strategic management plan pdf final

ViewS Strategic Management Report

By - Seralyn Fields, Erika Dulberg, Paula Kreider, Irene Ouyang, Henry Semonsen

WINTER 2016 VIEWS - �1

ViewS 1

Strategic Management Report 1

Executive Summary: 3

Who Are We? 4

Organizational Hierarchy: 5

Position Descriptions: 6

Our Vision: 7

Our Mission: 7

Core Values: 7

Environmental Scan: PEST 8

Internal Scan: SWOT 12

Description of Strengths and Weaknesses: 13

Description of Opportunities and Threats: 16

Goals and Objectives: 19

Implementation Plan: 20

Appendix A: Gantt Chart 24

Appendix D: Meeting Minutes 26

Interview Transcripts: David, Bliss Cafe 30

Interview Transcripts: Debi Thomas, Thomas Hill Organics Restaurant 32

Interview Transcripts: Shalyn Klauer, Employee of Natural Cafe 33

References 34


Executive Summary: ViewS is a privately owned restaurant that is located on a lakefront property in

Carnelian Bay in Lake Tahoe, California. Our restaurant is dedicated to providing locals and tourists with a unique dining experience that is focused around wholesome menu options while guests enjoy the beautiful view. Our mission is to provide food that fuels and energizes without compromising flavor, taste or satisfaction. The following report provides a detail orientated scan of the internal and external factors that may impact our organization. We conducted a PEST analysis in November, 2016. Shortly after, a SWOT analysis was also preformed. Following this, we focused on determining goals and objectives that are in line with our mission and values. To outline our report, below are a few key findings from our analyses and high priority goals that we intend to implement in the development of ViewS.

One of our greatest strengths is that we are the only organic, locally sourced, lakefront Tahoe restaurant. We have a good understanding of the demands and needs of our customers which guide us to believe that ViewS will be successful in this location. In order to gain recognition, one of our goals is to become an award winning new Tahoe restaurant. An objective of this goal is to create unique seasonal menus that highlight our chefs and local food.

An opportunity we will be exploring is the possibility of expansion. If ViewS is a success and earns considerable revenue, expanding the restaurant into a franchise is a likely option for ViewS moving forward. The concept of an all organic, locally sourced restaurant can be applied almost anywhere. In order to remain true to the ViewS namesake, we would only open restaurants at scenic locations that provide guests with breathtaking landscapes they have come to expect at our restaurants. Some ideas for possible locations include a


restaurant on the California coast with a view of the ocean, or even the stunning Sierra Nevada mountains. The sky's the limit for new ViewS locations, and we look forward to having the opportunity to expand.

ViewS biggest worry is a possible threat of resource shortage. If any of the local, organic, seasonal food goes into a shortage, it would hinder ViewS business because it makes us less reliable. Customers are used to seeing basic food items on menus, such as natural greens, seasonal fruits, baked goods, etc. If we do not have these items, we could lose business. We plan to start with a staple menu of items that are readily available year round. Then we can add seasonal items if we want to spice the menu up. Doing this will help us to avoid any shortage of menu items.

Who Are We? We are a commercial private enterprise located in Carnelian Bay, Tahoe at the

Waterman’s Landing beach. We are a cafe by day and bar by night. During the day we serve specialty coffees, teas and smoothies, as well as sandwiches, salads, seasonal soups and pastries. All of our food is locally sourced and we do our best to buy things that are in season and sustainable. Our menu items are made in house, to order, with fresh and natural ingredients. We use only cage free eggs, natural meats, organic tofu, and all fresh fruits and veggies for our homemade juices. We also use organic, locally roasted coffee. At night, we turn the cafe into a lively wine bar promoting guests to enjoy each other's company over a glass of California Pinot. We strive to create an environment where guests can enjoy the beautiful views of Tahoe while sipping on one of our craft beverages and nibbling on local eats. When we chose to open ViewS, we thought no better place than Tahoe with its pure mountain air and tranquil mountain and lake scenery. We are also very aware of our environmental impact. Our cafe has solar panels, we offer only recyclable to-go containers, we compost all left-over food, and all of our lights on our property are LED certified.


Organizational Hierarchy:


CEO/OWNERHenry

Semonsen

Director of Catering &

EventsIrene Ouyang

Marketing/

Sales ManagerErika Dulberg

Food and Beverage Manager

Paula Kreider

Head ChefSeralyn Fields

Sous Chef

Waiters

Advertisement/Visual Chair

Community Outreach Liaison

Position Descriptions: The owner/CEO of ViewS is the original founder and buyer of the property. He is the overall manager of the organization and oversees most administrative aspects of the business including finances, client relations, human resources and policies.

The director of catering and events oversees all of our special events and large scale catering contracts. This includes maintaining customer relations, scheduling and requesting food orders for the events.

The sales and marketing manager is ultimately responsible for creating and implementing the marketing plan. She will build relationships with local businesses, make proposals and establish new and creative ways to promote ViewS.

The food and beverage manager monitors cost and quality of all food delivered to ViewS. They are responsible for daily audits, inventory, placing orders with vendors, balancing the restaurant checkbook and organizing and rotating products.

The head chef oversees all kitchen operations. They will create different and seasonal menus and make sure that all items are prepared to perfection. The chef is also responsible for maintaining kitchen cleanliness that adheres to code and training kitchen staff.


CEO/OWNER

DIRECTOR OF

CATERING AND EVENTS

SALES AND MARKETING MANAGER

FOOD AND BEVERAGE MANAGER

HEAD CHEF

Our Vision: ViewS will redefine what it means to connect with others and eat wholesomely.

Our Mission: ViewS aims to create and share delicious, wholesome food that fuels and energizes without compromising flavor, taste or satisfaction. Our menu features locally-sourced organic ingredients in their most natural form made 100% by us daily. Not only do we deliver hearty, nutritious meals but with every decision we make we are conscious and aware of our environmental impact and make every effort to do our part in positively contributing to a sustainable world.

Core Values:


Respect Diversity Positivity and Innovation

Quality food and drink

Customer Service Community Sustainability

Environmental Scan: PEST ViewS is committed to maintaining the food and safety laws that are contracted by the City of Tahoe and put forth by larger government entities. There are several political factors to consider because locals are

hesitant to accept another tourism spot. We do not want the situation to escalate and turn into a heated political argument. We are aware of the situation and are confident in our acceptance and support of locals because of our willingness to comply with the regulations and outlines that have already been set in place by both the California government and Placer County.

We want to ensure the success of ViewS and support from the local community. To do this, we will be strict in following rules and regulations that are already in place for restaurants like ours. Because we will have hired employees that will be in charge of serving and handling food and drink, they will go through extensive training to be in compliance with California Retail Food Code 113947, Article Two. In addition, and in accordance with California State Law, all food handlers will be required to obtain a California Food Handler Card. This card will be valid for three years after the passed exam. Since we are also planning on selling alcoholic beverages, a permit will be obtained in Placer County. Debi Thomas, owner of Thomas Hill Restaurant, and David, owner of Bliss Cafe, both agreed that obtaining permits and regulations needed to open a small business in the food industry is relatively simple. In addition, having a community that supports your mission is always helpful.

These strict food regulations will be positive in long run because we will be able to gain the community's trust and be ready to open with all of the necessary permits and in accordance to county codes. We will also need to be aware of California water use codes and electricity regulations. Because our restaurant is focused on local and organic food, we are dependent on environmental factors. For instance, if there is a drought this may impact the growth of produce and production of crops. This could increase our bottom line and cause deficits in our budget.


Political

The current population of the entire Lake County’s is about 21,706 people, a 1.4% increase from 2010 (Population, n.d.). We plan to capitalize on this relatively large amount of permanent residents. In addition to the permanent residents, the economy is centered around a constant and steady influx of tourists year-round. Around 45% of current visitors of

North Lake Tahoe come from the Bay Area, 8% are international and tourism is concentrated on weekends and peak holiday periods (2015 North, 2015, p. 6). Annually, visitors spend around $500 million in North Lake Tahoe. Over 60% of employment and 51% of all earnings can be attributed to tourism.

Lake Tahoe was named the number one ski destination by Rand Mcnally, and number one travel destination with TripAdvisor (Official, n.d.). This national ranking displayed on the Visit Lake Tahoe website will enhance it’s attractiveness as a tourist destination, bringing in more tourists from all around the world to enjoy the beautiful setting of Lake Tahoe. The surrounding Sierra Nevada mountains provide excellent skiing in the winter and the lake itself is a draw for tourism in the summer; “With 12 downhill resorts and 7 cross country resorts; North Lake Tahoe has plenty of ski options to choose from” (“Top 5,” 2016). It is still important to take into consideration seasonality and how it could affect our business. As a lakefront restaurant we would receive the most business during warmer summer months. To combat this, we plan to utilize patio heaters so that customers can enjoy the snowy view, while still staying warm as they they enjoy a glass of wine and tapas.

Additionally, real estate, recreation, retail, government, service-industry, restaurants and construction provide a good number of jobs for local residents. In the restaurant industry the cost of capital is important to keep in my mind, as the rate of interest is directly proportional to this number. It is also important to realize that the rate of inflation is what determines the rate of remuneration for employees and directly affects the price of the restaurant's offerings. The strong correlation between the inflation rate and wages/prices is very important in this industry as well. Current economic trends show Lake Tahoe as a prospering and growing tourism destination and this is a good indicator of sustainability and profitability of Views.


Economic

The eating habits of people that come to our location will greatly affect our business plan. According to Esri Tapestry, the largest marketing segment in the Lake Tahoe area is Emerald City at 18%. Esri Tapestry reports that,

“These people are young well educated professionals that research products carefully before making a purchase. Many embrace the “foodie” culture and enjoy cooking adventurous meals using local and organic foods. They buy natural, green and environmentally friendly products. They are also very conscious of nutrition and buy and eat organic foods” (Esri Tapestry, 2016). David, owner of Bliss Cafe, agrees that the target demographic is those who are sustainably aware and who want to spend their money on local, organic food. The current revolution in local, organic eating that is sweeping the nation continues to influence consumers restaurant choices, people are becoming increasingly invested in their health and being more conscious about what they eat—especially in California (Gadling, 2010). David also mentioned that he has been able to witness his business grow as the trend of sustainable eating becomes more main streamed by people like Beyonce and Jay Z.

Many people find a lot of comfort in knowing their food was grown locally and appreciate the availability of fresh organic fruits and vegetables. In regards to social and environmental concerns, there has been increased acceptance in regards to supporting local businesses and the idea of less transportation, handling, refrigeration and time in storage, making these practices particularly appealing to locals. Debi, proprietor of Thomas Hill Organics, agreed saying, “This trend has been going on for several years, we started the restaurant eight years ago, once our 10 acre organic farm was mature. I do believe [the organic food trend] will continue and that more groups of people will demand local and organic food”.

We feel that our food offerings mesh well with the healthy eating culture that is prevalent in the area we serve. Also, because there are many tourists that come to the Lake Tahoe area for vacation, we can safely assume that they have enough of a disposable income to eat out. Our main marketing focus will be to promote ourselves as an organic restaurant so that we are able to capitalize on this trend. We also want to promote ourselves where we know our target demographic might go. This would include farmers markets, other local organic restaurants, and wholesome grocery stores.


Social

Being in a somewhat rural location, we need to make sure our technological infrastructure is running smoothly in order for the smoothest production and distribution of logistics to occur. This would result in reduced waste and lower costs for the business as a

whole. Views will explore new innovative technology especially technologies that offer companies a new way to communicate with consumers for example, social media, and customer relationship management. Effective use of technology can be used for better marketing and communication throughout the business as a whole. Debi Thomas, proprietor of Thomas Hill Restaurant, mentioned that the most used marketing techniques included Facebook, Instagram, SnapChat, Emma, and magazine features. We plan to use North Lake Tahoe’s restaurant search engine feature to maximize exposure. Technological tools like google analytics can be used to track our customer base and expand in new ways based on what will suit our target market.

Another technological consideration is within the kitchen in the actual transportation of goods and preparation and cooking of foods. Advancements in technology could streamline these processes making simple tasks much quicker to perform. An example of this would be that we would like to incorporate a dual preforming oven. An oven like this, such as the Samsung Slide-In Induction Chef Collection Range + Flex- Duo Oven, is able to cook two dishes at two completely different temperatures. We also plan to utilize powerful industrial dishwashers to avoid having to hire another kitchen worker. All of these products would help our business grow and profit.

As for accounting, we plan to outsource all our bookkeeping. We are not prepared to do our own accounting, at this point. It would be our goal once our business is flourishing, to bring on a full time accountant. We plan to pay most of our managers on salary based scales and our waiters and waitresses hourly. We will start them at the minimum wage and their pay will increase by $0.50 every six months that they are with us to keep them incentivized to stay with our company.

As for our Point of Sale (POS) system, we plan to start by utilizing Square and Apple Pay to maximize convenience for us and our customers. We will evaluate how this works for us after six months and see if we need to change our POS.


Technological

Internal Scan: SWOT


Strengths: • Location• Support local produce and

food suppliers• Attracts wide range of

customers• Menu variety due to changing

of seasons• No other organic restaurants

on the lakefront in Tahoe

Weaknesses:• Limited access to ingredients• Relies on tourism• Dependent on target

audience

Opportunities:• Able to rent out space for

private events• Growing trends and desire for

organic and local food• Putting money back into the

local economy• Possibility to expand

Threats: • Competition with other

restaurants• Local resistance• Resource shortage• Permits and regulations

Description of Strengths and Weaknesses:

Location:Our waterfront location is extremely desirable for all residents and tourists. Tahoe continues to be a top tourism destination in the summer and winter because of their access to mountain skiing and lake activities.

Support local produce and food suppliers:ViewS is committed to buying our food from local vendors and suppliers. We hope to maintain low wholesale prices and continue a positive relationship with vendors that is mutually beneficial.

Attract wide range of customers:Our business is very appealing to a wide range of customers. From family Sunday morning brunches, or Friday night romantic date nights, ViewS is the place to be. With our wide appeal, we plan to bring in more customers looking for a variety of experiences.

Menu variety due to changing seasons:ViewS depends on the changing seasons to provide different produce and food for their menu. Because of this, menus will switch with each season and visitors will get a new and exciting experience each season they come visit us.

No other organic restaurants on the lakefront of Tahoe:ViewS is a leading supplier of local and organic food at a beautiful restaurant location in Lake Tahoe. Our waterfront property is highly desirable and will set us apart from similar restaurants.


STRENGTHS

Limited access to ingredients: Our restaurant relies on local and organic ingredients, because of this we are dependent on the production of local products and food. This gives us access to limited ingredients and only things that are currently in season.

Relies on Tourism: Most of our business is dependent on the tourists that support the economy of Tahoe. In past years, where there has been little snow fall, tourists numbers have dropped dramatically. This could cause us to have a bad year finically and lose valuable business.

Dependent on Target Audience: Our restaurant has to appeal to both families and young couples. ViewS should attract an array of customers, both of which are necessary to the performance and growth of ViewS.

Our strengths are scored on a 1-5 scale with 1 being similar to our competitors and 5 being stronger than our competitors; multiplied by a score on a 1-5 scale on the impact on organization with 1 being very low impact and 5 being very high.

The average score for strengths was 17.4. The highest score we achieved in this category was a 25 for being the only organic restaurant on the Tahoe lakefront. The unique nature of our restaurant is what will set us apart from our competitors as we take advantage of the

Strengths Level vs. Local Competitors

Impact on Organization Score

Location 4 4 16

Support of Local Produce and Food Suppliers

4 5 20

Attract Wide Range of Customers

2 3 6

Menu Variety Due to Changing Seasons

5 4 20

No Other Organic Restaurants on the Lakefront of Tahoe

5 5 25


WEAKNESSES

growing trend of people desiring more wholesome food. The lowest score was a 6 for attracting wide range of customers. Tahoe businesses rely on a large demographic of customers, because of this we are very similar to our competitors. If ViewS doesn’t attract a large range of customers, this isn’t a big problem as long as we capitalize on our target demographic.

Our weaknesses are scored on a 1-5 scale with 1 being similar to our competitors and 5 being weaker than our competitors; multiplied by a score on a 1-5 scale on the impact on organization with 1 being very low impact and 5 being very high.

Our average score for weaknesses was an 8.33. The highest score was a 12 for limited ingredients. Views buys organic, locally sourced food. We are very reliant on the weather and seasons because our menu items vary by season based on what is available. This gave us a weaker score than our competitors because there are little to no other restaurants that solely rely on seasonally grown food in the Tahoe area. The impact that this could have on our cafe is very high. The lowest score was a 5 for relying on tourism. Tahoe is a popular tourist destination during the summer and winter. Most businesses in Tahoe have down seasons and because of that, we scored very similarly to our local competitors. This also has a very high impact on our business because we could lose a lot of money if tourists aren’t coming to our cafe.

Weaknesses Level vs. Local Competitors


Limited Access to Ingredients

3 4 12

Relies on Tourism 1 5 5

Dependent on Target Audience

2 4 8


Description of Opportunities and Threats:

Able to Rent Out Space for Events:Our restaurant is able to rent out space for meetings, weddings or private dinners. This allows us to increase sales from events and private dinners which some restaurants are unable to do. Tahoe is a large wedding destination so we expect this to be a large revenue producer for us.

Growing Trends and Desire for Organic Food:As Americans become more aware of health concerns and desire healthier options, there is more of an interest in restaurants that can offer local and health conscious items.

Putting Money Back into Local Economy:Since we are purchasing all of our food from local farmers and food producers, we are looking to get to know our community members and create a mutually beneficial relationship.

Possibility to expand: While we are starting at one location, we hope to grow as we gain loyal customers. This can eventually grow our bottom line tremendously and increase the number of employees we are able to hire.


OPPORTUNITIES

Competition with Other Restaurants:There are multiple other restaurants on the lakefront of Tahoe. These restaurants are also more established and already have a customer base. Local Resistance:There might be local resistance to adding another “tourist” destination to the lake. This could impact our ability to move in a timely matter and get necessary permits.

Resource Shortages:Since our restaurant pulls the majority of our food from local vendors, if there is a drought or other unforeseen event, this could majorly impact our menu and food supply.

Permits and Regulations:There are multiple permits that are required with starting a restaurant. We need to remain in line with all regulations and obtain permits to serve alcohol and food.

Oppurtunites Level vs. Local Competitors

Imact on Organization Score

Able to Rent Out Space for Events

1 4 4

Growing Trends and Desire for Organic Foods

2 4 8

Putting Money Back into Local Economy

2 4 8

Possibility to expand 3 4 12


THREATS

Our opportunities are scored on a 1-5 scale with 1 being similar to our competitors and 5 being weaker than our competitors; multiplied by a score on a 1-5 scale on the impact on organization with 1 being very low impact and 5 being very high.

The average score for opportunities was 8.0. Our highest score was a 12 for possibility to expand. Because ViewS is a new company, we are not ready to expand whereas more established restaurants may have a greater possibility to expand. If we were to expand, it would have a large positive impact on our organization. The lowest score in this category was a 4 for ability to rent out space for private events. We have the ability to rent out private space for events and this is a huge revenue booster. If we didn’t have this opportunity, the impact would be very high on our organization.

Our threats are scored on a 1-5 scale against our competitors based on probability of occurrence with 1 being unlikely to occur and 5 being likely to occur; multiplied by a score on a 1-5 scale on the impact on organization with 1 being very low impact and 5 being very high.

Our average score for threats was 12.25. The highest score was a 20 for resource shortage. If any of the local, organic, seasonal food goes into a shortage, it would greatly impact ViewS business. The menu items would have to be changed and we would have to find other sources of food as soon as possible. This could affect our customers who are used to our specific food items and we could lose business. The lowest scoring threat was an 8 for permits and regulations. We predict that we will be able to get the right permits and regulations to open ViewS. However, if we did not get these permits and regulations then it would have a high impact on our restaurant.

Treats Level vs. Local Competitors


Competition with Other Restaurants

3 4 12

Local Resistance 3 3 9

Resource Shortages 4 5 20

Permits and Regulations 2 4 8


Goals and Objectives: The following goals and objectives have been designed to help uphold our mission, vision and values. We have created deadlines and assigned team members to certain goals and objectives so that we can ensure they are completed.

GOAL 1: Generate positive relationships with local food vendors and suppliers• Objective 1: Contact ten local vendors and introduce ViewS by January 2017.• Objective 2: Email same ten vendors with follow up emails two weeks after meeting.• Objective 3: Work out contract by February 2017 with vendors to keep our costs low

while ensuring that vendors are also profiting.

GOAL 2: Create marketing plan to implement by February 2017• Objective 1: Outline advertising and marketing efforts in Gantt chart form by

December 2016. • Objective 2: Set up booth at local farmers market to promote opening of views by

February 2017.• Objective 3: Create financial projections through end of fiscal year 2018 by January

2017.

GOAL 3: Gain local community support• Objective 1: Attend town hall meeting to discuss opening of ViewS with locals by

February 2017.• Objective 2: Create a local correspondent position that facilitates all community

relationships by February 2017. • Objective 3: Create mail cards for locals that offer a free glass of wine or beer on their

first visit to ViewS by December 2016.

GOAL 4: Become an award winning new Tahoe restaurant by January 2018 • Objective 1: Create four unique and wholesome seasonal menus that highlight our

excellent chefs and local food by December 2017. • Objective 2: Provide outstanding service and event coordination at all times. • Objective 3: Encourage guests as of November 2017 to vote for us in Blue Ribbon

Tahoe awards as Best New Restaurant.


Implementation Plan: Goal 1: Generate positive realtionships with local food vendors & suppliersObjective # Action Owner Start Date Deadline Priority Status Comments

1 Contact ten local vendors and introduce ViewS.

Seralyn Fields

1/1/17 1/1/17 High On-going None

2 Email same ten vendors with follow up emails two weeks after meeting

Seralyn Fields


3 Work out contract by February 2017 with vendors to keep our costs low while ensuring that vendors are also profiting.

Paula Kreider



Goal 2: Create marketing plan to implement by January 2017Objective # Action Owner Start Date Deadline Priority Status Comments

1 Outline advertising and marketing efforts in Gantt Chart

Erika Dulberg

12/1/16 12/10/16 High Pending None

2 Set up booth at local farmers market to promote opening of ViewS

Erika Dulberg

1/1/16 2/1/17 Medium On-going None

3 Create financial projections through end of fiscal year 2018.

Erika Dulberg

12/1/16 1/1/17 High Pending None


Goal 3: Gain local community support Objective # Action Owner Start Date Deadline Priority Status Comments

1 Attend town hall meeting to discuss opening of ViewS with locals.

Henry Semonson

2/12/17 2/12/17 Medium On-going None

2 Create a local correspondent position that facilitates all community relationships.

Henry Semonson

12/15/16 2/1/17 High On-going Post job inquiry on LinkedIn

3 Create mail cards for locals that offer a free glass of wine or beer on their first visit to ViewS.

Henry Semonson

12/1/2106 1/1/17 Low Pending Mail out in March 2017.


Goal 4: Become an award winning new Tahoe restaurant by January 2018Objective # Action Owner Start Date Deadline Priority Status Comments

1 Create four unique and seasonal menus that highlight our excellent chefs and local food.

Seralyn Fields

12/1/16 12/1/17 High Pending Menus are subject to change.

2 Provide outstanding service and event coordination at all times.

Irene Ouyang

Opening Day

None High On-going

3 Encourage guests to vote for us in Blue Ribbon Tahoe Awards as best new restaurant.

Erika Dulberg

11/1/17 12/31/17 Medium On-going


Appendix A: Gantt Chart Task October

10-22, 2016October 23-29

October 30- November 5

November 6th-12th

November 13th-19th

November 20th - 26th

November 27th-December 6th

Create group and organization

Address opportunities

Timeline

Assign Positions

Mission

Vision

Values

Submit steps 1-3

Task


Preform PEST

Preform SWOT

Conduct Interviews

Submit Step 4

Create goals and objectives

Create Implementation Plan

Create TOC

Write Executive Summary

Format into final report

October 10-22, 2016

October 23-29

October 30- November 5

November 6th-12th

November 13th-19th

November 20th - 26th

November 27th-December 6th

Task


Appendix D: Meeting Minutes Meeting # 1 Minutes: October 17th, 2016I. Meeting was called to order by Erika at 12:55pmII. Attendance: Erika, Seralyn, Henry, Paula, IreneIII. Brainstorm

- Organization - Decide on business - Name business - Determine location- Discuss the purpose and reasoning behind opening the business- Discuss vision and mission for business- Roles- Discuss possible roles- Assign roles based on experiences, interests and skills

IV. Announcements- None

V. Assignments- Irene and Paula, Finish Gantt Chart- Henry- Finish opportunities- Seralyn - Set up communication for next meeting- Erika - none

VI. Next meeting: TBDVII. Motion to adjourn was made by Erika at 1:46pm and was approved unanimously.


Meeting # 2 Minutes: October 31st, 2016I. Meeting was called to order by Erika at 2:00pmII. Attendance: Erika, Seralyn, Henry, Paula, IreneIII. Agenda

- Develop Mission Statement- Brainstorm

- Develop Vision - Develop Values- Discuss updates on Gantt Chart

IV. Announcements- PEST and SWOT due 11/28/16

V. Assignments- Paula - Finish Gantt Chart

VI. Next meeting: 11/16/16 at 2:00pmVII. Motion to adjourn was made by Seralyn at 2:47pm and was approved unanimously.


Meeting # 3 Minutes: November 16th, 2016I. Meeting was called to order by Erika at 2:04pmII. Attendance: Erika, Seralyn, Henry, Paula, IreneIII. Agenda

- Discuss dropping bar component- Focus on being local and organic- Discuss project and assess how to proceed- Determine who is responsible for each part of PEST and SWOT- Discuss APA format

IV. Announcements- Due date for Step 4 is November 28th, 2016

V. Assignments- Seralyn: Descriptions and format, P in PEST - Henry: Twist on SWOT - Erika: Twist on SWOT- Irene: Conduct Interviews-Paula: EST in PEST

VI. Next meeting: 11/28/16 at 4:00pmVII. Motion to adjourn was made by Henry at 3:06pm and was approved unanimously.


Meeting # 4 Minutes: November 28th, 2016 I. Meeting was called to order by Erika at 4:03pmII. Attendance: Erika, Seralyn, Henry, Paula, IreneIII. Agenda:

- Goals and objective- Implementation Plan- Finish up any loose ends on steps 3-4 - Finalize formating

IV. Announcements- Agree to turn in final project on December 7th- Executive Summary needs to be written- Conduct interviews- Powerpoint/Presentation- All further communication will be over text/email

V. Assignments- Seralyn: Team up with Erika to do Bliss Cafe Interview, Executive Summary, PowerPoint- Erika: Go with Seralyn to Bliss interview, Executive Summary, PowerPoint- Irene: Conduct two interviews with Henry and Paula- Paula: Conduct two interviews with Henry and Irene- Henry: Conduct two interviews with Paula and Irene

VI. Next meeting: NoneVII. Motion to adjourn was made by Erika at 7:32pm and was approved unanimously.


Interview Transcripts: David, Bliss Cafe What is your primary target demographic and was that established before you opened Bliss Cafe?

- We found out our demographic later down the road. We started by thinking that everyone was our demographic, it doesn't matter. But we have learned that our demographic is more education, conscious people that have more money. An older population, people who have already started their careers and lives and who want healthy, good food.

How did you select this location to open up in?- The opportunity kind of came up for us and we took it. The rent is a little cheaper

because we are not on the direct street. We loved that we’re looking out onto the mission and the creek. We knew that we wanted to be in SLO.

Do you feel that organic/local food is a growing trend that you are able to capitalize on?- Yes, I definitely feel that it has hit more main stream. Beyonce and Jay Z even went

vegan for a month, so it’s definitely more on the front pages. People are also realizing that is key to being sustainable both for the Earth and the economy. Our business have definitely been growing as the trend increases.

Do you utilize the local farmers market for marketing techniques?- Yes we have a booth at Farmers on Thursdays. I think it’s a good way to connect with

customers and market with locals. People in SLO like to see the owners outside at the booth talking to people, creating connections, which drives in more customers.

Were there any political obstinacies with getting started?-Not really locally. I will say that our government is not really designed for supporting

small businesses. With all the workers comp, and taxes and everything it’s really hard to support yourself. I just want to see the government support more local, small mom and pop shops.

How do you typically make your connections with customers?- We utilize word of mouth, social media and farmers markets. We plan on marketing

soon. We want to put together a street team to hit Cal Poly, Cuesta, Downtown Businesses


and go hand out coupons and flyers and things to just get them in the door. We don’t have a big budget so we need to really make great face-to-face time.

Did you have any trouble getting the permits and regulations to open?- No we really did not have any trouble.


Interview Transcripts: Debi Thomas, Thomas Hill Organics Restaurant What is your primary target demographic and how does this affect the events and locations that you choose to work?

-We cater to several groups of people, the person who really cares about their health and what they put in their bodies and those who care about protecting the environment. I believe our consumers age ranges from college to mid 60'

Do you feel that organic/locally sourced food is a growing trend? If yes, have you been able to capitalize on that trend?

-This "trend" has been going on for over several years, we started the restaurant 8 years ago once our 10 acre organic farm was mature enough. I do believe it will continue and that more groups of people will demand local and organic food.

Do you have a booth at farmers market? If yes, do you feel this helps your business? -We do not have a booth yet but we did apply several months back. Yes, it is great exposure.

What other marketing techniques do you utilize? -Social media, FB, Instagram, Emma, we also have a PR firm. We are in magazines like

SLO Edible

How do you typically make connections with customers? - Word of mouth and social media

Have you faced any political obstacles that have affected the operations of your business? - No

Did you have any trouble getting the permits/regulations to open business? - No, I believe SLO is a great location for what we believe in!


Interview Transcripts: Shalyn Klauer, Employee of Natural Cafe What is your primary target demographic and how does this affect the events and locations that you choose to work?

- I feel like our target market is mostly older people. We have some college kids that come in, but most of them are older couples and SLO locals.

Do you feel that organically sourced food is a growing trend? If yes, have you been able to capitalize on that trend?

- Yeah definitely. People ask if we are “all organic” all the time. We’re not, but customers are always asking if our ingredients are organic.

Do you use social media to market yourself?- No not really. Since most of our customers are older, they aren’t really into Instagram

and stuff like that.

Do you have a booth at farmers market?- No, but we do get a lot of walk ins on Thursday nights from all the people.


References California Retail Food Code (Report No. 7). (2016, January). Retrieved from http://www.cdph.ca.gov/services/Documents/fdbRFC.pdf

Demographics and lifestyle by ZIP code. Retrieved December 1, 2016, from Esri Tapestry, http://www.esri.com/data/esri_data/ziptapestry

Official Lake Tahoe Visitor Bureaus. (n.d.). Retrieved December 01, 2016, from http://www.visitinglaketahoe.com/

Population estimates, July 1, 2015, (V2015). (n.d.). Retrieved December 01, 2016, from http://www.census.gov/quickfacts/table/PST045215/0673108

Staff, Gadling. "16 Great Farmers' Markets “. 15 Apr. 2010. Retrieved December 01, 2016 from http://gadling.com/2010/04/15/16-great-farmers-markets/

Top 5 Reasons To Book A Trip To North Lake Tahoe. (2016). Retrieved December 05, 2016, from https://www.gotahoenorth.com/wintertop5/

2015 North Lake Tahoe Tourism Master Plan. (2015, September). Retrieved from https://www.gotahoenorth.com/wp-content/uploads/2015/09/ FINAL_09_24_2015NTTMP.pdf


http://www.cdph.ca.gov/services/Documents/fdbRFC.pdf

http://www.esri.com/data/esri_data/ziptapestry

http://www.visitinglaketahoe.com/

http://gadling.com/2010/04/15/16-great-farmers-markets/

https://www.gotahoenorth.com/wintertop5/