Neha Bhakta
Aramark Dietetic Internship
MANAGEMENT
BUSINESS PLAN PROJECT
ST. LUKE’S MEDICAL CENTER
SALMON & CILANTRO SLAW CIABATTA
PURPOSE
Provides the intern an opportunity to develop a
business plan aimed at the implementation of
in a retail setting.
 Includes:

 Exploration
of company
 Market analysis
 Promotional event concept
 Financial planning
 Strategy and implementation
MISSION STATEMENT
ST. LUKE’S MEDICAL CENTER

OUR VALUES
We operate on these principles:
 Integrity. Being completely honest in everything we do is the basis
of our actions.

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


Valuing People. Taking care of people, including patients and
employees, is the reason we exist.
Excellence. Striving to enhance high quality is our constant pursuit.
Goal Orientation. Focusing on what we want to achieve helps us
design the best way to realize our vision.
Stewardship. Caring for St. Luke’s on behalf of the Episcopal
Diocese of Texas.
Caring for the whole person - mind, body, and spirit
MISSION STATEMENT
ARAMARK HEALTH CARE SYSTEMS

“Our mission is to Deliver Experiences that
Enrich and Nourish Lives”
 As
a company Aramark has five focus areas:
 Consumers
 Clients
 Employees
 Shareholders
 Communities
in which we work and live.
COMPANY SUMMARY



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Aramark has been partnered with St. Luke’s Medical Center for past
3 years.
Aramark delivers innovative services in food, facilities, management
and uniforms while providing award-winning services to healthcare
institutions, universities, school districts, stadiums, arenas, and
businesses in 22 countries around the world.
Aramark is a leader in a large and growing market and provides highquality services with safety, quality and services excellence as core
values.
Aramark was recognized in FORTUNE magazine as one of the
“World’s Most Admired Companies” in 2013.
Aramark has consistently been ranked as one of the top 3 most
admired companies in the industry.
ST. LUKE’S MEDICAL CENTER

Dedicated "to the glory of God and the service of
mankind," St. Luke’s Episcopal Hospital opened in
1954

St. Luke’s soon made headlines with such milestones
as the first successful heart transplantation in 1968
and the first artificial heart implantation in 1969

Currently St. Luke's Episcopal Hospital is a 711-bed
general medical and surgical facility
SALMON & CILANTRO SLAW CIABATTA
GOAL & OBJECTIVES
Primary Goal : Increase sales of the $6.49
promotional meal by 10% compared to the sales of
the previous Thursday and Friday sales
 Objectives:

Increase average customer check by 5% from previous
week. Thursday from $5.54 to $5.82 and Friday from
$5.85 to $6.15
 Increase the average net sales of the previous week by
5%. Thursday from $14,388.84 to $15,1082.82 and
Friday from $13,714.51 to $14,399.90

MARKET

Competitive local business include:
McDonalds
 Methodist Cafeteria
 Chipotle Mexican Grill
 Salada Extravaganza
 Subway
 Chick-Fil-A
 Wan Fu
 Pizza Hut
 Trevisio

CUSTOMER SURVEY

Price:

44% of respondents state they spend $8.00 or more
at off- site establishments.
$5.00-6.00
$7.00
> $8.00
SWOT ANALYSIS- BERTNER CAFÉ
Positive
Negative
Strengths
External Factors












Offers variety (choices of hot entrees, soups, salads,
burgers, wraps, and sandwiches)
Location (within the hospital)
Pricing (lower than competitors)
Good management
Customer loyalty
Fresh home made meals
Payment system (offers credit/debit cards, and
payroll deductable)
Large seating area
Friendly staff
Technological efficiency (use of computer systems)
Offer portable packaging and bags for take out
Hospital employee discount
Weaknesses





Internal Factors
Opportunities



Improvement in marketing
Changing customer tastes (survey customers and
respond to it by making changes)
Additional station (BBQ station)
Poor visibility/location (located on level B1-basement)
Access to café (small signs with multiple hallways- confusing if
not familiar with hospital)
Competitive susceptibility
Same cycle menu each week on hot line
Customer retention (potential customers leave without finding
anything)
Threats
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

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Competition serving food at lower cost
Financial resources may become limited
Decreasing profit- raw food prices increase
Hospital employees bringing meals from home
Changes in Economy
New restaurants within walking distance from hospital
MARKET SEGMENTATION
CUSTOMER SURVEY
Customer Population
68 %
St. Luke Employees
20%
Other Medical Center Employees
7%
Visitors of Hospital
4%
Students
Hospital Patients
1%
0
10
20
30
40
50
60
70
80
MARKET SEGMENTATION
CUSTOMER SURVEY
Customer Occupation
Support Staff
25 %
Administrative/Clerical
17%
Nursing
17 %
Technical
14 %
Student/Visitor
10 %
Patient Services
6%
Physician
5%
Director/Manager
2%
Researcher
1%
Executive
1%
0
5
10
15
20
25
30
TARGET MARKET

According to the Customer Survey
 64%
of the customers are between ages 34-59
years old
 Medical professionals or administrative staff
members
 Customers are craving healthy but fast and
convenient meals
 65 % of customers report 30 minute lunch breaks
PROMOTIONAL CONCEPT

Today’s customers:
 More
mindful of health
 Expect high quality meals as well as a good value
 More daring- try new or different food.
 Convenient
MARKETING PLAN
Product
Place
Price
Promotion
• Ready to go “Grab & Go”
• 30 minute lunch break
• Healthy
• Flavorful and different
• Bertner Café
• Grab & Go meals locations: entrance of café
• Convenience: located next to drinks and register for easy check
out
• Grab & Go meal priced at $6.46
• Good price for freshly prepared meal
• Considered a low priced meal according to Customer Survey
(March, 2014)
• Flyers: elevators, Nurses lounge, & volunteer services
• Table tents in Bertner Café
• Word of mouth
SALES FORECAST
Analyzed sales of promotional item for previous
week
 Meals sold: 23
 Goal:

 Increase
sales by 10% on March 20th & 21st
Sell at least 26 meals
 Generate $168.74 from meals

RESOURCES
Production
Production manager:
Peter Montalvo
Purchasing:
Gordon Law
Prepared by:
Carla Richards
Retail
Retail Manager:
Terri Maino
Retail staff
Cashiers
EQUIPMENT RESOURCES
Refrigerator
 Conventional oven
 Hotel pans
 Serving spoons/spoodles
 Knives & Spatula
 To-go plastic containers

FOOD RESOURCES
1 ciabatta roll
 4 oz spoodle grilled salmon
 1 oz spoodle cilantro slaw
 2 oz spoodle cucumber slices
 2 tablespoons caper mayonnaise
 4 grinds of black pepper

FINANCIAL RESOURCES
$172.50 (cost of 50 meals)
 Additional labor or marketing costs were not
added for this event since the promotional
event was accounted for into the monthly
budget for Bertner Café retail
 No additional costs were incurred for promotion
other than the normal budget

BREAKEVEN ANALYSIS
Sales
Sales price per meal
$6.49
Number of meals sold
50
Variable Cost (VC)
Labor per unit
$0.84
(4 hours, $10.50/hr, 50 units sold)
Raw food cost
$3.45
Total:
$4.29
Fixed Cost (FC)
Marketing
$3.00
Insurance and misc.
$12.45
Total:
$15.45
Breakeven Analysis
FC/ (SP-VC)
= $15.45/ ($6.49-$4.29) = 7.02
EVALUATION
Primary Goal (met):
 Sell at least 26 meals
23 Meals sold
previous week
50 Meals sold
during promotion
+ 27 Meals sold
EVALUATION CONT.


Increase average customer check by 5 percent from
previous week: (unmet)
Thursday



Goal: $5.54 $5.82
Actual: $5.54  $5.62
Friday


Goal: $5.85  $6.15
Actual: $5.85  $5.66
EVALUATION CONT.
Average net sales: (unmet)
 Thursday

 Goal:
$14,388.84  $15,1082.82
 Actual: $14,388.84  $14,561.54

Friday
 Goal:
$13,714.51 $14,399.90
 Actual: $13,714.51  $13,196.61
QUESTIONS