Business Plan the Mission Business Plan

Pages: 12 (3995 words)  ·  Bibliography Sources: 0  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business

AirGourmet would provide fresh entrees that would rival those served in some of the best restaurants in the nation and would be prepared precisely to the desired specifications of the client no greater than a half hour before the departure of the passenger's flight.

The order having been received weeks before it needed to be filled, the restaurant style kitchen would be provided the opportunity to plan food costs and determine future needs and outcomes weeks before they would need to be addressed. With even a few hours notice a meal could be prepared with ingredients that did not come from a plastic bag or a can. The popularity of one menu item could be assessed and just as in a busy restaurant kitchen ingredients could be stocked fresh daily to meet the needs of last minute orders.

The need for this type of service has been evident for many years as the growth of the airline industry was initially exponential and services were never put into play that could keep up with increasing and changing demands. The services that are currently provided are costly and outdated and rarely leave the consumer or the provider satisfied.

The industry is ripe for a needed change and consumers are demanding that their needs be met through choice and discrimination especially in the wake of their feelings of discomfort following the terrorism threat.

Passengers need something to look forward to and to focus positive attention on while they are traveling by air.

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A four-ounce dry chicken breast, called by a fancy name is just not enough for the discriminating high-class restaurant going public.

Market and Marketing Strategy:

Business Plan on Business Plan the Mission of Assignment

The target market of the company is the flying public. Individuals who are dependant on air transportation for its convenience and time saving are always looking for ways to make the process even more conducive to their needs. The business professional is often offered a per day reimbursement from their employer to help with travel expenses such as food and cab fare, yet up to this point the ability of the fast moving professional to utilize these services has been limited. The traveling tourist will also be a member of the target market as they are often very aware of the time and financial budget required to travel, more aware than they would be on a day-to-day basis. These two subsets of the flying population often depart from the same location repeatedly and will therefore potentially be repeat customers.

The flying public has not developed in a vacuum and their needs are as discriminating as they are when they are grounded. Yet, the airlines are reducing the number of services offered to them and the only way to bolster both a private business and the airline industry itself is to privatize and diversify services to meet the higher standards of a possibly unsettled public. The growth rate of the flying public is relatively fixed but there may be a possible return of some customers to the services when the international and domestic climates return to a calmer state. If airlines do not have changes in the works when these customers return to the services they may risk further loss of revenue.

The flying public often access information and details about plans and services through the World Wide Web gateway, as doing this sort of business in the airport has become inefficient and very complicated. It is much easier to access services via phone or in the comfort of their office or computer room at home than it is to pay seven to ten dollars and walk two miles to an airport terminal to either make a ticket purchase or finalize flight times. Due to the fact that the market has already focused extensively on the electronic services offered by the web consumers are now used to using these portals to gain access to other travel services. Through a web partnership with the airline or airlines wishing to offer the AirGourmet service and other non-airline affiliated travel sights AirGourmet will be able to creatively offer their unique product to consumers. Additionally, the growth rate of requests for offerings may also be accessed through the existing request and comment systems of these sights. So, consumers happy with the service or interested in trying it out might request access through the airlines themselves. Due to the uniqueness of the product and current public interest in air travel changes AirGourmet may also initially receive some recognition form the national media and/or local media.

Marketing to the existing customer will be geared toward gaining repeat business. All early customers, those using the service in the first six months of operation in each region will receive a transferable e-coupon code with their meal good for a reduced cost meal in the future. After the first six months all new and all corporate customers will receive such a coupon. Part of the customer profile on the website will include questions about their travel needs, such as frequency of travel, travel for business or leisure and how the consumer reached the website to initiate an order.

Other promotional tactics will include an airport kiosk that will provide the consumer, flying on a partner airline the opportunity to order an in-flight meal up to an hour before departure time. The kiosk will also offer information to first time consumers about the services and the airlines that offer them through AirGourmet. The in-flight magazines on partner airlines will advertise the service and the consumer will see print adds and flyers in the airport that will advertise the services and give the access website. Direct marketing to companies and agencies that often require travel of employees will also be done through the human resources or travel affairs divisions of the company.

AirGourmet will also advertise in partnership with travel agencies, hotels and rental car services that are frequently accessed through air travel services. Marketing opportunities are many and will remain fluid through the development and implementation stages. The website itself will offer pictures of the product as well as provide links to all the partnering organizations. Due to the limitation of the original offering, that being located only in one airport with departing flights of over one hour with one airline the major part of the initial marketing phase will be word of mouth as well as in-flight examples of product. The airline will have a level of discretion that will help them assess the marketing strategies that they will personally employ in the days or months prior to the initial offering of services.


Each individual establishment of production will offer a restaurant style kitchen with a governing chef who will oversee the production flow and manage and educate individual staff members.

The initial kitchen will also serve as a school for post-graduate chefs and as the main training center for future staff of other locations. A partnership with The Chicago School of Culinary Arts may be researched and promoted.

Through the skills and expertise of the partner with the culinary arts degree and the partner who boasts a culinary arts and restaurant management degree many decisions about operations will be decided. Employment will be based on demand and will increase with the expansion of services.

The kitchen itself will have to employ bondable airport staff who are able and willing to undergo all local and federal trainings and requirements for employment on airport property and the systems will have rigorous checks and balances to make sure that this remains the case. The establishment will ask for courtesy inspections by federal and local agencies of both the airport and the department of food safety in the region.

The management will also plan surprise inspections for the staff both within the agency and with officials.

Product delivery will be based on preorders and will occur onsite of the aircraft during the cleaning stage of the preflight process and after the flight check, ensuring that the flight will be as close to on time as is possible for proper delivery of quality. Staff will explore as part of the development process ways to ensure the desired temperature and quality of the product in creative and non-institutional containers that will also provide an attractive and professional background for the food. Flight crews will be given the duty of delivering the product to the customers and the product will be clearly labeled by customer name and seat location.

Product cost will be comparable to any gourmet restaurant and careful attention to food costs will be given while making menu plans and determining both fixed and special offerings. Seasonal and fresh meat and produce will be the goal of the buying staff, which will consist of oversight by both a business administrator and a culinary professional.

Cost will be reflected in the price… [END OF PREVIEW] . . . READ MORE

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How to Cite "Business Plan the Mission" Business Plan in a Bibliography:

APA Style

Business Plan the Mission.  (2003, March 13).  Retrieved September 21, 2020, from

MLA Format

"Business Plan the Mission."  13 March 2003.  Web.  21 September 2020. <>.

Chicago Style

"Business Plan the Mission."  March 13, 2003.  Accessed September 21, 2020.