130429 biberatica business plan
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Transcript of 130429 biberatica business plan
Your personal waiter
Your personal waiter
Business Plan
2013.04.29
Index
SUMMARY .................................................................................................................................................................... 4
THE VISION: A PERSONAL VALET ON FOOD, A SOCIAL EXPERIENCE ...................................................... 5
STATE OF THE ART ...................................................................................................................................................................... 5
THE BUSINESS MODEL ............................................................................................................................................ 7
THE ROLE OF PARTNERS ............................................................................................................................................................ 8
Nutritional choice-driven associations ............................................................................................................................. 8
Opinion makers ............................................................................................................................................................................ 8
Phone/OS Makers, retailers ................................................................................................................................................... 8
Other services ............................................................................................................................................................................... 8
WHO ........................................................................................................................................................................................... 10
WHAT ........................................................................................................................................................................................ 11
HOW ........................................................................................................................................................................................... 11
SEGMENTATION ....................................................................................................................................................................... 11
POTENTIAL TARGET ................................................................................................................................................................ 13
INTERNAL ANALYSIS ............................................................................................................................................ 15
EXTERNAL ANALYSIS ............................................................................................................................................ 16
MAIN DRIVERS IN RESTAURANT INDUSTRY ......................................................................................................................... 16
The location ................................................................................................................................................................................ 16
The Menu ..................................................................................................................................................................................... 16
Price Range ................................................................................................................................................................................. 16
Community Demographics and Labour Pool .............................................................................................................. 16
The Competition ....................................................................................................................................................................... 17
Promotional Ideas ................................................................................................................................................................... 17
RESTAURANT PEST ANALYSIS .............................................................................................................................................. 17
Political Factors ........................................................................................................................................................................ 17
Economic Factors..................................................................................................................................................................... 17
Social Factors ............................................................................................................................................................................ 17
Technological Factors ........................................................................................................................................................... 17
UPCOMING MARKET TRENDS ................................................................................................................................................. 18
Related to treatment of animals ....................................................................................................................................... 18
Healthy Snacking ..................................................................................................................................................................... 18
Tea Beverages ........................................................................................................................................................................... 18
Mediterranean Foods ............................................................................................................................................................. 19
COMPETITORS .......................................................................................................................................................................... 19
FIVE FORCES ANALYSIS ........................................................................................................................................................... 21
POTENTIAL ENTRANTS – HIGH THREAT ............................................................................................................................... 21
BUYER POWER – HIGH THREAT ............................................................................................................................................. 22
SUPPLIER POWER – HIGH THREAT ........................................................................................................................................ 22
THREAT OF SUBSTITUTES- LOW THREAT ............................................................................................................................. 22
INDUSTRY RIVALRY – MEDIUM THREAT ............................................................................................................................... 23
SWOT ANALYSIS ..................................................................................................................................................... 24
STRENGTHS ............................................................................................................................................................................... 24
WEAKNESSES ............................................................................................................................................................................ 24
OPPORTUNITIES ....................................................................................................................................................................... 24
THREATS ................................................................................................................................................................................... 24
A MARKET PENETRATION AND GROWTH STRATEGY .............................................................................. 26
COMMERCIAL ROAD MAP ........................................................................................................................................................ 26
Market segments ...................................................................................................................................................................... 26
Geography ................................................................................................................................................................................... 27
Niche Markets ............................................................................................................................................................................ 28
Food allergies ............................................................................................................................................................................ 28
Food intolerances .................................................................................................................................................................... 30
Auto-immune disease ............................................................................................................................................................. 30
Halal/Kosher Diets .................................................................................................................................................................. 31
Vegetarianism ........................................................................................................................................................................... 32
Potential market base............................................................................................................................................................ 32
Potential Italian market base ............................................................................................................................................ 34
ECONOMICS .............................................................................................................................................................. 36
THE TEAM ................................................................................................................................................................. 39
Summary
Everyday, millions of people worldwide are made unable to fully enjoy a satisfying customer
experience at the restaurant, one which is compatible with their taste and needs. Helping people
live the best food experience, wherever they are and whenever they want is our mission.
For example, every time someone puts his/her traveller’ shoes on, one of the biggest threats to
the best traveling experience comes from language. Imagine yourself travel in a foreign country,
and sit in a local restaurant. Everything looks delicious, but you cannot understand a bit of what
is written on the menu. You just take a leap of faith, trying to do what the locals do, but … too
bad, faith won’t be of any help when you’ll find out that you are actually allergic to the delicious
food you are already eating. That might sound harsh or exaggerate, but the risk is quite real and
millions of people face it every day because of different reasons: coeliac disease, food
intolerances or allergies, and – why not – deliberate religious or lifestyle choices as being a
Muslim, Jewish or simply vegan or on a diet. Customers’ needs are a precious source of in-
formation to restaurateurs. And leaving things to fate might cause huge economic and legal
inconveniences.
For final consumers the pain is about time waste to understand what the restaurateurs can offer
and if that suits his/her needs and taste. This is not only related to language; the pain relates to
the possibility that the chosen restaurant fits personal requirements of the consumer in terms of
taste, health, extra services. How can consumers find the closest restaurant which better suits
their needs?
From the restaurateurs’ point of view, the opportunity is about taking advantage of their
possibility to differentiate in the highly competitive market of food by means of specialized and
more customer tailored services.
Biberatica will allow consumers stop gesticulating to waiters and try to understand the menu. In
2013, the menu will understand you. Biberatica will disrupt the concept of menu, turning it into a
personal valet that speaks your language and knows your needs. It never goes on vacation and
will always be one fingertip away.
Biberatica is a desktop and mobile platform meant to solve all of the aforementioned problems
and many more, while reducing management and marketing costs for restaurateurs. It runs on
off-the-shelf hardware, does not require any huge or long term investment and will be available
through easy and safe digital download. The only requirement for the restaurateurs is to have a
fine working Mac or PC and a wireless network, while their guests would only need their own
smartphone or tablet.
Biberatica needs an initial seed of about €200k for the deployment of the basic version and set
up of the needed operational structure. Further, it will need for more €300k of investments to
reach maturity in terms of more features and scalable operations, compatibly with the
estimated growth of customers base.
The Vision: a personal valet on food, a social experience
Biberatica’s vision is to create a marketplace meant to meet the demand for custom-tailored,
high level food experiences for the heterogeneous panorama of restaurant industry. Revenues
are generated based on a subscription model. As its predecessor (the good old menu),
Biberatica will be free for every hungry or thirsty customer. Restaurateurs are the only ones in
need of a license, which will be comfortably affordable and renewable even on a monthly basis.
Thanks to Biberatica, restaurateurs can pretty much cut all of their costs for menu prints, paying
instruments and marketing efforts. This will give them a competitive advantage over their
competitors. Biberatica will be available for download from the official website and the most
famous online “app stores”. Biberatica is looking forward to serve the best food experience ever.
This idea will give restaurateurs the advantage of providing their customers with a completely
innovative and custom tailored service. Clients will be enabled geo-localize their most
compatible restaurants and to enjoy a satisfying food experience supported by a personal valet.
Food is culture and providing people with this powerful instrument will differentiate Biberatica
in the market of services for the restaurant industry. The goal for Biberatica is to impose as
leader in this market, progressively integrating services meant to enrich the consumer
experience, making it social.
State of the art There has been an increase in how the restaurant industry invests on technology to improve
their customer experience. Different players are now playing and willing to play into the market
and some of them have been able to gain highly respectful customers (as Hilton for Conceptic
Ltd.). This trend knows no boundaries of market segmentation, as demonstrated by the efforts
made by companies like Hilton and McDonald’s, but also from significantly smaller “fusion”
restaurants. McDonald’s has already started the deployment of a new tablet-based plat-form in
one of their stores in Virginia Beach (Virginia, U.S.A.) and independent developers are pushing
tablet based solutions as replacements for the wide popular Points of Sale1. The in-vestments
those developers and their customers are making, clearly set the stage for a variety of solutions
that aim to help the food industry increase their sales and margins. But there is still no sign of a
market leader, nor of a “good enough” solution to a problem that has never been precisely
identified. It is our belief that this might be happening because no player pinpointed the real
problem of this market yet.
In Italy, the industry of commercial restaurants makes about €48.8bln in revenues and has more
than 228,000 restaurants.2 During the past 30 years, demand has raised at a pace of 4% per year.
Restaurants have more than 50% of market share, followed by 30% of “pizzerie”. The smallest
average expense per consumer is over 30€. We believe we can help profit figures rise thanks to
1Mendiola, José. “McDonald's pone a disposición de susclientesiPads en uno de susrestaurantes”. Engadget.com.
Web. October 10, 2012. Last visit: October 20, 2012.
Matyszcyk, Chris. “McDonald’s offers free use of iPads”. CNet.com. Web. October 19, 2011. Last visit: October 20,
2012
Shapiro, Carolyn. “Have an iPad with yourmeal. Butit’snot to go.” hamptonroads.com / PilotOnLine.com. Web. Oc-
tober 7, 2012. Last visit: October 20, 2012. 2
Martirano, Manuela; Valdameri, Emilio. “La ristorazione in Italia: andamento del mercato” Università IULM.
August 1, 2008. Web (SlideShare). Last visit: October 2012.
ANON, “Il gran mondo del mangiare bene” Il Sole 24 Ore.Web. September 1, 2011. Last visit: October 20, 2012.
the savings Biberatica will induce both for small and global customers. This under-lines how
much Biberatica aims to serve as a tool to increase effectiveness, productivity and efficiency of
restaurants, causing savings and higher volumes of transactions as a consequence.
Revenues will be determined by the licensing fees for the restaurateurs and the individual
agreements with the biggest realities, such as restaurant chains. We are determined to keep the
fees as low as possible to determine the highest adoption rate possible, creating different tiers
for different sets of customers (such as bars, pubs and restaurants).
From a marketing perspective, the market will be addressed in two phases. During the first
phase, Biberatica will be rolled out with a clear focus on markets with vertical and very specific
needs, such as coeliacs, allergics, vegans and vegetarians. Those markets will be addressed
through specific agreements to be established with their relating category associations and by
means of some initial basic investment in commercial force. Biberaticaintends to use this first
phase to refine the features of the service to be provided to the wider, generic restaurant
industry. With the second phase, we plan to expand proposing a more mature service and
spread the brand worldwide through investments meant to expand the commercial force and,
most of all, by means of campaigns of viral marketing. We count of word of mouth: the clients
with special needs pay a lot of attention to the search for restaurants compatible with their
needs and are very active on socials and specialized sites.
The Business Model
Every restaurateur is a service provider. As such, the objective is to have their tables as much
occupied as possible. A bigger customer base would increase the possibility to reach that goal.
Following this target with low extra-cost and, possibly, improving the ability to efficiently man-
age the store and the capacity, can certainly be considered a value to them.
Consumers tend to look for restaurateurs that can satisfy their needs. Finding a service which
suits their needs, certainly increases their fidelity as consumers.
Our model wants to build a market place where the demand of personalized services (that of
final consumers) meets the offer of customer tailored, differentiating opportunities man-aged
by restaurateurs.
Target Value Proposition
Ge
ne
ral
Restaurateurs (niche AND non-
niche) who want to widen their
potential markets
Increase their appeal on tourists by offering them a
custom tailored service using their own language
and knowing their taste and specific needs, so that
they can better serve them.
Ease the work of their waiters and allow them to
serve their customers faster.
Consumers Live a personalized, easy and rich food experience.
Be part of a rich social experience on food.
Sp
eci
fic
Restaurateurs (non-niche) who do
not invest in marketing tools
because of costs/resources/FUD
(Fear, Uncertainty, Doubt)
Reach the same results of expensive marketing
campaigns with a low cost and simple to use tools
that grant total control over their marketing costs
and results. No contract locks, opt in and out
whenever they want. No hidden fees, choose what
to pay for. Join a network of trust!
Restaurateurs (non-niche) who
already invest in marketing with
3rd party tools
Start their own marketing campaigns; manage them
by themselves (no need to rely on third party
marketing policies and services). Full control over
the number and the extent of the deals they want to
offer.
Gain customer loyalty by providing a tailored and
personalized service.
Let customers be part of their workforce, involving
them into a rich social experience.
Restaurateurs who were/are put in
trouble by the market of reviews
and ratings
Promote a differentiating quality of service through
a trustworthy and reliable (coming from final
consumers) reviewing system that avoids anyone
from blackmailing them for paid reviews.
Stop unverified sources from threatening their
business and causing them losses.
Target Value Proposition
S pConsumers (niche) Start exploring new places without the need to nit-pick
The role of partners Partnerships are going to have a key role in the success of the business model. Following are
listed the main types of partnerships.
Nutritional choice-driven associations
We want to co-operate with those associations from day one in order to learn how Biberatica
behavior can be improved for their needs (which are more restrictive than other people’s, thus
more interesting from a marketing-point-of-view).This could grant Biberatica feedbacks, but
also audience and visibility.
Opinion makers
The service will be introduced officially to opinion makers and influencers with significant
visibility both to the general audience and the professional one. It is a must to shed the light also
via those communities who are focused on traveling experiences.
Phone/OS Makers, retailers
In the long distance, partnerships may even be established with operators such as Google or
Nokia/Microsoft, or retailers such as Vodafone, to include Biberatica as a pre-installed app on
those phones with custom firmware.
Other services
Biberatica will provide APIs for integrating it with existing or future services, such as
OpenTable, Cibando, and so on.
the menu for their needs. Get the dedicated care of
specialized bistrots in every restaurant.
Consumer (everyone) Help the waiters serve them faster, no need to call for
their attention. The waiter becomes a complement
(culture, experience) to the food experience.
Turn every special food experience to a social
experience, by sharing their thoughts on the places you
go while being rewarded for it (e.g.: special offers,
coupons). Enjoy a personalized menu that is based on
their personal taste and needs and speaks their
language, in their country as in the rest of the world.
Revenue Streams
Cost Structure
Key partners Key Activities Value Propositions Customer Segments
Key Resources
Customer Relationships
Channels
Partnership will be created with the most spread web
information services and bloggers specialized on food
and tourism advising. This will contribute to promote
awareness. More partnerships will be considered with providers of
complementary services such as restaurant web
booking and coupons. This will enrich the global offer,
increase the interest on the aggregate service and
contribute to speed up reaching the critical mass of
users, contemporarily reducing the chicken-egg risk
related to creating a new market place (that of food
addicted). Partnerships will be established with freelance
interpreters (having experience with food industry), to
support Biberatica with the translation service, based
upon an on demand service.
Software development. Database design and maintenance. System scalability. Graphic design and usability. Language translations. Start up: create direct commercial relationships with
restaurateurs, according to a commercial policy aimed at
covering the most attracting touristic sites in the world. Maturity: develop and maintain a rich client restaurateurs
version to provide them with more and more value
addedservices. Distribution Channels will be based on Web and App
technologies. Customers relationships will be managed in terms of
personal assistance to restaurateurs. Final consumers will
contribute to create the social experience. Revenue Streams will come from fees paid for basic and
premium services provided for dynamic management of
menus by restaurateurs.
Restaurateurs
Unleash restaurateurs’ will for offering their customers
a new, high level of hospitality through a personalized
service. Get rid of natural and artificial limits on food
experience such as language, limited information,
physical barriers. Provide restaurateurs with the possibility to easily and
conveniently differentiate in a highly competitive,
mature and traditional market. Give restaurateurs the possibility to independently act
marketing policies on price and service promotions,
through a customer tailored experience proposition. Consumers
Give consumers an enriched, personalized and social
food experience, wherever and whenever they want.
The needed human resources include expertise on software engineering and programming, sales,
business planning and development, strategy and web
marketing, design. The needed computing capacity will be sourced as a service
and on the cloud. The financials estimate a seed of €300,000 to start up and
deploy the starting web based version which will allow to
begin penetrate the niche market. A further first round of
financing will give the chance to estimate what needed to
improve the system and start penetrate the global market. We plan to patent the design and algorithm through which
the smart-phone app will learn on consumers’ taste and
needs.
Personal Assistance will be offered to support restaurateurs
managing the content of their commercial proposition. For final consumers the experience is going to be social. They
are going to co-create the content of the globally shared food
experience.
The distribution channel will be the Web. During the startup phase a strong commercial plan will be deployed to spread awareness and reach the critical mass of users. For this
reason a dedicated commercial force will be used and we are
going to take advantage from low cost trip possibilities and an
accurate commercial covering strategy aimed at serving the
main towns in Italy, Europe and then Worldwide. At a later stage, we count on word of mouth and Web. We will also count on partnership with the main tourism advisors
web sites and niche categories’ associations. Demo videos will be created on YouTube and integrated with
socials to share and help evaluate the value proposition. All the channel will drive restaurateurs to autonomously buy
Biberatica services from the dedicated Web site. Final Consumer
will download the app from Apple and Android stores. They will
gain awareness through plates that will be showcased by the
member restaurateurs and by means of the social experience
(word of mouth). The post purchase customer support will be provided (e-mails and
phone) by third party work force the will be integrated and
formed as long as the customer base will grow.
The commercial strategy will be first focused on niche
markets; that’s because it is aimed at making the
starting service mature enough to be later used to
penetrate a more general market, that of food
addicted. Niche markets are those where the demand
for more personalized services is higher, such as
coeliacs, vegetarians and vegans, food allergics and
intolerants. The awareness will be reached through
promoting the service on specialized sites and socials. This first focus will be essential to improve easiness
and effectiveness of the app that will learn from
consumers taste and needs. The second phase will be devoted to addressing
markets of passionate and tourists. The awareness will
be boosted by partnerships with the most spread
specialized sites providing mass market with touristic,
complementary information and food opinion makers’
blogs and sites.
Restaurateurs are willing to pay for the possibility to: • Differentiate their services proposing a customer tailored, highly personalized experience • Promote them becoming part of a social experience • Increasing their visibility and marketing potential • Expanding their customer base through better valuing their added value services • Making efficiency on menu proposition, store and personnel management
Revenue will come from monthly fees being paid by restaurateurs for having published their menus and commercial propositions. Extra revenues will come from supplementary packages such as different language translations and support for content management editorial activities. The app to the final consumers will be provided for free.
Costs are mainly related to developing and maintaining the web site and the app. During the start up phase, extra cost will be allocated to deploy the commercial strategy.
The Market
Here we focus on final consumers’ drivers to categorize our target, which is restaurants.
The restaurant industry for the final consumers can be considered as operating according two
different strategies. One is a B2B, (read: catering and canteens) and the other – far more popular
– is a B2C (single restaurants, branded food chains and so on). The food related services provided
by hotels and highway stops also fall into the latter category, the one Biberatica is after.
Who The consumer experience in the B2C of restaurant industry is illustrated in the “WHO” axis of our
graphic representation.
The first category of that field represents the general consumer, the one who wants his/her
appetite to be satisfied within a reasonable or low budget. The operators of this category are, for
example, the widespread pizza/pasta/Japanese/Chinese restaurants. In order to make an easier
reference to this segment of the market, we will refer to it as “conventional”.
The other category (named premium) is populated by more demanding customers (high
segment, top spender) who demand a more rewarding, differentiating food experience because
of their need to claim a higher status or because of the concept of celebrating something or
someone remarkable. They require being more comfortable than in conventional restaurants and
claiming the need for something more than just the food, some exclusivity. This kind of customer
may also be in need of dedicated attentions on the quality and kind of food – as for religious or
social choices, regimens or allergies. Vegans, for example, fall into this category.
type of food (general)
foodexperience (basic)
premium (extendedexperience) conventional (stand alone experience)
service (relationship through waiter/maître)
Foodvariety (wide)
Needs of customers (WHAT)
Groups of customers (WHO)
Technologicalalternatives (HOW)
brand/location (exclusivity)
Value addedservices
quality/price (general level) type of food (specialized)
quality/price (high level)
foodexperience (rich)
What The needs of final consumers (those who sit at the tables) are placed on the “WHAT” axis.
They are mainly related to the nature and variety of food but are influenced by the quality/price
ratio as main factor. In this scenario, eating at a restaurant is regarded as an experience that goes
beyond our primary needs, and is affected by parameters
service and reliability of the staff, the brand. The higher the market segment is, the richer their
food experience needs to be.
How Restaurateurs differentiate according to several drivers, as described on the “HOW
The main driver is represented by the variety of their offer: one of the most important needs of
their customers is to be able to choose, among a list of possibilities, the ones that fit their needs
and taste at best. According to this need, restau
according to their experience and possibilities in order to address the largest potential audience.
This factor is decisive in raising the costs related to managing a restaurant because it requires to
properly handling an expensive and not durable store. This cost can only partially be mitigated by
the cyclic nature of the demand, which is related to the geographical location and climate
variations.
The classic and mature interface between the restaurant and
does he act as a counselor, but as a seller as well and is crucial in the quality of service as
perceived by the final customer. Even if its role plays a central part in how the customer perceives
the food experience, it is just a part of it: word of mouth, newspapers and other information
sources do still have their weight in the equation, highlighting how much a food experience is
really a cultural one.
The location where the service is provided is also very important, a
such as the proximity, the exclusivity (downtown restaurants are usually more elegant and
expensive, for example),and the environment.
Brand is also very representative for the segmentation and the associated values, as it
huge part of the customer experience.
The offer of value added services (VAS) might set one offer worlds apart from one other. For
example, this might be achieved by offering a private parking space or a kindergarten, support for
customers with disabilities or allowance for pets.
Segmentation The highest segment is the most demanding and has top spending potential. It is a customer base
that looks for the richest food experience by choosing the more exclusive restaurants and asking
for unique solutions adequate to their standards. They ask for more specialized food,
sophisticated but still with an important variety. Not only do they appreciate value added
services,but also need their status to be acknowledged and displayed, and that is not just a
matter of money but a matter of choice. This is why this segment also includes niche markets
The needs of final consumers (those who sit at the tables) are placed on the “WHAT” axis.
They are mainly related to the nature and variety of food but are influenced by the quality/price
ratio as main factor. In this scenario, eating at a restaurant is regarded as an experience that goes
beyond our primary needs, and is affected by parameters such as location, atmosphere, quality of
service and reliability of the staff, the brand. The higher the market segment is, the richer their
Restaurateurs differentiate according to several drivers, as described on the “HOW
The main driver is represented by the variety of their offer: one of the most important needs of
their customers is to be able to choose, among a list of possibilities, the ones that fit their needs
and taste at best. According to this need, restaurateurs tend to offer the widest possible choice
according to their experience and possibilities in order to address the largest potential audience.
This factor is decisive in raising the costs related to managing a restaurant because it requires to
ly handling an expensive and not durable store. This cost can only partially be mitigated by
the cyclic nature of the demand, which is related to the geographical location and climate
The classic and mature interface between the restaurant and its guests is the waiter. Not only
does he act as a counselor, but as a seller as well and is crucial in the quality of service as
perceived by the final customer. Even if its role plays a central part in how the customer perceives
is just a part of it: word of mouth, newspapers and other information
sources do still have their weight in the equation, highlighting how much a food experience is
The location where the service is provided is also very important, and is related to several factors
such as the proximity, the exclusivity (downtown restaurants are usually more elegant and
expensive, for example),and the environment.
Brand is also very representative for the segmentation and the associated values, as it
huge part of the customer experience.
The offer of value added services (VAS) might set one offer worlds apart from one other. For
example, this might be achieved by offering a private parking space or a kindergarten, support for
disabilities or allowance for pets.
The highest segment is the most demanding and has top spending potential. It is a customer base
that looks for the richest food experience by choosing the more exclusive restaurants and asking
utions adequate to their standards. They ask for more specialized food,
sophisticated but still with an important variety. Not only do they appreciate value added
services,but also need their status to be acknowledged and displayed, and that is not just a
matter of money but a matter of choice. This is why this segment also includes niche markets
11
The needs of final consumers (those who sit at the tables) are placed on the “WHAT” axis.
They are mainly related to the nature and variety of food but are influenced by the quality/price
ratio as main factor. In this scenario, eating at a restaurant is regarded as an experience that goes
such as location, atmosphere, quality of
service and reliability of the staff, the brand. The higher the market segment is, the richer their
Restaurateurs differentiate according to several drivers, as described on the “HOW” axis.
The main driver is represented by the variety of their offer: one of the most important needs of
their customers is to be able to choose, among a list of possibilities, the ones that fit their needs
rateurs tend to offer the widest possible choice
according to their experience and possibilities in order to address the largest potential audience.
This factor is decisive in raising the costs related to managing a restaurant because it requires to
ly handling an expensive and not durable store. This cost can only partially be mitigated by
the cyclic nature of the demand, which is related to the geographical location and climate
its guests is the waiter. Not only
does he act as a counselor, but as a seller as well and is crucial in the quality of service as
perceived by the final customer. Even if its role plays a central part in how the customer perceives
is just a part of it: word of mouth, newspapers and other information
sources do still have their weight in the equation, highlighting how much a food experience is
nd is related to several factors
such as the proximity, the exclusivity (downtown restaurants are usually more elegant and
Brand is also very representative for the segmentation and the associated values, as it might be a
The offer of value added services (VAS) might set one offer worlds apart from one other. For
example, this might be achieved by offering a private parking space or a kindergarten, support for
The highest segment is the most demanding and has top spending potential. It is a customer base
that looks for the richest food experience by choosing the more exclusive restaurants and asking
utions adequate to their standards. They ask for more specialized food,
sophisticated but still with an important variety. Not only do they appreciate value added
services,but also need their status to be acknowledged and displayed, and that is not just a
matter of money but a matter of choice. This is why this segment also includes niche markets
such as those who pay more attention to nature and quality of food (think of customers with strict
vegan or kosher preferences).
The medium/low segment is represented by less demanding customers, more willing to have just
a satisfying food experience outside home. Variety of the offer still plays an important role, but it
is way less sophisticated, while the importance of the quality/price ratio becomes more
important.
Premium
Customers
Groups of customers (WHO)
such as those who pay more attention to nature and quality of food (think of customers with strict
The medium/low segment is represented by less demanding customers, more willing to have just
a satisfying food experience outside home. Variety of the offer still plays an important role, but it
d, while the importance of the quality/price ratio becomes more
Premium
Customers
Technologicalalternatives (HOW)
Needs of customers (WHAT)
Generic and
specializedfood
Higherprice
Richfoodexperienc
e
12
such as those who pay more attention to nature and quality of food (think of customers with strict
The medium/low segment is represented by less demanding customers, more willing to have just
a satisfying food experience outside home. Variety of the offer still plays an important role, but it
d, while the importance of the quality/price ratio becomes more
Needs of customers (WHAT)
Higherprice
Richfoodexperienc
Potential target Biberatica aims to give restaurateurs the instruments to vastly improve the reach and quality of
their offer. The idea is to provide their guests with an app for smartphones and tablets that will
help them find the right and the best places for their wishes, providing them with a personalized
menu that will showcase the offers of the connected restaurants.
Biberatica should allow highly segmented restaurants to enrich their distinguishing offer,
promoting their value added services and integrating them with a customer tailored approach.
Biberatica’s features would enrich the customer experience for the medium segment as well, b
offering conventional consumers the possibility to enjoy a more personalized service and giving
their restaurateurs the possibility to better differentiate and pursue their market.
Groups of customers (WHO)
Conventional
customers
Biberatica aims to give restaurateurs the instruments to vastly improve the reach and quality of
o provide their guests with an app for smartphones and tablets that will
help them find the right and the best places for their wishes, providing them with a personalized
menu that will showcase the offers of the connected restaurants.
low highly segmented restaurants to enrich their distinguishing offer,
promoting their value added services and integrating them with a customer tailored approach.
Biberatica’s features would enrich the customer experience for the medium segment as well, b
offering conventional consumers the possibility to enjoy a more personalized service and giving
their restaurateurs the possibility to better differentiate and pursue their market.
Technologicalalternatives (HOW)
Needs of customers (WHAT)
Genericfood
Lower quality/price
Common
foodexperience
Service
food variety
13
Biberatica aims to give restaurateurs the instruments to vastly improve the reach and quality of
o provide their guests with an app for smartphones and tablets that will
help them find the right and the best places for their wishes, providing them with a personalized
low highly segmented restaurants to enrich their distinguishing offer,
promoting their value added services and integrating them with a customer tailored approach.
Biberatica’s features would enrich the customer experience for the medium segment as well, by
offering conventional consumers the possibility to enjoy a more personalized service and giving
their restaurateurs the possibility to better differentiate and pursue their market.
Needs of customers (WHAT)
ower quality/price
foodexperience
This is how Biberatica’s concept will allow to cover the envisioned requirements according the
three conceptual directions.
Groups of customers (WHO)
Conventional and
premium
customers
Value added services
Brand/location
Food variety
service/regard
This is how Biberatica’s concept will allow to cover the envisioned requirements according the
Technologicalalternatives (HOW)
Needs of customers (WHAT)
General and more
specializedfood
Medium and
higherquality/price
14
This is how Biberatica’s concept will allow to cover the envisioned requirements according the
Needs of customers (WHAT)
eneral and more
specializedfood
Medium and
higherquality/price
Richer
Food
Experience
Internal analysis
The main weaknesses are related to not having a pure software developer in the team. But this is
compensated by a strong internal software engineering competence.
Strong and mature professional networks will provide the
partnerships with complementary services, software developers, translators, go
channels.
FirmInfrastructure
Human Resource Management
Technology
Procurement
Inbound
Logistics
Operations
Social content is going
to be procured
through viral and
cheap social
campaigns
Software Engineering
strong internal
competence.
Partnerships with
externaldevelopers.
The main weaknesses are related to not having a pure software developer in the team. But this is
compensated by a strong internal software engineering competence.
Strong and mature professional networks will provide the necessary relations to create
partnerships with complementary services, software developers, translators, go
Human Resource Management
Operations Outbound
Logistics
Marketing
and Sales
Service
A strong commercial
effort will be spent,
supported by strong
niche categories
partners.
Software will be
developed externally
according to internal
design. Social
management and
support to
restaurateurs will be
provided by dedicated
workforce. Menu
translationswill be
provided on demand.
15
The main weaknesses are related to not having a pure software developer in the team. But this is
necessary relations to create
partnerships with complementary services, software developers, translators, go-to market
Service
A strong commercial
effort will be spent,
supported by strong
niche categories
partners.
External Analysis
As of the market analysis made so far, the target market is that of providers of any possible food
experience. From this viewpoint even automatic vending machine providers may be a possible
target. Considering that of restaurateurs as potential target is just a way to focus on a specific
market.
Main drivers in restaurant industryRestaurateurs are the main target of Biberatica, its main source of revenues. Here we analyze the
main drivers in this industry.
The location
The location of a restaurant is crucial.
parking and the rent must be afforda
not too close to other restaurants of the same type. It also takes having a clean, attractive space
where people will want to spend time. Ideally, the restaurant will also be in a location that h
foot traffic and is close to public transportation.
The Menu
The restaurant's menu should contain items that appeal to a variety of tastes. Since people are
becoming more health conscious these days, it's important that the menu offers a variety of
healthier and lighter items (e.g. low fat, low sodium, low calorie and vegetarian). A good selection
of beverages and desserts is also important, as most restaurants find these items to h
highest profit margins.
Price Range
The price range of a restaurant’s menu should be comparable to that of other similar restaurants
in the area where it is located. In general, restaurants that offer breakfast items for
items for €6-€12 and dinner items for €10
Community Demographics and Labour Pool
It takes considering the composition of the population in the selected target community. Is it an
older, established area, one with a lot of young single people or one with a lot of families with
kids? When deciding on the menu a
menu and prices are appropriate for the community where it is located. It’s also important to
know about the available labor pool and to be sure that there are a sufficient number of younger
people, as waiters, waitresses and other help normally fall in this group. Proximity to public
transportation will also be important for the employees.
3 KING, B.J. “Restaurant Marketing Analysis”
As of the market analysis made so far, the target market is that of providers of any possible food
experience. From this viewpoint even automatic vending machine providers may be a possible
target. Considering that of restaurateurs as potential target is just a way to focus on a specific
Main drivers in restaurant industry main target of Biberatica, its main source of revenues. Here we analyze the
The location of a restaurant is crucial.3 It needs to be close to target customers, have available
parking and the rent must be affordable. It must be in a well-known, easily accessible area, but
not too close to other restaurants of the same type. It also takes having a clean, attractive space
where people will want to spend time. Ideally, the restaurant will also be in a location that h
foot traffic and is close to public transportation.
The restaurant's menu should contain items that appeal to a variety of tastes. Since people are
becoming more health conscious these days, it's important that the menu offers a variety of
thier and lighter items (e.g. low fat, low sodium, low calorie and vegetarian). A good selection
of beverages and desserts is also important, as most restaurants find these items to h
nt’s menu should be comparable to that of other similar restaurants
in the area where it is located. In general, restaurants that offer breakfast items for
€12 and dinner items for €10-€25 will get the most business.
mographics and Labour Pool
It takes considering the composition of the population in the selected target community. Is it an
older, established area, one with a lot of young single people or one with a lot of families with
kids? When deciding on the menu and price range for the restaurant, it takes to be sure that the
menu and prices are appropriate for the community where it is located. It’s also important to
know about the available labor pool and to be sure that there are a sufficient number of younger
eople, as waiters, waitresses and other help normally fall in this group. Proximity to public
be important for the employees.
Restaurant Marketing Analysis” eHow. Web. Last visit: 2013.01.20
16
As of the market analysis made so far, the target market is that of providers of any possible food
experience. From this viewpoint even automatic vending machine providers may be a possible
target. Considering that of restaurateurs as potential target is just a way to focus on a specific
main target of Biberatica, its main source of revenues. Here we analyze the
It needs to be close to target customers, have available
known, easily accessible area, but
not too close to other restaurants of the same type. It also takes having a clean, attractive space
where people will want to spend time. Ideally, the restaurant will also be in a location that has
The restaurant's menu should contain items that appeal to a variety of tastes. Since people are
becoming more health conscious these days, it's important that the menu offers a variety of
thier and lighter items (e.g. low fat, low sodium, low calorie and vegetarian). A good selection
of beverages and desserts is also important, as most restaurants find these items to have the
nt’s menu should be comparable to that of other similar restaurants
in the area where it is located. In general, restaurants that offer breakfast items for €4-€7, lunch
It takes considering the composition of the population in the selected target community. Is it an
older, established area, one with a lot of young single people or one with a lot of families with
nd price range for the restaurant, it takes to be sure that the
menu and prices are appropriate for the community where it is located. It’s also important to
know about the available labor pool and to be sure that there are a sufficient number of younger
eople, as waiters, waitresses and other help normally fall in this group. Proximity to public
. Web. Last visit: 2013.01.20
The Competition
It’s important to be aware of other successful restaurants in the area, understand their
and evaluate their menus and prices before finalizing a proper menu.
Promotional Ideas
Several different techniques are used to drive business to a restaurant. Distributing flyers and
coupons and taking an ad in the Yellow Pages are usually succe
good idea is to hold an opening reception, where the restaurant offers samples of some of the
served foods. More expensive options include billboards and direct mail campaigns, and
advertising on cable TV and local radio sta
advertising work best for a restaurant
Restaurant PEST analysis
Political Factors
Political factors deal with the degree to which the government influences and controls
businesses.4 For a restaurant, the most important factors will be health regulations relating to
food preparation. A restaurant will be affected by factors that affect other businesses as well,
such as tax rates and labour laws.
Economic Factors
Economic factors are extremely important to a restaurant. This is because restaurants are a
luxury, not a necessity; people must have the disposable income to spend at a restaurant.
Economic growth is, therefore, extremely important for restaurants. A restaurant wi
affected by the economic factors that affect most businesses such as the co
inflation.
Social Factors
The social factors of a market will have a huge impact on a business. For example, in a very
health-conscious market a restaur
prefer high fat foods, they should not. Another important social factor is the attitude that people
have toward restaurants and eating out; a restaurant stands a much better chance in a market
where people prefer to eat out than in one in which
Technological Factors
In general, the restaurant industry is a low
demands in a market, this may make it difficult to
specialized equipment is the largest technological factor. For example, if all the pizzerias in a
4WENDEL, C “Restaurant PEST Analysis” eHow. Web. Last visit: 2013.01.20
It’s important to be aware of other successful restaurants in the area, understand their
and evaluate their menus and prices before finalizing a proper menu.
Several different techniques are used to drive business to a restaurant. Distributing flyers and
coupons and taking an ad in the Yellow Pages are usually successful low-cost options. Another
good idea is to hold an opening reception, where the restaurant offers samples of some of the
served foods. More expensive options include billboards and direct mail campaigns, and
advertising on cable TV and local radio stations. Understanding what kind of promotions and
advertising work best for a restaurant can be crucial to its success.
Political factors deal with the degree to which the government influences and controls
For a restaurant, the most important factors will be health regulations relating to
food preparation. A restaurant will be affected by factors that affect other businesses as well,
h as tax rates and labour laws.
factors are extremely important to a restaurant. This is because restaurants are a
luxury, not a necessity; people must have the disposable income to spend at a restaurant.
Economic growth is, therefore, extremely important for restaurants. A restaurant wi
affected by the economic factors that affect most businesses such as the co
The social factors of a market will have a huge impact on a business. For example, in a very
conscious market a restaurant should offer healthy foods, while in a market where people
prefer high fat foods, they should not. Another important social factor is the attitude that people
have toward restaurants and eating out; a restaurant stands a much better chance in a market
where people prefer to eat out than in one in which people prefer to stay at home.
In general, the restaurant industry is a low-technology industry. If there are strong technological
demands in a market, this may make it difficult to enter the market. In the restaurant indus
specialized equipment is the largest technological factor. For example, if all the pizzerias in a
WENDEL, C “Restaurant PEST Analysis” eHow. Web. Last visit: 2013.01.20
17
It’s important to be aware of other successful restaurants in the area, understand their clientele
Several different techniques are used to drive business to a restaurant. Distributing flyers and
cost options. Another
good idea is to hold an opening reception, where the restaurant offers samples of some of the
served foods. More expensive options include billboards and direct mail campaigns, and
tions. Understanding what kind of promotions and
Political factors deal with the degree to which the government influences and controls
For a restaurant, the most important factors will be health regulations relating to
food preparation. A restaurant will be affected by factors that affect other businesses as well,
factors are extremely important to a restaurant. This is because restaurants are a
luxury, not a necessity; people must have the disposable income to spend at a restaurant.
Economic growth is, therefore, extremely important for restaurants. A restaurant will also be
affected by the economic factors that affect most businesses such as the cost of capital and
The social factors of a market will have a huge impact on a business. For example, in a very
ant should offer healthy foods, while in a market where people
prefer high fat foods, they should not. Another important social factor is the attitude that people
have toward restaurants and eating out; a restaurant stands a much better chance in a market
people prefer to stay at home.
technology industry. If there are strong technological
enter the market. In the restaurant indus-try,
specialized equipment is the largest technological factor. For example, if all the pizzerias in a
market use specialized ovens to cook their pizzas quickly, then it will likely be necessary to
acquire such an oven to compete with these restaurants.
Upcoming market trends
Related to treatment of animals
Western countries consumers are becoming increasingly concerned about the treatment of
animals before they are slaughtered, and are turning to such foods as vi
certified as halal or kosher, both types of foods must go through extensive testing and
observation, so consumers know that they are receiving quality products. As the Muslim
population in North America and Europe expands and as d
Jewish consumers grows, the halal and kosher markets are expected to see even greater growth
in the future. In addition, the idea that Halal and Kosher certifications will be used as an added
level of food security assurance i
introduced to non-traditional consumers through education.
Healthy Snacking
There has been an overall snacking trend internationally, with particularly healthy snacking
experiencing significant growth. Consumers are opting to purchase quick food solutions that are
both nutritious and satisfying.
An increasing number of consumers are purchasing high
Fruit is the most popular snack among children ages 2 to 17.
According to Mintel, close to 50% of children living in the U.S. snack almost four times a day. This
presents an opportunity for manufacturers of healthy snacks that are both tasty and kid
Humus and falafel chips are becoming the healthier snack altern
dip.Granola bars now come in a variety of flavors, and there are many gluten
organic options available.
Tea Beverages
Tea is gaining significant popularity as more options become available, and is current
second most popular beverage world
Tea appeals to a variety of ethnic groups, ages and to both males and females. Sales of tea
products continue to grow every year, especially with increasing consumer awareness of the
many health benefits associated with this beverage.
According to a recent study by Nielsen, specialty tea grew by 5% in 2010, while decaffeinated and
caffeinated tea each grew by 1% and 2% respectively.
5GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World”
2013.02.12. http://www.ats-sea.agr.gc.ca/inter/4367
market use specialized ovens to cook their pizzas quickly, then it will likely be necessary to
oven to compete with these restaurants.
Western countries consumers are becoming increasingly concerned about the treatment of
animals before they are slaughtered, and are turning to such foods as viable alternatives.
certified as halal or kosher, both types of foods must go through extensive testing and
observation, so consumers know that they are receiving quality products. As the Muslim
population in North America and Europe expands and as demand from non
Jewish consumers grows, the halal and kosher markets are expected to see even greater growth
in the future. In addition, the idea that Halal and Kosher certifications will be used as an added
level of food security assurance is gaining steam and these processes will be increasingly
l consumers through education.
There has been an overall snacking trend internationally, with particularly healthy snacking
h. Consumers are opting to purchase quick food solutions that are
An increasing number of consumers are purchasing high-protein snacks as meal replacements.
Fruit is the most popular snack among children ages 2 to 17.
ing to Mintel, close to 50% of children living in the U.S. snack almost four times a day. This
presents an opportunity for manufacturers of healthy snacks that are both tasty and kid
Humus and falafel chips are becoming the healthier snack alternative to traditional chips and
dip.Granola bars now come in a variety of flavors, and there are many gluten
Tea is gaining significant popularity as more options become available, and is current
second most popular beverage world-wide, after water.
Tea appeals to a variety of ethnic groups, ages and to both males and females. Sales of tea
products continue to grow every year, especially with increasing consumer awareness of the
benefits associated with this beverage.
According to a recent study by Nielsen, specialty tea grew by 5% in 2010, while decaffeinated and
caffeinated tea each grew by 1% and 2% respectively.
GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World” ATS
sea.agr.gc.ca/inter/4367-eng.htm#j
18
market use specialized ovens to cook their pizzas quickly, then it will likely be necessary to
Western countries consumers are becoming increasingly concerned about the treatment of
able alternatives.5 To be
certified as halal or kosher, both types of foods must go through extensive testing and
observation, so consumers know that they are receiving quality products. As the Muslim
emand from non-Muslim and non-
Jewish consumers grows, the halal and kosher markets are expected to see even greater growth
in the future. In addition, the idea that Halal and Kosher certifications will be used as an added
s gaining steam and these processes will be increasingly
There has been an overall snacking trend internationally, with particularly healthy snacking
h. Consumers are opting to purchase quick food solutions that are
protein snacks as meal replacements.
ing to Mintel, close to 50% of children living in the U.S. snack almost four times a day. This
presents an opportunity for manufacturers of healthy snacks that are both tasty and kid-friendly.
ative to traditional chips and
dip.Granola bars now come in a variety of flavors, and there are many gluten-free, dairy-free and
Tea is gaining significant popularity as more options become available, and is currently the
Tea appeals to a variety of ethnic groups, ages and to both males and females. Sales of tea
products continue to grow every year, especially with increasing consumer awareness of the
According to a recent study by Nielsen, specialty tea grew by 5% in 2010, while decaffeinated and
ATS-Sea. Web. Last visit:
Fermented tea beverages, such as iced green tea and kombucha tea,
increasingly popular because of their relation to digestive hea
Mediterranean Foods
Many consumers consider Mediterranean foods to be much healthier and contain a higher
proportion of nutrients. Food items, which have especially
oil, fish, herbs, spices and red wine.
There is growing consumer awareness of the health benefits, quality and taste of these products,
which are believed to fend off health problems like heart attacks, Alzheimer's
diabetes.
Competitors Focusing on the more specific market of companies providing App and Web Sites services to
restaurant industry, our map shows a set of competitors. Most of them provide
applications meant to support waiters. The ones who focus on the final consumer are developing
complementary supportive services but are very little focused on customer’s experience.
Fermented tea beverages, such as iced green tea and kombucha tea,
increasingly popular because of their relation to digestive health.
Many consumers consider Mediterranean foods to be much healthier and contain a higher
proportion of nutrients. Food items, which have especially gained popularity, include olives, olive
oil, fish, herbs, spices and red wine.
There is growing consumer awareness of the health benefits, quality and taste of these products,
which are believed to fend off health problems like heart attacks, Alzheimer's
Focusing on the more specific market of companies providing App and Web Sites services to
restaurant industry, our map shows a set of competitors. Most of them provide
applications meant to support waiters. The ones who focus on the final consumer are developing
complementary supportive services but are very little focused on customer’s experience.
19
Fermented tea beverages, such as iced green tea and kombucha tea, are also becoming
Many consumers consider Mediterranean foods to be much healthier and contain a higher
gained popularity, include olives, olive
There is growing consumer awareness of the health benefits, quality and taste of these products,
which are believed to fend off health problems like heart attacks, Alzheimer's disease, and
Focusing on the more specific market of companies providing App and Web Sites services to
restaurant industry, our map shows a set of competitors. Most of them provide restaurateurs with
applications meant to support waiters. The ones who focus on the final consumer are developing
complementary supportive services but are very little focused on customer’s experience.
Logo Company Product
Conceptic eMenu
IknosysS.r.l. QuickMenù
TouchBistro Inc. TouchBistro
Alayamovskaya L. TillyPad
PosIOS
Restaurant
Butler
Evernote
Evernote
Food
Foursquare Foursquare
MiSiedo MiSiedo
Cibando Cibando
Belly BellyCard
WeOrderS.r.l. WeOrder
- AppEatIt
20
Product Launched? Channel Target Markets
eMenu Yes Direct,
AppStore
Luxury
Restaurants Intl.
Interactive menu with pictures. Wine
matching.
QuickMenù Yes Direct sales Bars,
Take-away Italy PDA for waiters, touch
TouchBistro Yes
Website,
Express
Courier
Restaurants U.S.A.
TillyPad Yes Website,
AppStore Restaurants Russia
Restaurant
Yes AppStore Restaurants Intl.
Evernote
Yes AppStore ? Intl.
Save
Foursquare Yes AppStore Businesses
(Generic) Intl.
MiSiedo Yes AppStore Restaurants Italy
Cibando Yes AppStore, Restaurants Italy,
France Contact info
BellyCard Yes
Website,
Express
Courier
General U.S.A.
WeOrder No - restaurants ?
AppEatIt No - restaurants ?
Description
Interactive menu with pictures. Wine
matching. Web basedbackend. POS
PDA for waiters, touch-screen POS
Sowftware + hardware (iOS
integration)
Sowftware + hardware (iOS
integration)
iOS App for waiters
Save and share points of interests and
recipes.
Customer loyalty, offers
Reservations
Contact info, reviews, localization
Loyalty, subsidized hardware
Self-ordering
Reservations/self-ordering
Five forces analysis
Potential entrants – high threatThe food market is a red ocean, where competition is played through differentiation based on
price or on strong quality and variety of service differentiation. Laws do not specifically re
niche markets, but the richest countries strictly rule on health.
Market promotion is strongly based on word of mouth.
Big chains (such as McDonald’s) are experimenting alternative ways to allow customers submit
orders by themselves through kiosks.
improving customers’ experience.
Top segment restaurants invest in enriching the customer experience in terms of quality of food
and culture. Hotel chains could invest in vertical and branded Apps, to buil
services to be spread everywhere one of their branches is.
The menu, as a product, is poorly differentiated. The real differentiation comes in terms of
services.
The tourism market knows several advising services, with a widely known br
independently develop a complementary service for restaurants. This might lead to the need for
big investments in marketing promotion to gain some market space.
Well-established brands can easily access distribution channels (e.g.: direct
restaurants). A new service provider, like Biberatica, might face a lot of difficulties gaining
credibility among restaurateurs and final consumers.
The possibility to develop Apps and Web services with relatively low initial investment is su
there are very low barriers to entrance. This might lead other start
services.
Industry
rivalry
Potentiale
ntrants
Supplier
power
Buyer
power
high threat The food market is a red ocean, where competition is played through differentiation based on
price or on strong quality and variety of service differentiation. Laws do not specifically re
niche markets, but the richest countries strictly rule on health.
Market promotion is strongly based on word of mouth.
Big chains (such as McDonald’s) are experimenting alternative ways to allow customers submit
orders by themselves through kiosks. The goal looks meant to ease operations more than
improving customers’ experience.
Top segment restaurants invest in enriching the customer experience in terms of quality of food
and culture. Hotel chains could invest in vertical and branded Apps, to buil
services to be spread everywhere one of their branches is.
The menu, as a product, is poorly differentiated. The real differentiation comes in terms of
The tourism market knows several advising services, with a widely known br
independently develop a complementary service for restaurants. This might lead to the need for
big investments in marketing promotion to gain some market space.
established brands can easily access distribution channels (e.g.: direct
restaurants). A new service provider, like Biberatica, might face a lot of difficulties gaining
credibility among restaurateurs and final consumers.
The possibility to develop Apps and Web services with relatively low initial investment is su
there are very low barriers to entrance. This might lead other start-ups to develop comparable
Industry
rivalry
Supplier
power
Buyer
power
Threat of
substitutes
21
The food market is a red ocean, where competition is played through differentiation based on
price or on strong quality and variety of service differentiation. Laws do not specifically regulate
Big chains (such as McDonald’s) are experimenting alternative ways to allow customers submit
The goal looks meant to ease operations more than
Top segment restaurants invest in enriching the customer experience in terms of quality of food
and culture. Hotel chains could invest in vertical and branded Apps, to build customer tailored
The menu, as a product, is poorly differentiated. The real differentiation comes in terms of
The tourism market knows several advising services, with a widely known brand, which might
independently develop a complementary service for restaurants. This might lead to the need for
established brands can easily access distribution channels (e.g.: direct contact with
restaurants). A new service provider, like Biberatica, might face a lot of difficulties gaining
The possibility to develop Apps and Web services with relatively low initial investment is such that
ups to develop comparable
Buyer power – high threat Final customers will expect to use Biberatica App for free. The use of low cost Apps is widely
spread (their sensitivity to price is relatively low) but the need for building a critical mass on the
demand side will ask for the app to be for free.
The target of Biberatica is made of restaurateurs. There are already many services meant to
promote their visibility and able to collect reviews and critiques by final consumers
and Tripadvisor7. The main difference with Biberatica is that it proposes a reach customer
experience not only before having the experience, but also while the consumer lives it, by the
service provider (the restaurant). Anyway, the spread of already well known brands promoting
mature experiences in leisure time markets creates a high switching barrier for both, final
consumers and restaurateurs.
A key for the success of Biberatica will be
and compose his menu on line.
An opportunity is to value the complementarity of such services to Biberatica and take ad
vantage of their critical mass.
Supplier power – high threatFrom this viewpoint, the richness of the value proposed by Biberatica is:
• For final consumers: the dimension of the involved audience (critical mass) ensures a
proportional richness of the social experience.
• For restaurateurs: dimension of the involved audience
visibility and opportunity to enlarge his customer base.
•
The ability of Biberatica to attract a conspicuous customer base is related to the richness and
quality of its content of information. The major contribution shoul
They will be the co-creators and main providers of the content. Once the critical mass will be
reached, the credibility of Biberatica will be a lock
strong and effective proposition needs to be addressed to get a proper momentum in terms of
consumers and restaurateurs’ attention.
Threat of substitutes- low threatSeveral similar services are being developed but they do not focus on the customer experience
and do not provide a really perceivable value to final consumers. Plus, they are focusing on the
general market and specializing on specific features related to ease payments, coupons and
special offers, the ability to book tables in restaurants
6
More than 12bn downloads, about 3bn users, 4 downloads per user. http://www.slideshare.net/shwetaj/mobile
applications-7455683 7User Reviews and Recommendations of Top Restaurants, Shopping, Nightlife, Enter
atYelp: www.yelp.com
Unbiased hotel reviews, photos and traveladviceforhotels and vacations
www.tripadvisor.com
Final customers will expect to use Biberatica App for free. The use of low cost Apps is widely
vity to price is relatively low) but the need for building a critical mass on the
demand side will ask for the app to be for free.6
The target of Biberatica is made of restaurateurs. There are already many services meant to
e to collect reviews and critiques by final consumers
. The main difference with Biberatica is that it proposes a reach customer
experience not only before having the experience, but also while the consumer lives it, by the
ervice provider (the restaurant). Anyway, the spread of already well known brands promoting
mature experiences in leisure time markets creates a high switching barrier for both, final
A key for the success of Biberatica will be its usability by the restaurateurs, which will have to edit
An opportunity is to value the complementarity of such services to Biberatica and take ad
high threat viewpoint, the richness of the value proposed by Biberatica is:
For final consumers: the dimension of the involved audience (critical mass) ensures a
proportional richness of the social experience.
For restaurateurs: dimension of the involved audience (critical mass) ensures the best
visibility and opportunity to enlarge his customer base.
The ability of Biberatica to attract a conspicuous customer base is related to the richness and
quality of its content of information. The major contribution should be that of final consumers.
creators and main providers of the content. Once the critical mass will be
reached, the credibility of Biberatica will be a lock-in value for such providers. But, meanwhile, a
on needs to be addressed to get a proper momentum in terms of
s and restaurateurs’ attention.
low threat Several similar services are being developed but they do not focus on the customer experience
y perceivable value to final consumers. Plus, they are focusing on the
general market and specializing on specific features related to ease payments, coupons and
special offers, the ability to book tables in restaurants
More than 12bn downloads, about 3bn users, 4 downloads per user. http://www.slideshare.net/shwetaj/mobile
User Reviews and Recommendations of Top Restaurants, Shopping, Nightlife, Entertainment, Services and More
Unbiased hotel reviews, photos and traveladviceforhotels and vacations - Compare priceswithjustoneclick:
22
Final customers will expect to use Biberatica App for free. The use of low cost Apps is widely
vity to price is relatively low) but the need for building a critical mass on the
The target of Biberatica is made of restaurateurs. There are already many services meant to
e to collect reviews and critiques by final consumers, such as Yelp
. The main difference with Biberatica is that it proposes a reach customer
experience not only before having the experience, but also while the consumer lives it, by the
ervice provider (the restaurant). Anyway, the spread of already well known brands promoting
mature experiences in leisure time markets creates a high switching barrier for both, final
its usability by the restaurateurs, which will have to edit
An opportunity is to value the complementarity of such services to Biberatica and take ad-
For final consumers: the dimension of the involved audience (critical mass) ensures a
(critical mass) ensures the best
The ability of Biberatica to attract a conspicuous customer base is related to the richness and
d be that of final consumers.
creators and main providers of the content. Once the critical mass will be
in value for such providers. But, meanwhile, a
on needs to be addressed to get a proper momentum in terms of
Several similar services are being developed but they do not focus on the customer experience
y perceivable value to final consumers. Plus, they are focusing on the
general market and specializing on specific features related to ease payments, coupons and
More than 12bn downloads, about 3bn users, 4 downloads per user. http://www.slideshare.net/shwetaj/mobile-
tainment, Services and More
Compare priceswithjustoneclick:
Particularly in niche markets, the a
customer experiences and make them feel less discriminated would increase their loyalty and
lower their sensitivity to price, because of a really perceivable added value.
Industry rivalry – medium threatThe main source of competition is related to the high possibility to develop services similar to
Biberatica in short times. The start up arena already shows many small companies trying to
create value added services in the restaurant market. Time
The actors already involved in this market (already established brands) compete on emerging by
better reviews and attracting positive feedbacks by their customers.
Particularly in niche markets, the absence of substitute products helping consumers to live rich
customer experiences and make them feel less discriminated would increase their loyalty and
lower their sensitivity to price, because of a really perceivable added value.
m threat The main source of competition is related to the high possibility to develop services similar to
Biberatica in short times. The start up arena already shows many small companies trying to
create value added services in the restaurant market. Time to market is going to be key.
The actors already involved in this market (already established brands) compete on emerging by
better reviews and attracting positive feedbacks by their customers.
23
bsence of substitute products helping consumers to live rich
customer experiences and make them feel less discriminated would increase their loyalty and
The main source of competition is related to the high possibility to develop services similar to
Biberatica in short times. The start up arena already shows many small companies trying to
to market is going to be key.
The actors already involved in this market (already established brands) compete on emerging by
SWOT analysis
Strengths Time to market will be short, because Biberatica has already found first restaurateurs available to
collaborate as early adopters.
The time needed to develop the prototype is estimated in four to six months.
The cost of first prototype will be completely absorbed by the founding team,
competence (software engineering, business planning, graphic design, marketing, languages).
Favorable revenue models can be set up.
The team is a balanced mix of competence, managerial and technical. Plus, it is composed by
people having already matured start up education and experience (both successful and
unsuccessful). One of the three involved resources is available to work full time. Each of them
man-ages an about one thousand people professional network.
Collaborations relationships are being developed between Biberatica and several nutritio
choice-driven associations.
Weaknesses The company is still to be founded. The brand is still to be registered. The initial equity is to be
deposited. Apart from personal funding capability and p
crucial to deploy a starting version of the system.
Opportunities The apps already available for restaurants are poorly focused on customers’ experience.
The possibility to mature the service expanding it through p
the difficulty related to creating the necessary critical mass.
Many nutritional choice-driven associations are, which should help penetrating the relating niche
market with low costs and effective time
High and growing demand for added value services in restaurant niche markets, for those
consumers usually being discriminated by poor dedicated services.
In global crisis time, the budget allocable by restaurateurs to compete, retaining their customers
and attracting new ones gets lower and lower.The start up scene is facing a progressively growing
promotion in Italy. There are many possibility to compete in start up contests, gaining visibility
and increasing the possibility to be fund
Threats Fierce competition among start-
Setting up the critical mass is going to be difficult. The saleability of the service will be connected
to numbers and to the usability. The start up
minded and available to experiment new services. Biberatica will need for first restaurateur
because Biberatica has already found first restaurateurs available to
The time needed to develop the prototype is estimated in four to six months.
The cost of first prototype will be completely absorbed by the founding team,
competence (software engineering, business planning, graphic design, marketing, languages).
Favorable revenue models can be set up.
The team is a balanced mix of competence, managerial and technical. Plus, it is composed by
ready matured start up education and experience (both successful and
unsuccessful). One of the three involved resources is available to work full time. Each of them
ages an about one thousand people professional network.
e being developed between Biberatica and several nutritio
The company is still to be founded. The brand is still to be registered. The initial equity is to be
deposited. Apart from personal funding capability and potential, external funding is going to be
crucial to deploy a starting version of the system.
The apps already available for restaurants are poorly focused on customers’ experience.
The possibility to mature the service expanding it through progressively extended markets eases
the difficulty related to creating the necessary critical mass.
driven associations are, which should help penetrating the relating niche
market with low costs and effective time-to-market.
and growing demand for added value services in restaurant niche markets, for those
consumers usually being discriminated by poor dedicated services.
In global crisis time, the budget allocable by restaurateurs to compete, retaining their customers
acting new ones gets lower and lower.The start up scene is facing a progressively growing
promotion in Italy. There are many possibility to compete in start up contests, gaining visibility
and increasing the possibility to be funded by seed and business angels.
-uppers paying attention to the same market.
Setting up the critical mass is going to be difficult. The saleability of the service will be connected
to numbers and to the usability. The start up phase will need for early adopters to be open
minded and available to experiment new services. Biberatica will need for first restaurateur
24
because Biberatica has already found first restaurateurs available to
The time needed to develop the prototype is estimated in four to six months.
The cost of first prototype will be completely absorbed by the founding team, thanks to their
competence (software engineering, business planning, graphic design, marketing, languages).
The team is a balanced mix of competence, managerial and technical. Plus, it is composed by
ready matured start up education and experience (both successful and
unsuccessful). One of the three involved resources is available to work full time. Each of them
e being developed between Biberatica and several nutritional
The company is still to be founded. The brand is still to be registered. The initial equity is to be
otential, external funding is going to be
The apps already available for restaurants are poorly focused on customers’ experience.
rogressively extended markets eases
driven associations are, which should help penetrating the relating niche
and growing demand for added value services in restaurant niche markets, for those
In global crisis time, the budget allocable by restaurateurs to compete, retaining their customers
acting new ones gets lower and lower.The start up scene is facing a progressively growing
promotion in Italy. There are many possibility to compete in start up contests, gaining visibility
uppers paying attention to the same market.
Setting up the critical mass is going to be difficult. The saleability of the service will be connected
phase will need for early adopters to be open
minded and available to experiment new services. Biberatica will need for first restaurateur
customers being available to behave as partners. Biberatica is being progressively developed
according to two main dr
customers being available to behave as partners. Biberatica is being progressively developed
according to two main drivers: technology and market covering.
25
customers being available to behave as partners. Biberatica is being progressively developed
ivers: technology and market covering.
A market penetration and growth strategy
From a technological perspective, the first version of Biberatica will be aimed at offering basic
features to support access through pure web. This means that restaurateurs
end functionalities through a Web browser and they will be supposed to access functions
provided by Biberatica web site. Final consumers will always need to have a smartphone with a
data connectivity available. In a second phase, the g
client application.
Year 1
Translation support for 5
languages (Italian, English,
French, Spanish, German)
Web-basedarchitecture
Geo-localization and
statistical information
Support for vegetarians and
vegans
Support for coeliacdiesease
Support for food allergies on
single ingredients
Local backup
Pre-set up templates of
commercial products
Pre-set up templates of
typical products and dish
Commercial road map From a more commercial perspective, the growth strategy will be driven by two more drivers:
market segment and geography.
Market segments
Before being extended to the largest market of
the service, which is the App-based personal waiter, will need to progressively mature, becoming
more and more easy-to-use and sensitive to recognize people’s taste and needs. The best way to
do that is to focus on those segments where demand is more demanding on features such as
quality of food. That’s the market veggies (according to the several possible variations), as well
that of food intolerances and allergies and that of religious food constraints. These
A market penetration and growth strategy
From a technological perspective, the first version of Biberatica will be aimed at offering basic
features to support access through pure web. This means that restaurateurs
end functionalities through a Web browser and they will be supposed to access functions
provided by Biberatica web site. Final consumers will always need to have a smartphone with a
data connectivity available. In a second phase, the goal is to provide restaurateurs with a richer
Year 2
Support for more languages
(Russian, Japanese, Arabic,
Chinese)
Support for dialects and
minority languages (Catalan,
Euskari, .
Value addedservices
Geo-localisation with real time
information
Support for Halalfood Support for Kosher food
Support for BIO-branded
products
Support for diabeticcustomers
Support for low
diets
Backup on the cloud Remote sync
Integration of QR code feature Bill reporting
Continuous enrichment and
integration of food dossiers
Continuous enrichment and
integration of food dossiers
Direct paymentthroughApp NFC Payment
Analytics
From a more commercial perspective, the growth strategy will be driven by two more drivers:
market segment and geography.
Before being extended to the largest market of general final consumers, the main showcase of
based personal waiter, will need to progressively mature, becoming
use and sensitive to recognize people’s taste and needs. The best way to
s on those segments where demand is more demanding on features such as
quality of food. That’s the market veggies (according to the several possible variations), as well
that of food intolerances and allergies and that of religious food constraints. These
26
From a technological perspective, the first version of Biberatica will be aimed at offering basic
features to support access through pure web. This means that restaurateurs will be offered back-
end functionalities through a Web browser and they will be supposed to access functions
provided by Biberatica web site. Final consumers will always need to have a smartphone with a
oal is to provide restaurateurs with a richer
Year 3
Support for dialects and
minority languages (Catalan,
, ...)
Support for Kosher food
Support for diabeticcustomers
Support for low-cholesterol
Remote sync
Bill reporting
Continuous enrichment and
integration of food dossiers
NFC Payment
From a more commercial perspective, the growth strategy will be driven by two more drivers:
general final consumers, the main showcase of
based personal waiter, will need to progressively mature, becoming
use and sensitive to recognize people’s taste and needs. The best way to
s on those segments where demand is more demanding on features such as
quality of food. That’s the market veggies (according to the several possible variations), as well
that of food intolerances and allergies and that of religious food constraints. These markets can
pretty much be considered high potential because guarded by specific category associations,
which can become very important partners, helping Biberatica to penetrate them because of its
Added Value characteristics. Accessing those markets throu
quickly penetrate the markets keeping low costs in terms of commercial force.
That of niches can also be considered a favorable context to set up a network market, where a
sensitive demand is a prolific environment
experiences through word of mouth.
Another favorable context is that of the following market, that of passionate. In western
countries the cultural phenomenon of food is spreading, well supported by s
where food-experience addicted share their thoughts, taste, recipes, stories connected to the
place where they consume, etc. This kind of audience produces a great quantity of information in
terms of revisions and critiques (co
promotion. This kind of demand pays high attention to food quality and customer experience.
Even if they can be considered a little less demanding than the former segment, they are very
careful and precise. The expansion through this segment is crucial for the success of Biberatica
and social network will be decisive in succeeding, making the personal waiter even more easy
use and catchy.
After having grown the service through the first two, more restricte
offered to the more general market, that of more conventional consumers. Here numbers make
the difference and the personal waiter will succeed if it will have become very intuitive to use, but
also if it will have become part
users.
Geography
One of the main driver, from final customer’s perspective, is going to be the translating function.
That means focusing on tourism will be key for initially penetrating
Italy is one of the best tourist attracting sites in Europe, it is the geographic market the working
group better knows and it is the one more suitable to catch the greatest starting audience with
pretty much be considered high potential because guarded by specific category associations,
which can become very important partners, helping Biberatica to penetrate them because of its
Added Value characteristics. Accessing those markets through category associations should help
quickly penetrate the markets keeping low costs in terms of commercial force.
That of niches can also be considered a favorable context to set up a network market, where a
sensitive demand is a prolific environment of consumers willing to spread their valuable customer
experiences through word of mouth.
Another favorable context is that of the following market, that of passionate. In western
countries the cultural phenomenon of food is spreading, well supported by s
experience addicted share their thoughts, taste, recipes, stories connected to the
place where they consume, etc. This kind of audience produces a great quantity of information in
terms of revisions and critiques (co-creation) and can be considered a highly potential source of
promotion. This kind of demand pays high attention to food quality and customer experience.
Even if they can be considered a little less demanding than the former segment, they are very
The expansion through this segment is crucial for the success of Biberatica
and social network will be decisive in succeeding, making the personal waiter even more easy
After having grown the service through the first two, more restricted, markets, Biberatica will be
offered to the more general market, that of more conventional consumers. Here numbers make
the difference and the personal waiter will succeed if it will have become very intuitive to use, but
of a real social experience, involving a real critical mass of final
One of the main driver, from final customer’s perspective, is going to be the translating function.
That means focusing on tourism will be key for initially penetrating the restaurant market.
Italy is one of the best tourist attracting sites in Europe, it is the geographic market the working
group better knows and it is the one more suitable to catch the greatest starting audience with
27
pretty much be considered high potential because guarded by specific category associations,
which can become very important partners, helping Biberatica to penetrate them because of its
gh category associations should help
quickly penetrate the markets keeping low costs in terms of commercial force.
That of niches can also be considered a favorable context to set up a network market, where a
of consumers willing to spread their valuable customer
Another favorable context is that of the following market, that of passionate. In western
countries the cultural phenomenon of food is spreading, well supported by social networks,
experience addicted share their thoughts, taste, recipes, stories connected to the
place where they consume, etc. This kind of audience produces a great quantity of information in
d can be considered a highly potential source of
promotion. This kind of demand pays high attention to food quality and customer experience.
Even if they can be considered a little less demanding than the former segment, they are very
The expansion through this segment is crucial for the success of Biberatica
and social network will be decisive in succeeding, making the personal waiter even more easy-to-
d, markets, Biberatica will be
offered to the more general market, that of more conventional consumers. Here numbers make
the difference and the personal waiter will succeed if it will have become very intuitive to use, but
of a real social experience, involving a real critical mass of final
One of the main driver, from final customer’s perspective, is going to be the translating function.
the restaurant market.
Italy is one of the best tourist attracting sites in Europe, it is the geographic market the working
group better knows and it is the one more suitable to catch the greatest starting audience with
the minor initial commercial investm
other market penetration criteria will be applied to.
Europe has a remarkable throughput in terms of tourism traffic. And its main touristic sites are
cheaply reachable and well suit an affordabl
also an important aggregation of different cultures and languages. That is why it can be
considered a determining test for Biberatica.
After having expanded through Europe, a further, global, expansion pl
Niche Markets
There are several sub-markets which can be considered specific niches.
Food allergies and food intolerances
Food allergies and food intolerances can be unpleasant, complicate life and in the worst cases, are
deadly.
Food allergy
Food intolerance
Food allergy occurs in around 1 in 20 childr
even more common. Surveys indicate that up to 25 per cent of th
some sort of food intolerance.
The high incidence of food allergies and intolerance is concerning. Currently there is no cure for
food allergies and the only successful method to manage a food allergy or intolerance is to avo
the foods containing that allergen or food component.
Food allergies and intolerances can be managed and supporting people suffering for them is
certainly a perceived value.
Food allergies
Having a food allergy means experiencing an abnormal immune reaction to a food that is
harmless for most people.9 This is because antibodies are produced in your body against the
protein in a food (the allergen) so that when you eat the food, histamine and other defensive
chemicals are released into your system causing inflammation. It is these chemicals that trigger
reactions that can affect your respiratory system, gastrointestinal tract, skin or cardiovascular
system.
The eight most common food allergens are:
• Crustaceans
• Eggs
• Fish
• Milk
8
NSW Food Authority, “Allergy and intolerance”. Web.
with-food/allergy-and-intolerance/. Last visit: 2013.03.109
http://ebookbrowse.com/food-allergy
the minor initial commercial investment. That is why Italy will be the first target to which the
other market penetration criteria will be applied to.
Europe has a remarkable throughput in terms of tourism traffic. And its main touristic sites are
cheaply reachable and well suit an affordable starting commercial expansion strategy. Europe is
also an important aggregation of different cultures and languages. That is why it can be
considered a determining test for Biberatica.
After having expanded through Europe, a further, global, expansion plan will be considered.
markets which can be considered specific niches.
Food allergies and food intolerances
Food allergies and food intolerances can be unpleasant, complicate life and in the worst cases, are
Food allergy = immune system reaction to a food
Food intolerance = inability to digest a food
Food allergy occurs in around 1 in 20 children and in about 1 in 100 adults
even more common. Surveys indicate that up to 25 per cent of the population believe they have
The high incidence of food allergies and intolerance is concerning. Currently there is no cure for
food allergies and the only successful method to manage a food allergy or intolerance is to avo
the foods containing that allergen or food component.
Food allergies and intolerances can be managed and supporting people suffering for them is
means experiencing an abnormal immune reaction to a food that is
This is because antibodies are produced in your body against the
protein in a food (the allergen) so that when you eat the food, histamine and other defensive
icals are released into your system causing inflammation. It is these chemicals that trigger
reactions that can affect your respiratory system, gastrointestinal tract, skin or cardiovascular
The eight most common food allergens are:
NSW Food Authority, “Allergy and intolerance”. Web. http://www.foodauthority.nsw.gov.au/consumers/problems
. Last visit: 2013.03.10
allergy-and-intolerance-pdf-d65870027
28
ent. That is why Italy will be the first target to which the
Europe has a remarkable throughput in terms of tourism traffic. And its main touristic sites are
e starting commercial expansion strategy. Europe is
also an important aggregation of different cultures and languages. That is why it can be
an will be considered.
Food allergies and food intolerances can be unpleasant, complicate life and in the worst cases, are
en and in about 1 in 100 adults.8 Food intolerance is
e population believe they have
The high incidence of food allergies and intolerance is concerning. Currently there is no cure for
food allergies and the only successful method to manage a food allergy or intolerance is to avoid
Food allergies and intolerances can be managed and supporting people suffering for them is
means experiencing an abnormal immune reaction to a food that is
This is because antibodies are produced in your body against the
protein in a food (the allergen) so that when you eat the food, histamine and other defensive
icals are released into your system causing inflammation. It is these chemicals that trigger
reactions that can affect your respiratory system, gastrointestinal tract, skin or cardiovascular
http://www.foodauthority.nsw.gov.au/consumers/problems-
• Peanuts
• Soybeans
• Tree nuts
• Sesame seeds
These allergens, as well as gluten (from wheat, rye, barley, oats and their products) and sulphites
(which are added to food as a preservative), are required by law to be declared on food
Food allergies are more prevalent amongst young children than adults. Over a quarter (26%) of
the world’s population is 0-14 years old.
Food allergies by region and age group
0-4
Asia 17.79 M
South America 2.21M
Europe 3.05M
North America 2.21M
Oceania 0.11M
Africa 6.89M
Middle East 1.67M
WORLD 33.95M
Over 150 million people worldwide are allergic to one or more food.. Over 50 million young
children (0-9 years) worldwide are allergic
allergy does not decline significantly with age. Hence peanut allergy within adults is the largest
single allergy group.
Worldwide food allergy by age group and allergen
0-4 5-9
Egg 11.85M 6.95M
Milk 12.63M 7.36M
Peanut 5.92M 5.45
Other 3.55M 2.30M
WORLD 33.95M 22.06M
Source: Elucidare Limited. Based on age
10
http://www.elucidare.co.uk/assignments/Project_Allergy/Global%20food%20all
These allergens, as well as gluten (from wheat, rye, barley, oats and their products) and sulphites
(which are added to food as a preservative), are required by law to be declared on food
Food allergies are more prevalent amongst young children than adults. Over a quarter (26%) of
14 years old.10
Food allergies by region and age group
5-9 10-14 15-19 >19
11.93M 9.23M 6.60M 38.9
1.48M 1.09M 0.74M 4.28M
1.99M 1.51M 1.18M 11.4
1.47M 1.11M 0.83M 5.19
0.07M 0.06M 0.04M 0.37
4.06M 2.68M 1.69M 5.9
1.05M 0.74M 0.53M 2.2
22.06M 16.43M 11.64M 68.4
Source: Elucidare Limited
Over 150 million people worldwide are allergic to one or more food.. Over 50 million young
9 years) worldwide are allergic to egg, milk or peanut. Unlike egg and milk, peanut
allergy does not decline significantly with age. Hence peanut allergy within adults is the largest
Worldwide food allergy by age group and allergen
9 10-14 15-19 >19
5M 4.69M 2.51M 10.02M
6M 4.88M 2.47M 9.69M
45M 5.15M 4.93M 35.59M
30M 1.71M 1.72M 13.11M
06M 16.43M 11.64M 68.43M
Limited. Based on age-related prevalence statistics from the literature.
http://www.elucidare.co.uk/assignments/Project_Allergy/Global%20food%20allergies%20statistics.pdf
29
These allergens, as well as gluten (from wheat, rye, barley, oats and their products) and sulphites
(which are added to food as a preservative), are required by law to be declared on food labels.
Food allergies are more prevalent amongst young children than adults. Over a quarter (26%) of
>19 TOT
91M 84.47M
28M 9.81M
43M 19.17M
19M 10.82M
0.37M 0.66M
90M 21.23M
23M 6.33M
43M 152.50M
Over 150 million people worldwide are allergic to one or more food.. Over 50 million young
to egg, milk or peanut. Unlike egg and milk, peanut
allergy does not decline significantly with age. Hence peanut allergy within adults is the largest
TOT
M 36.03M
M 37.03M
M 57.05M
M 22.39M
43M 152.50M
related prevalence statistics from the literature.
ergies%20statistics.pdf
Food intolerances
Having a food intolerance means you will experience an adverse reaction to certain food
components but this does not involve the immune system. In fact, it is
allergy.
There are many different types of food that people can be intolerant to but the most common
include milk and lactose (the sugar in milk), gluten, wheat, food preservatives, and naturally
occurring compounds in foods suc
Lactose intolerance is caused by a shortage of the enzyme lactase, which is used to ensure lactose
is absorbed properly into the bloodstream from the stomach.
Milk intolerance is common in children under the age of two years. If left
malnutrition.
Food additive intolerance only affects a very small number of children and adults. The additives
most commonly linked to food intolerance are artificial colours, e.g. tartrazine, sulphites and
benzoates (types of preservatives).
Sulphites have to be declared on all packaged products under the Food Act. They are
preservatives and are commonly found in wine and dried fruit. The additive numbers for Sulphites
are 220-228 and appear in the ingredient list. Sulphite react
bowel syndrome and headaches in sensitive people.
North America is the largest market for food intolerance products with sales ofUS$3.6 billion in
2010, representing 43% of global sales.
conscious and are eager to prevent certain diseases by implementing changes in their daily diets.
As the second largest market for food intolerance products with sales of US$2.5 billion in 2010,
Western Europe is driven by demand in the
Western European sales.
Auto-immune disease
Coeliac disease is a disorder of the small bowel caused by an immune reaction to dietary gluten (a
protein found in wheat, barley and rye). It is not a food aller
coeliac disease, the lining of the bowel is damaged by the white blood cells of the immune system
and not by antibodies (as in food allergic reactions). Symptoms include nausea, wind, tiredness,
constipation, reduced growth and skin problems.
Several associations are specifically devoted to coeliacs. In Italy, for example, there is AIC
AssociazioneItalianaCeliachia 12
Restaurateurs can adhere only according to spe
• Having attended to basic courses set up by the association
• Participate to AIC activities and follow up courses
• Allow periodic controls in the restaurant by AIC technicians
• Only use allowed (by the Italian law) products and ingredients exposing the AIC brand and
claim “no gluten” in any communication
11
GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World”
2013.02.12. http://www.ats-sea.agr.gc.ca/inter/436712
http://www.celiachia.it/HOME/HomePage.aspx
Having a food intolerance means you will experience an adverse reaction to certain food
components but this does not involve the immune system. In fact, it is quite different from a food
There are many different types of food that people can be intolerant to but the most common
include milk and lactose (the sugar in milk), gluten, wheat, food preservatives, and naturally
occurring compounds in foods such as caffeine.
Lactose intolerance is caused by a shortage of the enzyme lactase, which is used to ensure lactose
is absorbed properly into the bloodstream from the stomach.
Milk intolerance is common in children under the age of two years. If left untreated it can result in
Food additive intolerance only affects a very small number of children and adults. The additives
most commonly linked to food intolerance are artificial colours, e.g. tartrazine, sulphites and
eservatives).
Sulphites have to be declared on all packaged products under the Food Act. They are
preservatives and are commonly found in wine and dried fruit. The additive numbers for Sulphites
228 and appear in the ingredient list. Sulphite reactions cause asthma, rashes, irritable
bowel syndrome and headaches in sensitive people.
North America is the largest market for food intolerance products with sales ofUS$3.6 billion in
2010, representing 43% of global sales.11 North American consumers are becoming more health
conscious and are eager to prevent certain diseases by implementing changes in their daily diets.
As the second largest market for food intolerance products with sales of US$2.5 billion in 2010,
Western Europe is driven by demand in the German market, which accounts for 33.2% of total
Coeliac disease is a disorder of the small bowel caused by an immune reaction to dietary gluten (a
protein found in wheat, barley and rye). It is not a food allergy but an auto
coeliac disease, the lining of the bowel is damaged by the white blood cells of the immune system
and not by antibodies (as in food allergic reactions). Symptoms include nausea, wind, tiredness,
h and skin problems.
Several associations are specifically devoted to coeliacs. In Italy, for example, there is AIC
which tracks a census of Italian’s restaurants for coeliacs.
Restaurateurs can adhere only according to specific conditions, such as:
Having attended to basic courses set up by the association
Participate to AIC activities and follow up courses
Allow periodic controls in the restaurant by AIC technicians
Only use allowed (by the Italian law) products and ingredients exposing the AIC brand and
claim “no gluten” in any communication
GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World” ATS
sea.agr.gc.ca/inter/4367-eng.htm#j
http://www.celiachia.it/HOME/HomePage.aspx
30
Having a food intolerance means you will experience an adverse reaction to certain food
quite different from a food
There are many different types of food that people can be intolerant to but the most common
include milk and lactose (the sugar in milk), gluten, wheat, food preservatives, and naturally
Lactose intolerance is caused by a shortage of the enzyme lactase, which is used to ensure lactose
untreated it can result in
Food additive intolerance only affects a very small number of children and adults. The additives
most commonly linked to food intolerance are artificial colours, e.g. tartrazine, sulphites and
Sulphites have to be declared on all packaged products under the Food Act. They are
preservatives and are commonly found in wine and dried fruit. The additive numbers for Sulphites
ions cause asthma, rashes, irritable
North America is the largest market for food intolerance products with sales ofUS$3.6 billion in
ecoming more health-
conscious and are eager to prevent certain diseases by implementing changes in their daily diets.
As the second largest market for food intolerance products with sales of US$2.5 billion in 2010,
German market, which accounts for 33.2% of total
Coeliac disease is a disorder of the small bowel caused by an immune reaction to dietary gluten (a
gy but an auto-immune disease. In
coeliac disease, the lining of the bowel is damaged by the white blood cells of the immune system
and not by antibodies (as in food allergic reactions). Symptoms include nausea, wind, tiredness,
Several associations are specifically devoted to coeliacs. In Italy, for example, there is AIC -
which tracks a census of Italian’s restaurants for coeliacs.
Only use allowed (by the Italian law) products and ingredients exposing the AIC brand and
ATS-Sea. Web. Last visit:
• Deploy procedures to avoid cross contamination of gluten up to table service, ice cream
distribution, breakfast service, tak
Eating a meal from a restaurant, café or take
having a food allergy or intolerance. When food is prepared by someone else, you can’t be
absolutely sure that it won’t contain allergens.
The customer experience of such consumers is pretty complex and follows some guidelines, like
the following:
Tell the restaurateur
When you book a table, tell the person taking the booking about your food allergy or in
tolerance and ask them to check with the chef t
doesn’t contain the food you are allergic to.
When you arrive at a restaurant, make sure the waiter knows about your food allergy.
Ask about the dishes
Read the menu carefully to see if there is any mention of the
name or description of the dish.
Always ask the waiter or waitress
Tell them what you would like to order and ask them to check with the chef that the dish
does not contain the food you need to avoid. If you can, speak to the chef personally.
If the staff can’t answer your questions or don’t seem certain, it’s better to order some
else or eat elsewhere.
Ask about cross-contamination
Ask staff whether your food will be p
separate to those used for foods containing the allergen in order to avoid cross
contamination, e.g. your food will not be cooked in the same oil as the ‘risk’ food or cut up
with the same knife.
Don’t assume because you ate a dish safely in one restaurant that it will be made the same
way the next time or in a different restaurant.
Avoid self-service areas
If you have a severe allergy, it’s best to avoid eating food from a self
It’s easy for small amounts of allergenic ingredients to get into food by accident (e.g.
because people use the same spoons for different dishes), so even if it looks safe, you can’t
be sure.
Halal/Kosher Diets
There is a growing demand for specialty products due to the global diversification of the
population, and the growing global Muslim population.
13
GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World”
2013.02.12. http://www.ats-sea.agr.gc.ca/inter/4367
Deploy procedures to avoid cross contamination of gluten up to table service, ice cream
distribution, breakfast service, takeaway service.
Eating a meal from a restaurant, café or take-away can be a stressful experience for people
having a food allergy or intolerance. When food is prepared by someone else, you can’t be
absolutely sure that it won’t contain allergens.
er experience of such consumers is pretty complex and follows some guidelines, like
When you book a table, tell the person taking the booking about your food allergy or in
tolerance and ask them to check with the chef that they can provide you with a meal that
doesn’t contain the food you are allergic to.
When you arrive at a restaurant, make sure the waiter knows about your food allergy.
Read the menu carefully to see if there is any mention of the food you are allergic to in the
name or description of the dish.
Always ask the waiter or waitress – food allergens are not always stated on menus.
Tell them what you would like to order and ask them to check with the chef that the dish
he food you need to avoid. If you can, speak to the chef personally.
If the staff can’t answer your questions or don’t seem certain, it’s better to order some
contamination
Ask staff whether your food will be prepared with different equipment and utensils that are
separate to those used for foods containing the allergen in order to avoid cross
contamination, e.g. your food will not be cooked in the same oil as the ‘risk’ food or cut up
assume because you ate a dish safely in one restaurant that it will be made the same
way the next time or in a different restaurant.
If you have a severe allergy, it’s best to avoid eating food from a self-service area or buffet.
It’s easy for small amounts of allergenic ingredients to get into food by accident (e.g.
because people use the same spoons for different dishes), so even if it looks safe, you can’t
for specialty products due to the global diversification of the
population, and the growing global Muslim population.13 Specialty products, such as foods pre
, “Health and Wellness Trends for Canada and the World” ATS
sea.agr.gc.ca/inter/4367-eng.htm#j
31
Deploy procedures to avoid cross contamination of gluten up to table service, ice cream
away can be a stressful experience for people
having a food allergy or intolerance. When food is prepared by someone else, you can’t be
er experience of such consumers is pretty complex and follows some guidelines, like
When you book a table, tell the person taking the booking about your food allergy or in-
hat they can provide you with a meal that
When you arrive at a restaurant, make sure the waiter knows about your food allergy.
food you are allergic to in the
food allergens are not always stated on menus.
Tell them what you would like to order and ask them to check with the chef that the dish
he food you need to avoid. If you can, speak to the chef personally.
If the staff can’t answer your questions or don’t seem certain, it’s better to order some-thing
repared with different equipment and utensils that are
separate to those used for foods containing the allergen in order to avoid cross-
contamination, e.g. your food will not be cooked in the same oil as the ‘risk’ food or cut up
assume because you ate a dish safely in one restaurant that it will be made the same
service area or buffet.
It’s easy for small amounts of allergenic ingredients to get into food by accident (e.g.
because people use the same spoons for different dishes), so even if it looks safe, you can’t
for specialty products due to the global diversification of the
Specialty products, such as foods pre-
ATS-Sea. Web. Last visit:
pared according to kosher and halal practices, are increasingly growing in popularity. Halal food
generally eaten by followers of the Islamic faith, while kosher food is generally eaten by followers
of the Jewish faith. Both types of food are prepared in a specific manner outlined by their
respective faiths.
The global halal food industry has grown
of the entire global food industry. The demand for halal meats in particular has become so great
that they are poised to surpass organic meat markets in popularity.
Over the years, many non-Muslim an
dietary guidelines, are beginning to buy halal and kosher products as they are considered to be
safer and of higher quality, taste and freshness than conventional products. For in
lactose-intolerant consumers are opting to purchase kosher certified food products, which clearly
indicate if a product is dairy-free. According to OU Kosher, approximately 80% of kosher products
sold globally are purchased outside of the "traditional" Jewish market
Vegetarianism
Vegetarianism is the practice of abstaining from the consumption of meat
seafood and the flesh of any other animal; it may also include abstention from by
animal slaughter, such as animal
Vegetarianism can be adopted for different reasons. Many object to eating meat out of respect
for sentient life.15 Such ethical motivations have been codified under various religious beliefs,
along with the concept of animal rights. Other motiva
political, environmental, cultural, aesthetic or economic. There are varieties of the diet as well: an
ovo-vegetarian diet includes eggs but not dairy products, a lacto
products but not eggs, and an ovo
vegan, or strict vegetarian, diet excludes all animal products, including eggs, dairy, beeswax and
honey. Vegans also avoid animal products such as leather for footballs a
polish.
Potential market base
The Biberatica experience strongly points to the “social” experience to grow its customer base.
This is why each segment customer base (niche, passionate, general) is estimated considering the
Facebook population as the starting analysis base. The esteem for each segment has been
dimensioned considering search tags being compatible with the relating profile.
14
http://en.wikipedia.org/wiki/Vegetarianism15
The most up-to-date, butstillpartial, statistics on vegetarianism
http://www.evana.org/index.php?id=70650
pared according to kosher and halal practices, are increasingly growing in popularity. Halal food
generally eaten by followers of the Islamic faith, while kosher food is generally eaten by followers
of the Jewish faith. Both types of food are prepared in a specific manner outlined by their
The global halal food industry has grown to over US$632 billion, and now represents close to 17%
of the entire global food industry. The demand for halal meats in particular has become so great
that they are poised to surpass organic meat markets in popularity.
Muslim and non-Jewish consumers, who do not follow these religious
dietary guidelines, are beginning to buy halal and kosher products as they are considered to be
safer and of higher quality, taste and freshness than conventional products. For in
tolerant consumers are opting to purchase kosher certified food products, which clearly
free. According to OU Kosher, approximately 80% of kosher products
sold globally are purchased outside of the "traditional" Jewish market.
Vegetarianism is the practice of abstaining from the consumption of meat
seafood and the flesh of any other animal; it may also include abstention from by
animal slaughter, such as animal-derived rennet and gelatin.14
Vegetarianism can be adopted for different reasons. Many object to eating meat out of respect
Such ethical motivations have been codified under various religious beliefs,
along with the concept of animal rights. Other motivations for vegetarianism are health
political, environmental, cultural, aesthetic or economic. There are varieties of the diet as well: an
vegetarian diet includes eggs but not dairy products, a lacto-vegetarian diet includes dairy
not eggs, and an ovo-lacto vegetarian diet includes both eggs and dairy products. A
vegan, or strict vegetarian, diet excludes all animal products, including eggs, dairy, beeswax and
honey. Vegans also avoid animal products such as leather for footballs and goose
The Biberatica experience strongly points to the “social” experience to grow its customer base.
This is why each segment customer base (niche, passionate, general) is estimated considering the
Facebook population as the starting analysis base. The esteem for each segment has been
dimensioned considering search tags being compatible with the relating profile.
http://en.wikipedia.org/wiki/Vegetarianism
date, butstillpartial, statistics on vegetarianism are availableat
http://www.evana.org/index.php?id=70650
32
pared according to kosher and halal practices, are increasingly growing in popularity. Halal food is
generally eaten by followers of the Islamic faith, while kosher food is generally eaten by followers
of the Jewish faith. Both types of food are prepared in a specific manner outlined by their
to over US$632 billion, and now represents close to 17%
of the entire global food industry. The demand for halal meats in particular has become so great
Jewish consumers, who do not follow these religious
dietary guidelines, are beginning to buy halal and kosher products as they are considered to be
safer and of higher quality, taste and freshness than conventional products. For in-stance,
tolerant consumers are opting to purchase kosher certified food products, which clearly
free. According to OU Kosher, approximately 80% of kosher products
Vegetarianism is the practice of abstaining from the consumption of meat – red meat, poultry,
seafood and the flesh of any other animal; it may also include abstention from by-products of
Vegetarianism can be adopted for different reasons. Many object to eating meat out of respect
Such ethical motivations have been codified under various religious beliefs,
tions for vegetarianism are health-related,
political, environmental, cultural, aesthetic or economic. There are varieties of the diet as well: an
vegetarian diet includes dairy
lacto vegetarian diet includes both eggs and dairy products. A
vegan, or strict vegetarian, diet excludes all animal products, including eggs, dairy, beeswax and
nd goose-fat for shoe
The Biberatica experience strongly points to the “social” experience to grow its customer base.
This is why each segment customer base (niche, passionate, general) is estimated considering the
Facebook population as the starting analysis base. The esteem for each segment has been
dimensioned considering search tags being compatible with the relating profile.
Niche #Coeliac disease, #Food intolerance, #Food allergy, #Halal, #Kosher
#Vegetarianism, #Veganism, #Gluten , #gluten
Passionate
#Subway (restaurant), #Slow Food, #TripAdvisor, #Cooking, #Culinary art,
#Cuisine, #Healthy diet, #Tourism, #Organic food, #Natural foods,
#Michelin Guide, #GamberoRosso, #The World'
#Ramsay's Best Restaurant, #Food Network, #Hell's Kitchen (U.S.),
#Cooking Mama, #Recipe, #Grapefruit diet, #Diet (nutrition), #Dieting,
#luxury food, #italian food lovers, #luxury experiences, #lonley planet,
#food addicts, #japan f
General
#Whole Foods Market, #Alcoholic beverage, #Soft drink, #Drink, #Nutrition,
#Fun, #Entertainment, #Food, #Hotel, #Tourism, #Fast food, #Pizza,
#Sandwich, #Gastronomy, #Ice cream, #Wine, #Beer,
#French fries, #Hot dog, #Hamburger, #Coffee, #Cake, #Fruit, #Bacon,
#Potato chip, #Sausage, #Restaurant, #Breakfast, #Lunch, #Dinner,
#Chocolate, #Milk, #Water, #Bread, #Hunger, #Tea, #Biscuit, #Sugar,
#Vegetable, #Meal, #Eating, #Drinking,
#Yogurt, #Taco, #Candy
Every subset is estimated joining the criteria used for the former one.
The Italian market of niche consumers accounts for about2.8% of the total, worldwide niche
population.16 Passionate are 4.2%, general consumers are 3.5% of the relating global and social
population. With its 432,440 potential niche consumers, Italy has 16% of the total European
potential market, making it one of the most suitable choices as starting country
global market.
Italy
Europe
16
As of Feb. 24th, 2013
Criteria
#Coeliac disease, #Food intolerance, #Food allergy, #Halal, #Kosher
#Vegetarianism, #Veganism, #Gluten , #gluten-free diet
#Subway (restaurant), #Slow Food, #TripAdvisor, #Cooking, #Culinary art,
#Cuisine, #Healthy diet, #Tourism, #Organic food, #Natural foods,
#Michelin Guide, #GamberoRosso, #The World's 50 Best Restaurants,
#Ramsay's Best Restaurant, #Food Network, #Hell's Kitchen (U.S.),
#Cooking Mama, #Recipe, #Grapefruit diet, #Diet (nutrition), #Dieting,
#luxury food, #italian food lovers, #luxury experiences, #lonley planet,
#food addicts, #japan food addict, #chef, #Dessert, #Brunch, #Delicatessen
#Whole Foods Market, #Alcoholic beverage, #Soft drink, #Drink, #Nutrition,
#Fun, #Entertainment, #Food, #Hotel, #Tourism, #Fast food, #Pizza,
#Sandwich, #Gastronomy, #Ice cream, #Wine, #Beer, #Pasta, #Fish,
#French fries, #Hot dog, #Hamburger, #Coffee, #Cake, #Fruit, #Bacon,
#Potato chip, #Sausage, #Restaurant, #Breakfast, #Lunch, #Dinner,
#Chocolate, #Milk, #Water, #Bread, #Hunger, #Tea, #Biscuit, #Sugar,
#Vegetable, #Meal, #Eating, #Drinking, #Meat, #Cupcake, #Barbecue,
#Yogurt, #Taco, #Candy
Every subset is estimated joining the criteria used for the former one.
of niche consumers accounts for about2.8% of the total, worldwide niche
Passionate are 4.2%, general consumers are 3.5% of the relating global and social
population. With its 432,440 potential niche consumers, Italy has 16% of the total European
potential market, making it one of the most suitable choices as starting country
Niche Passionate
0.43M 5.61M
2.72M 30.40M
33
#Coeliac disease, #Food intolerance, #Food allergy, #Halal, #Kosher foods,
#Subway (restaurant), #Slow Food, #TripAdvisor, #Cooking, #Culinary art,
#Cuisine, #Healthy diet, #Tourism, #Organic food, #Natural foods,
s 50 Best Restaurants,
#Ramsay's Best Restaurant, #Food Network, #Hell's Kitchen (U.S.),
#Cooking Mama, #Recipe, #Grapefruit diet, #Diet (nutrition), #Dieting,
#luxury food, #italian food lovers, #luxury experiences, #lonley planet,
ood addict, #chef, #Dessert, #Brunch, #Delicatessen
#Whole Foods Market, #Alcoholic beverage, #Soft drink, #Drink, #Nutrition,
#Fun, #Entertainment, #Food, #Hotel, #Tourism, #Fast food, #Pizza,
#Pasta, #Fish,
#French fries, #Hot dog, #Hamburger, #Coffee, #Cake, #Fruit, #Bacon,
#Potato chip, #Sausage, #Restaurant, #Breakfast, #Lunch, #Dinner,
#Chocolate, #Milk, #Water, #Bread, #Hunger, #Tea, #Biscuit, #Sugar,
#Meat, #Cupcake, #Barbecue,
of niche consumers accounts for about2.8% of the total, worldwide niche
Passionate are 4.2%, general consumers are 3.5% of the relating global and social
population. With its 432,440 potential niche consumers, Italy has 16% of the total European
potential market, making it one of the most suitable choices as starting country to penetrate the
General
12.50M
89.14M
Asia
South America
North and central America, C
Oceania
Africa
Middle East
TOT
TOTAL "social" and active population
% of total social, active population
Potential Italian market base
A detailed analysis of the starting Italian market allows to map the most potential cities, in terms
of tourism, according to the highest number of people going to restaurants.
Italian
Cities Restaurants
Roma 10,135 40,791
Milano 4,368 30,571
Napoli 3,060 15,918
Torino 3,293
Palermo 1,095
Genova 2,004
Bologna 1,317
Firenze 1,352 10,762
Bari 1,000
Catania 815
Venezia 1,185
TOT 29,624 145,089
The per capita potential customer base per restaurant in town indicates that the two most
potential towns to be penetrated are Palermo and Catania, in Sicily.
If we focused, in the beginning, on general restaurants, we should plan a penetration strategy
coherent with the following ranking.
customers/restaurant
3.55M 24.48M
1.16M 15.88M
North and central America, Caribbean 7.26M 54.77M
0.37M 3.53M
0.22M 3.70M
0.19M 2.63M
15.48M 135.40M
TOTAL "social" and active population 917.71M
% of total social, active population 1.69% 14.75%
of the starting Italian market allows to map the most potential cities, in terms
of tourism, according to the highest number of people going to restaurants.
Niche Passionate General
40,791 3.6% 505,679 44.4% 1,138,282
30,571 3.7% 356,129 42.9% 830,358
15,918 2.8% 259,217 46.0% 563,812
7,940 3.6% 95,527 43.6% 219,093
9,034 3.5% 119,608 46.3% 258,467
6,596 4.0% 75,191 45.4% 165,504
8,757 4.6% 85,068 44.3% 192,080
10,762 5.8% 85,878 46.4% 185,150
4,500 3.5% 63,922 49.3% 129,786
7,427 3.9% 88,761 46.8% 189,524
2,793 5.5% 24,215 47.6% 50,833
145,089 3.7% 1,759,195 44.8% 3,922,888
The per capita potential customer base per restaurant in town indicates that the two most
potential towns to be penetrated are Palermo and Catania, in Sicily.
If we focused, in the beginning, on general restaurants, we should plan a penetration strategy
coherent with the following ranking.
Potential
customers/restaurant City
34
72.47M
55.19M
116.75M
7.80M
9.17M
6.22M
356.75M
38.87%
of the starting Italian market allows to map the most potential cities, in terms
General Potential customers
per restaurant
1,138,282 112
830,358 190
563,812 184
219,093 67
258,467 236
165,504 83
192,080 146
185,150 137
129,786 130
189,524 233
50,833 43
3,922,888 132
The per capita potential customer base per restaurant in town indicates that the two most
If we focused, in the beginning, on general restaurants, we should plan a penetration strategy
But we establish to start with niche markets. We do not have statistics upon the local distribution
of niche restaurants and assume that they are most spread in biggest town, namely Roma (more
than 40,000 potential consumers per day) and Milano (more than 30,000).
236 Palermo
233 Catania
190 Milano
184 Napoli
146 Bologna
137 Firenze
130 Bari
112 Roma
83 Genova
67 Torino
43 Venezia
But we establish to start with niche markets. We do not have statistics upon the local distribution
of niche restaurants and assume that they are most spread in biggest town, namely Roma (more
potential consumers per day) and Milano (more than 30,000).
35
But we establish to start with niche markets. We do not have statistics upon the local distribution
of niche restaurants and assume that they are most spread in biggest town, namely Roma (more
Economics
Since the distribution of niche restaurants cannot be known, the economics will be estimated
according to a cost model. Revenue streams will be estimated assuming a price for the mon
fee to be exposed to restaurateurs. An estimate of the number of restaurants necessary to cover
the expenses will allow to establish the number of restaurants needed to have break even and pay
back results. Following are assumptions and relating figur
SOFTWARE
(development and maintenance)
Web Site
Development, test and maintenance
Domain and resources
Business logic
Back end
Content management
Database
Design
Maintenance
Smartphone App
Development, tests and maintenance
Hardware
TOT COSTS
SALES
Salesmen
Fixed costs of commercials
Variable provision on signed contract
Travel cost
Travel cost efficiency
On-line contracts (no commercial)
TOT COSTS
Since the distribution of niche restaurants cannot be known, the economics will be estimated
according to a cost model. Revenue streams will be estimated assuming a price for the mon
fee to be exposed to restaurateurs. An estimate of the number of restaurants necessary to cover
the expenses will allow to establish the number of restaurants needed to have break even and pay
back results. Following are assumptions and relating figures on costs.
Year 1 Year 2
Development, test and maintenance € 30,000 € 50,000
€ 100 € 1,000
€ 20,000 € 50,000
€ 10,000 € 20,000
€ 30,000 € 50,000
€ 5,000 € 10,000
Development, tests and maintenance € 50,000 € 50,000
€ 3,000 € 5,000
€ 148,100 € 236,000
Year 1 Year 2
0,5 1
€ - € 50,000
ariable provision on signed contract € 1,620 € 14,742
€ 11,880 € 102,960
0% 30%
0% 30%
€ 13,500 € 110,770
36
Since the distribution of niche restaurants cannot be known, the economics will be estimated
according to a cost model. Revenue streams will be estimated assuming a price for the monthly
fee to be exposed to restaurateurs. An estimate of the number of restaurants necessary to cover
the expenses will allow to establish the number of restaurants needed to have break even and pay
Year 3
50,000 € 50,000
1,000 € 5,000
50,000 € 50,000
20,000 € 20,000
50,000 € 50,000
10,000 € 20,000
50,000 € 50,000
5,000 € 5,000
236,000 € 250,000
Year 3
2
50,000 € 100,000
14,742 € 71,280
102,960 € 475,200
30%
50%
110,770 € 301,960
OPERATIONS 1
(pre-sales, networking, call center)
Worked days/year
FTE on pre-sales-networking
Potential interested contacts/day
Potential interested contacts/year
Closed contracts by sales
Closed contracts
Fixed cost of call center networking (per FTE)
Variable for closed contracts
TOT COSTS
Cost per closed contract
ADMINISTRATION
Administration (executive) FTE
Administration cost per month
TOT COSTS
OPERATION 2 (editing, translation, accountant)
Editing/content management FTE
Restaurant-content/FTE/day
Editing/content management cost per month
One shot infrastructure expense
External accountant (per year)
Ordinary management/infrastructure costs
TOT COSTS
SERVICE PROCUREMENT
Translation costs
Initial set up costs
TOT COSTS
Here we consider that the three years target of 475 restaurants corresponds to about
restaurants in the 11 biggest Italian towns.
The following cockpits summarize revenues and costs figures.
In Year 2 and 3 we assume a premium price of 20
tent management) activity for those restaurateurs
it to start using the service (still for free for the first three months).
Revenue Sources
Monthly fee per restaurateur
Premium services (one shot)
Year 1 Year 2
180 180
1 2
0,3 1,3
54 468
20% 21%
11 98
ixed cost of call center networking (per FTE) € 40,000per year
€ 540 € 3,440
€ 4,540 € 83,440
€ 420.37 € 849
Year 1 Year 2
1 1
€ 4,700 € 4,700
€ 56,400 € 56,400
Year 1 Year 2
1 1
0.1 1.0
Editing/content management cost per month € 3,200 € 3,200
€ 2,000 € 2,000
€ 3,000 € 4,000
Ordinary management/infrastructure costs € - € 12,000
€ 43,400 € 56,400
Year 1 Year 2
€ 918 € 8,
€ 5,000 € 5,000
€ 5,918 € 13,
Here we consider that the three years target of 475 restaurants corresponds to about
restaurants in the 11 biggest Italian towns.
The following cockpits summarize revenues and costs figures.
we assume a premium price of 20 € will be charged for supporting editing (con
tent management) activity for those restaurateurs (assumed 2% on year2, 5% on year 3) want
it to start using the service (still for free for the first three months).
Revenue Sources Year 1 Year 2 Year 3
Monthly fee per restaurateur € 50.00 € 50.00 € 50.00
Premium services (one shot) € - € 20.00 € 20.00
37
Year 2 Year 3
180
3
4,0
2160
22%
475
000per year
3,440 € 11,800
83,440 € 131,880
49.00 € 277.53
Year 2 Year 3
2
4,700 € 9,400
56,400 € 112,800
Year 2 Year 3
3
0.9
3,200 € 9,600
2,000 € 2,000
4,000 € 5,000
12,000 € 12,000
56,400 € 134,200
Year 2 Year 3
8,354 € 40,392
000 € 5,000
3,354 € 45,392
Here we consider that the three years target of 475 restaurants corresponds to about 3% of
€ will be charged for supporting editing (con-
5% on year 3) wanting
Year 3
50.00
.00
Months of free use
The contribution of software development will decrease as long as the customer base grows,
while that of operations (FTEs dedicated to content management and editorial activities related
to menus keeps balanced. Service
variably.
COSTS
R&D
SG&A (Sales and
Administration)
Operations
TOT COSTS
Assumptions on revenues are based on hypothesis made in former scheme NETWORKING
CENTER and are here summarized, together with financial synthesis figures.
Financial Cockpit
Restaurateurs
Revenues
Costs
EBITDA
CAPEX
OFCF
Cumulated OFCF
IRR
According to our estimate, Biberatica would start generating cash flow during year 3 giving, by
the end of same year, a return rate of more than 50%.
Months of free use 3 3 3
The contribution of software development will decrease as long as the customer base grows,
while that of operations (FTEs dedicated to content management and editorial activities related
to menus keeps balanced. Service procurement is mostly related to translations and costs grow
Year 1 Year 2
€ 148K 54% € 236K 42%
70K 26% 167K 30%
€ 54K 20% € 153K 28%
€ 272K € 556K
Assumptions on revenues are based on hypothesis made in former scheme NETWORKING
CENTER and are here summarized, together with financial synthesis figures.
Financial Cockpit Year 1 Year 2 Year 3
Restaurateurs 11 98 475
Revenues € 37K € 359K € 1,830K
€ 124K € 320K € 726K
EBITDA € (86)K € 38K € 1,103K
€ 148K € 236K € 250K
€ (235)K € (198)K € 853K
Cumulated OFCF € (235)K € (432)K € 421K
53%
Biberatica would start generating cash flow during year 3 giving, by
the end of same year, a return rate of more than 50%.
38
3
The contribution of software development will decrease as long as the customer base grows,
while that of operations (FTEs dedicated to content management and editorial activities related
procurement is mostly related to translations and costs grow
Year 3
€ 250K 26%
€ 415K 42%
€ 311K 32%
€ 976K
Assumptions on revenues are based on hypothesis made in former scheme NETWORKING-CALL
CENTER and are here summarized, together with financial synthesis figures.
Biberatica would start generating cash flow during year 3 giving, by
The Team
Daniele Pes, 39, member of the Italian association
laude at MIP business school and Software Engineer at
Manager and member of the Innovation team for the Strategy Office of
2011 he won the innovation contest named Innovaction with a project on telemedicine. He is
member of the board of Innovits
participated in the Startup School of
worked as Marketing Product Manager for
INQUAS, a start up and spin off of
Software Engineer in R&D for Honeywell
Giovanni Maieli, 31, is the CEO of
communication and publishing.
He graduated in Languages and Literatures (Japanese and Spanish) at the
Sapienza" and obtained a master in Marketing and Communication at the
Design. Honorary member of
Entrepreneurs" Project of ConfindustriaSardegna
He contributed funding YOUSARDINIA
development.
Maurizio Atzori, 27, graduated cum laude in Cultural
Rome "La Sapienza" works full time on Biberatica. He is a member of the Italian branch of the
Slow Food Association and formerly served as secretary and
Roma, organizing the logistics, coordination and development of several international events. In
2009, the work pursued by AEGEE
Giorgio Napolitano.
He has a solid background on Information Technology (
Acotel Group S.p.A. (Noverca, FlyCell, and others) as Helpdesk Administrator and intern at the
Network Operations Center. In 2012, he participated in the Startup School organized by
Bridge in San Francisco, California.
Daniele Pes, 39, member of the Italian association Un puntomacrobiotico. Executive MBA cum
and Software Engineer at Politecnico di Milano
Manager and member of the Innovation team for the Strategy Office of FastwebS.p.A.
2011 he won the innovation contest named Innovaction with a project on telemedicine. He is
Innovits, a non-profit organization active in innovation. In 2012 He
pated in the Startup School of Mind The Bridge Foundation (San Francisco). He formerly
worked as Marketing Product Manager for ZucchettiAxess TMC and as Software En
, a start up and spin off of UniversitàdegliStudi di Milano Bicocca
Honeywell.
Giovanni Maieli, 31, is the CEO of ILIENSES S.r.l., a company which focuses on marketing,
He graduated in Languages and Literatures (Japanese and Spanish) at the University of Rome "La
and obtained a master in Marketing and Communication at the
. Honorary member of AEGEE-Cagliari, he coordinated the "Erasmus for Young
ConfindustriaSardegna, the Italian employer's federation.
YOUSARDINIA, an Association focused on European project
Maurizio Atzori, 27, graduated cum laude in Cultural-Linguistic Mediation from the
works full time on Biberatica. He is a member of the Italian branch of the
Association and formerly served as secretary and president of the Association
, organizing the logistics, coordination and development of several international events. In
AEGEE-Roma was formally acknowledged by the President of Italy,
He has a solid background on Information Technology (University of Pisa
(Noverca, FlyCell, and others) as Helpdesk Administrator and intern at the
Network Operations Center. In 2012, he participated in the Startup School organized by
in San Francisco, California.
39
. Executive MBA cum
Politecnico di Milano, he works as Risk
FastwebS.p.A., wherein
2011 he won the innovation contest named Innovaction with a project on telemedicine. He is
profit organization active in innovation. In 2012 He
(San Francisco). He formerly
and as Software Engineer for
UniversitàdegliStudi di Milano Bicocca. He also worked as
, a company which focuses on marketing,
University of Rome "La
and obtained a master in Marketing and Communication at the European Institute of
e "Erasmus for Young
, the Italian employer's federation.
, an Association focused on European project
istic Mediation from the University of
works full time on Biberatica. He is a member of the Italian branch of the
president of the Association AEGEE-
, organizing the logistics, coordination and development of several international events. In
was formally acknowledged by the President of Italy,
University of Pisa) and he worked for
(Noverca, FlyCell, and others) as Helpdesk Administrator and intern at the
Network Operations Center. In 2012, he participated in the Startup School organized by Mind the