Marketing Plan: Strategy for a Marble Slab Grand Opening

Essay Revision Assignment Adrian Chan

Chan 2 Writing 2299F Professor Eayrs June 21, 2013

Adrian Chan 250552306 Business 1220 Professor Trevor Hunter Section 573

Executive Summary: The marketing challenge is to attract customers and convince them to purchase frozen desserts from Thomas outlet. If possible, n addition, this outlet should be close to Thomas home. With a promotional budget of $10,000, mandated selling prices, and a possibility of event catering, Thomas must complete many analyses to completefor her marketing report to and submit it to head office. Recommendations: Thomas should target young adults because they have disposable incomes, are not pricesensitive and would pay more to be able to socialize with friends and have fun. They also convince their friends to buy some ice-cream, thus creating loyal customers. On the other hand, families want child-friendly options so Dairy Queen would be their choice of brand and they do not carelessly spend, unlike young adults, on ice-cream, even for on their children. The women segment is too broad to create a product that is well-likedenjoyed by all women, and with Thomas limited resources, she cannot undertake such a broad, undefinedrisky market. Most young adults can be found in downtown Toronto, where they heavily populate the streets because of the extensive shopping experience and the proximity to the University of Toronto and Ryerson University. This guarantees traffic to Thomas outlet, especially since young adults out of the area can commute by subway, diversifying the potential customer base.

Chan 3 Event catering should be offered to young adults because many of them participate in clubs at the Universities that host social events and party often. This allows Thomas to cater many events and earn extra revenues. it allows Thomas to diversify her revenue streams, especially during slow winter months. A $1 increase from the other franchisees catering prices is justifiable because clubs and young adults have disposable incomes. The portable slab option should not be offered because it is designed for very large events, like wedding and corporate meetings, of which young adults do not host. The Sundae Bar should be offered initially because it is more profitable and popular than the Ice Cream Social.of which clubs or individuals do not host. Thomas should advertise through Pattison Outdoor, Now Magazine and Canada Post and Now Magazine because of their ability to they can specifically target a large amount of young adults. Billboard and sStreet level media units are most viewed by young adults who crowd the streets of downtown Torontod the streets. Now Magazine is read mostly by by a large young adultsaudience and is easily obtainable and young adults are instinctively attracted to coupons.accessible to them. These visual mediums are able to best represent and showcase Marble Slab's delicious products and social experience. As well, they are more likely to connect with this younger audience who appreciate visual branding. Conclusion: This marketing plan will work because the placement, product, and promotions specially exploit the weaknesses of the young adults and ensure exposure of the store. To reach Thomas goal of $400,000 for her first year, she must sell 104167 units (see exhibit 5). about 137, 987 units. The revenue from event catering can offset about 320 units. To breakeven, a minimum of 8117 units must be sold.The projections suggest Thomas can sell 108480 units, 4313 more units than needed (see exhibit 6). This is likely because of the characteristics of the target market and the densely populated location.Her revenue goal can be achieved because of the specific promotions catered to young adults. As well, the downtown location is a hotspot for young adults and shoppers who are less price-sensitive compared to other locations and seek social and fun shopping options, of which Marble Slab reputably provides. As this is Thomas' first year, she should engage in marketing and customer tracking tools to analyze the success of her promotions and product selection. Above all, however, Thomas should frequently participate in the store's daily operations to get a sense of the store's direction and any other opportunities for expansion. In the scenario that she does not meet the projections, the revenue from event catering, projected to be $25034.40, can offset the difference. Through the promotional and advertising activities, it should ensure interest and exposure to the store and easily convince the target market to consider this service and try the Marble Slab experience, allowing Thomas to be meet her goals.

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Introduction: Penny Thomas requires a start-up marketing plan that ensures the success offor her new Marble Slab outlet, especially since she is committed to the ice-cream industry for the long term in the Greater Toronto Area. Thomass Her revenue goal for the year is to produce $400,000 in

Chan 5 revenue. Decisions about the target market, product, placement, price and promotions must be completed for the first time and within Thomas a budget of $10,000. In addition, she must consider the economic environment, her company's resources, and the local competition. Her plan must be submitted to head office in two weeks. Some of her concerns include the proximity of her home to the store and the possibility of event catering. Detailed analyses will be conducted to allow her to submit a solid marketing plan to head office for evaluation in two weeks. Internal Analysis: An MBA graduate from the Richard Ivey School of Business, Thomas sought a career change after 25 years of experience as a buyer for the Hudson's Bay Company. Fueled by her entrepreneurial spirit, she recruited part-time assistance from her daughter who is a recent Ivey HBA graduate. Both had completed the "Ice Cream University" program offered to franchisees and now have the skills and knowledge to run the outlet. Given Rhea's present full time job, however, she can only commit to the grand opening day.

There are no previous results for Thomas to review, which will affect the predictions made. Although Thomas mustAlso, the selling prices set by head office may increase the difficulty of the store breaking even or realizing a profit adhere to standards set forth by the franchisor's management, such as fixed pricing of products, . However, despite these limitations, the Marble Slab brand is prominent throughout Canada, the United States and the worldshe can easily rely on the expertise of head office in areas such as financing and marketing. . For example, Teach franchise benefits from branding and promotional campaigns initiated by a national shared advertising fund, to which all franchises must contribute. he advertising and

Chan 6 promotions initiated by the national shared advertising fund and With over 400 stores worldwide, the shared marketing and brand recognition provides franchises with a already established (and successful) business model and presence. by each individual location benefits Thomass new outlet by creating interest within the market for Marble Slab ice-cream. Thomas promotional budget is only $10,000 so the chosen advertising and promotions must be convincing and effective. Her stores profits will be decreased by the royalty fees (8% of monthly gross sales) so the marketing plan must account for this. External Analysis:

If the Canadian economy declines, people will unlikely purchase luxuries such as icecream. This low in-store traffic may be slightly offset by the decreased commodity prices and event catering, if pursued, but a strong promotions campaign is needed encourage consumers to purchase frozen desserts.Despite the U.S. economic recession in 2008, the Canadian economy remained strong, in which consumer spending and the Canadian gross domestic product continued to grow. However, Canadian merchandise exports and commodity prices are expected to decline in the coming months, potentially decreasing the Canadian economy for the rest of 2008. Also, fluctuating market prices of dairy and other commodity products can affect the company's cost of goods sold.

Ice Cream is a popular snack, with the average Canadian consuming 8.4 liters annually in 2007. Marble Slab also offers fat-free frozen yogurt for health-conscious individuals. Unlike

Chan 7 competitors located within shopping centers, Marble Slab outlets are typically located in plazas or along busy streets, so harsh weather is more influential on consumers. People enjoy the social aspect of enjoying frozen desserts with others and ignore the prices of the products that allow them to relax, which is the value of the product. This suggests Thomas should undertake event catering and charge higher and promote this aspect in her advertisements. In undesirable weather, consumer desire in Marble Slab products decreases. Event catering during the winter may compensate for this decline of interest. Thomas should avoid market segments that are health conscious, such as women, since ice-cream is the main product. Competitive Analysis: There are many other frozen dessert chains and grocers that sell similar products to similar target markets. Direct competitors to Marble Slab include Baskin Robbins and Dairy Queen while indirect competitors include McDonalds, Starbucks, local grocers/convenience stores, and other food establishments that offer a social environment to consumers and sell dessert products. A comparison of their strengths and weaknesses are described in Exhibit 1. Marble Slab ice-cream has higher quality and is fresher than the competitors ice-cream so this strength must be advertised. The customizable option that Marble Slab offers also differentiates itself from the other competitors, thus attracting customers looking for a different experience. The selling prices of the Marble Slab products cannot be modified so Thomas cannot compete against other competitors with prices. Neither of the competitors cater to events, so if Thomas undertakes event catering, this will greatly distinguish the Marble Slab brand. In retaliation, competitors may commence event catering and discontinue soft-serve ice-cream. They may also use higher-quality ingredients. Customer Analysis and Target Market:

Chan 8 Marble Slab's data indicates that an even split of men and women visit its franchises, earning a loyal clientele willing to pay for its "affordable luxuries." While ice cream appeals to various people of different ages, with only a $10,000 promotional budget, it is best for Thomas to focus on one particular customer segment. Exhibit 2 compares the various types of markets and their characteristics. Thomas should target the young adult market because Marble Slab's fun and social atmosphere is valued by young adults in particular. Marble Slab's customizable options and mixins concept with the blending done on a marble granite slab has entertainment value that is most appreciated by young adults. Especially since Marble Slab is primarily located as standalone outlets on plaza strips, many young adults would take the opportunity to take a break from shopping and socialize over ice-cream. Marble Slab's premium pricing, as a result of its highquality products and toppings, would not be as discouraging as it would be to families with children who would be more price-sensitive due to financial responsibilities not shared by young adults (however, price can still affect this young population). Families should not be targeted because they would opt for cheaper, more kid-friendly establishments, such as Dairy Queen and McDonalds, a reputation and image that Marble Slab does not emphasize (or have as much). Families have health concerns for their children while young adults are less health conscious, especially in social settings (although some can be). Women should not be targeted because this market is too broad for meaningful promotions. Also, as the primary grocery shoppers of a household, they would prefer buying icecream at grocers because of its bulk size and cheap prices rather than at Marble Slab with smaller and more expensive portion sizes.

Chan 9 It is important to note that both families and women would enjoy Marble Slab's products and would definitely contribute to sales but in terms of promotions, especially with Thomas' limited budget, it is more cost-efficient to target a market that would respond favorably with Marble Slab's current branding and image, product benefits, price points, and promotional efforts. Thomas should target young adults because they have disposable incomes, a craving for a social life, and do not pay bills because of the financial backing from their parents. They also enjoy sweet treats, especially with friends, and frequently make purchases because of their own impulse or peer pressure. Event catering can create large profits in this market segment because many young adults have social events for clubs, birthday parties, study groups, holidays and much more. In addition, after stressful tests, exams and reports, many students go out together to have a fun time, which means they will be highly likely to socialize over ice-cream, no matter what the cost. The families segment should not be targeted because parents have limited income so they will opt for cheaper options to engage in social activities. Dairy queen would be their choice of brand because it is the most children-friendly and cheaper. Also, the frequency of the purchases is low compared because parents do not want their children to consume ice-cream regularly. The women segment is the most unattractive because it is too broad to target this group. Most women, who are housewives, purchase ice-cream at grocery stores for their families. They are very health-conscious as well. Placement: Thomas can open her store in several different locations in the GTA. One important consideration is that Thomas prefers the Vaughan location since she lives there, but she is willing to consider other options. Exhibit 3 compares the locations and their characteristics.

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Thomas should choose the Toronto Annex area because of its large student population and guaranteed foot traffic from neighboring stores along Bloor Street. Since young adults enjoy social interactions and shopping, this busy and lively location fits well with our target demographic. This location is close to many subway stops, making it very accessible to young adults, and within walking distance to the University of Toronto and several popular museums. Also, there are no direct competitors within the vicinity, creating focused attention to Marble Slab. Despite expensive leasing and difficulty in securing a spot, this is exactly the area where our audience can be found. However, this area would probably not support event catering since it has both the lowest overall population and young adult population according to the case study. But the household family income is second highest and while the number of residents may be low, there is still a large majority that frequents, studies, or works in the area but are commuters. Therefore, the location is likely to be busier than suggested by the statistics in the case study. This is not to say that other locations do not have a high population of young adults or are not appealing. The location in Vaughan would be within a large shopping complex close by a movie theatre, the Beaches is a popular tourist site that is enjoyed by young adults who would be less price-sensitive during vacations, and Oakville has a large population and the highest median household income, which works well with Marble Slab's higher price points. However, the Annex has a strong, livelier shopping district that cannot be matched by Vaughan. Also, young adults shopping at Vaughan would be more price-sensitive than the Annex, which would not fit as well with the pricier experience that Marble Slab provides. The Beaches is heavily affected by the weather and would not have the same steady, predictable customer traffic that the Annex would have. And Oakville, like Vaughan, would not have the same type of young adults that

Chan 11 frequent the Annex, who are the kind of people that Marble Slab targets usually (e.g. craves social interactions and eager for exciting, fun shopping experiences). The Marble Slab outlet should be in downtown Toronto because it is densely populated with young adults from the University of Toronto and Ryerson University that have higher incomes. The location is also close to a major shopper street that guarantees traffic for the Marble Slab outlet. Since the area has several subway stops, young adults anywhere can commute to shop and buy ice-cream on the way. It is also implied that there are no competitors within the Annex, thus giving Thomas more sales opportunities. Although prime space would be difficult and leasing costly, the revenue from event catering and heavy store traffic should quickly pay off the leasing fees and more. It is also close to her home in Vaughan. Product and Price Thomas is required to select the flavors for the store's first month. Exhibit 5 outlines the 21 flavors she should offer. Since the case study provides no information on what flavors are most preferred, Thomas should conduct further research in the future to determine which flavors are most preferred and then cater her selection to that. Event catering is another possible option. Although not required for franchisees, it will give Thomas an additional revenue stream, especially during slow winter months. Unlike the fixed prices for the ice-cream, Thomas has complete control over pricing. Exhibit 6 shows the potential profits achieved based on the number of people attending per event. The Portable Slab is the most profitable, followed by the Sundae Bar and Ice Cream Social. The sensitivity analysis is based on Thomas' projection that she can host 2 events per weekend per year, totaling 104 events. Thomas should choose popular flavours that are proven to satisfy Marble Slab consumers. The following list in exhibit 1 is based on the most popular products on the Marble

Chan 12 Slab website1 and also what flavours and mixins appeared exciting and adventurous, a factor that young adults value in their lives. In addition, Marble Slabs customization option and mixins concept allows young adults to express themselves, which is what the target market values. This suggests Thomas Marble Slab will be a popular venue for ice-cream for this market segment.In terms of pricing, Thomas is worried about competing directly with other Marble Slab franchises for catering. She can either decrease, match, or increase the prices compared to other nearby franchises. However, Thomas should match their prices for now to ensure consistency between franchises. Although she can undermine their prices to be competitive, it may be frustrating on the customer's side to see different prices between franchises, so given Thomas' lack of experience, it would be best to simply match their prices and keep an eye out for any opportunities to change pricing. Thomas can choose to provide any or all of the catering options. It would be unlikely to reach 100 people per event in her first year so the profits from 40 people is more realistic. Since the Portable Slab requires an additional investment of $2,500, Thomas should wait until she has more experience and insight to offer this pricier option. The Ice Cream Social is cheaper and may appeal to young adults more, but there is a financial consequence if she cannot meet at least 40 people per event so she should, again, postpone this option until she obtains more experience and a strong, stable customer base. Therefore, the Sundae Bar, with the lowest financial risks, should be offered first to test the market. If she enforces a minimum of 40 people per event, she can avoid any losses. When Thomas gains more experience and can generate interest for event catering, she can look into the other options, but first she should test the waters.

(2009). Ice Cream Flavors. Menu. Retrieved December 7, 2009, from http://www.marbleslab.com/menu/
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Chan 13 Event catering would be a very promising option to pursue in this area because of the proximity to the University of Toronto and Ryerson University. Since these institutions are home to hundreds of student clubs and teams who host many social events, Thomas can exploit this money-making opportunity. Every social event needs a popular food item and with Marble Slab being the only place offering event catering, clubs with disposable funds will likely pay for that service to ensure their social event is a success. Participants in these social events can experience the Marble Slab product and become loyal consumers, thereby spreading the word and creating interest in other young adults or family members. Most social events range from approximately 40 to 100 people, averaging around 70 people per event. Price Thomas needs to only consider the pricing for event catering. She should charge higher prices because the population has a higher income and the young adults are not price-sensitive. An increase of $1 of the catering prices will not divert customers to the other franchisee because the increase is very small and there is no other Marble Slab in the Annex so their only choice is event catering through Thomas outlet. Odd pricing should be set because it easily fools young adults, due to their inexperience. The portable slab option should not be pursued yet because no one has experienced event catering from a Marble Slab. It is the most expensive option for customers and they would choose the smaller options first to get an idea of the catering experience. Also, the sundae bar and ice cream social is more likely to be chosen by customers because most social events hosted by clubs and people range from only 40 to 100 people, while the portable slab caters to very large events like weddings and graduation. It is unlikely there will be two events per weekend that will need catering; it is more realistic to suggest there will be an average of 4 events per month. If two events opt for the sundae bar and the other two opt

Chan 14 for the ice-cream social, the projected revenue for the year is $25034.40, which is equivalent to selling 6520 units (refer to exhibit 2 for calculations). Since more revenues are gained from the sundae bar than the ice-cream social, the sundae bar catering should be advertised more. Promotions: With only a budget of $10,000 for promotions, Thomas must choose between several different advertising options (exhibit 4). She can place ads or coupons in newspapers, magazines, radio, outdoor (e.g. billboards), or mail. To target young adults in the Annex area, Thomas should place ads in Now Magazine because it has a high readership (in particular young adults), it is specifically found in the downtown area, and it is free of charge, making it very accessible to young adults who do not like paying for print entertainment products like magazines (especially in this digital age). Since the Annex receives large foot-traffic and is frequented by many people who commute by nearby subways, outdoor advertising by Pattison Outdoor would be most effective for Marble Slab's stand-alone outlets. Thomas should purchase the 12x annual double page, which would most effectively capture the reader's attention. Likewise, the pages should use the four-color process that costs an additional $1295 because the more color options would advertise Marble Slab's high quality ice-cream products best, especially to young adults. For outdoor advertising, Thomas should purchase the street level units because it is cheaper than the outdoor billboards and will be viewed more by pedestrians in the Annex since it is on eye-level and along their pathway. The total cost of these promotions is $84952. Toronto Star should not be pursued because although it is Canada's most widely read newspaper, it does not specifically target young adults. Also, many young adults do not read newspapers in this digital age. With 104.5 Chum FM, an audio medium may not be the best way
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Prices for each option: Double Page = $6140. Four-Color Process = $1295. Street Units = $995 (per insertion) + $65 (production fee).

Chan 15 to represent Marble Slab's fun, social experience, high quality ice cream, and interactive mixins concept; a visual, colorful way would be more appealing, especially to the young adult population who would appreciate creative and exciting visual advertisements.

Thomas should not promote her outlet through Toronto Star or Chum FM because they do not target young adults. Since the Annex has high foot-traffic, Thomas should use street level media units and billboards from Pattison Outdoor. Many people re-use the same routes, so they will be frequently exposed to the same medium. Since the area is small and densely populated, one insertion of billboards and street level units should be enough and still within our budget. Now Magazine is another strong advertising option because it targets young adults, has high readership and available for free. Because of the limited budget, Thomas should only request 1/4 page for a Marble Slab advertisement with additional colour. The size may be small, but it will still visually look appetizing to young adults. If it is placed near or within an article, readers will instinctively glance at the advertisement while reading. In addition, the 12 times insertion annually option should be purchased because it is the cheapest and will ensure readers see it. Distributing coupons through Canada Post is also an effective method to attract young adults. When young adults have buy-one-get-one free ice-cream coupons, they usually convince another friend to take the free ice-cream because they do not want to eat two. This can convert the friend into a loyal Marble Slab customer. If this occurs frequently, Thomas can attract many new loyal customers to quickly make up for the loss sales from the free ice-cream. Thomas should request Canada Post to target young adults who are within the Annex and who are socially active in social events and clubs because these are the type of people who make the most impulse

Chan 16 purchases and have high influencing power by word-of-mouth. The flyers should advertise event catering to catch the interest of clubs. Thomas needs to create 3390 flyers with coupons to target each young adult in the Annex. The redemption rate will be approximately 10%. On the billboardstreet unitss, flyers and magazines, the slogan, Sweet Success, should be emphasized along with a picture of young adults enjoying sundaes at a party. This image portrays the idea that if a host wants his/her social event to be successful and enjoyable to everyone, he/she should have Marble Slab cater it. In smaller font, the brand slogan, The Freshest Ice-Cream On Earth, should be included to establish branding. On the street level units and coupons, the slogan, Take Time to Enjoy Yourself, should be highlighted and a picture of an ice-cream cone should accompany it. This message is very strong to convince the market because most students do not take the time to enjoy themselves because of educational or work commitments. If they are instructedsee the fun Marble Slab experience, by the advertisement to have fun, it will encourage them to get together with friends and enjoy some ice-cream. Fi (see exhibit 7 for sample coupon). To measure the success of these advertisements and promotions, the amount of in-store traffic, sales and events catered will be analyzed. If there are many people entering the store and purchasing ice-cream and there is high demand for event catering, then the advertising and promotions succeeded. If this does not occur, the quality of the advertising and promotions

must be increased or new mediums must be discovered. Refer to exhibit 3 to view the costs of the associated advertising and promotions. Financial Feasibility

Chan 17 Thomas' goal for the first year of operations is $400,000 in revenue, with two possible revenue channels: 1) sales of ice-cream products and 2) sales from event catering. In order to breakeven for the first year, Thomas must sell approximately 8117 units, and to reach her revenue goal of $400,000, she must sell 137,987 units (exhibit 8). In lieu of all the market research, calculations, and analysis done so far, is this an achievable number for Thomas? I argue that yes, Thomas can sell at least this much to reach her goal because of several reasons. First, the location is densely populated with heavy, shared foot traffic from neighboring shopping options on Bloor Street, a very busy street. The close subway stops provide potential customers who work, study, or socialize in this shopping area, not to mention the large student population from the University of Toronto and Ryerson University. Especially during the summer, Bloor Street is filled with customers who are more inclined to consume ice-cream after shopping and enjoy Marble Slab's high quality experience. The median household income is quite high, and out of all the customer segments, young adults are most likely to connect with Marble Slab's social environment and fun customizable options. Though pricier, customers in Bloor Street/Annex are not as discouraged by Marble Slab's premium prices than other locations. Event catering can also help compensate for the slow traffic during times of bad weather. It is reasonable to assume that the young adult population the Annex, with disposable income and little price sensitivity, will purchase a common dessert like ice-cream. The average serving size of Marble Slabs main product, ice-cream, is 73 ounces or 0.21 litres (0.0296 litres in one ounce). Since the average Canadian consumes 8.4 litres of ice-cream annually, then the average Canadian purchases a 7 ounce ice-cream dessert 40 times per year. Since Marble Slab is the only ice-cream restaurant in the Annex and there is little direct competition, it is safe to (2009). The Worlds Freshest Ice-Cream, at Your Service. Catering. Retrieved December 7, 2009, from http://www.marbleslab.com/catering/
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Chan 18 assume the average person visits a Marble Slab outlet 32 times per year (80% of 40, a fair approximation), where the other 8 times he/she purchase ice-cream through other indirect competitors, such as grocery or convenience stores. To breakeven, Thomas must sell an average of 8237 units to breakeven (refer to exhibit 4 and 5 for an overview of the calculations). To realize her revenue goal of $400,000, she must sell 104167 units in a year. This is a reasonable figure because based on the market size in the Annex, her projected units that can be sold is 108480, which yields revenue of $416563 and higher than her goal (see exhibit 6 for projections). Since the Annex is home to the University of Toronto, Ryerson University, many subway stations and Bloor street, it is likely to reach this projected goal. In case she does not, event catering can help boost her revenue. As stated previously, event catering can reduce the amount of units needed to sell by 6520 if 48 events care catered in the year. ConclusionMonitoring Plan Since this is Thomas' first year of operations, she does not have much data and experience to confidently predict some of her marketing goals. To measure the success of this marketing plan, she can analyze how people found out about her outlet through surveys, focus groups, talking with customers, and engaging in social media (should she create a social media presence). Relating promotions directly to sales results is difficult, since there can be many influences on a customer, but Thomas can obtain a qualitative sense of the success of her promotions through customer feedback, store traffic, and customer purchasing patterns (dollars spent, frequency of purchases, products purchased). Event catering is a promising revenue stream so she can engage customers who previously pursued event catering to understand their needs and wants. Other tracking methods include following repeat purchases through a customer

Chan 19 database driven by point-of-sale systems to assess customer loyalty. While there are many research and tracking tools, for Thomas, on-going detective work through frequent presence in the store can give her a better idea of the success of her marketing efforts as the markets change.

Thomas needs a strong marketing plan to ensure the success of her new outlet. To achieve her $400,000 revenue goal, Thomas should locate her outlet in downtown Toronto, targeting young adults, offering event catering without the portable slab option at a $1 increase, and providing popular and exciting flavours and mixins. She should also advertise through Pattison Outdoor, Now Magazine and Canada Post. Young adults are the primary consumers of ice-cream with a desire for socializing. They are most likely to purchase ice-cream with their disposable income and eat with friends. Vulnerable to peer pressure and impulses, this market is easily exploitable. Downtown Toronto is the best location to target the young adults because it is home to the University of Toronto, Ryerson University, and a major shopping street that is highly crowded with students. With several subway stops, anybody in neighbouring areas can access the Annex and purchase ice-cream. It is also close to Thomas home. Purchasing billboards and street level media units is highly effective because there is high student foottraffic, thus ensuring that young adults see the visually appealing physical mediums. Thomas should place Marble Slab advertisements in Now Magazine because it is read by almost 321,000 young adults and is easily obtainable by the target market. Lastly, flyers and coupons should be targeted to young adults because flyers can visually entice young adults to purchase ice-cream, especially if coupons are available. With all these promotions and unique product offering, there is a high likelihood that Thomas can sell 104167 units to the target market and cater approximately 48 events in a year, thus achieving success for her outlet.

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