Queen Kebab Shop (QKS) will be a fully owned joint venture business. The shop will be situated at Waterford Plaza Shopping Center in Karawara. It will be along Manning Road and at Corner Kent Street. The QKS will offer kebabs made from various sauces, a choice of salads, and freshly baked bread. Besides, the shop will provide tastiest kebabs, and its menu will be wide.
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The menu will comprise of deserts, salads, vegetarian dishes, and specialties. The specialties will include mixed platters, Garlic bread, great coffee, sweets, pizza, dips, and samosas.
Baklava specials, cakes, lamb, mixed, chicken, Mezze, on rice, and shish kebabs will also be offered at affordable prices. QKS will focus on offering the most delectable food originating from fresh ingredients. Thus, its menu will have products and specialties section to meet the rising demands of clients.
Identified opportunities for opening up the promising Queen Kebab Shop
To carry out this promising business, the QKS advertising campaigns will target the older generation and youths. There are numerous and promising business opportunities in the area where QKS will be located. For instance, there are residential settlements, schools, businesses, technology parks, and higher learning institutions.
All these are situated around Karawara, Bentley, Como, Wilson, Shelly, Manning, Waterford, as well as Victoria Park where the shop will be located. Therefore, the target market will comprise of students and tutors from the nearby higher learning institutions such as Curtin University, Penhros, Aquinas, and Cannig Colleges.
Other markets that QKS will target include both adults and children from the residential settlements, schools, businesses, and technology parks.
How Queen Kebab Shop will serve the clients differently
QKS intends to serve the target market in a different way from how business currently serves it. First, QKS will emphasize on the development of menus that clients wants. Nonetheless, since the requirements of clients eventually vary, QKS will phase out old products by introducing new ones (Ritcher, 2012).
Food items in QKS menu are expected to vary in attractiveness. Secondly, clients usually attach the values of products to the charged prices. Since most competitors charge low prices on their products, QKS will offer its products in two categories to have an established integrity and brand identity.
QKS, unlike other market rivals, will offer core value products and affordability products. These products categories will have different price attachments to satisfy clients who have different perceptions on prices.
Third, market rivals rarely use different product promotion tools. QKS will use various promotional tools to serve its clients. The adverts will be carried out through press and posters, online, televisions, and radios. Besides, the shop will use door drops, loyalty schemes, direct mails, merchandizing, points of sales displays, and sales promotion to serve the clients (Angehrn, 1997).
Product details will be made available through the press, but products promotion will be done through television. Finally, QKS will have different outlets to make products more accessible to the clients. The outlets will have employees who wear standard uniforms.
The focus will be to offer prompt and friendly services to clients. Food processing will be transparent to allow customers judge and view food ingredients as well as the hygienic standards.
Marketing mix to be used by Queen Kebab Shop
QKS will utilize various marketing mix to achieve its business objectives. The first aspect is effective service and products pricing (Ritcher, 2012). QKS will price its products in different ways. To be market leader, the shop will categorize the food items according to the prices charged.
In fact, products prices will be match those of other market opponents. Valuable products that require high-end icons will have higher prices attached to them. QKS will ensure that customers who buy many goods get discounts. The shop will examine the product pricing at the point of sale to increase its sales.
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The other ingredient that Queen Kebab Shop will employ is situating services and products in a strategic positions where they easily accessible. This will entail distribution channels and special stores where products and services can be promoted and sold. Furthermore, distribution channels will be opened to establish QKS products and effect online promotion (Brown, 2009).
The third aspect will be to focus on products that the shop intends to sell. This will comprise of physical products, brand icon, and serving the available products. The shop will verify the right product to sell before instigating its sales and distribution to the target market (Ritcher, 2012).
QKS will ensure the products are fashioned properly towards meeting the demands of the target market. This will ensure that clients develop products preference towards the offered products.
Finally, QKS will strategically promote its products and services through various means. This will involve using advertisement channels like radios, televisions, internet, and newspapers. Besides, the shop will send sales representatives on a door-to-door promotion mission to facilitate the recognition of its products brands and service identity.
Online internet presence
The presence of an online internet will be useful for QKS. As indicated by Li and Wang (2010), for QKS marketing to be effective, it has to integrate both the marketing principles and technology. As such, the websites for this shop will encompass product-marketing dimensions including communication, transaction, technical merit, and relationships with clients.
The internet will be used to advertise products, indicate charged prices, and allow customers to give their feedbacks (Roberts & Zahay, 2012). Thus, it will be used to relate with clients, offer products, and for improving both service and product deliveries.
- Unusual menu choices
QKS anticipates a tremendous growth because of the extraordinary menu choices it offers the clients. The menu brings a variety of products and specialties to clients. This extraordinary menu is the biggest strength that increases QKS competitive advantage.
- Quality food
Besides providing a unique menu, QKS is also committed towards the provision of quality products to customers. The competitors are capable of copying and introducing unique menu products and specialties. However, the shop has opted to differentiate its food items through quality. This will ensure customer sustainability.
- Large customer base accruing from the working vicinity
The large pull of customers is an additional strength to the business. The customer base consists of residential settlements, schools, colleges, and the increasing number of the office workers that need food delivery services. These large pools of customers will increase QKS sales revenues. This will eventually be used for its expansion and growth.
- Incapacity to service the incoming customers
QKS might lack the capacity to service a large pool of walk-in customers. The working staffs are few and clients’ accommodation space might be limited. This might contribute negatively to its sales revenues.
As QKS reputation grows, the capacity to serve customers during dinner, lunch hours and breakfast will be limited. The limitations may be in terms of the quantity of food and efficiency in delivering services. Order delays and low food productions might make the QKS lose some of its customers.
- Limited funds
QKS lacks funds, and this can hinder its rapid expansion. As a mere shop, it has not generated enough capital to expand its operations. Moreover, QKS is not large enough to benefit from the economies of scale. Lack of enough capital might negatively affect its capacity to deliver services to the clientele.
- Rapid growth reported in the market segment
There is growth potential in Kebab business as clients have increased demands. The growing number of the working class, students, residential settlements, and schools within Waterford environment provide new opportunities for QKS business growth. The growing number of walk-in customers is also a growth opportunity for QKS.
- New menus that are without direct competitors
QKS has an opportunity to offer new menus that other competitors hardly offer. Offering a new menu that is different from those in the market will make this shop have an increased competitive edge. In fact, offering new menu without any direct competition will increase the demand for its food items and customer base.
- Increased demand for take away
QKS should utilize the increasing demand for take-away. The increasing number of take-away customers that swarm kebab shops during evening hours offers an incentive for QKS growth. The shop should increase its capacity to meet the rising demand of clients.
- Competition from entrenched kebab shops
The biggest threat facing QKS is competition from large and well- established kebab shops. These competitors have networks around the town where QKS will operate its businesses. Some independent competitors already offer a combination of products.
- Pricing strategy and menu adoption
Rivalry kebab shops are likely to imitate QKS’s menu. After imitating QKS menu, market competitors may opt to lower their prices below those that are charged by QKS. This competition strategy may make the business lose most of its potential customers. QKS faces increment in input prices and the escalating cost of doing business.
Angehrn, Albert. “Designing mature Internet business strategies: The ICDT model,” European Management Journal 15, no.4 (1997): 361-369.
Brown, Ellen. Great Year-Round Grilling in the Northeast: *The Flavors * The Culinary Traditions * The Techniques. New York: Globe Pequot, 2009.
Li, Xi & Wang Young. “Evaluating the effectiveness of destination marketing organizations’ websites: Evidence from China,” International Journal of Tourism Research 12, no.5 (2010): 536-549.
Ritcher, Tobias. International Marketing Mix Management: Theoretical Framework, Contingency Factors and Empirical Findings from World-Markets. Berlin, Germany: Logos Verlag Berlin GmbH, 2012.
Roberts, Mary & Zahay Debra. Internet Marketing. Boston, MA: Cengage Learning, 2012.