Strategic Plan
Eagle
Fine Dining Restaurant
Acme
Corporation
Strategic
Plan
2021-2022
Strategic
Plan
2014-2016
Foundation
Our Mission
The mission of Eagle Fine Dining Restaurant is to
The mission of Acme Corporation Technology is to create
provide a food experience like no other.
technology solutions for forward-thinking organizations
Our Core Values
1. Family Hospitality- We will treat you like you are family
1.Client
Purpose
& Growth
- our
foundation
is built on our
2.
FocusWe aim
at creating
a memorable
purpose
and
provides
a
place
for
our
team's passion
experience for our customers.
2.InnovationClient Focus
a razor-sharp
focus
our customer's
3.
We- think
creatively
andon
evolve
constantly
growththat
is essential
and the
only
to succeed.
to ensure
the customer
gets
theway
best.
4.
Our
staff has
sensitized
3.ProfessionalismIntegrity - to have
honesty
andbeen
respect
for all to
behave
in
the
most
professional
manner
to
the clients
individuals.
and
to
each
other.
4. Leadership - to empower and inspire entrepreneurial
5. Excellenceleaders. Our passion for culinary experiences is
manifested
in our good
5. Professionalism
- tofood.
be professional in our actions to
6. Leadership- We aim at making a difference in the
our clients, partners and each other.
culinary sector through our great management team.
6. Excellence - to continually pursue knowledge and
learn.
7. Community Service - to effectively help organizations
to make an impact.
8. Fun - to have enjoyment and fulfillment in our work
Strategic Objectives and Organization Goals
Financial
How we measure success
1 Revenue
RevenueGrowth:
Growth:Grow
Grow
our
revenue
30%
each
our
revenue
by by
20%
each
yearyear 2 Productivity Improvement: Maintain a 20%
10% Net Profit
Margin
each
year
1.1
Generate
sales
of$1.5
8 million
dollars
theyear.
end
1.1 KPI
- Generate
sales of
million by
the endby
of the
of next year.
Key Performance Indicators
2.1 Maintainprofitability
profitability with
budgeteven
allocation
50%new
for business reMaintain
ofa50%
withofthe
investment for product development.
investments: new restaurant location and diversification.
2.2 Increase average billable hour factor. (Source: Time-tracking Program)
Measure
$ in sales
$ per billable hour.
# of new consulting
clientelle clients
avg
monthlyin# customer
of new maintenance
% increase
base annually
contracts
% increase in customer base annually
Target
$1,500,000
$8,000,000
$500
$220
050% more
50%
0
85%
Customer
3 Professional Services: To be the professional partner
of choice.
Professional
service:
Introduce
new positions
in the per
3.1 Professional Service:
Acquire
2 new consulting
clients $10,000+
month.
company
for the new locations or the new business to
be operational.
4 Maintenance Contracts: To be viewed as the top
technology
resource
the western
region.
culinary resource
in theinwestern
region.
4.1 Maintenance Contracts: Acquire an average of 5 new maintenance
Maintain
contracts
per90%
monthof our clientele
Vision
What our Organization will look like
Attract 50% of international visitors to our restaurant
4.2 Licensing: Acquire 1,500 total licenses by the end of the year.
4.3 Maintain 85% of our current customers.
To be known as the technology experts and resource center
for
to medium-sized
organizations.
Tosmall
be known
as the culinary
experts who provide an experience
for their customer all around the world
This is where you type your description.
Internal/Operational
Competitive Advantages
What we do best
1.
provide you
an experience
with food.
1. We
Reoccurring
revenue
that is scalable
2.
us, you
will haveproducts
international
andoutside
domestic
2. With
Assets
and software
in place
our
interactions.
services
3.
customers
have a chance
toprocess
interactwith
with our staff
3. Our
Innovative
in marrying
business
and learn more about our culinary craft.
5 Innovation/Product
Innovation/ProductDevelopment:
Development:
Continue
to develop
Continue
to develop
technology
innovation.
culinary innovation.
Introduce
other culinary
products
apart from the
5.1 Launch integration
with 2 other
applications.
restaurant.
How we will get there
Orgaization
wide focus:
Organization-Wide
Focus:
2021Identify
potential
growth
2013 - Lay the foundation
for theareas
organization.
2022Market
development
strategy strategy
to increase
revenue
2014 - Execute a market penetration
to increase
2023Diversification
strategy
to
venture
into
other
top line.
business areas
2015 - Standardization of all processes.
2016 - Develop the infrastructure to prepare for growth.
Always
have substitute culinary experts to avoid any
6.1 Set up computers to be accessed from any destination.
inconveniences to the customer
6.2 Define all procedures and process in writing in order to support
Take
thegrowth.
customer feedback seriously and implement
projected
necessary
changes Consistently
to better their
6.3 Blogs & Newsletters:
timelyexperiences
relevant thought leadership
that is developed, published and preserved.
technology
4. Business Network - domestic and international
5. Patented Intellectual Property - interactive, integrated
web-based
Organization-Wide Strategies
6 Overall Operations: Develop and maintain an
infrastructure
thatallows
allows
a virtual
and
infrastructure that
forfor
efficient
andoffice
quality
services
efficient overhead.
People and Learning
7 Training: Actively help our team to
develop and grow professional and
personally by supporting a flexible
work life, providing intellectually
engaging work, and fair compensation.
Train
the
hospitality
partners
and
7.1 Train
sales
people in best
practices
culinary
experts
7.2 Develop
better communication and presentation
skills to increase
ability
to work with and skills
assist
Develop
better
communication
clients.
for better customer experience
8 Community Involvement: Develop
and implement a corporate giving
strategy that is in line with our
competitive advantages.
8.1 Manage the selection, contribution and
Partner
culinaryofschools
customer with
communication
nonprofit and
donations.
provide
internships
for their
Target is 15%
of revenue.
promising students
9 Long Term Strategic Objective (No
assignment, far reaching and broad
based,
3-5years
yearsout)
out) [**Sample Goal
based, 3-5
Cascading**]
To be a globally recognized fine
9.1 Organizational Goal (Corporate-wide,
dining
restaurant in the next ten
generally not assigned, 18-24 months) [**Sample
years
Goal Cascading**]
To be highly diversified in the
culinary industry
Implementation
How we make strategy a habit
Appoint
a strategic
plan
manageris responsible for the company's
AccountabilityEach
employee
reputation
Hold
people accountable (now that they are able)
Have
consultants
that we can
Put
in strategy
place anplan
incentive
compensation
planinvolve in case of
anything
Coach for achievement
Empower all the employees and provide learning
Empower managers
opportunities for them
Hold
effective
- first
Mondays
Always
searchstrategy
for new meetings
talents who
bring
a difference into the
Hold
annual retreat - second week in December
company