March 28, 2019

1704 Eastland Drive, Suite 10,

Bloomington IL, 61704

Dear Mr. and Mrs. Jhattu:

Thank you again for your consideration in working with Platinum PR. Enclosed here is a new
strategic plan, which goes into detail about how Puran Indian Restaurant can aspire to meet a
new level of success.

We believe that Puran Indian Restaurant has tremendous potential as a restaurant in

Bloomington. The main foci of the plan are to help Puran Indian Restaurant develop a sound
communication campaign, increase sales, and gain market share by 2% by May 2020. This plan
will ensure that Puran has an easier time in securing retention rates at their restaurant as well as
gain market share.

Again, thank you for allowing us to prepare this plan for you. We are excited to go over it soon
and will forward to scheduling a meeting for mid-April.

We invite you to contact us with any questions about our plan. We will be glad to go over any
additional details with you. We can be reached at LetsGetStarted@PlatinumPR.com or (773)
432-3214.



Sincerely,

















___________________ ___________________ __________________

Samantha Ghuneim Sabrina Khachi Samantha Wilp

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Strategic Plan

for










Prepared by:

Sabrina Khachi
Samantha Ghuneim
Samantha Wilp

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Table of Contents
Page
Executive Summary…………………………………………………………………………4
1.0 Organization Background……………………………………………………………….5
1.1. Business definition…………………………………………………………………...5
1.2 Vision…………………………………………………………………………………5
1.3 Mission ……………………………………………………………………………….5
1.4 Value Proposition……………………………………………………………………..5
1.5 Organization Structure………………………………………………………………..5
1.6 History & Culture …………………………………………………………………….6
2.0 Situation Analysis..............................................................................................................6
2.1 Definition & Scope of Situation ……………………………………………………...6
2.2 Stakeholders Affected ………………………………………………………………...6
2.3 Competition …………………………………………………………………………..7
2.4 SWOT Analysis ………………………………………………………………………7
2.5 Market Position………………………………………………………………………..8
3.0 Plan ………………………………………………………………………………………9
3.1 Objectives, Strategies & Tactics ………………………………………………………10
3.2 Critical Success Factors………………………………………………………………..11
3.3 Key Performance Indicators……………………………………………………………12
3.4 Proposed 2019-2020 Budget.…………………………………………………………..12
3.5 Proposed 2019-2020 Timeline. ………………………………………………………..12
References ………….……………………………………...…………………………………14




























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Executive Summary

Puran Indian Restaurant is known for its high-quality traditional food for an affordable cost. It is
a family-owned restaurant that serves Indian dishes with decades-old recipes from the northern
state of Punjab. The Jhattu family manages this business. Its trusted staff of three waiters and
four kitchen staffers are dedicated to serving high-quality dishes and providing a satisfying
service.

Puran’s business has rapidly profited and grown due to the popularity of its buffet. A recent
business highlight has been its increase in orders due to partnerships with third party delivery
companies such as Mr. Delivery, Beyond Menu, GrubHub, and DoorDash. After deliberating
about Puran’s past and present business state, we have developed a strategic plan to transform
Puran Indian into the top-of-mind restaurant with high-quality flavor, showcasing its diverse
range of flavors and exceptional services for an affordable price. By creating a relationship with
publics, we can increase visitation, awareness and sales. Our plan will increase dine-in, carry-
out, and delivery sale numbers for lunch, and dinner. This will include awareness of spice-level
options that are included in the diverse menu selections. The objectives for this plan include:

• Develop a sound communication campaign by May 2020

• Increase sales at Puran Indian Restaurant by 10% by May 2020.
• Help Puran Indian Restaurant gain market share by 10 percentage points to 25%

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1.0 Organization Background
For the last 15 years, Puran Indian Restaurant has been operating in Bloomington Illinois. This
family owned business is located in Bloomington in the vicinity of many other business such as
the State Farm Headquarters and Eastland Mall. From its excellent service and friendly staff, its
high-quality ingredients and variety of cuisine have made it a cornerstone in the Bloomington
community.

1.1 Business definition

Puran Indian Restaurant offers delicious dining and takeout to Bloomington, IL. It is a
cornerstone in the Bloomington community and has been recognized for its outstanding Indian
cuisine, excellent service and friendly staff. It has been operating for 15 years and is known for
its modern interpretation of classic dishes and its insistence on only using high-quality, fresh
ingredients.

1.2 Vision
To be known as the premier and top-of-mind Indian restaurant in central Illinois.

1.3 Mission
Puran Indian Restaurant offers high-quality, traditional Indian food for an affordable cost.

1.4 Value Proposition

This is an outline explaining how Puran Indian Restaurant stands out from its competition. The
slogan, supporting points which explain the core idea of the slogan and the key message
platform.
Slogan: “Exploring new flavors without the cost.”
Supporting points:
o Puran has a variety of wine and craft beers because of its liquor license.
o Puran offers a variety of flavors in traditional Indian dishes, along with offering 6
levels of spice.
o Puran profits from deliveries and catering.
Key Message Platform
• Add a Little Spice to Your Day
o Puran offers quality traditional Indian food that allows customers to
explore their food pallet.

1.5 Organization Structure

Puran Indian Restaurant organizational structure is much like a traditional family run business. It
has two owners. The owners have an array of responsibilities like paying employees, ordering

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beer, performing hiring and firing operations, and handling advertisements and budgeting. Under
the owners is the manager who is in charge of ordering produce, overseeing employees directly,
health inspection duties, and making sure the restaurant has basic supplies. Three waiters serve to
seat and wait tables as well as running and maintaining the buffet. Puran also has four kitchen
employees who each have their own individual jobs. One kitchen employee may either be in
charge of dishes, appetizers, making bread, or making entrees as the head chef. Because it is a
small, family-owned business, this organization does not have an employee handbook. The job
descriptions are mostly assessed orally, and expectations of employees are not distinguished.

Organizational Structure

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1.6 History
Puran has been open for 15 years in Bloomington, Illinois. It is a family-owned restaurant that
serves Northern Indian state of Punjab food with recipes that have been passed down for more
than 40 years. It serves a lunch buffet and has an alcohol license. Puran also provides services
such as delivering and catering. Its location in proximity to State Farm Headquarters has made
Puran a local hot spot for lunch meetings during weekday business hours. Puran’s dedication to
traditional Indian cuisine has made this restaurant a place where people with similar ethnic roots
get to enjoy food from home without being home.

2.0 Situation Analysis

This section analyzes the internal and external factors affecting Puran Indian Restaurant’s
business, and the scope of the organization as a whole. This section covers the stakeholders
affected as well as its competition, strengths, weaknesses, opportunities and threats that can help
or hinder the business’s success. Overall, this section identifies what Puran is doing well and
what could be changed in order to reach the goals for this plan.

2.1 Definition & Scope of Situation

Outlined in this portion are the factors that affect Puran’s success when it comes to internal and
external support. These include attitudes, competition and organizational structure and function.
Relevant factors that affect Puran include having no unique difference from Signature India,
which is its main competitor. Also, being that there are eight employees who are informally
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assigned duties when hired and no employee handbook with rules, there is a lack of an
organizational structure. With no advertisements and little audience outreach, there is weak
external communication as well. There is also the stereotype of Indian food from potential
customers, which can hinder the potential for new customers.

2.2 Stakeholders Affected

There are two categories of stakeholders on which Puran Indian Restaurant’s success or failure
depends on. Internal stakeholders include the staff, who have a direct impact on the experience of
customers and the outputs for the business. When Puran makes a profit, its employees maintain
their jobs and hours. External stakeholders include customers, who give direct profit to the
business. Suppliers, which include Performance Food Services, Sam’s Club and Mikey’s Linen,
are impacted by the success of Puran because it receives business from Puran when it orders its
supplies from them.

2.3 Competition
Puran is one of four Indian restaurants in the town of Bloomington. This section explores what
other Indian restaurants offer in comparison to Puran. Puran offers great food at a reasonable
price, but it does not eliminate the competition from other Indian restaurants. Its strongest
competitors offer similar deals and buffet dining styles. The restaurants that are a direct
competitive due to the similar customer demographics are Signature Indian Bloomington, Bloom
Bawarchi, and Aroma Indian Restaurant. Services such as buffets, dine-in, carry-out, and
delivery services are provided from each restaurant.
• Signature Indian Bloomington is a competitor because it offers the same buffet deal as
Puran. It also offers breakfast unlike Puran. There is a simplified kid’s menu for children
that are pickier when it comes to dining out. Signature Indian also has a mobile app. This
is a similar option for the people of Bloomington when picking an Indian dining option.

• Bloom Bawarchi also offers lunch specials as well as dine-in and carry-out options in
Bloomington. It has breakfast, which is something that Puran does not. It has lunch,
biriyani, dessert, appetizers and side specials. Therefore, they have an advantage over
Puran by running more specials. There is online ordering, take out and catering options
on the website as well.
• Aroma Indian Restaurant is Puran’s biggest competitor because it is new and has a
constantly changing menu that changes based on customer interest and the chef’s
creativity. It also offers an all-day breakfast menu. There are also Indian and Chinese
flavor fusion options on the menu, something that Puran does not offer on its menu. It
also has the option to host banquets or events on location.

2.4 SWOT Analysis

The SWOT analysis on Puran presents the organization's strengths, weaknesses, opportunities,
and threats to become successful. Through this analysis, we can examine what Puran is good at,
what it must rectify, how it can capitalize on its strengths and minimize or eliminate its

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weaknesses, and what barriers may emerge that are either within or beyond its control that can
adversely affect success.

Aspects Implications Possible Actions

Strengths 1. Diverse food menu 1. Attract 1. Better

2. Convenient broader accommodate
location (lots of audience food items
parking, in 2. Can attract 2. No action needed
proximity to mall traffic from 3. Attend community
and other Eastland mall events
restaurants) and plaza 4. Create drink menu
3. Good relationship 3. Opportunity
with community to connect
4. Liquor License with locals
5. Good relationship 4. Leads to
among foodies customers
spending
more money
Weaknesses 1. No dinner 1. Does not 1. Create dinner
promotions draw people promotions
2. Lack of external to come for 2. Create
communications dinner communication
2. Messages do objectives through
not reach social media and
potential website (ie.
audience Facebook)
Opportunities 1. People shopping at 1. Foot traffic 1. Promotions in the
the mall from mall
2. Liquor menu shoppers 2. Create drink
3. Good reputation 2. Encourages a specials/“costs”
online drink with 3. Com 377 client
meal

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 Threats 1. Other Indian 1. Possible loss 1. Highlight
restaurants in the of customers strengths that sets
area 2. Unfamiliar Puran apart from
2. Perception of with menu other Indian
Indian food items and restaurants
cuisine 2. More explanation
& pictures of food
items on menu &
promotional items

2.5 Market Position


Puran Indian Restaurant is described on Google as “unpretentious Indian restaurant with tandoori
dishes & other classic fare plus beer & wine.” This is why Puran does not focus on being the
fanciest and most expensive Indian eating establishment in town, but a place that its customers
feel comfortable and satisfied enough to return to. Other restaurants in the area provide similar
menu items, but Puran prides itself on using high-quality, fresh ingredients served specially by its
friendly staff. With its wide array of menu items, Puran is able to attract the people of
Bloomington to experiment or indulge in Indian food. Its main weakness is the lack of external
communication and dinner promotions in comparison to its competition. Overall, the customer
response and reviews of Puran have been good and there has been continuous interest for Indian
food in the area of Bloomington. The target audience for Puran is working, middle-class citizens
in Bloomington. Puran is positioned as a challenger in the community against the competition,
which are other restaurants, specifically those that serve Indian cuisine in the Bloomington area.
It has the potential to reach a leadership position in the community, and this strategic plan will
assist in advancing to that position.

3.0 Plan
We have created a plan to make Puran Indian restaurant’s business thrive. We have
come up with objectives, strategies and tactics to help Puran become the best
establishment it can be. With our strategic plan, we hope to assist Puran with
developing its business both internally and externally. We want to increase top of mind
awareness and reach its mission as well as vision.

3.1 Objectives
This section is the objectives, strategies and tactics to help Puran reach its full potential.
The objectives are ness rationalized in order to be realistic.

Objectives Strategies Tactics

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1. Develop a sound 1. Two-way 1. Send out 100 surveys to
communication communication with general public that serve
campaign by May 6, the public to promote and measure
2020. 2. Education community’s overall
knowledge of Puran.
Rationale: Puran 2. Eliminate weaker
lacks promotional website and make
media and efforts. necessary changes to
superior domain.
Benchmark: Prior a. Add photo
promotional efforts. gallery
i.e., Chef’s List
tab
2. Increase sales at 1. Audience 1. Create gift certificate
Puran Indian participation incentive
Restaurant by 10% 2. Social Media 2 Anonymous costs raffle deal
by May 6, 2020. for Holi Festival
a. Give out costs in
Rationale: Will help envelopes that are only
business for Puran. redeemable if customer
opens envelope at
Benchmark: Sale restaurant table.
averages for a 2. Create and curate social
typical week: media content that
promotes Puran’s
(Mon - Fri) offerings.
Lunch: $400;
Dinner: $700
(Sat - Sun)
Lunch: $700;
Dinner: $1k-1.5k





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 3. Help Puran Indian 1. Partnership 1.11.Send out surveys to
Restaurant gain 2. Event strategy Eastland Mall and
market share by 3% 3. Increase delivery surrounding businesses to
to 5% sales gauge interest in potential
partnerships with Puran.
Benchmark: 3% 1. 2. Distribute booklet with
currently coupons, events and basic
store information such as
contact information and hours
of operation.
2. Alcohol promotion
3. Partner with UberEats, Mr.
Delivery, GrubHub, DoorDash

3.4 Critical Success Factors (CSFs)

This table describes factors documented that may help or prevent this strategic plan’s
success. It analyzes the objectives by looking at opportunities, barriers, environments,
and resources. The opportunities will help Puran achieve the objectives of the strategic
plan. The barriers include the social or attitudinal opposition to Puran’s success. The
environment concerns the internal external factors that can affect success. The
resources are the necessary materials and people needed to achieve the objectives.

Objectives Opportunities Barriers Environment Resources

1. Develop a Create a Customers may Puran wants to Web design
sound relationship with provide establish a applications.
communication publics that serves inaccurate relationship with
campaign by to inform and information or community Survey: Google
May 2020. promote Puran not be motivated Form link on
to participate. Community receipt.
outreach
Financial
constraints on
web design
software

Technical issues
for web design or
Google Form.

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2. Increase Increase sale Customers may Sales will likely Paper and
visitation at numbers for both not be aware of increase if they printing.
Puran Indian lunch and dinner certificate or gift are incentivised
Restaurant by shifts. card options.
20% by May Attracting new
2020. Increase Customers may customers
awareness of spice not have an through
level options. occasion to gift promotion
this product strategy
Increase
awareness of Manufacturing/
menu options. design costs to
make gift card
3. Help Puran Increase visitation, Other locations Puran wants to
Indian Restaurant awareness and feature similar distinguish Third party
gain market share sales for lunch promotions (i.e. themselves delivery
from 3% to 5% buffet, dine-in buffet) between services that
dinners, restaurants in cater to the
deliveries, Neighborhood Bloomington - Bloomington -
catering and businesses may Normal Normal
alcohol menu. not want to 
 Region.
participate.
Increase Local
partnerships with Customers may businesses that
Eastland mall for not be interested are open to
promotions. in drinking partnerships.
alcohol.
Puran wishes to be Paper and
the top of mind Manufacturing/ printer.
Indian Restaurant design costs to
in Bloomington - make Eastland
Normal Mall Booklet.

Booklet might
give competitors
a better advantage
of gaining
customers.

3.5 Key Performance Indicators (KPIs)

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KPIs are measurable milestones that will be taken to ensure the achievement of our goal and
objectives. We will be comparing these to the initial performance indicators or benchmarks.
For each objective, measurements will be taken by the managerial staff at Puran.
• Objective 1: Develop a sound communication campaign by May 2020.
o Benchmark: Current promotional efforts.
o KPI: Meet monthly with 3-5 employees and owners to discuss plan
performance, obtain feedback and effectiveness of communication.
▪ Analyzing data and adjust surveys if needed.

• Objective 2: Increase visitation at Puran by 20% by May 2020.

o Benchmark: Amount of checks at Puran in May 2019.
o KPI: Have 5 or more meetings each quarter with analysts on company progress
and future direction.
▪ Submit monthly social media content calendars.
• Objective 3: Increase Puran’s market share to 25% by May 2020.
o Benchmark: Current market share of 10-15%
▪ Quarterly market analyzing to determine market share.

3.6 Budget and Resource Allocations

This budget includes internal and external income for Puran in the 2019-2020 fiscal year. The
numbers are subject to change in the new fiscal year. These numbers are what will be needed to
implement our strategic plan and what it will cost to complete the proposed tactics. These
expenses are based on similar products and their cost and may be subject to change. These
expenses are for the completion of all three objectives and 10% of unforeseen expenses.

See Appendix A for proposed 2019-2020 budget.

3.7 Timeline (beginning with the proposal’s acceptance/approval)

If Puran Indian Restaurant accepts the proposed plan, it may refer to our proposed timeline.
This timeline will take place from May 2019 until May 2020. This timeline is implemented to
ensure the success of Puran Indian Restaurant by keeping it on track with its goals. The
timeline for this plan gives valuable information to management on when deadlines should be
achieved. Each objective is color coded in order to coordinate with highlighted boxes that
represent deadlines. This timeline is subject to change due to unforeseen circumstances that
may present themselves in the future.

See Appendix B for proposed 2019-2020 timeline.

3.8 Evaluation Method and Anticipated Results

In order to determine the success of our business plan, we have to measure and analyze
the results throughout the plan and at the end. These measurements include: measuring
increased amount of communication efforts with one on one interviews, measuring the
amount of sales at Puran with qualitative data, measure increase or decrease in Puran’s
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market share in May 2019. These measurements correspond to the KPIs that will be
taken throughout the plan.
Objective 1: To develop a sound communication campaign by May
2019.
• If all customers fill out the survey in a timely, honest manner,
the objective was successfully met. The survey results must
also be accurately collected, analyzed, and used to build
future communication.
• If the objective is not met, use data from surveys to continue.
Objective 2: Increase visitation to Puran Indian Restaurant by 20%
by May 2020.
• If the amount of checks at Puran increases by 20% from May
2019 to May 2020, then the plan was successful.
• If the objective is not met, plans will be made to adjust the
communication efforts for next fiscal year.
Objective 3: Help Puran Indian Restaurant gain market share from
3% to 5%
• If Puran’s market share increases by 2% by 2020 then the
plan was successful.
• If the objective is not met, then strategies to change market
position will be reevaluated by the next fiscal year.

Platinum PR anticipates that these objectives will be met within the timeline that has
been created. If the goals of this plan are not met, the original objectives, strategies and
tactics will be adjusted accordingly.

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Reference

Smudde, P. M. (2015). Managing Public Relations: Methods & Tools for Achieving Solid
Success. New York: Oxford University Press.

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 Appendix A

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Appendix B

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!
SCORE SHEET FOR COMPLETED FINAL PROJECT

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Team Members’ Names: Samantha Ghuneim, Sabrina Khachi, Samantha Wilp

Evaluation
Criteria Poor
Excellent

How well does the letter of transmittal introduce the plan? 0 1 2 3 4 5 6 7 8 9 10

How well does the executive summary capture the essence of
0 1 2 3 4 5 6 7 8 9 10
the entire plan?
How well is the client’s business defined, including vision,
0 1 2 3 4 5 6 7 8 9 10
mission, structure, history, and culture?
How clearly is the campaign’s value proposition articulated? 0 1 2 3 4 5 6 7 8 9 10
How well is the client’s situation analyzed, especially
0 1 2 3 4 5 6 7 8 9 10
through the SWOT analysis or other method?
How well is the market position defined and defended,
0 1 2 3 4 5 6 7 8 9 10
especially in tune with the value proposition?
How well does it appear that secondary and primary research
0 1 2 3 4 5 6 7 8 9 10
was applied?
How well are the target publics or stakeholders described? 0 1 2 3 4 5 6 7 8 9 10
How well do the objectives address the client’s problem or
0 1 2 3 4 5 6 7 8 9 10
opportunity?
How well are the objectives written according to EGAD? 0 1 2 3 4 5 6 7 8 9 10
How appropriate are the benchmarks for the objectives? 0 1 2 3 4 5 6 7 8 9 10
How reasonable are the rationales for the goals given in the
0 1 2 3 4 5 6 7 8 9 10
objectives, especially given the situation analysis?
How appropriate and well-articulated are the strategies? 0 1 2 3 4 5 6 7 8 9 10
How appropriate are the tactics? 0 1 2 3 4 5 6 7 8 9 10
How well do the tactics and the strategies tie to each other
0 1 2 3 4 5 6 7 8 9 10
and specific objectives?
How appropriate are the CSFs? 0 1 2 3 4 5 6 7 8 9 10
How appropriate are the KPIs? 0 1 2 3 4 5 6 7 8 9 10
How realistic and how well explained is the timeline? 0 1 2 3 4 5 6 7 8 9 10
How reasonable, accurate, and well-explained is the budget? 0 1 2 3 4 5 6 7 8 9 10
How appropriate and explained is the evaluation approach? 0 1 2 3 4 5 6 7 8 9 10
How well is the formatting and packaging done, including
0 1 2 3 4 5 6 7 8 9 10
the letter, table of contents, and appendices (if included)?
How well is the English language used? 0 1 2 3 4 5 6 7 8 9 10

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Less deductions (list)

Total Earned Points: ____________

out of 220

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