EBriks Infotech SEO Company India Share With You About Local Search Marketing Strategy to make local business success .The number of people using mobile searches on Google with local intent is regularly increasing. Today, myriad of consumers depend upon these mobile devices to search for products and services in vicinity, thus, presenting a major opportunity for local businesses. These businesses, if follow effective mobile search strategy can take advantage of this growth in mobile arena. The mobile website should be optimized accordingly so that target customers can search you easily.
Lets throw light on the major areas that could help you in effective local searches.
A mobile-optimized website is first crucial step in the direction of effective mobile search strategy, as it makes it easier for users to find you easily, thus, increasing chances of converting users to customers. A user-friendly site, no doubt, is more preferred by users. It is because the positive experience people face helps them search the needed information without any inconvenience. To some extent, it also affects the brand reputation. It is frustrating on part of customers to surf desktop-friendly site on mobile device. Thus, it comes clear that a mobile-optimized website has positive effect on the growth of local businesses.
Another important area that matters a lot is implementation of a local search strategy. Local SEO and local PPC are two of the growing techniques that help business to target local customers. SEO campaign targeting specific location is the effective way to reach to the potential customers. It helps you make your website searched easily on mobile searches. Here, the local strategy takes into account optimized website both for location specific keyword as well as for local business listings. An effective SEO campaign ensures good ranking of the website with regard to local searches. Google + and Bing local helps in local listing for searched with local intent. The PPC advertising should also be done, targeting specific location. The contact details in PPC campaigns helps mobile users to easily get direction to your location. Make sure that your ad ranking is at the top of search engine result pages.
Both these areas, if pondered over smartly can help in improving upon the website ranking as well as improve upon the user to customer conversion ratio. A local mobile strategy includes local business listing and paid campaigns. Thus, the most effective strategy takes into account both SEO and PPC.
It can be concluded that local search strategy should enable users to search your website easily while performing mobile search and a mobile-optimized site would be helpful to people in getting the needed information.
Author: blogger
Shedding Light on Menu Engineering’ in Terms of Growing a Business
Menu engineering is an interdisciplinary approach in the deliberate and strategic construction of menus.
Sometimes called -Menu Psychology’, the term menu engineering is generally adopted as a standard Best Practice within the Hospitality and Restaurant Industries. The objective with menu engineering is to maximize a concept’s profitability by leading the customer to certain purchases, and avoiding others, in addition to -engineering’ recipes to maximize profits at the product and category level.
Menu Engineering is comprises of five key areas
Psychology (perception, attention, emotion/effect)
Recipe construction and the best balance between quality and cost
Managerial Accounting (contribution margin and unit cost analysis)
Marketing & Strategy (pricing, promotion)
Graphic Design (layout, typography)
Psychology of menu engineering
Visual perception is inextricably linked to how customers read a menu. By strategically arranging menu items and categories within the pages of the menu, operators can promote high profit dishes while allowing less profitable dishes to be understated. This strategy enhances the sales mix, profitability, and thus represents a key element in the business strategy.
Managerial accounting
The primary goal of menu engineering is to encourage purchase of targeted items, generally the most profitable items, and to discourage purchase of the least profitable items. With this in mind, restaurants should first calculate the true cost of each menu item, (including condiments and non menu foods such as salt, pepper, oil, etc.) therefore extending to all items listed on the menu, and reflecting all costs incurred to produce and serve [each item]. Optimally item costs should include: food cost (including wasted product and product loss), incremental labor (e.g., cost in on site production, dessert production, or additional preparation), condiments and packaging. Only incremental costs and efforts should be included in the item cost, as there will be a static labor requirement in all cases.
After an item’s cost and price have been determined (see pricing in the Marketing section), evaluation of an item’s profitability is based on the item’s Contribution Margin. The contribution margin is calculated as the menu price minus the cost. Menu engineering then focuses on maximizing the contribution margin of each guest’s order. Recipe costing should be updated (at least the ingredient cost portion) whenever the menu is reprinted or whenever items are re-engineered. Some simplified calculations of contribution margin include only food costs.
Marketing (price & promotion)
By using guest demand (also called the menu mix) and gross profit margins, the relative performance of each menu item is determined, and assigned one of the following terms (based on the BCG Matrix):
Stars
Stars are extremely popular and have a high contribution margin. Ideally Stars should be your flagship or signature menu item.
Plow Horse
Plow Horses are high in popularity, but low in contribution margin. Plow horse menu items sell well, but don’t significantly increase revenue.
Puzzles
Puzzles are generally low in popularity and higher contributions. Puzzle dishes are very difficult to sell, but have a high profit margin.
Dogs
Dogs are low in popularity and low in contribution margin. Basically, they are difficult to sell and when sold they are not particularly profitable.
In general, items within a relevant comparable set (for example, entrees, or chicken entrees) should be priced to have similar contribution margins – this way, the restaurant would make the same amount of money, no matter what item the guest chooses to order.
Additional considerations
While the practice of menu engineering has been around now for about 30 years, and focuses on the combined menu sales mix and item profit, additional factors can come into play in an effort to enhance profitability through careful menu analysis. A primary area to evaluate is purchasing, as poorly executed purchasing can often lead to substantial over payments – for example; buying from a large distributor, while providing ease of purchase and convenience, can add up to 50% more on certain ingredient costs thus making a substantial increase in overall food cost, (not to mention the elevated carbon footprint). By using local and specialist purveyors, restaurants can often reduce their ingredient cost and enhance quality.
The Next Idea demonstrated this exact point when engaged to review the menu of a themed restaurant brand. Through its discovery stage, it became apparent that, in an age where the consumer was becoming increasingly aware of product quality and value, this client was failing on both accounts, as the menu was essentially provided by a national US Distributor, and ingredients were purchased frozen and simply re-heated on site, resulting in a lack of differentiation, high menu prices and mediocre customer satisfaction. TNI challenged the food production and supply chain process (which was typical for the industry). Our proposal was to produce food from scratch, within the kitchens, which we had concluded, would enhance quality and substantially reduce costs. After considerable analysis and trials, we were given the approval to implement this new operational approach across the portfolio. The result was a 12% higher customer satisfaction rating, 2% reduction in labor cost, and massive 4% reduction in food cost.
In summary: Menu engineering has been employed by food service professional industry for many years now, and operators generally possess a sophistication level where work in this area is both very helpful and critical to support a profitable business. It is important to note that, like all other management strategies, menu engineering is not something that can simply be purchased. Success depends on the right mix of products and services, and of course the necessary expertise. In the end, a well-implemented menu engineering program will represent a significant tactic to elevate food and beverage profitability.
About The Author
The author is associated with The Next Idea. The Next Idea provides all cafe interior design, cafe logo, photography, restaurant Interior design, menu engineering, etc. Our restaurant design capabilities include: exterior restaurant marketing display design and manufacturing, restaurant marketing display design, and restaurant decor theme creation.
Importance Of Strategic Planning
Strategic planning is important to a nonprofit organization’s future path and success. As such, it is important to understand what strategic planning is and the reason why it is so important. This information provides a concept of strategic planning and the reason why it is recommended to nonprofit organizations.
Wikipedia defines strategic planning as “an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.” Strategic planning is the formal consideration of an organization’s future course.
Strategic planning is a approach organizations should participate in on an continuous basis, in spite of the length of the plan. Some organizations participate in tactical planning, and that is generally a one year strategic plan. Tactical plans are usually created when an organization is brand new or develops a different program or service that was not included in the original strategic plan. Though some plans might be longer, it is not easy to predict possibilities, threats, and trends in the field further than three years. Whether the plan’s period is one year or longer, the important thing to bear in mind is creating a plan that strategically moves the organization in the correct direction.
Without strategic planning and also a resulting plan of action, the organization will not have a clear idea of how it is doing, why it is doing it, and where it is going. In the event that there isn’t any goals and plans in place to deal with stakeholder issues / concerns, improve programs / services, or grow the organization, it might not manage to continue meeting the needs of the very people it is intended to serve. In addition, the lack of a plan can give up public trust, end up in a loss of funding, or avoid the organization from seeking new finances opportunities and partnerships. Without planning, an organization gets stagnant.
Several providers wonder if it is possible to conduct significant strategic planning in fast reforming markets. We believe organizations may hit a balance between having an articulated vision and direction for the future and the flexibility to adapt as health care is transformed for the 21st century. We could also guide organizations establish a clear link between planning and action to make sure that the planning process ends up in true progress.
The Bottleneck Strategy For Success
The bottleneck strategy is a strategy used to maximize your success potential in achieving goals and in completing projects. It is a strategy for identifying where you should place your maximum focus and concentration in order to gain the best results.
Whether or not you achieve your goal, or complete your project, within the desired time frame will depend largely on how well you allocate your resources, including time. If you focus on the right tasks in the right order then, provided your time target is realistic, you can ensure that you will achieve your target on time.
The first step in the bottleneck strategy is to break your goal or project down into a complete list of elements.
Let’s say, for example, that you are starting a new retail business. We will assume that we have already done our market research and determined a strong market need for our target product. The elements of establishing the business may be; establish your product supply chain, find a suitable premises, furnish the premises, hire staff, generate a flow of potential customers, make sales, deliver the product, and provide an after sales support system.
The second step in the bottleneck strategy is to look at that list of elements and ask if there is one element that is crucial for success. This is an element upon which success most depends. It is the bottleneck because if this element is not functioning correctly then your business grinds to a halt.
To find that bottleneck start with two questions. Question 1 is; which elements are only required or possible after another element is completed?
In the example above delivery and after sales support are only required or possible after sales are made and making sales is only possible after you have potential customers. This implies that the only candidate for the bottleneck amongst this group of elements is generating a flow of potential customers.
Question 2 is; what elements could I replace with another strategy if really necessary?
In the example it may be possible, even if not desirable, to replace the staff element by starting as a one person show. It may be possible to replace the two premises elements by selling door to door or on the internet or from your garage (some of the world’s most successful companies started from a garage). That leaves us with establishing a product supply chain as a candidate for the bottleneck element.
In our example we now have two possible bottlenecks; a flow of potential customers, and a product supply chain. Now we have to decide which of these is the most crucial. This will vary depending on what our product is and how difficult it will be to find suppliers and potential customers.
Let’s assume we decide that product supply is the most important, then that becomes the bottleneck. Once it is achieved then flow of potential customers will become the bottleneck.
Now it is time for the third step in the bottleneck strategy; focusing our resources and energy on solving the bottleneck.
If we make solving the bottleneck our number one priority then we will maximize our success potential. We should allocate 80% of our time, resources and energy to this task and pursue the other tasks with the other 20%.
In our example we focus on establishing that supply chain and then once that is achieved we focus on establishing a flow of potential customers. Without these two elements being achieved everything else is pointless.
If we had not applied the bottleneck strategy we may well have done what the majority of new businesses do and concentrated on establishing and furnishing an appropriate premises. We may then find ourselves with an expensive premises to cash flow but no products to sell or customers to sell to.
Whenever you set a new goal, or a new project, apply the bottleneck strategy and you will get the best value for your time and resources and maximize the probability of your success.
Arseus NV (RCUS) – Financial and Strategic SWOT Analysis Review
Arseus NV (Arseus) is a healthcare service provider. The company operates its business through four segments, namely, Fagron Group, Corilus, Healthcare Solutions (Arseus Dental) and Healthcare Specialties (Arseus Medical). It together with its subsidiaries develops and distributes healthcare products and services for healthcare professionals including doctors, dentists, pharmacists, and hospitals. Arseus offers raw materials, services and concepts, and ready-made products, which are used in hospitals and pharmacies. The company imparts IT solutions to dentists, general practitioners, ophthalmologists and veterinarians, and also dental practitioners with solutions and services such as workflow and practice management, and interpretation. It operates a manufacturing facility located in Switzerland. Arseus Dental is subdivided into 3 divisions, namely, Arseus Dental Solutions, Arseus Dental Lab and Arseus Dental Technologies. Arseus is headquartered in Rotterdam, Belgium.
This comprehensive SWOT profile of Arseus NV provides you an in-depth strategic analysis of the company’s businesses and operations. The profile has been compiled by GlobalData to bring to you a clear and an unbiased view of the company’s key strengths and weaknesses and the potential opportunities and threats. The profile helps you formulate strategies that augment your business by enabling you to understand your partners, customers and competitors better.
This company report forms part of GlobalData’s -Profile on Demand’ service, covering over 50,000 of the world’s leading companies. Once purchased, GlobalData’s highly qualified team of company analysts will comprehensively research and author a full financial and strategic analysis of Arseus NV including a detailed SWOT analysis, and deliver this direct to you in pdf format within two business days. (excluding weekends).
The profile contains critical company information including*,
– Business description – A detailed description of the company’s operations and business divisions. – Corporate strategy – Analyst’s summarization of the company’s business strategy. – SWOT Analysis – A detailed analysis of the company’s strengths, weakness, opportunities and threats. – Company history – Progression of key events associated with the company. – Major products and services – A list of major products, services and brands of the company. – Key competitors – A list of key competitors to the company. – Key employees – A list of the key executives of the company. – Executive biographies – A brief summary of the executives’ employment history. – Key operational heads – A list of personnel heading key departments/functions. – Important locations and subsidiaries – A list and contact details of key locations and subsidiaries of the company. – Key manufacturing facilities – A list of key manufacturing facilities of the company. – Detailed financial ratios for the past five years – The latest financial ratios derived from the annual financial statements published by the company with 5 years history. – Interim ratios for the last five interim periods – The latest financial ratios derived from the quarterly/semi-annual financial statements published by the company for 5 interims history.
For more information kindly visit : http://www.companyprofilesandconferences.com/researchindex/Pharmaceuticals-Healthcare-c13/Arseus-NV-RCUS-Financial-and-Strategic-SWOT-Analysis-Review1.html
Or
Contact us at :
Company Profiles And Conferences Mob +919223375060 / 919223767111 Fax : +91 22 27810778 E-mail : Website : www.companyprofilesandconferences.com