Both another marketing company and a radio station in search of his business contacted Bill. The marketing company guaranteed a 10% reduction on all design and manufacturing expenses. The radio station provides 20% extra advertising time than typical costs for a special package. In order to maintain its business, the radio station is ready to boost its advertising charges in future in response to verifiable business increases at Alexandria Inn. The majority of this TV commercial occurs at periods when tourist demand is strong. Alongside advertising, these chains provide almost continual bargains on one or more of their menu items, and in the busy tourist season they are even more active. According to Bill, the target market of Alexandria Inn is made up of more than 125,000 individuals who reside within an 8-mile range of the restaurant. Lunch represents around 40% of the business, with the largest demand fromthose in a 2-mile range of the restaurant. Due to the proximity of the restaurant to several large corporate complexes, Bill has created a solid basis for customers. This demand is more robust than catering for visitors, according to his perspective. The Alexandria Inn is situated in the eastern tonne and at its heyday in Illinois had a population of about 350,000. The Alexandria Inn, a casual restaurant in a southern U.S. city, is owned by Walker. The town of Alexandria, situated at the Inn of Alexandria, has a population of 200,000 all year round, growing to roughly 350,000 in the six-month tourist season with the peak summer months. The restaurant has 200 seats in two different dining sections. In the lounge area there are 45 additional seats. There are presently no outside seats, but Bill plans to construct some. During the last fiscal year, it sold $2.1 million, with food representing 70% of its sales and 30% of its alcoholic drinks. A little outside catering is available each year, topping $125,000. Bill and his co-owners built the Alexandria Inn as a mid-priced restaurant that competes in a two-mile radius with other bigger chains. Among such chains, Macaroni Grill, Chili and TGI Friday were all successful. Bill saw that the caches of these huge businesses were considerably more active in publicity and marketing in the previous year. Both these and other regional and national companies utilise radio and print commercials and pulsing TV adverts. His objective is to maintain continuous demand year-round, which would be impossible if he concentrated primarily on visitors. The predicament of Bill is self-evident. Should he aggressively promote the eatery and advertise it? If yes, how and where will you do it? The restaurant has a long-standing partnership with a public relations and marketing organisation with which tl has worked for three years. This firm manufactures posters, banners and other similar works of art around the restaurant. In addition, this same organisation is responsible for all menu design and manufacture. Bill is really happy with his job and his costs are affordable. In the last weeks, Bill informed his managing director, Chris Williams, last night that he was overwhelmed and confused. He wants his restaurant to be part of a chain at times like these, since he can be helped with promotion and marketing. They discussed for a while about their options. They asked, agreed to analyse and decided to meet again within one week to examine options. What is Bill supposed to do? Questions and questions about a case study 1. Should he begin promoting as a restaurant self-employed?


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