Marketing Plan: Introducing a Campus Food Delivery Service at CBU

Executive Summary

The executive summary covers the in-depth preparation of the marketing strategy by ELTM CBU to be launched for the new food delivery service on campus. The main purpose is to provide convenience to people but also, at the same time, meet diverse needs. In this unique food delivery service on campus, people can pick up their orders from a variety of local eateries or restaurants, which are delivered at the campus premises for both students and employees. The summary includes key points like the intended customer segment, the thorough run of competitors analysis, strong marketing strategy, and the financial forecast, all of which are important and decisive factors for a successful market entry. Since these strategic components are the guarantors of this initiative’s success, the plan is justified in filling the void of the campus dining landscape, where every stakeholder from the CBU community is having an enjoyable time (Kim & Hwang, 2020). Through distinguishing characteristics over convenience, variety, and accessibility, the plan will target customers at the same time as providing the company with a niche in the market and ensuring that the business continues to grow and achieve a desirable profit margin.

The Business Challenge

Barely restricted by the campus boundaries of the campus, “Campus Eats” provides the ultimate solution to the campus-based dining problem. This challenge is composed of the various characteristics of the student body and faculty which are in CBU. They comprise diverse dietary needs and have different time limits. Currently, the college dining fit-ups, although functional, need to be more satisfying to consider the different tastes the college population entails. In acknowledging this divot, Campus Eats aims to go one step further and redefine the way students experience campus dining by forging liaisons with local eateries. By teaming up with these networks, campus Eats seeks to offer a wide collection of foodies, from well-loved traditional bites to the latest flavors from the far corners of the planet, neatly delivered within one click directly to the campus. Through this creative approach, not only the wide gaps in dining options diversity are tackled but also the accessibility issue by the people who have it as their busy schedules (Belanche et al., 2020).. Besides the pooling model it utilizes, Campus Eats is an effort to redefine the campus dining culture, having inclusivity and culinary exploration enterprising CBU community as its objectives.

III. The Market

Part (a): Customers and Target Market and Positioning

Campus Eats will be creating a service that will address the whole CBU population: students, employees, and teachers. One of the main advantages of our research is the detailed market analysis that has helped us to define the following three major segments: Busy Students with a filled-in schedule, People who care about health and make their decisions in favor of healthy food and Snack Bars seekers who eat them during the non-working hours. Among these, the principal area that Campus Eats weighs in the world of students is the granting of their request for less stressed and more diversified meal options on the campus. Presently, main competitors provide regular offerings, which tend to be commonly liked by the majority, but given that they overlook the refined contributors, they need to include more from the food services offered. The positioning statement succinctly encapsulates Campus Eats’ value proposition: a reliable food delivery service that focuses on the college student’s needs, these students being busier than ever (Novita & Husna, 2020). It promises food choice, which is an exemplary array of cuisines taken from local food joints, which is handily gathered around campus grounds. Such a dedication promises maximum gratification, not just through convenience but also as a very suitable dining solution for those with schedules needing impeccable orderliness. Thus, it is Campus Eats that comes out on top for such a population as is the case.

Part (b): Company Strengths and Weaknesses

This company was strong at many points but had some weaknesses. These are the factors that are extremely important when it comes to the evaluation of the company. In the first place, the business has good connections with local eateries, which becomes its powerful cutting edge as it bestows additional greatness on its services and magnifies its client base. Rather than starting from scratch, the company develops relationships with these partnerships to ensure they have access to a large and diverse customer base in the local area, which is popular with students at CBU. Therefore, the main focus for growth and sustainability is established.

Moreover, the company differs from its competitors by introducing and offering innovative and convenient services as if it is one of a kind. In the end, the positive aspects are the most prominent, but as the case may be, still there remain the drawbacks. At the top, the biggest challenge the company may face is a need for brand awareness. As a result, the company needs an opportunity to reach the market quickly and gain attention even with the risk of emerging among the competitors (Darma & Noviana, 2020). Moreover, businesses deal with external partners’ dependency on food supply, which can easily lead to vulnerabilities for the organization, such as stability and availability. While this is what limits the company’s possibilities in the context of competition, it remains critical to strengthening its presence on the market and, ultimately, to its sustainable growth and future.

Part (c): Collaborators

Through network development, the campaign establishes itself as a trustworthy and consistent supplier that makes deliveries accordingly. In unison with these enterprises, it ensures the diversification of their menu and a contribution to the economy, local. In addition to that, we make sure that the supply chain manager gets the products to the campus within the same time, thus guaranteeing the constant customer satisfaction level and convenience. In essence, campus Eats dedicates itself to the growth of the local economy by developing business associate networks with the said institutions (Saad, 2021). This also implies the generation of cultural culinary menus that will be suitable for their customers.

Part (d): Competitors

Competitor Analysis

Competitive Position

Students in colleges and universities need help with meal times. That is the end where Campus Eats comes to show its expertise in the services it offers and even tailor them to the requirements of the students in the school and busy and need fast services. Indeed, rivals offer competition for getting the same delivery services. In such a case, Campus Eats stands out as it values convenience and flexibility at the campus level. Campus Eats sharpening the pencil on the idiosyncratic needs of the student community lays itself on the table as the must-have option for a fast and convenient but also diverse food service (Saad, 2021). This specialty, in turn, provides the students with the ease of no hassle and a variety of meals that they already love, all while still maintaining a high-quality level, making Campus Eats stand out from other dining services found on campuses across the nation.

Part (e): Business Climate

Campus Eats is still being imitated in several environmental lines through demographic changes, economic fluctuations, technological improvement, and the implications of Covid-19 disease. Such challenges can be seen even in the situation of the pandemic; however, it also provides an exceptional chance for the organization to thrive. Along with a delivery system that is 100% contactless and focuses on not the classic eat-out, Campus Eats has a high advantage in attracting and keeping both existing and potential customers (Li et al., 2020). Through effectively adjusting to the shifting environments and utilizing the evolved opportunities, the enterprise is not only prepared for any potential challenges but also may find unexplored avenues of growth and profit within the business landscape.

The Strategy

Part (a): The Strategy

The strategy of Campus Eats includes a number of routes that center on the functionality that the service will offer, the vastness of options available, as well as the cost-effectiveness with regard to the users. An important tool in the marketing mix is called positioning strategy, pricing structures, communication channels, and distribution channels. With that aim, the marketing mix takes care of the needs and tangents of the consumer base. Campus Eats shall achieve this by strategically combining these features to ensure the value proposition is unique and understands the audience, hence developing a strong relationship (Choe et al., 2021). This holistic strategy clearly demonstrates the brand’s promise to change the rules of campus dining in the way it is currently performed but still strongly draws on core strengths.

Part (b): The Offering

Pricing Strategy: Campus Eats aims to keep prices in check by introducing a competitive strategy that will achieve a delicate blend of affordability, operational sustainability, and profitability. Promotion tactics such as promotional pricing and segmented pricing will be key in running this business successfully. Exchange Facilitation: Smooth order-making and shipping systems will remain the foundation for allowing the market to function, focusing on building customer loyalty through positive interactions. The mix of the internal facts that will inform pricing decisions will result from overarching marketing goals, while prevailing market demand, such as the growth of consumption, will be factors that will make the price more flexible and will respond well to changing market dynamics (Chernev, 2020). This method has different connotations; what could be rated against the company prices is a commitment to customer satisfaction, a desire to build customers’ long-lasting relationships, and people’s value.

Part (c): The Communication Plan

This is composed of devising impressive methods of communication and media strategies that will effectively persuade the target market of this product, which is students who are on the go. To properly market the college, the strategy of digital marketing will be great. This strategy will involve using social media, email marketing, and campus-specific marketing. “Highlighting the ease, racing, best selections” for students will totally encompass the requirements of the intended target. Digital marketing components involve website and mobile applications naming the customers with the option to order and track their orders right from their mobile phones. Social media platforms that are on the front line will get special treatment to guarantee adequate visibility of all the students. This is where personal selling is not appropriate, but sales promotions such as a first-user discount or a referral program will trigger initial use and add to the clientele hold the communication channels status within the student community (Tarmazi et al., 2021). 

Part (d) Delivery or Distribution

Campus Eats is on the lattice of on-campus pickup hubs and, in addition to direct doorstep delivery to dormitories and academic buildings, which revolutionize dining convenience with the integration of food ordering and delivery systems for students. The effective online and mobile application with a clean, simplified interface makes the journey of dining easier for all our inquiries. We share delivery partnerships with established local services that fulfill orders gradually, on time, and reliably to allow everyone to be nourished without interruption. From jam-packed lecture theaters to roomy dormitories, we guarantee to provide palate-pleasing cuisine for varied scenarios and respond to the students’ frenzied routines, improving campus life through nourishment.

Budget

Projected Income and Expense Statement (First Year)

 Contingency Plans

For the initiation of Campus Eats, which is the food delivery service on the CBU campus, it must be pointed out and resolved that there could be risks. One of these risks is low demand, which is another, while the supply chain is disrupted, another is related to regulatory challenges. Low demand may originate from natural conditions, which cannot be foreseen that are going to affect consumer preferences. Another hurdle for fast-food chains is a possible interruption in a supply chain, which could be a lack of vital ingredients or slow delivery. Besides, regulatory difficulties worth mentioning, like rules of food safety and licensing primarily, may be barriers. Risks, as well as the ones given above, will be addressed via contingency measures. They could include the strategy where the club may decide to invest in multiple revenue streams aimed at reducing the dependence on the profits from a single source of income. Hand-in-hand with this process is the renegotiation with suppliers for the flexibility and expediency offered amid a shifting market outlook.

Furthermore, the desire to adapt marketing strategies to changing conditions, including the utilization of digital platforms and the implementation of actionable marketing campaigns, will improve the brand and consumer linkages (Lunguleac Bardasuc, 2022). It is the campus Eats pro-activism that will help it to overcome the mentioned risks during the launch of its operation and will make sure its operation is continued. Such a strategic step aligns with the larger goal of attracting students as their favorite fast and convenient eating option on campus. University students who are passionate about food will be Campus Eats’ priority market segment. Capitalizing on this weakness in the competitive environment and taking advantage of the advantage that this niche provides will ensure the company establishes a stronghold in the campus food delivery sector. If campus Eats acts proactively on its risk management process and develops corrective measures at an appropriate time, then the organization will avoid hurdles and succeed sustainably.

References

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Chernev, A. (2020). The marketing plan handbook. Cerebellum Press.

Choe, J. Y., Kim, J. J., & Hwang, J. (2021). Innovative marketing strategies for the successful construction of drone food delivery services: Merging TAM with TPB. Journal of Travel & Tourism Marketing, 38(1), 16-30. https://doi.org/10.1080/10548408.2020.1862023

Darma, G. S., & Noviana, I. P. T. (2020). Exploring digital marketing strategies during the new normal era in enhancing the use of digital payment. Jurnal Mantik, 4(3), 2257-2262. https://doi.org/10.35335/mantik.Vol4.2020.1084.pp2257-2262

Kim, J. J., & Hwang, J. (2020). Merging the norm activation model and the theory of planned behavior in the context of drone food delivery services: Does the level of product knowledge really matter?. Journal of Hospitality and Tourism Management, 42, 1-11. https://doi.org/10.1016/j.jhtm.2019.11.002

Li, C., Mirosa, M., & Bremer, P. (2020). Review of online food delivery platforms and their impacts on sustainability. Sustainability, 12(14), 5528. https://doi.org/10.3390/su12145528

Lunguleac Bardasuc, L. (2022). Managing marketing strategies and public relations in public universities. Study of the new communication techniques. https://hdl.handle.net/10630/24134

Novita, D., & Husna, N. (2020). The influence factors of consumer behavioral intention towards online food delivery services. TECHNOBIZ: International Journal of Business, 3(2), 40-42. https://doi.org/10.33365/tb.v3i2.840

Saad, A. T. (2021). Factors affecting online food delivery service in Bangladesh: an empirical study. British Food Journal, 123(2), 535-550. https://doi.org/10.1108/BFJ-05-2020-0449

Tarmazi, S. A. A., Ismail, W. R. W., Azmin, N. A. S. N., & Bakar, A. R. A. (2021). Consumer Purchase Intention toward Online Food Delivery Service: The Implication for Future Research. Malaysian Journal of Social Sciences and Humanities (MJSSH), 6(9), 347-354. https://doi.org/10.47405/mjssh.v6i9.972