Developed for Pizza Ranch

by Paige Wagner and Mackenna Beckman

October 2015

Table of Contents
Page
Executive Summary ..........................................................................................................3
1.0 Organization Background ...........................................................................................4
1.1 Business definition ..........................................................................................4
1.2 Vision................................................................................................................4
1.3 Mission.............................................................................................................4
1.4 Value Proposition..............................................................................................4
1.5 Organization Structure......................................................................................5
1.6 History & Culture ............................................................................................6
2.0 Situation Analysis........................................................................................................7
2.1 Definition & Scope of Situation.......................................................................7
2.2 Stakeholders Effected ......................................................................................8
2.3 Competition .....................................................................................................8
2.4 SWOT Analysis................................................................................................8
2.5 Market Position10
3.0 Plan.11
3.1 Objectives11
3.2 Strategies .......................................................................................................11
3.3 Tactics ............................................................................................................11
3.4 Critical Success Factors .................................................................................11
3.5 Key Performance Indicators ..........................................................................11
3.6 Budget & Resource Allocations.....................................................................12
3.7 Timeline..........................................................................................................13
3.8 Evaluation Method & Anticipated Results.....................................................13
Appendices ......................................................................................................................15
A. Organizational Chart........................................................................................15
B. Job Descriptions...............................................................................................16
C. Budget and Resource Allocations....................................................................17
D. Timeline...........................................................................................................18

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Executive Summary
Pizza Ranch is a new business in Bloomington-Normal seeking to provide a buffet
style restaurant including menu entre items with carry-out, delivery, and dine-in options.
The organization has great potential to grow in the Bloomington-Normal community and
surrounding colleges and universities. Since Pizza Ranch has not been in business in the
area for a year, the organization is still in a process of raising awareness about its brand
within the community.
This document is meant to help Pizza Ranch in the last two months of its fiscal year
and throughout the next fiscal year, encompassing 15 months. First, the organization will
be analyzed for its underlying values and operations. Then, the potential growth will be
explained along with possible opportunities and obstacles to Pizza Ranchs success.
There are several objectives for Pizza Ranch and their budget requirements including:

Increase involvement with current and future students at surrounding universities

by 30% by the end of the fiscal year.
Increase usage of social media with Bloomington-Normal community by 30% by
the end of the fiscal year.
Secure three opportunities at ISU to promote the Pizza Ranch brand by the end of
the fiscal year 2016.
Increase customer awareness of Pizza Ranch in Bloomington-Normal by 50% by
the end of the fiscal year 2016.

This plan will be a guide for the remainder of the current fiscal year and for the next
full fiscal year. All Pizza Ranch employees should know and utilize the plan for it to be
successful. For the next fiscal year in 2017, this plan will serve as the starting point to
help develop a new plan for the needs of that year.

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1.0 Organization Background

This section serves as a basis of knowledge about the core business of Pizza Ranch. It
provides the supplementary material necessary to understand the situation analysis in
section 2.0 and the plan in section 3.0.
1.1 Business Definition
Pizza Ranch is a fast casual restaurant that specializes in many pizza and chicken
options. Guests have two options when dining, buffet or ordering off of the menu. Pizza
Ranch is a Christian-based company that hopes to inspire their guests through the faith.
1.2 Vision
To glorify God and positively impact the world by serving the community around them
with delicious food and inspiring them through faith.
1.3 Mission
To bring guests together, giving each a legendary experience, by offering them delicious
food in a community-based environment.
1.4 Value Proposition
The value proposition is essential to identifying the factors that make Pizza Ranch stand
out from its competition. It includes two parts: (1) a thesis statement describing Pizza
Ranchs unique selling proposition and (2) proof points, which support the core idea of
the thesis by providing the compelling competitive advantages that Pizza Ranch
possesses. The value proposition is as follows:
Thesis: Pizza Ranch gives guests a legendary dining experience with their
community-based and welcoming atmosphere that welcomes the entire public.
Proof Points:
Pizza Ranch puts its guest satisfaction first, and continuously makes changes to
increase consistency, efficiency, quality, and section.
Pizza Ranch is civically engaged in the Bloomington-Normal community among
180 other locations in the United States through its work with Community
Impact fundraising events, contributing to nonprofit organizations, and Wagon
Wheel program that donates to schools in the area.
Pizza Ranch serves its customers in innovative ways by offering a wide-range of
services including: delivery, pick-up window, dine-in, and buffet.

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1.5 Organization Structure

Pizza Ranch is a limited liability company (LLC), and the organizational structure
consists of one owner, several general managers, servers, chefs, and hostesses.

Owner

General Manager

Manager

Manager

Assistant Manager

Assistant

Manager
Part- time Employees

Part- time Employees

1.5.1 Owner
The owner is responsible and makes the final decisions for all financial and bookkeeping
matters. This position also handles all menu item changes, dining options at Pizza Ranch
and the communication, consultation, workflow, and employee needs thereof.

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1.5.2 General Manager

The general manager is responsible for regulating all of the employees including
managers, assistant managers, and part-time employeesbehavior, has knowledge of the
scheduling process and monitors the basic needs of the organization and the building
needs.
1.5.3 Manager
The manager position regulates all of the employee behaviors and has knowledge of the
scheduling process. The manager also monitors basic needs of the organization, records
inventory, and assumes responsibility of the absence of the general manager.
1.5.4 Assistant Manager
The assistant manager assumes a similar role as a manager position but report to a higher
position. This position monitors employees, handles situations throughout the restaurant,
opens and closes the store, and assumes the role of a part-time employee if there is an
absence.
1.5.5 Part-Time Employees
Part- time employees work on a shift basis. Monday through Sunday, there will be eight
part-time employees on schedule at a time. There will be two people making pizzas, two
people frying chicken, one person on register, and three people replacing food on the
buffet, maintaining a clean facility, and providing customer service.
Pizza Ranch expresses a need to further define each of these roles as addressed in
the situation analysis in Section 2.0. With the current structure of Pizza Ranch, the
business relies on the presence of part-time employees and a minimum of one manager
(See Appendix A for full organizational chart). The creation of a brand representative and
student liaison position will allow for the general manager, managers, assistant managers,
and part-time employees to focus on their role at Pizza Ranch and will give the
organization an opportunity to raise awareness of the brand to the Bloomington-Normal
community.

1.6 History & Culture

Adrie Groeneweg was a cowboy with a big dream, in Hull, Iowa. At the age of 19, in
1981, Groeneweg decided that he wasnt a fan of having to drive out of town in order to
have pizza. Groeneweg decided that we would bring the pizza to Hull. With the help of
his mother, Lorraine, they created six specialty and single-topping pizza recipes that
brought in all of Hulls residents. Word spread about the delicious homemade dough and
fresh ingredients, which helped Pizza Ranch become a franchise in 1984 in Minnesota.
Pizza Ranch prides itself in its Christian-based culture and pay-it-forward
attitude. Pizza Ranch takes pride in the fact the fact that they work together to serve the
people around them and the people in need. Groeneweg revealed the mission and vision
statements in 2004 to acknowledge their commitment to glorify God. On the companys
website there is a Mission and Vision blog that allows consumers to share experiences,

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view resources, and come to pray. Pizza Ranch believes in the power of prayer, and has
a special page where users can put in a prayer request. At the Bloomington-Normal
location, this culture is ever-present. Everyday, leftover pizza gets frozen and taken to the
Salvation Army. On top of this, the Bloomington-Normal Pizza Ranch works alongside
Project Oz and Safe Place in order to help out the community surrounding them. Pizza
Ranch not only values their customers needs as people, but they value those in need.
It is clear that Pizza Ranch wants to be more than a place to receive food. It
strives to make it known that God is an important aspect of their company and culture as
well.

2.0. Situation Analysis

Pizza Ranch has only been a part of the Bloomington-Normal community for less than a
year. The organization has a lot of potential to grow as an organization and in the
community. In order for continued improvement in the organization, more awareness
needs to be brought to Pizza Ranch. This section analyzes Pizza Ranchs situation by
defining the scope, acknowledging the stakeholders whom are affected, identifying the
competition, and conducting a situational analysis for Pizza Ranchs strengths,
weaknesses, opportunities, and threats to help bring awareness to the brand and to keep
Pizza Ranch remain successful in Bloomington-Normal.
2.1 Definition & Scope of Situation
Pizza Ranch opened in Bloomington-Normal in spring 2015. Since, it has been successful
in its business because it is a Pizza Buffet with a family atmosphere. However, there are
only four Pizza Ranch locations in Illinois and the company is looking to raise awareness
about the brand. The organization believes that there are a lot of people who do not know
who Pizza Ranch is and what they are about.
Pizza Ranch is a family oriented restaurant that allows for either a fast meal with
carry out and delivery options or a sit down meal. We would like to see Pizza Ranch
reach out to students at Illinois State so they see the restaurant as a place to go for outings
among friends or student organizations. In this way, Pizza Ranch can offer coupons along
with promoting specials of the day to bring in new customers. College students love
selection and options that fit best with their schedules, depending on their situations. We
believe that if the company reached out to ISU students, it would spread the word about
Pizza Ranch quite effectively among each other.
Technology is something that Pizza Ranch is lacking. It has a website that allows
current and potential customers to find locations and view their menu, delivery, dine-in,
and carry out options but Pizza Ranch has no consistent social networking with its
publics. By creating a Facebook page and Twitter account, Pizza Ranch would be able to
involve their customers and would be able to take suggestions to help improve their
business. Having a Facebook presence will allow for customers to ask questions and give
suggestions for the future that will help Pizza Ranch remain successful.
Pizza Ranch has a carry-out and delivery option which leaves them competing
with restaurants such as Dominos and Pizza Hut, which also offer quick and easy meal
options to the Bloomington-Normal area. An advantage that Pizza Ranch has over
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restaurants such as Dominos and Pizza Hut is that it offers a dine-in option along with a
pizza buffet. This option appeals to the public of Pizza Ranch because the organization
offers a variety of options from their menu options to when and where the food is being
eaten. The disadvantage is that Pizza Ranch offers more than just pizza such as fried
chicken and pasta, which Dominos and Pizza Hut have incorporated into their menus as
well. The analysis is crucial to helping Pizza Hut remain successful and to help raise
awareness to bring in a larger customer base than it already has.
2.2 Stakeholders Effected
Pizza Ranch has many stakeholders that keep the company up and running and help to
make it successful. Customers are the biggest stakeholder for Pizza Ranch. Without
customers, Pizza Ranch would not be standing. The employees are another affected
stakeholder within the organization. If there was no support or help from the employees,
customers would not be satisfied or helped. The Bloomington-Normal area is a large
stakeholder for Pizza Ranch. The community of Bloomington-Normal has always been a
strong place for new businesses to develop, especially restaurants.
2.3 Competition
Pizza Ranch is a fast and casual pizza restaurant and is competition with other fast casual
pizza restaurants such as Dominos and Pizza Hut. They are also in competition with fried
chicken restaurants because of the wide variety of selection on the menus. Pizza Ranch is
the currently the only pizza buffet in the area, but they are also competing for carry out
and delivery of pizza and chicken which is why they are competitive with other carry out
and delivery restaurants. Dominos and Pizza Hut are the two largest competitors to Pizza
Ranch because they are not solely pizza places anymore.
All three places offer other options besides pizza such as chicken and pasta and
both allow for a quick and simple meal. In order to beat their competition and stand out,
Pizza Ranch needs to continue to promote their pizza buffet along with their carry out and
delivery option as well as dining in. Pizza Ranch has the advantage of a dine-in setting
that Pizza Hut and Dominos in Bloomington-Normal do not offer. Other competitions
that affect Pizza Ranch are any food restaurant in the area. Places such as Bob Evans,
Olive Garden, and Culvers, offer dine-in and carry-out options. However, they do not
offer delivery which gives Pizza Ranch an upper hand. Although all three restaurants
offer different food choices than Pizza Ranch, any restaurant that offers different options
to their customers.
2.4 SWOT Analysis
The analysis of Pizza Ranch uncovers the strengths, weaknesses, opportunities, and
potential threats to the organizations continued success. Each SWOT item is stated
(aspects) and defined based on what it could mean to the organization (implications), and
then a correction is offered according to what may work in Pizza Ranchs (possible
actions).
Strengths

Aspects
Offers dine-in,
carry out, and

Implications
Gives customers
options for all

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Possible Actions
Continue to offer options
for getting food through

delivery

conveniences

Loyal customer
base

Positive experiences
brings families and
regulars back to the
restaurant
Creates a friendly
atmosphere for
customers to come
back to

Great customer
service

Weaknesses

Not utilizing social

media for
promotion and
awareness
Not promoting
Pizza Ranch
through the use of
advertisement

Opportunities

Threats

Missing key publics to

bring into the
restaurant for business
by not interacting
through social media
sites
Missing key publics to
make aware of the
restaurant to gain
business

Become more
involved with ISU

Reaching out to
students in the
Bloomington-Normal
area will bring in a
new public; all college
students love pizza
and quick options.
Bring awareness of Offer the uniqueness
the organization to of Pizza Ranch
the town of
compared to other
Bloomingtonrestaurants in the area,
Normal
the quick meal option/
dine-in and the familyfriendly atmosphere.

Competition with
Dominos and
Pizza Hut
Competition with
all restaurants in
the area

Pizza Ranch and promote

all the options
Celebrate customers
loyalty with special
events, deals, and coupons
to show gratitude.
Continue to employ
motivated and happy
people who offer quality
service and enjoy the
Pizza Ranch atmosphere
Interact with customers on
Facebook, Instagram, and
Twitter and Advertise on
television
Advertise Pizza Ranch
through a commercial
using television, the
Pantagraph, or WZND
radio
Handout coupons to
students during welcome
week and at Festival ISU

Promote the buffet and

menu style offered at
Pizza Ranch. Make
customers/the town of
Bloomington-Normal
aware of the carry-out,
delivery, and dine-in
options. Allow Pizza
Ranch to stand out to their
competitors.
Continue to promote dinein option that the other
companies do not offer

Offering quick options

and similar food
choices allows for
competition
Offer promotions,
Continue to offer different
daily deals, and events options and a friendly
to stand out from other atmosphere that brings
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restaurants in the area.

Location

No direct entrance to
Pizza Ranch from
Veterans Parkway,
offer directions to help
make attending the
restaurant more
convenient.

customers back and allows

them to leave with a
positive attitude of Pizza
Ranch.
Allow for potential and
future customers to know
how to enter into the
restaurant so that
complication and
confusion does not turn
them away.

2.5 Market Position

Pizza Ranch is an organization that began as a dream and is now all over the United
States. The organization is a different take on the food industry. With different dining
options and a variety of menu and buffet style options, Pizza Ranch has changed the way
of eating restaurant style pizza. The position that it takes in the food industry allows for
the organization to stand out from their competitions and take risks that other food
industry organizations have not been able to do in the Bloomington-Normal area. With
the correct positioning, Pizza Ranch can increase awareness and become on top in the
industry with the correct market positioning. Pizza Ranch currently views itself having
two different positions in the food industry:
1. Pizza Ranch views itself in a differentiation position in the food industry. As a
fast-casual restaurant in Bloomington-Normal, Pizza Ranch remains unique
compared to other restaurants in the area. Not only does it offer a carry-out and
dine-in option to customers, but it will also deliver to your door. Competitors such
as Pizza Hut and Dominoes offer similar food items as Pizza Ranch. However, the
restaurants do not offer a dine-in option, only delivery or carry-out. Pizza Ranch
remains unique compared to other restaurants in the area by offering a delivery
option. Competitors such as Olive Garden, Bob Evans, and Biaggis offer dine-in
and carry-out, however they do not offer delivery to their customers.
2. In the food industry, it is important to promote daily and weekly specials to target
audiences. Every week, Pizza Ranch offers benefits to its customers in order to
increase awareness and bring in sales. It views itself having a product and service
positioning in the food industry. Tuesday is kids day, Wednesday is senior day,
and Thursday is student day. On these three days every week, Pizza Ranch offers
free meals and discounts to customers. By offering benefits, customers are able to
feel rewarded by Pizza Ranch for being a loyal customer. Not only does it show a
positive experience, but it will be more likely that those customers will bring in
business on those given days.

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3.0 Plan
This section presents a formal and specific plan of action for Pizza Ranch for the
remainder of the fiscal year (January - December 2016). It is related to the previous two
sections and provides Pizza Ranch with the guidance to make the necessary
improvements in order to best fulfill its mission and reach its full potential during the
next fiscal year. The following subsections include objectives, strategies, and tactics;
critical success factors; key performance indicators; budget and resource allocations; an
implementation timeline; and the final evaluation method and anticipated results.
3.1 Objectives, Strategies, and Tactics
The following table shows the objectives, strategies, and tactics that make up the central
part of this plan as well as the subsequent subsections.
Objectives are the main things the organization needs to accomplish in order to
achieve its vision. Each objective incudes four parts: (1) a desired effect, (2) a
goal stated as a numerical target, (3) the target audience, and (4) an established
target date or deadline. The benchmarks for each goal are presented after each
objective.
Strategies are the categories of things Pizza Ranch needs to do to fulfill the
objectives.
Tactics are the specific actions that Pizza Ranch will take to accomplish each
strategy, which will subsequently fulfill the related objectives.
3.2 Critical Success Factors
The following table describes four categories of factors, called critical success factors,
that could affect Pizza Ranch positively and negatively when attempting to fulfill its
objectives along with the complication related to each category.
Opportunities include occasions where Pizza Ranch can take advantage of the
situation to build its image and increase customer support and involvement.
Barriers include but are not limited to situation, attitudinal, and environmental
opposition to Pizza Ranch.
Environment includes both internal and external factors that influence Pizza
Ranch operations.
Resources include the employees and materials required to fulfill business
objectives.
3.3 Key Performance Indicators (KPIs)
KPIs are intermittent measurements taken by Pizza Ranch to keep the plan on the path
success. For each listed objective, specific measurements will be taken by the owners or
managerial staff periodically and compared to the benchmark, or level prior to progress.
Objective 1 Increase relationship with current and future students at surrounding
universities by 50% by the end of the fiscal year 2016.

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o Benchmark Record the number of students that come into Pizza Ranch
for Student Thursdays
o KPI Student customer base should increase by 5% every month over six
months after discount incentive is made aware.
Objective 2 Increase traffic of social media with Bloomington-Normal
community by 50% by the end of the fiscal year.
o Benchmark Track the number of followers across all current social
media platforms.
o KPI Compare the number of current followers to the number of
followers four months after implementing the improved social media
pages.
Objective 3 Owners and Managers seek out 3 opportunities at surrounding
universities to promote the Pizza Ranch brand by the end of the fiscal year 2016.
o Benchmark This objective assumes that Pizza Ranch is currently
unaware for opportunities of community involvement, so the benchmark is
zero.
o KPI Host student events or become involved in the BloomingtonNormal community every two months to reach a total of 3.
Objective 4 Increase customer awareness of Pizza Ranch in BloomingtonNormal by 60% by the end of the fiscal year 2106.
o Benchmark Record the amount of sales for Pizza Ranch after
implementing the plan, after six months.
o KPI Number of sales should increase by 10% each month.

3.4 Budget & Resource Allocations

Pizza Ranch is a new business in Bloomington-Normal and required several large
expenses when it first opened in January of 2015. It is important for the organization to
have the proper budget and resource allocation in order to implement the plan described
in the prior subsections and to remain successful. The Budget (see Appendix C) lists only
those expenses necessary to fulfill the objectives, strategies, and tactics described in
section 3.1 because income and sales amounts were unavailable during the planning
process for confidentiality reasons.
This budget offers opportunities with Pizza Ranchs best interest in mind.
However, other avenues may be taken to reduce costs. For example, because the
Pantagraph is the most widely read newspaper in Bloomington-Normal, many applicants
may be yielded. If funds are not available to accommodate the price of the organization
posting, there may be other newspapers in the area that offer similar services. The hourly
and weekly pay rates are estimations based on industry standards and labor hours. They
can be adjusted depending the hours worked and the level of skill or experience of the
person hired. The costs for the philanthropic and university events are estimated for 100
people per event. The estimate for each event and can be adjusted depending on an
increase or decrease in attendance.
It is important to point out that we are not currently budgeting for advertising,
although that may be done in the future after implementing the plan. The current
resources being allocated allow Pizza Ranch to operate at full capacity. Increasing the

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customer demand has the potential to increase sales to levels that may be above current
capabilities. Our current focus is to keep current loyal customers and take advantage of
opportunities to raise awareness to bring in a larger customer base in the BloomingtonNormal area. Advertising opportunities may be pursued in the future that will increase
our expenses.
3.5 Timeline (beginning with the proposals acceptance/approval)
To ensure the progress of this plan, and thus the success of Pizza Ranch, a guideline of
when each suggested tactics should be implements is necessary to visualize the entire
scope of the plan (see Appendix D for full timeline). Each component of the timeline,
besides the objective it falls under, is dependent on whether other items succeed. For
example, the distribution of promotional materials on surrounding campuses is being
implemented after the student liaisons are chosen. If the student liaisons were hired after
distribution of the promotional materials, the results would be skewed, and it would be
unknown whether or not the liaisons (or student/ brand reps) were effective. It is very
important to measure benchmarks in order to evaluate success.
Many tasks will be occurring throughout the new fiscal year, however January will be
highly critical. January includes the implementation of many suggested tactics, however
they are all manageable. The plan has been allocated for six months. However, it should
be noted that at the end of the plan it can be effectively repeated if decided so, as most of
the tactics end at the six month mark.
3.6 Evaluation Method & Anticipated Results
To determine this plan was successful, Pizza Ranch will have to measure whether the
outcomes sought in the objectives were achieved. This section briefly describes how
those measurements will be taken, and they are in tune with section 3.5 for KPIs and
benchmarks.
Objective 1 Increase relationship with current and future students at surrounding
universities by 50% by the end of the fiscal year 2016.
o If by the end of the year production was able to increase by 5% each
month (after the plan begins) or totals 50%, the plan was successful.
o If the plan was not successful, adjust involvement for the next fiscal year
to reach the increase for the next fiscal year.
Objective 2 Increase traffic of social media with Bloomington-Normal
community by 50% by the end of the fiscal year 2016.
o Use calculation plan to determine if the percentage of followers increased
by 50%.
o If it did not increase enough, plan for more adjustments to social media
use for the next fiscal year.
Objective 3 Owners and Managers seek out three opportunities at surrounding
universities to promote the Pizza Ranch brand by the end of the fiscal year 2016.
o Evaluation for this requires finding three opportunities to promote the
brand; if three were found, Pizza Ranch was successful.
o If three could not be carried out, adjust the plan to one large event in the
next fiscal year.
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Objective 4 Increase customer awareness of Pizza Ranch in BloomingtonNormal by 60% by the end of the fiscal year 2016.
o If by the end of the year sales were able to increase by 10% each month
(after the plan begins) or totals 60%, the plan was successful.
o If the plan was not successful, adjust involvement for the next fiscal year
to reach the increase for the next fiscal year.

Success is anticipated for Pizza Ranch with this plan. The owners and staff can easily
carry out the objectives provided due to the redistribution of responsibilities. If the plan
starts to not meet KPIs, adjustments must be made before the end of the plan cycle to
remove threat against overall success.

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Appendices
A. Revised Organizational Chart

Owner

Student Liason
General Manager

Manager

Manager

Assistant Manager
Assistant Manager
Part- time Employees

Part- time Employees

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B. Job Descriptions
General ManagerThis position regulates all of the employeesincluding managers,
assistant managersbehavior, has knowledge of the scheduling process and monitors the
basic needs of the organization and the building needs. Duties include recording
inventory, opening and closing the store, managing cash balance of registers, and staffing.
During absences or vacation, this position will oversee the missing responsibilities of the
absent employee.
ManagerThis position regulates all of the employee behaviors and has
knowledge of the scheduling process. This position will also monitor the basic needs of
the organization and the building, such as light maintenance. Other duties include
opening and closing the store, recording inventory, balancing cash registers, and staffing.
During the absence of the general manager, this position will assume the responsibilities
of Adam (general manager).
Assistant ManagerThis position assumes a similar role as a manager position but
report to a higher position. This position monitors employees, handles situations
throughout the restaurant, opens and closes the store, and assumes the role of a part-time
employee if there is an absence.
Part time Employee This position offers different opportunities to be involved
within the company. This position will take orders at the register, replace food items on
the buffet, maintain an organized and well kept facilitiy, and help make pizzas and
chicken. In the absence of another employee, this position will help assume
responsibilities for the absent employee.
Student Liaison and Brand RepresentativeThis position will alleviate
responsibility from the general manager, managers, assitant managers, part-time
employees, and the owner to raise awareness of the organization. This position will
promote Pizza Ranch in the Bloomington-Normal community and on local college and
university campuses to increase customer base.

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C. Budget and
Resource Allocations

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D. Timeline

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References

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