Abstract

This paper identifies and deals with the problem of the Fazer Amica canteens – the
lack of brand awareness. The authors raise a research question, collect both pr
imary and secondary data, interview employees of the company and conduct a surve
y to support their arguments. Additionally, they analyze the gathered informatio
n from the 4P’s perspective and in the end they come up with suggestions how to im
prove Fazer Amica’s marketing mix.
Table of contents
Introduction 1
Marketing issue 2
Fazer Amica Latvia 2
Activities undertaken 3
Healthy nutrition 3
Increase of staff qualification 4
Amica canteens for students 4
Methodology employed in the research 5
Analysis of the marketing issue/problem 6
Current marketing strategy 8
Italy days, Morocco days 8
Daily offers 9
Marketing mix 9
Price 9
Place 10
Product 10
Promotion 10
Survey results 11
Proposed Marketing Mix 12
Product 12
Price 13
Place 13
Promotion 14
Conclusions 14
Works cited 16
Appendices 17

Introduction
Eating habits of people have changed during hundreds of years. Our ancestors ate
to survive but nowadays people eat not only to consume carbohydrates and protei
n but also to have pleasure and spend good time and have nice memories about the
meal.
A canteen, Fazer Amica, is operating in our university, and some students like i
t but some do not eat there at all. We decided to make a research and come up wi
th suggestions how the canteen could be improved and have more satisfied custome
rs. We studied what the main advantages and what the biggest problems are not on
ly in Fazer Amica in SSE Riga, but in all Fazer Amica canteens in universities i
n Riga.
We came up with the following research question:
How should Fazer Amica improve their marketing mix in order to increase their cu
stomer equity?
To answer it, we interviewed representatives from Fazer Amica, to get to know th
eir current marketing strategy. Additionally we surveyed the existing and prospe
ctive clients to find out whether the marketing message that Amica sends reaches
their customers and is understood properly. Moreover, the survey enabled us to
find out the strengths and weaknesses of Amica and what should be improved to bo
ost the chain’s performance.
In the first section of the report the marketing issue is described and there is
relevant information about Fazer Amica student canteens and the company in gene
ral. In the next section we explain the methodology applied and analyze the mark
eting issue. In the 3rd section we provide the current marketing strategy of Faz
er Amica and the in the last section the results of survey and our proposed mark
eting mix is presented.
Marketing issue
There are several reasons why our group has chosen to analyze the marketing issu
e for the company Fazer Amica. As Amica works in the catering industry, it has t
o provide both good service and products at the same time to satisfy their custo
mers. We found it challenging to find ways how service and production could be i
mproved. This topic was of great relevance to us as one of the Fazer Amica cante
ens operates in our university as well and we are a part of their regular custom
ers.
We conducted surveys in Amica canteens located in three different universities i
n Riga. The results showed that 63% of respondents found Amica brand inconsisten
t and 50% have never been to other Amica canteens. Moreover, some respondents ev
en did not recognize that they were having lunch in Amica when we questioned the
m during their lunch in their universities’ Amica canteen. From this it is obvious
to see that Amica canteens suffer from lack of brand awareness. Although the ma
jority of Amica customers are students, there are people from outside that prefe
r to dine in an Amica canteen. As there is no information about other canteens o
r marketing activities to advertise the whole chain, it is obvious that Amica lo
ses their potential customers that are satisfied with the quality of these cante
ens but do not know where they are located. Thus our group has chosen lack of br
and awareness as Fazer Amica’s marketing issue. In our report we will analyze how
the awareness of this brand and thus the number of regular customers can be impr
oved.
Fazer Amica Latvia
Fazer Amica is the leading expert in staff and student dining in the Nordic and
Baltic countries. Fazer Amica also operates in the sectors of congress, conferen
ce and catering restaurants, conference centers, cafeterias and restaurants in d
epartment stores and restaurant services at large-scale public events, as well a
s organizes festivities. Fazer Amica is a part of the Fazer Group and it operate
s in almost 1400 restaurants in Finland, Sweden, Denmark, Norway, Estonia, Latvi
a and Russia (Amica, 2009).
Fazer Amica entered the Latvian market in year 2001. Today Fazer Amica Latvia ha
s 2 restaurants, 8 canteens for students, 15 canteens in schools for pupils and
12 canteens for employees in Riga and its surroundings. The turnover of Fazer Am
ica Latvia in 2006 was 2.5 million Lats.
The highest value of Fazer Amica is their customers. Thus they have stated their
mission as “Bringing satisfaction of taste for their customers”. Other values are e
xcellence of food and team spirit. They want to exceed the expectations of custo
mers by providing very high quality food. Amica is always searching for new ways
how to improve both service and quality of their products.
Their vision is to be the largest catering company in Latvia. Since 2001 they ha
ve opened 35 canteens. Our group made four in-depth interviews with the represen
tatives from the marketing department. It was stated that they are planning to o
pen new canteens. Thus we can see that Fazer Amica is trying to fulfill their vi
sion.
Activities undertaken
Healthy nutrition
Fazer Amica gives a lot of attention to the raw materials used for their product
s to bring a lot of added value for their food. It is important to provide wide
variety of food to satisfy the nutrition of their customers. It is even more imp
ortant because the target market of their canteens is pupils and students whose
organism is evolving.
Fazer Amica spotted the problem that nowadays students do not know what is a goo
d nutrition. Instead of traditional food, they are eating junk food and snacks c
ontaining fat and chemical substances. In 2007 Fazer Amica successfully cooperat
ed with a very well known Latvian cook MārtiĦš Sirmais (Frut, 2007). He visited many s
chools in Latvia, also the ones in which Amica was operating. Together with stud
ents, he made different dishes and explained to pupils what a well balanced nutr
ition is.
Increase of staff qualification
As previously mentioned, one of Fazer Amica values is team spirit. Due to the fa
ct that catering industry provides both products and service, it is important to
have highly qualified employees. In 2008 Fazer Amica invested 180 000 LVL to in
crease the qualification of their employees. (Fazer, 2008) They offered to impro
ve the qualification of 190 workers. 100 000LVL from this money was attracted fr
om European Structural Funds.
Amica canteens for students
Due to the fact that the very few marketing strategies existing for different ty
pe of Amica canteens and Fazer restaurants differ from each other, we will narro
w our project’s topic down and analyze only the marketing strategy for Amica cante
ens for students. As mentioned before there are 9 such canteens in Latvia. One
of the Fazer Amica canteens is operating in the Stockholm School of Economics as
well. They claim to be a public catering company, thus their target market is s
tudents and lecturers from their faculty and people from outside. However, we ha
ve never seen any advertisements or marketing campaigns of Amica outside the sch
ool. We believe that Amica is a powerful brand, which, if flourished, could sig
nificantly boost the competitiveness and sales of the Fazer Group.
Methodology employed in the research
In this section we describe the methodology applied to find how effectively the
existing marketing strategy of Amica is working and how satisfied the clients ar
e.
We started the research with collecting the available secondary data about Amica
canteens. The main source of the data was the company’s webpage (www.fazercompani
es.com). As there was very little information about marketing of Amica available
, we decided to use a qualitative method (Chernatony, 1998). In-depth interviews
with employees of Amica were made in order to get acquainted with the existing
marketing strategy of Amica. The interviewed employees were the head of marketin
g and trade department Gunārs ŠauriĦš and the marketing manager Kristīne Zdanovska. Those
two employees are responsible for all of the marketing issues in Amica. The ques
tions differed according to the positions of the interviewees, but the basics we
re similar (see Appendix 1). Mrs Zdanovska answered the questions, on the contra
ry the marketing manager told all of their marketing issues, not simply answerin
g the questions, but by telling all the relevant information about Fazer Amica.
To find out whether the marketing from the company’s point of view is the same as
in the reality – from the clients point of view, a quantitative method –surveying wa
s used.
The survey was conducted using a questionnaire (see Appendix 2). The main advant
ages of surveying are that it does not cost much, it takes little time and the r
esults are collected from the target audience (Gray, P. 2007). The chosen sample
consisted of 3 parts – students of SSE Riga and students from two faculties, whic
h are in two separate buildings of the University of Latvia – namely, the Faculty
of Law and the Faculty of Economics. The total sample was 90 students. We chose
these places, because these canteens differ one from another – the sizes of cantee
ns are considerably different, the amount of clients served are not the same as
well.
The survey was conducted in three university buildings where Amica operates so t
hat the results would be unbiased and show the situation in Amicas in general, n
ot only in one specific canteen. Moreover, this way the probability of having si
gnificant errors in the survey results due to possible extremes in a particular
canteen becomes considerably lower.
Students were provided with paper copies of questionnaires in the premises of th
e universities. The survey interviewers were the authors of this project, thus t
hey were motivated to collect reliable data. Survey interviewers were determined
to get reliable results and for this reason we were able to persuade and motiva
te people to complete the surveys and we remained unbiased (Floyd, J & Fowler Jr
, 2002). The questionnaire was offered in 3 languages – English, Latvian, and Russ
ian, which hopefully eliminated any bias that could have resulted from foreign l
anguage ambiguity. And even if there were any misunderstandings, the interviewer
s were there to help and give answers to any questions that respondents had.
The questions were constructed to find out the preferences of existing clients a
nd potential clients. In order to have a full image of an average student the fo
llowing groups of questions were asked: the frequency of eating in Amica; the ma
in advantages of Amica; the most popular alternative cafes; the factors which co
uld be improved and which could motivate respondents to eat more frequently in A
mica canteens; the general level of customer satisfaction.
Analysis of the marketing issue/problem
As we have already identified before, the main marketing problem we see in Fazer
Amica is its failure to reach brand awareness.
Fazer Amica claims to be a public catering company, which implies that their ser
vices should be accessible to all citizens. However, as mentioned before, we hav
e not seen any advertising campaigns outside our school and outside other univer
sities, which we see as the core of the problem concerning the awareness of the
Fazer Amica brand. Even though Fazer Amica wants its services to be accessible t
o the general public, if people do not know about the brand, Fazer Amica will no
t succeed. We discussed this issue during the interviews with Fazer Amica employ
ees, where we were told about the existing conflict between the basic idea of Fa
zer Amica – to be a public catering company – and the universities they are operatin
g in. Apparently universities are not interested in having a lot of customers co
ming from outside, since they create long queues during lunch breaks, thus resul
ting in dissatisfied students, who do not manage to have their lunch on time and
therefore rather choose to eat somewhere else than Amica. We believe that this
implies an essential failure of Fazer Amica in defining its target market – becaus
e it is obvious that with their current strategy they are unable to satisfy both
students and customers from outside. After discussing this with the company’s rep
resentatives, they admitted that they tend to put students first, since they are
the primary target market for Fazer Amica canteens operating in universities, h
owever, they do not want to lose their customers from outside as well.
A target market, according to Perreault and McCarthy, is “a fairly homogenous (sim
ilar) group of customers to whom a company wishes to appeal” (Perreault, 2002). Le
t’s first of all look at the students market.
Fazer Amica could have a Niche Competitive Advantage – an advantage achieved when
a firm seeks to target and effectively serve a small segment of the market – and a
Cost Competitive Advantage – being the low-cost competitor in an industry while m
aintaining satisfactory profit margins. However, according to our research condu
cted in 3 universitiy buildings in Latvia where Fazer Amica is operating –Stockhol
m School of Economics in Riga, in the University of Latvia Faculty of Economics
and the University of Latvia faculty of Law – we see that the potential of one of
the P’s – Place – is not used to the fullest. Only 22 out of 90 students choose to eat
in Fazer Amica every day – which amounts to less than 25% of all the respondents.
54 indicated that lower prices would encourage them to eat in Amica more often.
One of the conditions to be cost competitive is to obtain inexpensive raw mater
ials, which is difficult in Fazer Amica’s case, since it would result in a reducti
on of the variety of dishes offered; however, when asked whether a shorter menu
offering lower prices would satisfy their needs more, 67 students, which amounts
to more than 74% of all the respondents, agreed. This shows that students are m
ore price sensitive than they care about the variety of the dishes offered.
Since a Fazer Amica canteens are rather small business entities with limited res
ources, they could bring much use out of the Niche Competitive Advantage. The ma
in competitive advantage of Fazer Amica is its location – it should be the least t
ime consuming for students to eat in Amica, which is located in their university
building. However, a lot of students still choose other cafes for lunch, this w
ay making Fazer Amica loose a significant part of their market share.
Even though a lot of students imply that they would be attracted by lower prices
, we believe that this is not the main reason why Fazer Amica fails to reach the
m. From the survey we conducted it appears that Fazer Amica does not succeed in
appealing to students. Fazer Amica does not match the Customer Value Requirement
s – “offer products that perform” and “Give consumers more than they expect”. The results
of our survey show that students choose other catering companies mainly not beca
use of lower prices, but because of better service or nicer atmosphere they are
offering. Fazer Amica does not target students in universities with any kind of
marketing activities, thus making itself look pale, official and unattractive to
them. The basic rule – know your customer – seems not to apply to the company we ar
e analysing. The only marketing activity Fazer Amica has been engaging so far – th
e “Italian days”, “Morrocco days”– does not prove to be an effective alternative for the s
tudents.
Current marketing strategy
Italy days, Morocco days
Once in a while Fazer Amica offers dishes from other country’s cuisine. This campa
ign usually lasts for one week and is an effective way to target customers who a
re bored with traditional food. They are given the opportunity to discover other
country’s meals. Fazer Amica also provides recipes of those dishes, thus customer
s can try to make them at home. Our group thinks it is effective marketing strat
egy; however it should be advertised outside the universities, not only through
Amica’s homepage and at the counter in the cafes. The current way of advertising t
he Morocco days suggests that this strategy is implemented in order to keep the
existing customers and provide variety rather than to attract new clients.
Daily offers
Every day there are daily offers for a reasonable price. Our research shows that
51 of the respondents find this offer beneficial. This price strategy is effect
ive because students’ budget is usually restricted.
Free kefir is also provided for those who have a meal for more than 2LVL.
Marketing mix
According to marketing theory, the marketing strategy of a company is made up fr
om a chosen target market and a marketing mix applied. (Perreault, McCarthy, 200
2) Amica’s target market, as we have already mentioned before, are both students a
nd people from outside that are looking for canteen-type service. A marketing mi
x of a company is made up from four Ps. (Perreault, McCarthy, 2002) Thus in orde
r to analyze the current marketing strategy of Fazer Amica we first take a look
at their marketing mix from the four Ps perspective (Hindle & Williamson, 1994).
Price
60 % of the people in our research admit that Amica should lower the prices in o
rder to attract them more often. At the same time only 25% say that prices in th
e places they choose instead of eating in Amica are lower. This is a proof that
Amica’s prices don’t meet customers’ value.
Fazer Amica is quite a small company and can’t fulfill economies of scale, thus pr
oduction costs are high. Adding even a small mark up, results in prices that are
relatively high in comparison with the quality of product offered.
Amica hasn’t developed any discount or bonus systems. Furthermore there are no loy
alty campaigns, as for example, loyalty cards for loyal customers. The only disc
ount-kind feature that has been implemented recently is free kefir for purchases
above 2 LVL.
Place
All Fazer Amica student canteens are located in different universities in Latvia
. The research confirms that this is the main reason why people choose to eat in
Amica. Answering the question “Which is the most important factor why you choose
Amica?” 60% of respondents named it to be “place”. Thus it can be concluded that Amica
has found successful places to satisfy the needs of customers.
Product
Fazer Amica student canteens offer public catering services. This term includes
food itself and serving people. Amica’s food is canteen-type and it fits in middle
class quality. The variety of the food offered is quite limited and of average
taste. Many people that filled in questionnaires claim that the quality and vari
ety of food should be improved in order to attract them more often. However, the
staff is considered friendly and helpful.
In general Amica offers service that meet people’s expectations about canteens, ho
wever many students demand higher quality service (Irons, 1996). Therefore many
students’ expectations are not fulfilled.
Promotion
There are no advertisements of Amica canteens outside the universities. In order
 to attract people from outside, Amica sends e-mails to the people that work in
offices located nearby Amica canteens.
Amica has an attractive message on their website (www.fazeramica.lv), however it
is not brought to the clients. Almost no marketing is done to get their marketi
ng message across their target market. Curiously, but in the research it was obs
erved that some of the students did not recognize Amica brand, although at that
moment they were having meal in Amica, which supports our argument about Amica’s b
rand awareness problems.
Survey results
Not surprisingly many questions had the same dominant answers throughout all thr
ee canteens. It would be more correct to say that the distribution of answers be
tween the different options was constant in all canteens, rather than the actual
answers being similar. For instance, responses to the question “Which is the main
factor why You choose to eat in Amica?” were nearly unanimous. Almost all student
s admitted that the convenient location was the main reason why they ate in Amic
a. Another example, 53% of respondents in each location asserted that they would
, perhaps, eat more frequently in Amica if the prices were lower and the menu wa
s shorter.
The frequency of eating in Amica, however, differs in all three survey locations
. In Stockholm School of Economics in Riga the majority (48%) of respondents ate
every second day, while in the Faculty of Law (University of Latvia), 33% ate
every day, but in the Faculty of Economics – 67% ate only once a week or even once
a month.
McDonalds, Chilli Pica, Lido, Fabrika, PelmeĦi, and Narvesen were mentioned as the
best alternatives. Fabrika and Narvesen were mentioned in the Stockholm School
of Economics because they are located closely and the respondents claimed that t
he particular cafes had lower prices and wider variety. Lido was mentioned in al
l the three locations of the survey and knowing that Lido restaurants are quite
far from all three locations, there must have been some specific qualities that
justified their choice. As respondents claim these qualities are: wider menu, be
tter overall quality, and lower prices. Lido offers traditional Latvian cuisine
and the quality of food there is quite high, that could be the reason why studen
ts go there, however the prices there are higher than in any Amica canteen. Thus
it seems that a specific segment of students prefer to have wider variety even
if it is more expensive.
The majority of respondents declared that if the prices were lowered they would
eat more frequently in Amica. However, this response can be considered as unreli
able because while the basic economic theory suggests that as the price goes dow
n the demand increases, in real life small size canteens like Amica operate with
very low margins and it means that any price cut would compromise the quality.
And if the quality of product decreases – so does the demand. Another good indicat
or that the current prices in Amica are adequate was question which asked respon
dents if the daily offer had good value for money. Approximately 55% of responde
nts admitted that the daily offer satisfies their expectations. Funnily, quite a
few survey participants from SSE Riga claimed that the daily offer had too smal
l portion. These contradictory responses indicate that the pricing is not the m
ain issue.
The main problem of Amica canteens reveals in the question about brand’s consisten
ce. The majority of respondents, which is approximately 55%, revealed that they
have not been to other Amica cafeterias. Only 10% of respondents thought that al
l Amica canteens have equally good overall quality of service, while 30% of resp
ondents believe that in most Amica canteens one can expect equal quality. It can
be concluded that either respondents have been to several canteens of Amica and
had a good impression, or they have simply not heard about or been to other caf
eterias. Amica must develop some strategy how to show to their existing clients
that they have other canteens and that there is, in fact, a chain of Amica cante
ens with constant quality of service.
Proposed Marketing Mix
Product
Currently Amica emphasizes the taste and healthiness of the offered services. Ye
t it seems that people recognize Amica as an ordinary canteen with a rather trad
itional and slighlty scandinavian touch. With today’s rapidly changing trends it i
s no wonder that for some students the services of Amica might be too old and ou
t of fashion. Nowadays people are concearned about their health and are highly a
ware of what products they consume, especially it concerns food products. Women
follow hundreads of diets, vegetarianism is very popular and healthy food is now
definitely becoming a major trend. It is quite strange that even with the healt
hy food propaganda Amica still does not offer more healthy foods like steamed ve
getables, salads, fruits. Of course there are some of these products but mostly
their presence is questionable. The menu offered for vegetarians is almost non-e
xistant. Recognizing this trend and offering healthy food might attract more stu
dents, since usually the youth accepts new trends much faster and with greater e
ase than adults. And this small market can turn out to be the trend setter for t
he large adult markets. (Graham L. & Hamdan L.,1987)
Variety is also an issue. Even though it is very challenging for the company to
offer a wide variety of food in small canteens from the financian viewpoint, acc
ording to customer survey many found this as a significant problem. Therefore, i
t is advisable to continue campaigns with different national cuisines because th
ey diversify the existing menu. One of the suggestions would be to develop a men
u with 30 or more offers and then randomly change them either every day or every
two days.
Price
The current pricing strategy seems reasonable since according to custome
r survey more than 50 percent of customers found existing daily offer as having
great value for money. Even though many respondents acknowledged that lower pric
es in general would attract them more, it was interpreted as psychological react
ion to the illusion that the same quality service can be acquired for lower pric
e, yet in reality it is not conceivable.
Place
On one hand the current place gives “Amica” a certain competitive advantage,
yet on the other hand the school’s premises can be a limiting factor, especially
when it comes to promotional activities. The conducted research did not identify
any issues regarding the present location of “Amica” canteens and the way how the s
ervice is delivered, thus it is advisable to employ the same strategy in this ca
tegory as before.
Promotion
During the survey it became obvious that brand recognition is very low a
nd since some of the participants did not recognize the brand “Amica” even though th
ey were in the premisis of the café. There are no distinct qualities or attributes
that could characterize “Amica”, thus in this sense the brand DNA is blurry. This i
ssue can partly be explained by the fact that “Amica” uses university or school prem
ises for their business and therefore they cannot put a big poster with their br
and name on the façade of the particular building. However, Amica in SSE Riga does
not have a banner or a poster even in their commercial space. Simply reminding
customers that the place were they are eating is actually Amica could improve th
e overall brand awareness (Braun, 2004). However, once the awareness is establis
hed, Amica has to convey some sort of message through their brand. And using sim
ple slogans like “high quality service” or “healthy food” as a brand message can be a bl
ind alley strategy. Customers already assume that the brand will satisfy their e
xpectations and the task of the company is to deliver something beyond those exp
ectations. (Gardner B. & Levy S.,1955)
The Fazer website shows all the existing “Amica” canteens yet there is no such infor
mation availible offline – in the actual canteens. A simple map showing the locati
ons of other “Amica” canteens could easily solve this issue.
Conclusions
In the survey results we named the problems that Fazer Amica has and which can b
e improved. All of these improvements are recommended to be implemented in the p
roposed marketing mix. The first changes Fazer Amica should make are related to
two of the 4 P’s – Product and Promotion. According to the survey results and our ob
servations the price and place aspects are good enough. As mentioned before the
assortment of food should be widened and, following the global trend and propoga
nda of healthy lifestyle, healthier dishes should be offered. The main difficult
y to undertake these ideas is that it will raise prices but, as our survey showe
d, the clients of these canteens are quite price inelastic. For this reason high
er prices are likely to slow down the growth of customer equity and it would not
be as significant as if the prices were not raised.
The other P that should definitely be improved is promotion. Firstly, the brand
Amica should be made more recognizable by putting big posters at the entrance to
the canteens and it should be visible in the canteens that you are eating in Am
ica, not in a nameless place. The second step should be to make the chain of Ami
ca canteens known to the majority of the existing clients, so that those who hav
e been to some canteens and are satisfied with the service provided there would
have all the information needed to visit the other Amica canteens in Riga. The m
ain drawback for this strategy is universities, that can forbid the canteens to
put the posters with names, in order not to have a big queue of “outsiders” in their
canteens.
Lastly, another factor that limits the marketing development of Fazer Amica Latv
ija is their parent company in the Sweden, so the subsidary in Latvia does not h
ave rights to implement any strategy they have come up with on their own.
All these reasons show, that it is difficult for Fazer Amica to solve its proble
ms, but we believe that if our changes proposed would be implemented, it would s
ignificantly improve the awereness of the Fazer Amica brand and improve the comp
any’s customer equity.
Works cited
Braun, T. (2004). The philosophy of branding. USA: Kogan Page Ltd. pp 23-25
Chernatony, L. (1998). Brand Management. Dartmouth Publishing company Ltd. pp. 3
3-34
Chisnall, P. (1991) The esence of Marketing Research. Prentice Hall Europe. pp 3
1-35
Floyd, J & Fowler Jr (2002). Survey Research Methods. USA: Sage publications, In
c. pp 117-137.
Gardner, B. & Levy, S. (1955). The product and the Brand. Harvard Business Revie
w. pp 33-34.
Graham, L. & Hamdan, L. (1987). Youth trends. Capturing the 200 billion youth ma
rket. New York: St Martins press. pp5-7
Gray, P. (2007). Survey Research. In The research imagination: An introduction t
o qualitative and quantitative methods. NY: Cambridge University Press. pp121-15
0.
Hindle, T. & Williamson, A. (1994). Marketing A glossary of essential tools and
concepts for todays manager. USA Harvard Business school press. pp111-113
Irons, K. (1996). The Marketing of Services. England: McGraw-Hill. pp 137-153
Onlinetour. (2007, October 29). Pavārs MārtiĦš Sirmais Fazer Amica skolu ēdnīcās demons
veselīga uztura pamatprincipus. Retreived May 18, 2009, from http://news.frut.lv/l
v/ppl/celebrities/14732
Perreault W. D., & McCarthy E. J. (2002). Basic Marketing (14th ed.). New York:
McGraw-Hill/Irwin. pp 55
Williams, A & Mullin, R.(2008). The handbook of Field Marketing. USA: Kogan Page
Ltd pp55-58
Appendices
Appendix 1
Questions to Kristīne Zdanovska, Gunārs ŠauriĦš
1) What is your target audience?
2) What campaigns do you undertake to attract people from outside?
3) How to you encourage students to eat in Amicas, not somewhere else or eat se
lf-made food?
4) Is the marketing strategy equal in all Amicas?
5) Are the employees trained how to communicate with clients?
6) What do clients associate the brand Amica with?
7) Are you planning to open new canteens?
8) What is the main aspect of Amica – e.g. quality, service, queues?
 9) Do you think that Amica student canteens disturb the brand Fazer restaurant?
10) Do you consider widening the menu?
11) Where do Amica get raw materials?
11) What is your marketing mix?
12) What ATL and BTL activities do you undertake?
13) How is the marketing plan progress controlled? Is there checking on a regul
ar basis?
14) Is there a different marketing mix for each Amica group – universities, schoo
ls, and kindergardens?
15) To what extend can the marketing strategy differ in different Amicas?

Appendix 2
DEAR RESPONDENT!
WE ARE STUDENTS OF STOCKHOLM SCHOOL OF ECONOMICS IN RIGA. IN OUR MARKETING COURS
E WE HAVE TO SOLVE A MARKETING ISSUE. THE OBJECTIVE OF THIS QUESTIONAIRE IS TO I
MPROVE AMICA CANTEEN IN YOUR SCHOOL!
WE NEED YOUR HELP! IT WILL ONLY TAKE 2-3 MINUTES!
1. How often do you eat in Amica?
□ Every day
□ Every second day
□ Once in a week
□ Once in a month
□ Never (Please proceed with 4th question)
2. Which is the most important factor, why you choose Amica? (check only on
e)
□ Service
□ Price
□ Place
□ Food
□ Other: __________________
3. How satisfied are you with following aspect in Amica?
WORST
BEST
Overall 1 2 3 4 5 6
Quality of food 1 2 3 4 5 6
Variety of food 1 2 3 4 5 6
Price 1 2 3 4 5 6
Layout 1 2 3 4 5 6
The service 1 2 3 4 5 6
Cleanness 1 2 3 4 5 6
Queues 1 2 3 4 5 6
Atmosphere 1 2 3 4 5 6
4. Why do you never eat in Amica?
□ I do eat in Amica
□ Choose other café
□ Take self-made food
□ Do not eat lunch
□ Other_______________
5. If you choose other café, which one is it and WHY?

6. What are the advantages of these cafés compared to Amica?

□ Better quality
□ Nicer atmosphere
□ Well known brand
□ Wider menu
□ Lower price
□ Other: __________________
7. How could Amica be improved in order to attract you?
□ Food quality
□ Variety
□ Lower prices
□ Better service
□ Better daily offer
8. Is daily offer good (value for money) enough?
□ Yes
□ No, too small dish
□ No, too low quality
□ No, ________________
9. Would you eat more frequently in Amicas, if there were significantly sma
ller variety of dishes BUT the prices would be much lower? (4 different dishes e
ach day)
□ Yes, sure
□ Yes, perhaps
□ Rather no
□ No, definitely

10. Do you consider Amica brand consistent? Can you walk in any Amica cantee
n and have equally good service and a meal?
□ Yes, in all Amicas
□ Yes, in most of Amicas
□ No, only in few Amicas
□ I haven’t been to other Amicas
11. Any further suggestions?

THANK YOU!
(if you have any questions, contact Mante Kundrotaite, mkundrotaite@sseriga.edu.
lv)

DĀRGAIS RESPONDENT!
MĒS ESAM RĪGAS EKONOMIKAS AUGSTSKOLAS STUDENTI, UN ŠĪ ANKETA IR DAĻA NO MŪSU MĀRKETINGA PRO
TA. ANKETAS MĒRĖIS IR UZZINĀT JŪSU DOMAS PAR AMICA ĒDNĪCĀM.
MUMS IR VAJADZĪGA JŪSU PALĪDZĪBA! TAS AIZĥEMS TIKAI 2-3 MINŪTES !
12. Cik bieži Jūs ēdat Amica ēdnīcā Jūsu augstskolā?
□Katru dienu
□Katru otro dienu
□Reizi nedēĜā
□Reizi mēnesī
□Nekad (Lūdzu, pārejiet uz 4. jautājumu)
13. Kurš ir noteicošais faktors Jūsu izvēlē par labu Amica? (atzīmējiet tikai vienu)
□Apkalpošanas kvalitāte
□Cena
□Vieta
□Ēdiena kvalitāte
□Cits: __________________
14. Lūdzu, novērtējiet Amica ēdnīcu pēc zemāk minētajiem kritērijiem!
ZEMĀKAIS AUGSTĀKAIS
Vispārējais vērtējums 1 2 3 4 5 6
Ēdiena kvalitāte 1 2 3 4 5 6
Ēdiena daudzveidība 1 2 3 4 5 6
Cena 1 2 3 4 5 6
Telpu iekārtojums 1 2 3 4 5 6
Apkalpošana 1 2 3 4 5 6
Tīrība 1 2 3 4 5 6
Rindas 1 2 3 4 5 6
Atmosfēra 1 2 3 4 5 6
15. Kāpēc Jūs neēdat Amica ēdnīcā?
□ Es ēdu Amicā
□ Izvēlos citu ēdnīcu
□ Es nepusdienoju ārpus mājām
□ Es Ħemu pusdienas līdzi
□ Cits _______________
16. Ja Jūs izvēlaties citu ēdnīcu, kura tā ir un kāpēc?

17. Kādas ir šo ēdnīcu priekšrocības salīdzinājumā ar Amica ēdnīcu?

□ Labāka ēdiena kvalitāte
□ Jaukāka atmosfēra
□ Labāk zināms zīmols
□ Plašāka ēdienkarte
□ Zemākas cenas
□ Cits: __________________
18. Kam būtu jāmainās, lai Jūs biežāk ēstu Amica ēdnīcā?
□ Ēdiena kvalitāte
□ Jāpaplašina ēdienkarte
□ Jāsamazina cenas
□ Jāuzlabo apkalpošana
□ Jāuzlabo „Dienas piedāvājums”
□ Cits: __________________
19. Vai „Dienas piedāvājums” ir atbilstošs savai cenai?
□ Jā
□ Nē, porcija ir pārāk maza
□ Nē, kvalitāte ir neatbilstoša
□ Nē, _________________
20. Skandināvijā Amica ēdnīcas katru dienu piedāvā tikai četrus dažādus pamatēdnienus,
spējams izvēlēties piedevas. Šāda veida ražošana ir daudz vienkāršāka un būtiski samazina r
as. Vai arī Jums šāda, četru dienas piedāvājumu sistēma, būtu pieĦemama, ja tas būtiski sam
a cenas?
□ Jā, noteikti
□ Jā, iespējams
□ Drīzāk nē
□ Noteikti nē
21. Vai Amica zīmols ir uzticams? Vai Jūs varat ieiet jebkurā citā Amica ēdnīcā un saĦe
s pašas kvalitātes ēdienu un apkalpošanu kā savas augstskolas ēdnīcā?
□ Jā, visās ēdnīcās
□ Jā, lielākajā daĜā Amica ēdnīcu
□ Nē, tikai dažās Amica ēdnīcās
□ Neesmu bijis / bijusi citās Amica ēdnīcās
22. Vai Jums ir vēl kādi ieteikumi Amica ēdnīcu uzlabošanai?

PALDIES!
Уважаемый Респондент!
Мы студенты Рыжской вышей школы экономики и эта анкета часть нашего проекта по маркетингу.
23. Как часто Вы обедаете в столовой Amica в Вашей школе?
□ Каждый день
□ Через день
□ Раз в неделю
□ Раз в месяц
□ Никогда (пожалуйста перейдите к 4 вопрос)
24. Укажите решающей фактор Вашего выбора в пользу Amica (отметить только один ответ)
□ Качество обслуживания
□ Цена
□ Место нахождения
□ Качество еди
□ Другое: __________________
25. Оцените пожалуйста столовую Amica по следущии упомяиутым критериямЖ?
НИЖНИЙ В
Общая оценка 1 2 3 4 5 6
Качество еди 1 2 3 4 5 6
Разнообразие блюд 1 2 3 4 5 6
Цена 1 2 3 4 5 6
Устройство помещений 1 2 3 4 5 6
Качество обслуживания 1 2 3 4 5 6
Чистото 1 2 3 4 5 6
Очередь 1 2 3 4 5 6
Атмосфера 1 2 3 4 5 6
26. Почему Вы не обедаете в столовой Amica?
□ Я обедаю в столовой Amica
□ Выбираю другую столовую
□ Я беру обед с собой
□ Я не обедаю в не дома
□ Другое_______________
27. Если Вы выбираете другую столовую – то которою и почему?

28. Какие преимущества этих столовых в сравнении со столовой Amica?

□ Лучшее качество еды
□ приятнее атмосфера
□более известный бренд
□ более радиообрази..
□ Нижкие цена
□ другое: __________________
29. Что нужно поменять что бы Вы чаще обедали в столовой Amica,
□ Качество еды
□ Нужно разиообразить меню
□ Нужно снизить цена
□ Нужно улучшить обслуживание
□ Нужно улучшить предложение дня
30. Соответствует ли Предложение дня свой цене,
□ Да
□ Нет, порция слишком маленкая
□ Нет, несоответствующее качество
□ Нет, ________________
31. Будет ли для Вас при
□ Да, конечно
□ Да, возможно
□ Скорее нет
□ Определённо нет
32. Довереете ли вы бренд Amica? Можете ли Вы пройти в другую столовую Amica и получить
□ Да, во всех столовых
□ Да, в большей части столовых Amica
□ Нет, только некоторых столовых Amica
□ Не был.была в других столовы Amica
33. Есть ли у Вас какие то предложения по улучшению столовой Amica,

СПАСИБО!
Appendix3