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Running Header: RETAIL BUSINESS PLAN 1

Retail Business Plan

Carissa Gaasche

The University of Southern Mississippi

RETAIL BUSINESS PLAN 2

Mission Statement

It is imperative for to any company’s success to stay current with the emerging industry

trends while upholding the mission of the hospital. The Providence Saint John’s Hospital (PSJH)

is contracted through Aramark. The mission statement of Aramark at PSJH is to “deliver

experiences that enrich and nourish lives” (Aramark, 2019). Within the hospital, there daily

interactions with thousands of people and communities across the globe; therefore, the Aramark

employees at PSJH strive to ensure they are serving customers with integrity, respect and in the

most responsible way possible. Additionally, the mission state at PSJH is, “we are not just called

to the great health care organization, we were called to be more than that, we were called to be

God’s presence in the world’ (Providence Health and Services, 2019).

Objectives

The objective of the Egg White Spinach Flatbread breakfast sandwich is to sell between

15-18 sandwiches between the hours of 7:00 a.m. to 10:00 a.m. on February 14, 2019. This goal

will be accomplished by promoting the breakfast sandwich on a sample tasting two days prior to

the execution. To promote awareness and excitement, there will be posters placed 2 days prior to

the sample tasting and new posters placed 2 days prior to the new breakfast sandwich launch

date. This is a relevant emerging trend and it is important for dietetic interns to learn about the

foodservice industry and how to generate sales for the retail cafeteria. The objective to increase

sales aligns with the missions of Aramark to enrich and nourish lives by creating good quality

food that customers enjoy.

Company Summary


The PSJH has a variety of food service offered at their facility this included patient

services, catering and retail. The PSJH is contracted with Aramark. They have been contracted

for 27 years and it is a fixed pricing contract for patient menu and a variable contract for catering

and retail cafe services (Ikemoto, 2019). A fixed contract means that the program director

develops menus to maximize program performance. The variable contract allows more flexibility

to the retail service to spend what they need in order to have a pristine cafeteria (Ikemoto, 2019).

In the retail café, all the employees work together to ensure the job is being done to the

best of its ability. Additionally, the retail café has an extremely low turnover rate so customers

have really gotten to know the employees. The retail café is fantastic about foodservice safety as

well as personal safety. The retail staff rarely forgets to put a cutting glove on and are constantly

changing their gloves out to ensure proper sanitizing. Additionally, the Aramark Red Book is

followed exactly in terms of initial food temperature and holding food temperatures. Also,

surveys are taken every Wednesday at lunch by customers. The survey is offered through

Aramark’s website, Voice of the Customer, and the feedback is used to increase customer

satisfaction. One thing the retail café does not do is morning huddles. Safety huddles would

benefit the employees by being continually reminded about the importance of safety and how it

should be practiced.

The catering service is a one-woman business within retail. The same employee caters

Monday through Friday. This increases customer satisfaction as returning customers can get to

know their caterer and make personal connections. Additionally, special dishware and fresh

cooked food is used to ensure that the presentation meets customer satisfaction. One area that

could be improved within the catering are the tablecloths. Currently, the only tablecloths


available are white; however, by adding additional colors and décor to the tablecloth, it could

really spruce up the overall look.

Market Analysis

When customers are not eating at PSJH, they are eating either food from home or food

from surrounding areas. Customers often enjoy the fresh smoothies and/or coffee bar at Sunshine

or Starbucks at the breakfast hour and many customers go to Sunshine Café, a newly open Vegan

Thai restaurant or Quizznos for lunch. Providence Saint John’s Café has a few competitors

within a few blocks of the hospital. Additionally, since the hospital is located in Santa Monica,

CA it is typically nice outside and customers often want to go out for fresh air. This forces the

retail café to continually improve their restaurants food quality to increase profitability and

customer satisfaction.

First, there is the Sunshine Café. The cafe is located less than half a block from PSJH and

is the hospitals biggest competitor. Unlike PSJH who opens at 6:30 a.m., Sunshine Café opens at

7 a.m. for breakfast. The café has a relaxing ambience and customers can sit outside when it is

warm. Sunshine café offers a smoothie bar, a coffee bar, and a variety of breakfast sandwiches

and oatmeal mixes. The café is an order over the counter service and offers free delivery to the

hospital. The closest sandwich to the featured item would be an egg and cheese sandwich for

$3.49 (Sunshine Café and Grill, 2019). Secondly, there is the Starbucks which is located 1.5

blocks from the hospital and offers a variety of coffee and breakfast selections. In the morning

hours, the Starbucks is a fast pasted coffee shop, meant to grab coffee and breakfast on the go.

The Starbucks does offer a mobile app to order ahead so upon arrival the food and/or drink is

ready to be picked up. The Starbucks offers reduced-fat turkey bacon, cage-free egg whites with

reduced-fat white cheddar cheese on an organic wheat English muffin for 210 calories and $3.45


(Starbucks, 2019). The third competitor would be the New York Bagel and Deli. The deli offers

over the counter service with sit down availability. The Deli is located 4.5 blocks from the

hospital and is known to have a relaxing ambience. The most comparable food item to the

featured flatbread would be an egg on a bagel with ham, bacon, sausage, pastrami, corned beef,

roast beef, or turkey for $3.00, plus an additional 0.50 cents for egg whites (New York Deli and

Bagel, 2019). Fourth, is the Bru’s Wiffle. This is a sit down restaurant located 4.5 blocks from

the hospital. This is a more expensive restaurant where a comparable item of egg whites alone

would cost $4.25 (Bru's Wiffle LLC, 2019). Lastly, Elabrew and Good Boy Bob coffee are over

the counter foodservices located 3 blocks from the hospital. Both coffee shops offer pastries for

$4.00-6.00 and $4.50-7.50 respectively. Both of these restaurants are meant to order over the

counter and take the food to go. There is little room for customers to sit down and have a

relaxing breakfast, especially if it is crowded (Ikeomoto, 2019).

One hot new food trend in the United States is putting ingredients together in a bowl.

However, a hot new food trend specifically at the PSJH is healthy breakfast to go. Based off

verbal customer feedback and surveys, more and more customers, especially employees, are

requesting egg sandwiches with a protein source such as sausage or bacon and/or with cheese.

Additionally, customers except to know what is in their food and want it fresh, warm, and fast.

The PSJH is going to start breakfast on the go sandwiches in March of 2019, approximately two

weeks after the implementation of the turkey bacon, egg white, spinach flatbread. Depending on

customer satisfaction, adjustments will be made to have a smoother transition. This trend

specifically relates to PSJH and customer priorities. At breakfast, most customers are from PJSH

and have given feedback that the grill takes too long and they want a hot breakfast sandwich to

go. Creating this option will hopefully decrease competition, boost sales, and improve overall


customer satisfaction. Since alternative food is so readily available at the surrounding area of

Santa Monica, it is vital for vital for the retail café to listen to customers feedback and

continually improve and provide high quality foodservice.

SWOT Analysis

Understanding a company’s resources and capabilities can be useful to understand their

internal and external capabilities. One competitive edge the PSJH retail café has is the location.

Since this is a hospital, most customers are employees or hospital visitors. Typically, there is

only a 30 minute lunch break and employees do not want to waste time walking around to find

food and visitors want to return to their loved ones as soon as possible. A second strength at

PSJH is the variety of food offered. Each week, the retail café has a new themed menu. Daily,

there are exhibition stations with different entrees for purchase. Thirdly, PSJH is one big family.

Most retail employees and hospital workers have formed relationships with the customers and

the customers enjoy being made feel special. Knowing a person’s name or continuing a

conversation from yesterday helps to draw back customers time and time again. Additionally,

PSJH gives a discount to all employees which helps lower cost, there are effective safety and

sanitation standards in place, there is visibility of nutritional information and item ingredients,

and a variety of hot entrée options and combo items for customers can get more for their money.

Since PSJH is located in a beach town, employees and visitors often want to go outside

for fresh air and stop at a nearby restaurant for food. Another weakness is that many employees

feel that the grill and exhibition take too long to cook food and do not like that salad station and

soup station have the same weekly staples. The largest problem with the grill is that it is too

small and would become a safety hazard if a second person were to try and help. Thirdly, the

retail café only offers regular, black coffee as opposed to somewhere like Sunshine Café or


Starbucks which offers a much larger variety of coffees. Fourth, prices for coffee are the same so

PSJH does not have a competitive edge in regards to pricing as there is no employee discount.

Fifth, there is limited financial resources and branding the PSJH retail café can do and there is

little that can be done in regards to the unattractive cafeteria. Sixth, there may be a natural lack of

appeal to outside customers due to lack of specialty items, parking costs, and an inability for

delivery and/or online ordering.

There are always opportunities for improvement within any retail. If the PSJH was to

create a coffee bar, this would increase profit and growth for the retail café. Workers would no

longer have to stop on their way into work or to visit their loved on since any coffee they would

want could be purchased directly at the hospital. Since specialty coffees are more expensive, this

could drastically boost retail sales. Additionally, many customers say that they enjoy black

coffee in the morning but complain that they would enjoy specialty coffees throughout the rest of

the day, which could again further boost sales. Another opportunity is the grab and go breakfast

sandwiches. Since customers have complained about the grill being too slow, a grab and go

breakfast sandwich will be the perfect solution to increase sales and customer satisfaction. One

opportunity is to offer samples of new menu items to introduce customers to new items. Another

idea is to create online ordering or delivery options to increase sales and decrease wait time.

Lastly, there is always opportunity to continue to change with the newest trends for customer

preferences.

The external environment can always pose a threat to the company and/or promotional

event. One external threat to the retail café would have no changes could be price fluctuation. If

the prices increase, it could affect customer satisfaction and overall sales. Another threat to the

retail café is competing restaurants. The hospital café has no way to compete with competitors


lowering their prices or increasing offerings. The hospital café also has no way to compete with

customers bringing food from home. This will continue to be a threat and the retail café will need

to continually impress customers with a variety in menu and in quality of food. The last threat of

the retail café is that there is no outside marketing to promote the café sales and it is expensive to

park at PSJH.

Market Segmentation

Providence Saint John’s Hospital is located in Los Angeles County and is on the Santa

Monica Bay. According to the World Population Review (2018), Santa Monica’s population is

over 92,000 people. The city’s total area is 8.42 square miles, and it has a population density of

over 10, 989 people per square mile (World Population Review, 2018). Additionally, over three-

quarters of the city’s population is white, while 3.9% is black, 9% is Asian, 4.5% are another

race, 4.4% are mixed race, and 13.1% are of Hispanic or Latino origin (World Population

Review, 2018). People aged 25 to 44 make up the largest portion of the population, accounting

for over 36% of total residents (World Population Review, 2018). Fourteen percent of residents

are under the age of 18, while 15% are at least 65 years old (World Population Review, 2018).

Lastly, there are more females than males residing in Santa Monica, with 93.2 men for every 100

women and just over 11% of the population lives below the federal poverty line (World

Population Review, 2018). In general, there are more white-collar individuals residing within

Santa Monica, CA; however, more blue-collar individuals work at PSJH and are the ones eating

at the retail café within PSJH (Lauren Schlau Consulting, & CIC Research Inc., 2018).

According to Lauren Schlau Consulting, & CIC Research Inc. (2018), there is an even mix of

management and clerical employees and the average income within Los Angeles is $74,534. The

place of residence of Santa Monica is known as a beach town; however, a quick ten-minute drive


up and where most employees live is a major metropolitan area known as Los Angeles.

According to Lauren Schlau Consulting, & CIC Research Inc. (2018), in 2017, there were 88,

848 employees and 92,987 residents and 8,710,468 visitors yearly and there is no date on the

level of income of visitors.

Within the hospital, a survey was given to customers to the Providence Saint John’s

Hospital cafeteria. 38 surveys were collected during a three-hour period of time. According to

the current study, 75% of cafeteria diners are between 25-50 years of age. Of that, 58% of those

who responded were men, 26% were nurses and 53% were hospital employees, and 21% were

visitors. In the current study, 26% of customers said that they purchased food in the cafeteria an

average of three to four days a week and spend approximately $4.00-6.00 daily. Additionally,

approximately 37% said they spend $3.00-4.00 dollars two to three days a week and 9% said

they spend $6.00-8.00 two to three days a week.

Currently, the PSJH retail café menu follows the Aramark playbook. Within the

playbook, the retail café does weekly menu themes as an exhibition station in order to best

accommodate all genders and populations. Currently, the retail café mostly serves doctors,

nurses, and other health services between the ages of 25 to 55 and including foods all genders

and ages would enjoy. One demographic the PSJH could do a better job would be in

accommodating religious diet restrictions, such as halal and Muslims. Another demographic

where the PJSH could improve would be for vegan diets. There is not much available for vegans

and there are no exhibition stations solely for vegans’ due to the difficulty to ensure it is 100%

vegan while selling enough for the retail café to make profit.

Strategy Summary


The target market will be the employees within the hospital and visitors of the PSJH. The

product will be created fresh in the retail café of PSJH the morning of the event. The product will

be a healthy breakfast sandwich consisting of egg whites, turkey bacon, spinach, and a roasted

garlic with sundried tomato spread on a thin flatbread. There will be a sample day 2-days prior to

the actual promotion day on February 12, 2019. The sample day will last from 7 a.m. to 10 a.m.,

or to whenever samples run out. This will give the customers an opportunity to sample the food

and to know when the actual promotion will be occurring. The actual promotion will be made

fresh to order at the exhibition station from 7 a.m. to 10 a.m. on February 14, 2019. Since it will

be fresh off the grill, the sandwich will be packaged using to-go containers and will be priced at

$3.99. The sandwich was priced according to raw ingredient cost, labor cost, and a 26% mark-

up. Competitors’ prices, advice from the food service management team, and the average

spending of the target market was considered in the pricing strategy. An employee discount will

be applied at the register if applicable. Additionally, a promotional poster was created for the

sample day and the promotional day. It event will be advertised two days prior to each day. The

large poster was hung outside the front door of the retail cafeteria and then flyers were posted on

nursing stations on each floor.

Sales Forecast

The promotional will sell 15-18 sandwiches. It is set to sell 15 sandwiches because

breakfast is a slower meal and many customers have a specific routine. Additionally, since it is

Valentine’s day, there may be many people who come in late or rushed to work and do not have

time to come to the café. Of the customers who come in, they may not want to leave their loved

ones' bedside on Valentine’s Day. With that being said, the promotional event should still sell

15-18 sandwiches. A sample day will be done on Tuesday February 12, 2019 to help raise


customers’ awareness about the promotion. Lastly, since Santa Monica is located in California,

the weather will play a large role in sales. Currently, it is anticipated to rain. If it does rain, there

is a high likelihood that sales will be poor because Californians mood are highly linked to

weather and PSJH has seen a trend with decreased mood creating decreased sales (Ikemoto,

2019).

Resource Summary

Employee Resources

Bob Frank is the foodservice director who oversaw the budget and promotional event. Kari

Ikemoto is the nutrition manager and her role was to support the promotional event and acted as

a guide when questions arose. Letty Coronado is the retail manager at PSJH who was the

primary employee who assisted with the event planning process. Letty’s role in the promotional

event was to manage her staff, oversee the promotional event the day it was being held, develop

sales goals, and assess final pricing for the promotional event. Letty was in charge of printing the

Aramark recipe and going over production with the dietetic intern. Letty gave directions to all

workers who helped make the promotional event happen. Letty had the retail order supplier,

Nancy Sanchez, order the food for the event. Nancy was also in charge of the receiving of these

foodservice items and storing them until the sample day and promotion.

One week prior to the sample day, Carissa Gaasche created promotional flyers and posted

them throughout the retail cafeteria. It was determined that one person, Carissa Gaasche, would

be responsible for the entire set-up, break-down, and implementation of the promotional item to

avoid being short-staffed in other areas of the department. During the day of the event, the

dietetic intern, Carissa Gaasche, set up the station, worked the station, and cleaned the station.


All food was cooked during the prep stage by Carissa. At this time, Letty oversaw the

promotional event and Kari stopped by to ensure the event was doing okay. Lastly, Claudia and

Becky worked the cashier station.

Before the promotional event, there were 3 meetings to ensure communication of the event.

During the first meeting, Kari, Letty and Carissa, agreed upon a food item and day. During the

second meeting, the same three people sat down and discussed what food will need to be ordered

and what promotional flyers will be used and when they will be put out. During the third

meeting, Kari, Letty, and Carissa discussed the jobs the retail team will complete the day of in

order for the promotional event to be a success. All details of the promotional event were nailed

down at least one week before the sample of the event took place.

Equipment Resources

The promotional event required few resources. First, the eggs and spinach required a fridge

for storage and the turkey bacon required a freezer for storage. During the prepping for the

promotional event the cook used a convection oven to cook the turkey bacon and the egg white

patties. The convection oven is energy efficient and increases sustainability. Additionally, a

blender was needed to blend the tomato spread. This was an old blender and offered no benefit to

sustainability. During the prep stage, bowls, knives, cutting boards, and gloves were also used.

During the actual event hours, the sandwich was warmed up on a stove top with recyclable oil to

warm the sandwiches once ordered. The sandwiches were then placed in recyclable containers.

After the event was over, all equipment used was cleaned through the dishwasher. Unfortunately,

the dishwasher at PSJH is old and often leaks and therefore is not energy efficient. Luckily, all

equipment resources were already in house and did not require any special purchases.


Food Resources:

Once the menu for the promotional event was identified, a meeting was held to go over the

procurement, production, distribution, and service of food for the promotional event. The retail

manager has worked with previous dietetic interns and decided that the event should forecast for

40 sandwiches. All food items where bought under the PSJH approved vendors, US foods and

Natures Produce. The food product items were ordered on February 7th, 2019 and delivered to the

facility on February 8th, 2019 around approximately 10:00 am. Since the promotional event had a

sample day on February 12th, this game ample time to correct any ordering errors and ensured the

product would arrive on time. Attached in the appendix section are the standardized recipes and

production documentation. It was determined that all recipe items are already in-house and the

only additional item that would need to be purchased would be the egg white patties at $34.61

per case, or 160 patties. In house items included: sundried tomatoes, olive oil, salt, garlic, turkey

bacon, and the flat bread.

Financial Resources

After speaking with the foodservice director, nutrition manager, and retail supervisor,

they agreed that no budget would be needed for a Grab and Go breakfast item. Most foods are

fairly cheap and the kitchen would be able to reuse any leftovers. Additionally, a Grab and Go

breakfast was to be implemented soon after the event so the managers felt it was a good

opportunity to prepare.

Additionally, marketing did not cost any money for printing posters. The PSJH has hired

a printing position for the hospital who prints all marketing materials for free. This eliminated


any printing costs for marketing. Additionally, since the unpaid dietetic intern ran the event,

there was no cost for employee pricing. However, one fixed cost was the sample day. The

sample day used 12 sandwiches. Since each sandwich costs $2.69, the cost of the sample

sandwiches not paid for was $26.90. The total sandwiches sold the day of the event was 23. Each

sandwich was sold for $3.99 and employee discount was applicable. For the day of sales, the

flatbread was sold to 23 customers. This created a gross revenue of $91.77. However, with

employee discount, which discounted $22.00 total, the net revenue was $69.72. The net revenue

as a percentage equated to 4.42% and the average net revenue was $3.03. To conclude, although

the total cost of the items was $205.64, all of the items are used daily in the kitchen besides egg

white patties. The original loss to profit would be $205.64 minus $69.72, which is a negative

profit of $135.92. However, when thinking about the bigger picture, the retail kitchen really only

needed to spend an additional $34.61 to purchase egg white patties. Therefore, there was a

positive profit of $35.11 made in revenue. When including the $26.90 in samples, the sandwich

made a profit of $8.21. The breakeven analysis per sandwich can be seen in the Appendix.

Implementation Summary

Narrative of Event

The event began on the morning of February 14th, 2019 at 5:30 a.m. The dietetic intern

arrived to PSJH retail café and checked in with the retail manager, Letty. Then, Carissa began to

prepare for the implementation of the flatbread. First, Carissa turned on the convection oven to

warm up to temperature (375 degrees Fahrenheit). While the oven was warming, Carissa

gathered all materials needed to create the sundried tomato spread. Then Carissa returned to the

oven to bake the garlic with the olive oil. This took about 7 minutes, the intern used this time to


portion out the other ingredients needed to make the spread. Then, Carissa then blended the

spread together, labeled it, and placed it in the fridge to be kept to temperature. Carissa then put

extra food items back in their proper storage location and put any used equipment in the dish

room to be cleaned and sanitized. This took until approximately 6:50 a.m. Next, Carissa placed

the turkey bacon and the egg whites into the oven to be cooked. While these food items were

being cooked, Carissa prepared to have the proper storage. Carissa placed two containers filled

with hot water onto the top of the stove to keep warm, then she placed containers over the water

to store the turkey bacon and egg white in, this is known as a bain-marie. At this point, the turkey

bacon and egg whites were ready to be taken out of the oven. Carissa double checked that the

temperature was accurate and placed them in their bain-maries on the stovetop. At this time, it

was approximately 6:30 p.m. Carissa then got out a cutting board, cutting knife, and cutting

glove and began to cut the flat bread in half. Once this was complete, the flat bread was placed

onto a plate and brought over to the exhibition station. At this point, Carissa took the sundried

tomato spread out of the refrigerator and put it over ice next to the exhibition station. Carissa

then took out another container and filled it with lettuce. It was approximately 6:50 a.m. when

this was complete. Carissa then brought the proper signage over to the exhibition station and

placed it on top of the glass table. Lastly, Carissa grabbed containers for the sandwiches to be

placed in, a spatula to flip the sandwiches, and fresh gloves.

The station opened at 7:00 a.m. and the first customer arrived at approximately 7:05 a.m.

While waiting, Carissa greased up the stove to make sure the sandwiches would not stick. To

make the sandwich, Carissa would spread the sundried tomato spread onto the flatbread. Next,

she would cut the turkey bacon in half and place it on the sandwich. Then, she would cut the egg

whites in half and place them on the flatbread. Next, Carissa would sprinkle the spinach onto the


flatbread. Finally, Carissa would place the open faced-sandwich on the stovetop and then add on

the other half of the flatbread to the top. Each side was cooked until warm for approximately 2

minutes, for a total of 4 minutes per sandwich. If time allotted, up to 2 sandwiches were prepped

in advance but were not warmed until requested by a customer.

Production/Leftovers

The retail manager requested to plan for 40 flatbread sandwiches total. This meant to

prepare 40 pieces of turkey bacon, 40 egg white patties, 40 pieces of flatbread, 40 servings of

spinach and 40 servings of the sundried tomato spread. What was actually produced was 26

pieces of turkey bacon, 26 egg white patties, 30 flatbread slices, 40 servings of spinach, and 50

servings of sundried tomato spread. Due to utilization of the bain-marie on the stovetop, 3 pieces

of turkey bacon and egg white patties were over-cooked and had to be discarded. Therefore, food

ran out at 9:40. Since the retail had few customers and sales had slowed for the morning, the

retail manager decided to stop selling the flatbread 20 minutes before the time the exhibition was

supposed to be over. The 7 leftover flatbreads were able to be put back for another use.

Additionally, the leftover spinach was able to be put back and used at lunch-time for the salad

station. Unfortunately, there was no need for the leftover sundried tomato spread so more than

half of it was thrown away.

Profit/Loss

When planning for any new food item, it is important to understand the profit to losses.

Questions such as, “Is this menu worth purchasing?” or “Will consumers buy this product?”

should be thoughts managers are thinking when creating new items. Additionally, it is important


to consider staffing costs and budget. In the case of the egg white turkey bacon flatbread with

sundried tomato spread, the profits did out-weigh the losses. To begin, the flatbread was created

entirely by the dietetic intern at no cost. Next thing to consider was budgeting. However, the

retail manager and foodservice director allowed the dietetic intern to choose any food item from

the Aramark booklet, regardless of budgeting expenses.

To better understanding pricing, here is a breakdown of the cost of the sandwich. Turkey

bacon costs $23.12 per case, which is approximately ten pounds of meat in each case. The turkey

bacon is used daily by the morning grill and was already being ordered regularly. Next, flat bread

cost $37.70 per case and each case contains 50/5.3 oz. Egg white are another item used which

cost $34.61 per case, and provides 160 patties per case. Next, the recipe calls for spinach, which

costs $13.70. Then, the sundried tomato spread added additional costs. First, the tomato paste

cost $29.35 per case. The salt cost $20.04 per case or $1.69 each. The sugar costs $10.67 per

case. The garlic costs $7.18 per each 32 oz. container. The olive oil cost $11.27 per case and

finally, a five pound box of sundried tomatoes cost $18.00. This was a total cost of $205.64. One

thing to note, is that the kitchen and retail use all of the products being purchased almost daily

besides the egg white patties. This would imply that the retail only spent an additional $34.61 to

create this specialty item.

For the day of sales, the flatbread was sold to 23 customers. This created a gross revenue

of $91.77. However, with employee discount, which discounted $22.00 total, the net revenue

was $69.72. The net revenue as a percentage equated to 4.42% and the average net revenue was

$3.03. To conclude, although the total cost of the items was $205.64, all of the items are used

daily in the kitchen besides egg white patties. The original loss to profit would be $205.64 minus


$69.72, which is a negative profit of $135.92. However, when thinking about the bigger picture,

the retail kitchen really only needed to spend an additional $34.61 to purchase egg white patties.

Therefore, there was a positive profit of $35.11 made in revenue. Once labor and marketing are

factored in, there was a net profit of $8.21. For a complete breakdown of the expenses, look at

the Appendix.

Nutrient Profile

The nutrient information is calculated on PRIMA. PRIMA works with Aramark dietitians

to create healthy, well balanced meals. PRIMA gives the ingredients, step-by-step recipe

directions beginning with prep and ending with cooking, and the nutrient analysis. PRIMA

calculated the nutrition facts for the Spinach, Egg White Flatbread with Sundried tomato spread

to be: 258 calories, 29 gm carbohydrates, 10 gm total fat, 621 gm sodium, 4.85 gm total sugars,

13.84 gm protein, 4.85 gm fiber, and 14.55 gm cholesterol.

Layout of Event

The layout of the event can be viewed in Appendix.

Evaluation

Evaluation Summary

The outcome of the breakfast sandwich was measured by comparing event sales data to

expected goals, which have been discussed in the objectives. The main objective of the Egg

White Spinach Flatbread breakfast sandwich is to sell between 15-18 sandwiches between the

hours of 7:00 a.m. to 10:00 a.m. on February 14, 2019. This objective was seen as a success


because the flatbread sold a total of 23 sandwiches. Additionally, another goal was to be in

alignment with the mission of Aramark. The mission of Aramark is to, “deliver experiences that

enrich and nourish lives” (Aramark, 2019). This objective was determined by looking at the

post-evaluation surveys. Of the 23 sandwiches that were sold, approximately 14 customers

answered the survey. 10 out of 14 customers said they would buy the sandwich again. All

customers gave the temperature a 4 or 5 rating, and all customers gave a 5 for customer service.

When discussing pricing, 4 customers gave a rating of a 3. Comments included: “sandwich was

not filling enough for price” and “sandwich was not big enough for price.” The 10 remaining

customers gave 4 and 5 ratings and left no comments on pricing. Finally, when asked if the

customer would buy it again, 6 of the 14 customers said no. Since 43% of customers who

answered the survey reported they would not buy this item again, the promotional breakfast

sandwich cannot be viewed as a success.

Self-Evaluation

Overall, the event ran smoothly. However, if the promotional event was to occur a second

time, there would be some changes made to facilitate a smoother implementation. To start, the

sundried tomato spread would be made one day prior to the event. This would alleviate some of

the stress from the morning workers. Secondly, there would be two workers at the station. This

would allow one worker to work as a runner when extra materials are needed. Thirdly, there

would be opportunities to add more to breakfast sandwich so it would be more filling. Toppings

could include: sautéed peppers, sautéed onion, cheese, and/or extra turkey bacon. This would

hopefully increase customer satisfaction and increase revenue as additional items could increase

the price of the flatbread.


However, there are some things that did work and would remain the same. The set –up of

the promotion event was beautiful and would be kept the same. Secondly, the sample day really

excited customers for the promotion and should be executed whenever a new promotional item

will be implemented. Through verbal customer feedback, customers mentioned that they loved

the signage and the coloring. Additionally, the to-go containers were eco-friendly and received

high praise. Next, only prepping ahead for two sandwiches made the customer feel they were

fresher, so this would be kept the same. Finally, the discussion stage would be kept the same.

The meetings with the managers made the event run smoothly because everyone knew their role

in the promotional event. Nothing felt rushed, the food items were ordered on time and delivered

to the facility free of problems, and the codes were in the register before the event took place.

Executive Summary

The retail manager came forward with an idea to create new breakfast sandwiches to

increase revenue and customer satisfaction, due to long wait lines at the grill. Therefore, the

dietetic intern created a promotional event for a Turkey bacon, egg white, and spinach flatbread.

Marketing was done one week prior to the event and a sample day took place on February 12,

2019. The promotional event took place on February 14, 2019. The objective was to sell 15-18

sandwiches, the reality was that it sold 23. However, customer feedback reported that 43% of

customers would not buy this item again. This implies that the promotional event was not a

success. From a budgeting standpoint, all items were in-house besides egg whites, which cost

$34.61. Labor costs were $0.00 since an intern worked the event, marketing was $0.00 since

PSJH has free printing, and the sampling day cost $26.90. The cost per sandwich was $2.69.

Since 23 sandwiches were sold at $3.99, the gross revenue was $91.77. However, with employee

discount, which subtracted $22.00 total, the net revenue was $69.72. Therefore, the breakeven


cost was 42.82, before subtracting the cost of egg whites. The final revenue was $8.21. Customer

feedback was then analyzed. Though this menu item created revenue, it should be changed to

better meet the needs of the customer and align with the mission of Aramark, possibly offering

additional items for a more filling sandwich. Hopefully, future breakfast items will offer more

variety to create a happier customer.


References

Aramark. (2019, February). Responsibility. Retrieved February 17, 2019, from

https://www.aramark.com/responsibility

Bru's Wiffle LLC. (2019). Bru's Wiffle. Retrieved February 17, 2019, from

http://bruswiffle.com/

Ikeomoto, K. (2019, February 5). Business Plan Retail Interview [Personal interview].

Lauren Schlau Consulting, & CIC Research Inc. (2018, March). Santa Monica 2017 Summary

Tourism Economic & Fiscal Impacts, Visitor Profile. Retrieved February 12, 2019, from

https://www.santamonica.com/wp-content/uploads/2018/05/2-Page-Econ-Imp-Summary-

2017.pdf

New York Deli and Bagel. (2019). New York Bagel & Deli. Retrieved February 17, 2019, from

https://www.allmenus.com/ca/santa-monica/332178-new-york-bagel-deli/menu/

Providence Health and Services. (2019). Mission and Core Values. Retrieved February 17, 2019,

from https://california.providence.org/saint-johns/about/mission-core-values/

Starbucks. (2019). Starbucks – The Best Coffee and Espresso Drinks. Retrieved February 17,

2019, from https://www.starbucks.com/

Sunshine Cafe and Grill. (2019). Menu. Retrieved February 17, 2019, from

http://www.sunshinecafegrill.com/menu.html

http://www.sunshinecafegrill.com/menu.html

https://www.starbucks.com/

https://california.providence.org/saint-johns/about/mission-core-values/

https://www.allmenus.com/ca/santa-monica/332178-new-york-bagel-deli/menu/

https://www.santamonica.com/wp-content/uploads/2018/05/2-Page-Econ-Imp-Summary-2017.pdf

https://www.santamonica.com/wp-content/uploads/2018/05/2-Page-Econ-Imp-Summary-2017.pdf

http://bruswiffle.com/

https://www.aramark.com/responsibility


World Population Review. (2108, December 6). Santa Monica, California Population 2019.

Retrieved February 12, 2019, from http://worldpopulationreview.com/us-cities/santa-

monica-population/

Appendix A

Marketing Materials

http://worldpopulationreview.com/us-cities/santa-monica-population/

http://worldpopulationreview.com/us-cities/santa-monica-population/


Appendix B

Customer Survey


Appendix C

Recipe


Appendix D

Production/forecasting documents

The retail manager forecasted 40 sandwiches for the event based off

previous dietetic interns. There was no involvement in the forecasting. Below

was the only available production sheets offered by the PSJH retail manager.

Appendix E

Promotional event budget

Not applicable. There was no budget for the promotional event.


Appendix F

Breakeven analysis calculations

Spinach:

6 bags/5.25 oz. for $13.70. $13.70/6 = $2.28 per bag Approximately 10 cups per bag: $2.28/10= 0.228 per cup ½ cup = $0.11

Oil:

$11.27 for 1 gallon or 0.0146 per tsp (1 gallon = 768 tsp) ¼ tsp + ½ cup (24 tsp) + 2 tbsp. (6 tsp) = 30.25 tsp 30.25 tsp x 0.0146 = 0.44 cents

Kosher salt:

$1.69/each (each= 3lbs) 1 lb = 0.56 cents Used ¼ tsp

o 1 lbs. = 79.75 tsp o 1 tsp = 0.007o ¼ tsp = 0.00175

Roasted garlic:

$7.18= 32 oz. or 1 oz. = 0.27 cents

Tomato Paste:

$29.35 per case; each case has 6 cans of 10 lbs. tomato paste 1 can/#10 = $4.89 1 lb. = $0.489 16oz. = 1 lb. = 2 cups Recipe used 1 cup so: $0.489/2 = $0.2445

Sundried Tomatoes:

#5 per 1 box for $18 $18/5 lbs. = $3.60 for 1 lb. 1 lb. = 2 cups ½ cup = 0.90 cents

Sugar:


2000 ea/$10.67 case Used 2 packets so = 0.005 cents

Turkey Bacon:

$23.12 per case (10 lbs. per case) $2.312 per 1 lb. There are 20 slices of turkey bacon per lb. $2.314/20 = 0.12 cents per slice

Egg white (*only item needed to be bought for event):

$34.61 per case 160 egg white per case/1.75 oz. = 0.22 cents per egg white

Flat Bread:

50/5.3 oz. 37.70/case/100 = 0.377 per slice

Total Cost per Sandwich:

$0.11 + $0.44 + $0.00175 + $0.27 + $0.24 + $0.90 + $0.005 + $0.12 + $0.22 + $0.38 =

$2.69 per 1 sandwich

Fixed costs:

Sample day- The sample day used 12 sandwiches. Since each sandwich costs $2.69, the cost of the sample sandwiches not paid for was $26.90.

Labor Costs- Promotional event was completed by the unpaid dietetic intern. Therefore, labor costs totaled to $0.00.

Marketing- PSJH has a free printing service; therefore, the marketing price was $0.00.

Total gross revenue: $91.77 - $22.00 (employee discount) = $69.72.

Total cost of the items: $205.64, all of the items are used daily in the kitchen besides egg white patties. The original loss to profit would be $205.64 minus $69.72, which is a negative profit of $135.92. However, when thinking about the bigger picture, the retail kitchen really only needed to spend an additional $34.61 to purchase egg white patties. Therefore, there was a positive profit of $35.11 made in revenue.


Therefore: 35.11 – 26.90 = $8.21 final profit

Appendix G

Nutrient profile

Appendix H


Layout of event


Appendix I

Pictures of the event


Appendix J

Evaluation tool


Appendix K

Revenue Tool