumpkins!are!fruit!
o Pumpkins!were!once!
recommended!for!
removing!freckles!and!
curing!snake!bites!
o Pumpkins!are!90%!
water!

Pumpkin(Facts(

!Because!its!FALL!!

Why:!

!Grab!and!Go!Cooler!

Where:!

October!13th!

When:!

Featured(

Appendix(E:(Photos((((
$

$
!
!

20$

References(
$
1.$Aramark$Strengths.$Aramarkfacilities.com.$http://aramarkfacilities.com/aboutR$$$$$$
us/performanceRimprovementRteam/$(Accessed$on$October$12,$2014).$
2.$Don$Andres$Restaurant.$Yelp.com.$http://www.yelp.com/biz/donRandresR
restaurantRhammond$(Accessed$on$October$14,$2014).$
3.$Pumpkin$Pie$Trend.$FoodnavigatorRusa.com$http://www.foodnavigatorR
usa.com/Markets/HowRpumpkinRmovedRbeyondRtheRpieRandRintoRcurriesRcerealR
barsRandRMRMs$(Accessed$October$15,$2014).$$
4.$St.$Margaret$Health$Mission$Statement.$Franciscanalliance.org.$$
http://www.franciscanalliance.org/hospitals/hammond/pages/default.aspx$
(Accessed$October$12,$2014).$
$
$
$
$

21$