Strategic Marketing Plan Sbarro, Inc. - Shane Converyshaneconvery.weebly.com/uploads/2/5/9/5/25950932/marketing_final_… · Marketing Plan: Sbarro, Inc. Page 1 April 10, 2012 Shane

Marketing Plan: Sbarro, Inc. Page 1

Shane Convery

Leighann Davis

Spencer Nelms

Alexandra Boelke

BUS 3160

April 10, 2012

Established

1956

Strategic Marketing Plan Sbarro, Inc.


TABLE OF CONTENTS INTRODUCTION..........................................................................................3

ORGANIZATION AND PRODUCT................................................................3

HISTORY...............................................................................................3

STRATEGIC PLAN AND FOCUS....................................................................4

MISSION STATEMENT.............................................................................4

GOALS AND OBJECTIVES........................................................................4

CORE COMPETENCIES/COMPETITIVE ADVANTAGE...................................4

SITUATIONAL ANALYSIS...........................................................................5

SWOT ANALYSIS....................................................................................5

INDUSTRY ANALYSIS...............................................................................6

COMPETITOR ANALYSIS..........................................................................6

COMPANY BRIEF...................................................................................7

CUSTOMER ANALYSIS............................................................................8

ENVIRONMENT ANALYSIS.......................................................................9

MARKET-PRODUCT FOCUS........................................................................9

MARKETING AND PRODUCT OBJECTIVES.................................................9

TARGET MARKET..................................................................................10

POINTS OF DIFFERENCE......................................................................10

POSITIONING.......................................................................................11

MARKETING PROGRAM STRATEGY AND TACTICS.....................................11

PRODUCT LINE....................................................................................11

PRODUCT LIFE CYCLES........................................................................12

PACKAGING........................................................................................13

PROMOTION.......................................................................................13

PLACE................................................................................................14

PRICING.............................................................................................14

FINANCIAL DATA AND PROJECTIONS.......................................................15

EXPENSE DISTRIBUTION......................................................................15

OPERATING EXPENSES........................................................................16

GROSS PROFIT PER UNIT SOLD............................................................17

EXPECTED MARKET SHARE..................................................................17

EXPECTED NET REVENUE....................................................................17

IMPLEMENTATION PLAN.........................................................................18

EVALUATION AND CONTROL..................................................................20

QUALITY CONTROL..............................................................................20

RISK ANALYSIS....................................................................................21

EVALUATION ANALYSIS.......................................................................21


1. Introduction

1.1 Organization and product

Sbarro is an Italian kitchen specializing in pizza, pasta, and salads. This quick service

restaurant aims to provide customers with top quality customer service and a distinctive

Italian experience. The organization’s goal is to leave a lasting memory and a positive

perception with customers. Sbarro focuses on authentic Italian cuisine by producing

quality, fresh products daily.

1.2 History

Sbarro has not always been your local pizzeria. Sbarro’s history goes back to the streets

of Brooklyn, where they started out as a Salumeria or Italian grocery store. They quickly

became a neighborhood favorite for their exceptional fresh food, homemade pizza,

imported cheese, and sausages. One thing that the family focused on was providing the

highest standard of customer service from the day they opened. The success of their

original store led to more locations opening up across New York. This generated the idea

of opening up their first restaurant/pizzeria in 1967 in city of Brooklyn. Beings that they

were already a neighborhood favorite; the business took off and now has over 1,000

locations in more than 40 countries.


2. Strategic Plan and Focus

2.1 Mission Statement

Sbarro, Inc. aims to implement strategies based on offering a wide variety of high quality

Italian food items and excellent customer service in high foot traffic areas.

2.2 Goals and Objectives

Since the shift in the consumer demand is moving to a healthier life style Sbarro is trying

to maintain its name, as a fast, yet fresh Italian food kitchen. The restaurant is looking

forward, but trying to analyze the mistakes that may have attributed to their Chapter 11

bankruptcy that they filed a year ago. Sbarro’s main objective of 2012 is to regain the

customer loyalty that they once had, while providing a more innovative menu to keep up

with its competitors. Capturing a large part of the mall and airport restaurant market

share tops Sbarro’s list of long term goals. A few short term goals include revamping

their marketing strategy, tapping into the social media world, and reaching more

consumers.

2.3 Core Competencies/Competitive Advantage

Sbarro restaurants have always stayed true to its original beginnings. This family started

business has been producing quality Italian food products for over 50 years. The

experience and tradition of this Italian eatery gives it a competitive advantage over the

fast food and pre-made food restaurants. The use of fresh ingredients and its unique

niche are a couple of key characteristics of this restaurant.


3. Situational Analysis

3.1. SWOT Analysis

After creating and drawing conclusions from Sbarro, Inc.’s SWOT analysis, the future

looks bright for the quick service Italian restaurant. Sbarro finds itself in one of the most

competitive markets out there and staying ahead of the game is not easy. However, they

possess many assets that can be used to attain some of the opportunities to become a

powerhouse in the industry once again. Innovative ideas can help Sbarro take advantage

of its unique locations and ward off potential threats. The following analysis depicts how

Sbarro can regain customer loyalty and be the first choice of consumers.

STRENGTHS

- Quality Italian food

- Appealing menu options

- Salads, Entrees, Desserts, etc.

- Sit-down environment

- A family tradition

- Fresh ingredients

WEAKNESSES

- Lack of location variety

- No delivery available

- Not everyone likes Italian food

- Food preparation time

- Limited innovation of menu

OPPORTUNITIES

- High profit margins

- Branch out to new locations

- Recently rid itself of debts

- Frequent traveler discounts

- Mall employee discounts

THREATS

- Competitors that deliver

- Ordering online from competition

- Rising raw material prices

- Lower prices/greater discounts of

competitors


3.2. Industry Analysis

Sbarro finds itself bordering the edge of two different industries. Not only are they

competing against the other fast service restaurants in the mall or airport, but also pizza

powerhouses like Domino’s, Pizza Hut, and Papa John’s. The pizza industry is massive

and very difficult to stay ahead, but since Sbarro’s cash cow is pizza, they must excel in

this field as well. As

illustrated in the pie chart,

pizza makes up almost half

of all of Sbarro’s sales.

Therefore, a lot can be

learned from analyzing their

competitors within the pizza

industry. The other industry Sbarro falls in is the segmented, yet very important food-

court in malls and airports. This limits their target audience, but can make it easier for

them to obtain the majority of consumers traveling through these locations.

3.3. Competitor Analysis

Sbarro’s competitor analysis is quite complex due to the fact that it is in a similar industry

of Pizza Hut, Domino’s, and Papa John’s; however, is located exclusively in malls and

airports. Part of the reason the Italian restaurant recently filed for bankruptcy was

because they did not analyze their other implicit competitors (DealBook, 2011). These


include fast service, pizza concentrated restaurants like Pizza Hut, Papa John’s, and

Domino’s. These three businesses are clearly the leaders in the pizza industry and with

Sbarro’s main seller being pizza; they must rise to the occasion. Sbarro, Inc. must take

these competitors into consideration along with their usual mall and airport competition.

Sbarro’s goals are not to beat out these pizza delivery powerhouses, but a lot can be

learned from these competitors and applied to become more appealing than other eating

choices at the mall or airport.

3.4. Company Brief

Sbarro, Inc. plans to stay true to its Italian roots and views on customer service.

However, its recent filing for Chapter 11 bankruptcy will provide a stable base to start

fresh again. The keys to success are a revamped, more targeted marketing plan and new

management to provide fresh new ideas with contagious energy. Sbarro’s new CEO,

James Greco, will provide the leadership necessary for steady long term growth of the

company (Barron, 2012).


3.5. Customer Analysis

Sbarro customers vary greatly in demographic characteristics and lifestyle choices. This

makes it somewhat difficult to target certain types of individuals; however, changes will

be implemented to draw in more customers from inside and outside the airports/malls. A

big portion of Sbarro consumers are individuals who spend large amounts of time

traveling for business or leisure who need a bite to eat in between flights. One of the

restaurant’s biggest objectives is to widen the customer base. Therefore, Sbarro will be

reaching out through technology to individuals who rarely see the inside of a mall or

airport. Nearly everyone that

falls into this customer category

owns a cell phone. According to

a survey conducted by Harris

Interactive, pizza is the number

one product ordered from cell

phones. If we attract more

customers like this, our profits

margin will skyrocket. For

example, a customer could order an entree or pizza as soon as they landed and have it

ready for them to pick up on their way to their connecting flight. Customer’s income

levels also vary greatly. Low income customers are typically found purchasing product

from locations in malls, whereas, middle income and high income earning customers will

be found at malls and airports (World Franchise Associates).


3.6. Environmental Analysis

Just like other quick service restaurants, Sbarro does not do a whole lot to really preserve

or accept its environmental responsibility. One benefit Sbarro does offer our

environment is that there are not individual buildings exclusively for a Sbarro restaurant.

They are located heavily in already existing structures like malls and airports, thus

decreasing its environmental footprint. Another unique aspect that Sbarro, Inc. prides

themselves on is the use of fresh ingredients to prepare their menu items, whereas, other

fast food restaurants utilize processed foods. This not only appeals to the environment by

using less energy, but also to the consumers who enjoy fresh toppings on their pizza or

salad.

4. Market-product Focus

4.1. Market and product objectives

Sbarro’s market consists of individuals who attend malls and are traveling through

airports. This is a great niche; however, to expand its customer base and revenues, they

must reach out to consumers who do not find themselves in these locations often. This

will be done with new innovative products and targeted marketing tactics. Sbarro is

hoping for a 10%-15% growth in revenues over the next 3 years coming off their recent

bankruptcy. This is very doable if they are targeting the right groups and if the new

management team stays true to the Sbarro family tradition of fresh Italian cooking.


4.2. Target Market

Sbarro is a quick service restaurant (QSR) with a very large possible target

market. To be successful in this industry, it is crucial to narrow down their potential

customers and target these individuals. For example, people traveling through airports

and attending shopping malls is not clear enough. This could have attributed to their

recent failure to draw customers. Sbarro needs to look at specifically targeting mall and

airport employees. These employees will be the ones passing by the Sbarro location

every day. Incentives and discounts offered to this group of people could really boost

profit margins. Another route Sbarro, Inc. must pursue is the consumers who rarely step

foot in an airport or shopping mall. This is a little harder to narrow down, but looking for

new opportunities is the only way to prosper in the long run.

In their current locations both men and women are targeted with an emphasis on

parents that will possibly be buying for an entire family. Also, the majority of frequent

flyers are individuals that are required to make several business trips per month. A

rewards system with incentives could be established to ensure these customers are ‘repeat

customers’.

4.3. Points of Difference

Sbarro is located in a really unique market which allows them to differentiate themselves

from a lot of other restaurants. Fresh ingredients have always been something Sbarro

stands by unlike its faster serving competition. They pride themselves on making all

food from scratch daily. Another point of difference is Sbarro’s menu. They offer items

that their competition simply does not. Customers can order desserts, salads, and entrees


along with their pizza. This separates them from other mall fast-food restaurants and

pizza delivery joints that only offer pizza related products. The fresh Italian cooking

experience you receive at Sbarro is unlike any other. Another unique selling point is their

worldwide brand recognition. Sbarro now has over 1000 locations around the world and

restaurants in 40 different countries.

4.4. Positioning

More modern marketing techniques will set Sbarro on an accelerated path back to the

position they’d like to be; a financially sound quick service Italian restaurant that people

rave about. By applying some of the new innovative marketing techniques used by other

pizza focused competition, Sbarro can become the ‘go-to’ spot in every mall and airport.

The quick service Italian restaurant market is always growing and expanding and Sbarro

will be focusing all its efforts to rebound from its recent bankruptcy and be a industry

trend setter yet again.

5. Marketing Program Strategy and Tactics

5.1 Product Line

Sbarro has a wide range of products that are offered. We are trying to market ourselves as

not only being a pizzeria, but much more. At Sbarro’s the consumer can get a salad,

pasta, dessert, and pick from many more great entrees. These entrees include the famous


chicken parmigiana, chicken francese, sausage, meatballs, as well as many more specialty

entrees.

5.2 Product Life Cycles (See Appendix 1)

Sbarro has six main product categories: pizza, salads, pasta, entrees, desserts, and drinks.

Each product category has its own distinct product life cycle curve and must be analyzed

on an individual basis. For example, Sbarro’s pizza may have a sluggish introductory

period but a rather large growth period because this product line is their main seller. This

is also the product they will create most of their profits from; therefore, there will be a

very minimal decline stage. Salads and desserts have a very similar product life cycle

because both categories are not big profit generators. Most people do not associate the

fast Italian food joint with salads and desserts so a large introductory and growth stage is

not expected.

The entrees category will have a somewhat unique product life cycle in that

Sbarro can really promote a new entree, giving it a large introductory phase; however,

that same dish can fall off the radar just as fast as it came. Profit margins should be fairly

large on these more expensive dishes. Pasta is a category with a fairly slow decline stage

due to the fact that it is such a popular menu item at Sbarro. This Italian eatery attracts

pasta lovers from all over. Because so many different types of pasta is offered a rapid

growth stage and a steady maturity stage will unfold. Drinks are a necessity with nearly

every meal. Therefore, once they are introduced to Sbarro’s customers they will maintain

their steady growth and flat line at maturity because without any big changes people

simply won’t stop buying drinks to wash down their Italian meal.


5.3 Packaging

Sbarro has received multiple awards for their packaging. Under the former president,

Anthony Missano, for example, Sbarro was awarded First Place in the Foodservice

Packaging Awards’ beverage packaging category in 2003. This success was achieved due

to the innovative CD-in-a-lid marketing initiative. Their sturdy to-go packaging has been

a plus as well. Food and beverages are being packaged under request for take-out food

and for left-overs that want to be taken home.

5.4 Promotion

Sbarro frequently offers promotions. A very popular example is the

PizzAchievers Promotion that rewards students for good grades. For every A and B an

elementary level student scores they were awarded a free slice of cheese or pepperoni

pizza and a free soda. Additionally, there are promo codes going around the internet that

people easily can print out and bring to most Sbarro restaurants.

Television is a very popular way of advertising, and Sbarro needs to take more

advantage of it. Since rival companies such as Domino’s and Papa John’s frequently

appear on TV, Sbarro will have to catch up with convincing TV ads. These must include

the special taste of Sbarro’s cuisine, as well as its unique customer service. In order to

widen the spectrum of targeted customers, Sbarro, Inc. needs to begin promoting to older

generations. While the PizzAchievers promotions bring in kids with their parents, the 3rd


generation needs to be brought into the picture. This would happen by promoting single

slices or pizzas, as well as our multiple sides such as salad and bread sticks.

5.5 Place

Sbarro has multiple franchises placed all around the United States. Most of these

restaurants can be found along the east coast north to south, as well as on the west coast.

However, they are scattered all around the country. In order to expand, Sbarro should

invest in more franchises in major cities such as Miami, New York, Las Vegas, Los

Angeles, etc. For example, there are around 320 McDonald’s franchises in New York

alone, but there are under 100 Sbarro restaurants. Everyone loves the Italian cuisine, and

even if one does not necessarily adore Italian food, they will find something they like on

the menu. In promoting this fact, Sbarro will get more people through their doors.

5.6 Pricing

Rising food costs make it tough to plan the pricing for any company. Since people react

negatively to price changes in menus, franchises need to make smart decisions. This is

where Sbarro needs to make a difference. Affordable, but taste-intense cuisine for the

middle class family is what they need to stand by. Sbarro turned to Affinnova, a company

that helps other companies with consumer-product market research. Together, they

optimized Sbarro’s menu pricing. To reach the perfect pricing, six price variations across

45 menu items were tested. The guests’ reactions were tracked as price increased.

Affinnova also tracked how individual guests switched from item to item when they were

faced with changes of the pricing. Now, prices seem very reasonable and are in the same


range as its competitors. In order to become more popular, Sbarro could lower their prizes

even more. The expected revenue might be lower at first, but in the long run people will

pick Sbarro over any other company.

6. Financial Data and Projections

6.1 Expense Distribution

Total expenses

All in all, a minimum net worth of $300,000 will be required to open up a domestic

single unit development. The liquidity at this level would be around $150,000;

however, this number will be adjusted upward depending on the number of

restaurants to be developed. Also, the construction costs vary depending on the size

of the site.

Equipment

The expected expenses for equipment will be around $50,000 - $150,000. This price

includes a pizza oven, a rolling machine, dough mixers, pans, refrigerators, soda

dispensers, utensils, a cash register, the menu etc.

Opening Inventory

This cost will range between $10,000 and $20,000, depending on how impressive

the furnishings are including tables and chairs to fill the dining area. Also, there must

be back-up furnishings that can be brought out for special events such as birthday


parties etc. Dishes and serving pieces count as opening inventory. In order to keep

these costs low, we serve our meals on paper plates and with plastic spoons, knives

and forks. Also, non-perishable and perishable foods such as the pasta, salt and

pepper, meats etc. count towards this cost.

Training Expenses

In order to offer the best service compared to our rival franchises, we need to present

ourselves with great customer service. This is why we put a lot of money in our

training expenses. Treating out client like a king is worth between $1,500-$3,000.

Start-up Advertising Fund

With the intention of inviting more and more Italian cuisine lover to our restaurant,

we need good advertising. Our initial funds for this would be $50,000-100,000,

although they would rise eventually.

6.2 Operating Expenses

Expense Year 1 Year 2 Year 3 Year 4

Staff $400,000 $400,000 $400,000 $400,000

Utilities $200,000 $200,000 $200,000 $200,000

Marketing $100,000 $70,000 $60,000 $50,000

Total $700,000 $670,000 $660,000 $650,000


6.3 Gross Profit Per Unit Sold

Since the range of products offered is so wide, it is hard to average the gross profit

per unit sold. Not only do the products differ from one another, but also their pricing.

However, the gross profit per unit sold can be found by subtracting the amount spent

on the product from the amount of dollars we take in from that particular product.

6.4 Expected Market Share

As of 2002, the Nation’s Restaurant News ranked the top 100 market share

companies in pizza chains. Sbarro placed behind Pizza Hut, Domino’s, Papa John’s

and Little Caesars. With an annual market share of 4.08%, Sbarro needs to work on

bumping those numbers up. Since Pizza Hut had a market share of 41.82% as of

2002, we will try to compare to that franchise and learn from them. By opening new

franchises and keeping up with new marketing strategies, Sbarro, Inc. ensure an

increase in market share of at least 15% within the next 5 years.

6.5 Expected Net Revenue

As of 2011, Sbarro had a $30.7 million net loss on total revenue of $239.1 million.

They applied for a plan that, if confirmed by the bankruptcy court, would reduce debt

by $195 million. Since this plan won court approval, their debts were reduced by

approximately 70 percent. Since then,the company has been doing great and can

proudly expect a net revenue of approximately $400 million.


7. Implementation Plan

Even though Sbarro focuses primarily on attracting customers from high foot

traffic locations, promotion and advertising is still necessary to not fall behind

competitors’ relentless attempts to steal market share. Restaurants now are taking

advantage of the increasingly popular media usage as a tool to advertise and promote

their brand, by releasing coupons and special promotional deals on their websites or on

social media websites. The first phase that will be implemented in Sbarro’s restructure is

the complete renovation of Sbarro’s website. The current website is user-friendly and

easy to navigate, but it lacks the more recent expectations of our diverse, fast-paced and

value-desiring society, such as promotional coupon codes on the website, an option to

sign up for promotional emails, or offering the website in Spanish. Implementing these

changes will be the first of many necessary steps.

Another crucial tool for advertisement and promotion is social media websites

such as Facebook and Twitter, where coupons and promotional information constantly

being sought after from consumers looking for a deal. By offering promotions and

coupon codes on our Facebook or Twitter, Sbarro can reach consumers that have the

potential to be repeat sales. These customers, after coming to know that Sbarro constantly

offers, for example, a new deal per week in every mall or airport, may check Sbarro’s

Facebook for the week’s promotion before looking to seek out a different restaurant. If

necessary, additional employees will be hired to take on the role of effectively and

efficiently maintaining these social media forms.


Although Sbarro is at a disadvantage to other stand-alone restaurants located

outside airports and malls that can succeed with offering promotions directed toward the

location’s inhabitants, we stand with an advantage against them as we receive heavy foot

traffic in our locations. This uniqueness calls for a difference in promotion: a large bold

sign located in front of the location in a mall or airport indicating our specials or

emphasizing the wide variety of products as opposed to a television ad aired to the

surrounding city. These forms of advertisement will be implemented and surveyed for

effectiveness and will continually be altered to suit the location’s needs and

advertisement objectives.

Another option to consider in effort to encourage repeat visits is to launch a

customer loyalty punch card, which would be aimed primarily toward the heavy travelers

or mall visitors. This card would encourage repeat sales by offering an easy to reach

incentive, such as buying three meals and getting something free. In addition, coupons for

next visits could be given along with customers’ receipts to also encourage the

customers’ return.

Finally, to make known Sbarro’s complete restructure and improvement of the

company, a slogan will be released that perfectly encompasses the company. It will be

used on all franchise material in effort to gain popularity and to act as something that can

be associated with the Italian brand. This slogan will also act as a representation of a

“starting over” point from which they hope to make great improvement in quality food,

customer service, etc.


8. Evaluation and Control

Sbarro prides themselves on offering a wide variety of high quality Italian food items and

excellent customer service. It is important to uphold this strategy through an extensive

quality control, risk analysis, and evaluation analysis.

8.1 Quality Control

· Customer Service – Sbarro employees are dedicated to offering exceptional

customer service. Employees will continue to show promptness and courteousness

to customers in effort to continuously exceed customer expectations.

· Food Quality – Sbarro is continuously seeking out only the highest quality

ingredients for the Italian dishes. Only the highest quality ingredients are worthy

enough to go into the process of making these Italian dishes and only the highest

quality ingredients are worthy enough for the customers.

· Employee Training – More extensive employee training will be implemented

immediately as to encourage consistency and to better able them to serve at

Sbarro’s high standards of customer service and food preparation.

· Cleanliness – Sbarro understands the importance of cleanliness to customers.

Strict cleanliness guidelines will be implemented for not only the ordering and

seating area, but also in the places not seen by customers. This includes the

kitchen and cashier areas. In addition to current cleaning practices, Sbarro intends

to begin working with GoodEarth Products, LLC., which will allow for further


cost reduction, environmental benefits, image enhancement, and staying ahead of

government regulations.

8.2 Risk Analysis

Management in Sbarro has identified risk-reducing strategies to provide a safer

and healthier environment for both workers and customers. The risks addressed include:

cross contamination, sanitation, thermometer maintenance, kitchen equipment safety,

electrical hazards, and knife safety. (One strategy previously mentioned that significantly

aids in reducing risk in all forms in employee training.)

Further, Sbarro has developed policy and procedure guidelines on food handling,

manufacturing practices, sanitation, and storage. Sbarro continues to be in compliance

with FDA regulations and will begin to comply with the HACCP (Hazard Analysis

Critical Control Points) for additional risk management, to further address the storage of

products, food preparation, and customer service.

8.3 Evaluation Analysis

Evaluation of current practices is very important to continually improve, strive to

offer customers what they desire, and to gain and keep competitive advantage over the

competition. Customer feedback will be strongly encouraged verbally as well as through

surveys and social media as we begin to revamp the Sbarro brand. Customer feedback

will be taken seriously, and each comment will be taken into consideration as a means of

gauging the restaurant’s performance.


An evaluation of our promotional activity will take place to see which brings

repeat sales, which encourages maximum purchases, which gains customer favor, etc.

Adjustments to additional promotions will be made accordingly along with continuously

trying new promotions. The budget will be strictly evaluated on a constant basis as to

avoid indebtedness. Employees will also be evaluated to see when additional employee

training should be implemented.


REFERENCES

Barron, Jim. "Sbarro Names Dynamic, New Management Team to Lead Company's

Growth Initiative." Sbarro. 31 Jan. 2012. Web. 12 Apr. 2012.

<http://sbarro.com/news/news.php?id=58>.

DealBook. "Sbarro Files for Bankruptcy." Dealbook. New York Times, 04 Apr. 2011.

Web. 11 Apr. 2012. <http://dealbook.nytimes.com/2011/04/04/sbarro-files-for-

bankruptcy/>.

Phillips, Cindy. "Checklist for Restaurant Quality Control." EHow. Demand Media, 19

Dec. 2010. Web. 14 Apr. 2012. <http://www.ehow.com/list_7664753_checklist-

restaurant-quality-control.html>.

Restaurant Risk Management. "Risk Management Portal for Restaurants." Restaurant Risk

Management. National Restaurant Solutions, Inc. Web. 14 Apr. 2012.

<http://www.restaurantriskmanagement.com/content/public/toc.php>.

World Franchise Associates. "Sbarro Multi-Unite Franchise Opportunity." World Franchise

Centre. World Franchise Associates. Web. 14 Apr. 2012.

<http://www.worldfranchisecentre.com/p-detail.php?bid=111>.

http://sbarro.com/news/news.php?id=58

http://dealbook.nytimes.com/2011/04/04/sbarro-files-for-bankruptcy/

http://dealbook.nytimes.com/2011/04/04/sbarro-files-for-bankruptcy/

http://www.worldfranchisecentre.com/p-detail.php?bid=111


APPENDICES

Appendix 1 -- Product Life Cycles

Pizza

Salads

Introductory Stage Growth Stage Maturity Stage Decline Stage



Pasta

Entrees




Dessert

Drinks



Documents

Strategic Marketing Plan Sbarro, Inc. - Shane Converyshaneconvery.weebly.com/uploads/2/5/9/5/25950932/marketing_final_… · Marketing Plan: Sbarro, Inc. Page 1 April 10, 2012 Shane