A&W Decision Making

CONTENTS1.0 INTORDUCTION..............................................42.0 SITUATIONAL ANALYSIS.....................................5

2.1 External Environment Analysis..........................52.1.1 Political Factor.....................................5

2.1.2 Economic Factor......................................62.1.3 Environmental Factor.................................6

2.2 TOWS Analysis...........................................72.2.1 Justifications.......................................8

2.3 Market Analysis........................................112.3.1 Market Share........................................11

2.3.2 Potential Market....................................112.3.3 Fast food in Malaysia and Current Trend.............12

2.3.4 Generation Y and Fast Food..........................122.3.5 Generation X and Fast Food..........................12

2.3.6 Population of Generation X and Y in Malaysia........132.4 Competitive Analysis................................14

2.4.1 Marketing Mix of Carl’s Jr.........................142.4.2 Marketing Mix of McDonald..........................15

2.5 Product Life Cycle.....................................172.6 New Product Description................................18

2.6.1 Description of Product...............................183.0 OBJECTIVES STRATEGIES AND PROGRAMS.........................20

3.1 Brand Positioning......................................203.2 Market Segmentation....................................21

3.3 Marketing Objectives...................................223.4 Promotional Tools.....................................24

3.4.1 Advertising........................................24

BM032-3-3-MKTDM Page of

3.4.2 Internet/ Interactive Marketing....................253.4.3 Public Relations...................................25

3.5 Pricing Strategy......................................263.5.1 Cost-plus Pricing....................................26

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

3.5.2 Odd Pricing..........................................26

3.6 Contingency Plans......................................274.0 FINANCIAL PLAN..........................................28

4.1 Gantt Chart..............................................284.1.1 Justifications.......................................28

4.2 Sales Forecast........................................304.2.1 Justifications.......................................30

4.3 Pro Forma Cash Flow 2015...............................324.3.1 Justifications.......................................33

4.4 Break Even Analysis....................................344.5 Return on Investment...................................35

4.6 Decision Tree..........................................364.6.1 Calculation of Expected Value for Both Outlets.......37

4.6.2 Justifications.......................................375.0 CONTROL AND EVALUATION...................................38

6.0 CONCLUSION...............................................397.0 REFERENCES...............................................40

8.0 APPENDICES...............................................43

EXECUTIVE SUMMARY

This marketing decision making plan outlines situation

analysis, objectives, strategies and tactics for A&W to

provide a consistent, cohesive brand message to introduce

A&W Collagen Burger in Malaysia within next twelve (12)

months. It is anticipated the marketing plan will play a

role a significant role in increasing sales, improving brand

image, changing customer perceptions and attitudes,

retaining current database of customers and attracting new

customers. A series of comprehensive measurement and

evaluation methods will be administered for marketing

implementation to provide valuable insight regarding precise

areas where all the budgets are allocated efficiently and

effectively. The overall goal of the marketing plan is to

improve the sale and increase the market share and A&W is

also planning to open new outlet at Sri Petaling.


1.0 INTORDUCTIONIn 1919, A&W was founded by Roy Allens from California,

United States. The A&W franchise was brought into Malaysia

1963 by Mr and Mrs Lie and they opened their first outlet in

Jalan Tunku Abdul Rahman, Kuala Lumpur, making it as the

first fast food outlet in Malaysia. A&W offers menu

featuring hamburgers, hot dogs, onion rings and fries,

distinguished by its draft root beer and root beer floats

(A&W, 2014).

In 2001, A&W was sold to KUB Malaysia Bhd, an investment

holding company (Public Limited Company) operating in a

range of industries, from energy to property, engineering

and construction. KUB followed up with an “aggressive

expansion drive” to widen A&W appeal and increase its sales

(Securities, 2014). According to the newly appointed Chief

Executive Officer (CEO) of A&W Malaysia Mr. Samad Mohd

Shariff, the brand only “turned a corner” in the last two

years after registering losses since 2001, managing to rake

in a profit of about RM1 million in 2013. Currently, KUB was

undertaking a corrective strategy and reviewing performance

of each outlet. As many as twenty-six (26) outlets were shut

down last year (2014) in order to help curb losses, leaving

the current count at twenty-one (21) operating stores

nationwide (Securities, 2014).



In the food sector of KUB, A&W records a decline in the

sector’s revenue by 11% as compared to the preceding year

was mainly due to the cessation of its hotel business at the

end of year 2013 (A&W, 2014). Despite the cessation, the

sector was affected by a one-off payment of RM1.33 million

for retrenchment benefits to the staff of KUB Singgahsana

(PJ) Sdn. Bhd, following the Group’s exit from the hotel

business. KUB foresees a potential for A&W to grow further,

hence its intention to increase the market share by opening

another five (5) outlets (A&W, 2014).

A&W corporate vision is to bring people together to share

great food, great root beer and friendly hospitality.

Meanwhile, the company missions are to build a stronger

brand identity and brand awareness level with the support of

advertising and promotion, to constantly improve and

optimizing the resources in existing outlets to better serve

its customers and to reinvent fresh new menus to attract new

market customers.

2.0 SITUATIONAL ANALYSISThis chapter outlines thorough examination of internal and

external factors affecting A&W business. Potential

customers, competitors and a realistic assessment are

presented to lead a better understanding of the factors that

will influence the business.



2.1 External Environment Analysis Opportunities and threats are measured as part of an

external analysis. In this study, political, economic and

environmental factor are analyzed that may require a change

within the business.

2.1.1 Political Factor

According to Food Act 1983 and Food Regulations 1985, A&W

must ensure all imported and local manufactured food is safe

and hygiene-concerned. Meanwhile, the company should concern

about “hard policies” such as regulations or fiscal policies

(e.g. imposing tax, removal of subsidies), that may be used

to combat obesity in Malaysia (Ibrahim, 2012). This is

because obesity has doubled over the past decade in adult

Malaysian from 21% to 43% (1996-2006), high in adolescent

(19%) and children (16.4%). As Malaysia proceeds rapidly

towards a developed economy status, the health of its

population will probably continue to deteriorate (Charlotte,

Sandeep & Jean, 2001). Therefore, A&W should take note of

this regulation carefully.

In Malaysia, the reception of Halal logistics is very

welcomed as supported by Department of Islamic Development

Malaysia (JAKIM), and is known as Halal certification

(Muhammad et al. 2009). A&W should cover the Halal logistics

and supply chain (Tieman, 2011), training in Halal logistics

(Pahim et al. 2012), Halal transportation (Syazwan et al.



2014), Halal packaging (Talib & Johan, 2012) and food supply

chain (Manzouri et al. 2013). Besides, special grants are

given to A&W to become Halal-compliant to enjoy double tax

deduction on expenditure for obtaining Halal certification

and accreditation (MII, 2006).

2.1.2 Economic Factor

The Malaysian government has laid out a vision for the

country’s economy. The vision is working to increase the

country’s Gross Domestic Products (GDP) eightfold helping

the country achieve “industrialized country” status by year

2020. The services sector is the largest section in

Malaysian economy, contributing almost 50% of the country’s

GDP. The food industry sector is growing quickly in

importance and now accounts for 40% of GDP (Ibrahim, 2012).

With economic success nationally comes rises in per capita

income. Thus, the consumers demand for high quality food,

but must be provided at affordable prices. More than 60% of

the population is within the middle or upper income group

(Charlotte, Sandeep & Jean, 2001). They are price-sensitive

as well. Almost 45% of women in Malaysia are employed. As

women enter the workforce, they have less time to prepare

family meals and, therefore, rely on convenience food more

often. Consumers between twenty (20) and forty (40) years of

age are most likely to rely on semi-prepared food or take-



away meals and can afford to do so (Charlottle, Sandeep &

Jean, 2001). Many consumers are willing to pay for products

that they regard as having high quality and value. A large

proportion of the population is below 15 years of age. This

group is increasingly exposed to global and western

influences and will be a driving force within Malaysia for

higher value products. Therefore, with the economic

opportunity, A&W can take consideration in offering value

and healthy meals to the consumers.

2.1.3 Environmental Factor

Environmental lobbyists and governments are pressuring the

fast-food firms to become more “green”. This initiative is

in tandem with Malaysia Environmental Quality Act 1974 for

environmental protection, conservation and control activity

(Chow et al. 2013). Rainforests are being destroyed to

increase the area of land for beef production to meet the

demand for beef-burgers. Recycling is a prominent global

issue and in response, A&W should adopt recyclable packaging

(Chow et al. 2013). This is because increasing environmental

awareness among consumers provides the company with a

significant opportunity to position them as “green” to a

garner customer loyalty.

2.2 TOWS AnalysisStrengths Weaknesses



TOWS

1. Strong corporateorange color imagein consumers’ mind

1. Not advertiseextensively inMalaysia

2. Strong supportfrom parent brand

2. Outdated websiteand social network

3. First drive-inrestaurant andentered The MalaysiaBook of Records

3. Inconsistentservice and foodquality

4. Commitment toproviding healthymenu items

Opportunities SO Strategies WO Strategies1.Growing healthtrends amongconsumers

S1O1: Penetrate intohealthy menu choices

W1O1: Introducehealthy lunch mealto target consumers

2. Growth of organicfood ingredients

S2O2: Combination ofamino collagen withhigh antioxidantsand food

3. Technologicaladvances forordering food

S3O3: Innovationssuch as apps andonline orderingsystems for ease ofacquiring food

W2O3: Highvisibility inFacebook and Twitterand create a websitefor online ordering

4. Diversificationof food concepts

S4O4: Shifts towardsnatural and beautyconcept

W3O4: The company isinexperienced indifferent foodconcepts and wouldneed to develop asound plan beforestarting a newconcept

Threats ST Strategies WT Strategies1.Perspective on“Rising food prices”due to GSTimplementation

S1T1: Increaseawareness of GST

W1T1: Expandingoperations andpromotions createsthe need for moresales

2.Ease of entry intothe market

W2T2: Intensiveresearch and



development (R&D)and market research

3.Impact of economicdownturn fromrecovering economy4. Change inconsumer tastes andpreferences

S1T4: Maintaincustomer loyaltywould increase sales

Table 1.0: TOWS Analysis

2.2.1 Justifications

A&W product’s image is the Great Root Bear with orange color

stated in consumer’s mind. With the strong support from

parent brand, Dr. Pepper Snapple Group, an American soft

drink company, and the entering Malaysia Book of Records, it

is believed that A&W can penetrate into healthy menu choices

by offering organic food to consumers.

SO Strategies

Over the past decade notions of beauty have been undergoing

significant transformation in Malaysia. Fair skin is also

idolized and equated with notions of beauty (Charlotte,

Sandeep & Jean, 2001). Since there is a demand from health

and beauty trend, the company can penetrate into wider food

industry, with a segment catering to the healthy food market

and, within this, a segment catering to the healthy fast

food market, developing meals that are easily accessible

(quick purchase), delicious and not harmful to health. One

of the primary proteins in our body that play role in



growth, health and maintenance is collagen. From age twenty-

five (25) onwards, the levels of amino acids used to

collagen and elastic fibers are reduced substantially; while

at the age of forty (40), our body stop produce collagen and

lead to formation of wrinkles, skin sagging, dryness and

skin aging problems (Mohamed et al. 2013). Therefore, with

the strong support from parent brand and growing of health

trends, A&W can shift towards and diverse in offering

healthy food to consumers.

WO Strategies

However, A&W is inexperienced in different food concepts as

it is a fast-food based restaurant. Studies showed that “90

percent of restaurants fail during the first year of

operation” that first stage is the most vulnerable (Parsa,

John & David, 2005). One reason for early failure is that

new segment businesses typically have limited resources that

would allow them to be flexible or adapt to changing

conditions. On the other hand, there is a fine line between

having a fresh perspective and being blinded by

inexperience. By offering lunch meal with collagen-

ingredients to the target customers that allows online

ordering and increase visibility on Facebook and Twitter for

promotion and enhance two-way communication with consumers,

it will help to improve business and expand market share.

One of the reasons of moving online is because the mass



media repeatedly emphasize the theme that people are busy

and are looking for ways to save time. Internet ordering is

profiled as a potential time saver, because consumers can

order any time, any place and dressed any way (Chow et al.

2013). Plus, social media tools like Facebook and Twitter

bring advantages of “flatter”, more democratic and

presumably more effective communication networks for

building long-term relationships with consumers.

ST Strategies

A&W may face the threats of consumers’ perception on “rising

of food prices” that will eventually cut costs on spending

after implementation of Goods and Service Tax (GST). To

consumers, this may represent an effect to the aggregate

prices of everyday goods and services. While most consumers

do not directly see the current 10% sales tax, many of them

experience the 6% service tax (Poskod Malaysia, 2014).

Therefore, A&W needs to educate the consumers about GST.

Figure 1.0 shows the effects of service tax abolished and 6%

GST.



Figure 1.0: Differences between Service Tax and GST

Source: Poskod Malaysia (2014)

Another threat may faced by A&W is changing of consumer

taste and preference. From the marketing perspectives, this

is a great signal because consumers demand on food quality

and choices in terms of value approaches, economics of

information approaches and satisfaction or dissatisfaction

approaches. Therefore, A&W can introduce various types of

loyalty programs such as membership cards, vouchers and

premiums to rewards the loyal customers. Once the loyal

customers get appreciated, they are easily to become

delighted customers (Chow et al. 2013). This is supported by

the previous studies that customer satisfaction influences

purchase intentions as well as post-purchase attitude.

Referrals program can be initiated to invite the loyal

customers to be part of the company by inviting their

friends and relatives to be the stakeholder. This will

increase the company sales as well as broadening market

share.

WT Strategies



To targeting more customers and to decrease barriers of

market entering, A&W should conduct extensive research and

development (R&D) and implement market research to

understand needs and wants of consumers. Meanwhile, consumer

behavior towards healthy fast-food can be examined to

determine their likeability and popularity (Mohammad, 2005).

In the era of globalization, a comprehensive market search

plays a significant role in order to achieve organizational

goals. Prior to that, A&W can target their customers more

precisely, for example, researchers have found that eating

out is becoming a trend especially for people who busy and

going through the hectic working life. Moreover, Mohamed et

al (2013) posited that saving time and eating healthy in

better environments are the reasons of people to dine-out.

These findings can help the marketers to segment their

market well and target the customers correctly.



2.3 Market AnalysisThe goal of market analysis is to determine the

attractiveness of a market and to understand its evolving

opportunities and threats as they relate to the strength and

weaknesses of the firm.

2.3.1 Market Share

Total Revenue (In Terms of Percentage)

McDonaldCarls. JrA&WOthers

Figure 2.0: Difference of Total Revenue

Source: Ibrahim (2012)

From the pie chart, it is identified that McDonald has the

highest total revenue of 2 billion (38%) in Malaysia,

followed by other companies which dominated around 1.8

billion (33%) in Malaysia, then followed by Carls. Jr has

14.3million of total revenue (26%) in Malaysia and A&W has



1.5million of total revenue (3%) in Malaysia.

2.3.2 Potential MarketThe total population in Malaysia is at 30.07million people

(Indexmundi, 2013). As of 2013, Damansara claimed 613,977

residents living in the area of 51.4km per square fit

whereas Sri Petaling claimed 120,980 residents living in the

area of 20.9km per square fit (Indexmundi, 2013). Their

population is made up of 55% Chinese, 30% Malays and 13%

Indians. The transportation facilities and infrastructure

are well-developed in Sri Petaling and Damansara that

provides convenience to the residents and the business

around.

2.3.3 Fast food in Malaysia and Current TrendLooking at the trend of focusing on the healthy fast food in

United States sue to the consumer awareness on the

importance of healthy food, the fast food restaurants in

Malaysia must considerably change their current marketing

practices and focus on quality or healthy food, so that

consumers will not receive continuous encouragement to seek

out food that can damage their health (Harris, Schwartz &

Brownell, 2010). Also, healthy fast food products are

predicted to receive a higher demand from the consumers due

to the rapid increase in lifestyle diseases, the increase in

awareness towards overweight issues and change in eating

habits among consumers. According to Euromonitor (2010),



Malaysians who are more health conscious started to switch

their food from unhealthy food to a healthier food options.

2.3.4 Generation Y and Fast FoodGeneration Y is a prime target for a food service business.

Generation Y refers to the members of the generation of

people born since the early 1980s to 2000. Generation Y are

who seen as being discerning consumers with a high

disposable income (ThreFreeDictionary, 2011). Harris et al.

(2010) reported that majority of fast food advertising is

targeted to Generation Y. In addition, past research from

the NPD Group (2009) shows that Generation Y orders more

fast food than any other age group during non-meal times,

after school and in the evening or midnight. The marketers

for fast food industry are targeting the Generation Y as

their main customers.

2.3.5 Generation X and Fast Food

The Generation X, which propelled fast food restaurants in

the 60’s and 70’s are now reaching its peak income levels

(myStarjob, 2013). It has considerably discretionary income

to spend on pleasure and leisure. The boomers view food

service dining as a form of recreation and take much of

pleasure in trying new restaurants and fresh menu ideas.

Moreover, they place a high emphasis on “food

sophistication” with greater attention to portion size and

variety. As one ages, taste buds tend to become less

sensitive, so aging generations are demanding bolder/ higher



impact flavors. A greater importance is also placed on

healthy diet options as the Generation X fight the realities

of health problems that come with age (myStarjob, 2013).

2.3.6 Population of Generation X and Y in Malaysia

Figure 3.0: Population in Malaysia

Source: myStarjob (2013)

Figure 2.0 shows the population in Malaysia. It shows that

the majority of Malaysian age group is from fifteen (15) up

to fifty-nine (59) years old. Therefore, with the evidence,

Generation X and Y are the ideal target group of consumers

for A&W.



2.4 Competitive AnalysisThe purpose of competitor analysis is to obtain information

about important competitors and use the information to

predict competitor behavior. In this study, Carl’s Jr. and

McDonald are chosen as A&W competitors.

2.4.1 Marketing Mix of Carl’s Jr.

Product

Carl’s Jr. new core product, the Lot Burger, has a wide

gamut of benefits. The most distinctive feature of most

company’s products is quality. The new burger consists of

only healthy and natural ingredients, fresh lettuce leaves,

beetroots slices, tomatoes and onions, a slice of cheese,

bacon rashers and an egg. All of these attract people who

are concerned about healthy. Furthermore, nutrition value of

burger constitutes very large amount and a lot of energy.

This feature makes a sense giving a serious comparative

advantage in the fast-food chain market (Carlsjr, 2015).

Promotion

Carl’s Jr. uses famous sportsmen to influence target

audience who are concerned about the amount of a nutrition

value found in the Lot Burger. The slogan for the whole

advertising campaign is “It’s new. It’s bigger. And it’s

more delicious than ever before” (Carlsjr, 2015). In



addition, new burger is advertised using billboard at major

roads that by far attention to create comparative advantage.

People’s testimonials, especially from satisfied customers,

are included in press releases to promote the company.

Price

Carl’s Jr. looks at other niche where consumers would be

prepared to accept a higher price because people feel that

the company understand their needs better and what they

want. Thereby, the company follows the quality leadership

pricing strategy-placed price conveys the product quality to

the consumers. Prices for the regular, kid’s and combo will

use the product line and optional pricing strategy

corresponding to the quality leadership strategy (Carlsjr,

2015).

Place

Carl’s Jr. enters Malaysian market with seven (7) outlets

nationwide, and nowadays expended it to fifteen (15). All of

them are located at the biggest shopping malls due to the

trend of all Malaysian loves to shops in malls, allowing

them to enjoy shopping together with delicious food without

going to another place (Carlsjr, 2015).

2.4.2 Marketing Mix of McDonaldProduct



According to McDonalds (2015), the crucial thing to note

when offering menu items to potential customers is that

there is a huge amount of choice available to those

potential customers with regard to how and where they spend

their money. Therefore, McDonald’s places considerable

emphasis on developing a menu which customers want. There

are many situations where McDonald adapted the product

because of religious laws and customs in a country, for

example, McDonald’s restaurant in Malaysia offers bubur ayam

(chicken porridge) and Double Beef Prosperity burger whereas

McDonald’s restaurants in India serve Vegetable McNuggets

and a mutton-based Maharaja Mac (Big Mac). Such innovations

are necessary in a country where Hindus do not eat beef.

However, the structure of McDonald’s menu remains

essentially uniforms the world over: main course burger,

fries and a drink (McDonalds, 2015).

Promotion

Using these tools, McDonald looks to localize its marketing

communications strategy that includes newspapers, television

and magazine. The “I’m lovin’ it” campaign, launched in 2003

used celebrity endorsement to increase their appeal to

younger consumers in Malaysia. Justin Timberlake was used

for vocals and the campaign was launched in eighty-six (86)

in English-speaking countries. In addition, McDonald does

adopt global strategy that alliance with Walt Disney in



producing “happy meals” for films such as A Bug’s Life, Toy Story

and Tarzan (McDonalds, 2015). The company also enhances its

brand name with Olympic Games and the World Cup, the two

biggest sporting events in the global calendar. Due to the

promotional activities, McDonald achieved 6th position on

“Best Global Brands 2011” as a result of continuous

promotional activities.

Price

McDonald has come up with different pricing strategies for

different countries and has positioned itself as fast food

restaurants offering low-cost food and drink. The affordable

menu has been adapted worldwide while maintaining their core

goal of assurance. Ongoing innovation has allowed new

pricing strategies such as the “Saver Menu” that offers

value breakfast, lunch and dinner that is affordable by the

consumers. In response to increasing food costs, McDonald

opted to increase prices by less than 1% adopting the change

gradually to the menu in order to retain price-sensitive

customers (McDonalds, 2015).

Place

McDonald currently has over 24,500 restaurants in 116

countries across the world. McDonald realize the potential

for growth in international markets and plans to benefit

from the lessons that they learnt in the USA, for example,

they used to add 300-400 restaurants a year, every year in


Introduction Growth Maturity Decline

Sale

s


Malaysia regardless circumstances. It was a strategy that

created a gap between them and the rivals (McDonalds, 2015).

2.5 Product Life Cycle


Carls.Jr

McDonald A&W

13

4

25


Figure 4.0: Product Life Cycle

Source: self-made

From the graph, it is identified that Carls. Jr is in the

growth stage whereas McDonald is in the maturity stage. For

A&W, it falls under decline stage because A&W PJ Drive Thru

has been revamped and will only be shut for the next three

years till 2016 to facilitate the construction of the KUB

Tower project. Due to the increasing of competitors and lack

of advertising, A&W is losing its popularity against others.

Due to the lost profit, A&W is closing down their outlets

and replaced them in suitable venue.

To make the brand stand out from the competitors, A&W would

wish to reposition back their brand in the market. And to

give confidence to the consumers, A&W Malaysia also planning

to open two (2) new outlets to be located at Sri Petaling or

Damansara July 2015. This will provide alternative solutions

to the consumers in the fast food choices.

2.6 New Product DescriptionThe new product of A&W is illustrated as follows:


5


Figure 5.0: Breakdown parts of new product

Source: self-made

2.6.1 Description of Product

No.

Breakdown Parts Explanation

1 Health-boosting PurpleTomatoes

A team from the John Centrein Norwich, United Kingdomhas engineered tomatoesusing genes from thesnapdragon flower to give anextra helping of pigmentscalled anthocyanins. Thesehave an anti-inflammatoryeffect in the body. Intests, the tomatoes slowedthe progression of soft-tissue carcinoma in cancer-prone mice (BBC, 2014).

2 Cultured Beef Muscle stem cells fromcattle have been cultured ina nutrient broth byresearchers at MaastrichtUniversity in Netherlands,and then mixed with collagenso they formed strips of



muscle tissue- the maincomponent of meat (BBC,2014).

3 Diabetes-treating Lettuce Dr. Henry Daniell, amolecular biologist at theUniversity of Pennsylvania,works on delivering drugsusing plants. He has createdlettuces geneticallyengineered to express aprotein that stimulates thepancreas to produce insulin(BBC, 2014).

4 Allergy-free Milk Milk allergies are oftencaused by a protein calledbeta-lactoglobulin (BLG),which is not present inhuman milk. A New Zealandteam has used geneticengineering to create a cowthat produces BLG-free milk(BBC, 2014).

5 Reinforced Bread In 2012, scientists from theUK, Germany and the USdeciphered wheat’s complexgenetic code, identify about96,000 genes. The work pavesthe way to breeding wheatvarieties with higheryields, more diseaseresistance and increasedability to cope with droughtand other climate-relatedstressed (BBC, 2014).



3.0 OBJECTIVES STRATEGIES AND PROGRAMSThis chapter will outline key objectives, target market,

positioning strategy, promotional tools and pricing strategy

that will be implemented by A&W Malaysia.

3.1 Brand Positioning Positioning Statement 1: Collagen Burger helps maintain and

promote health.

Unique Selling Point 1: The increase in non-communicable

chronic disease, stress in the workplace, lack of time and

other consequences of our everyday rapid pace of life will

force individuals to eat healthier food more regularly in

order to reduce negative effects of this fast-paced life of

their health. If we eat a balanced diet, our cells will beAsia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054


properly fed and protected, which enable them to have

effective immune systems.

Positioning Statement 2: Collagen Burger is both health and

tasty for consumers.

Unique Selling Point 2: Many people think that burger is

not healthy, but this is not true. We choose from among many

high quality and fresh ingredients to make up a burger. To

ensure the original taste of the burger, we serve our

burgers within ten (10) minutes or otherwise free of charge.

Positioning Statement 3: Collagen Burger is crucial for

combating aging issues.

Unique Selling Point 3: An imbalanced diet can lead to

problems with old people. A wholesome balanced diet over a

long period provides better and healthier lifestyle.



3.2 Market SegmentationIn fact, base on the market analysis above, A&W market

segmentation can be summarized by using demographic and

behavioral factors.

DemographicFactors

Criteria Explanation

Age Group 15-59 years old Majority ofMalaysians are GenX and Y.

Family Size 1-2, 3-4, 5+ A&W is suitablefor family unionand gathering.

Race Malays, Chinese andIndians

Malaysia is amulti-culturalnation.

Occupation Students, officeworkers, employed

people

They are thetarget group thatrequires healthymeals every day.

Income <RM1000 –RM4,000 andabove

The consumers canafford theproducts offeredby A&W

BehavioralFactors

Criteria Explanation

Benefits Quality products andservice

A&W will providehealthy productsto those lookingfor qualityproducts andservice.

Loyalty Status Medium and strong A&W targets allconsumers that areinterested to trythe new menuoffered.



Readiness Stage Unaware and aware A&W will utilizepromotional toolsto advertise thenew productoffered.

Table 2.0: Market Segmentation of A&W

Source: self-made



3.3 Marketing ObjectivesThe objective of this marketing plan is to recommend a

business proposition which is measurable and attainable by

firstly identifying A&W goals. The objective of the

marketing plan is to introduce a new product, Collagen

Burger in April 2016 by developing marketing strategies and

plan.

Objective 1: To create brand awareness of A&W Collagen

Burger to the consumers.

Goal 1: Obtain 15,000 “first-time” visitors to A&W outlet within six months of implementation.

Tactic: Implement new mobile app in webpage that allows

customer to interact with A&W “The Great Root Bear” in

order to create viral marketing.

Tactic: Offer special promotions such as vouchers and

free gifts in the outlets for customers who upload

their photos with A&W “The Great Root Bear” on the

spot.

Implement new “A&W Way”, a shuttle program designed for

customers from a Kuala Lumpur area to A&W outlet in Sri

Petaling or Damansara .

This goal is meant to reach potential customers without

means or desire to travel to A&W outlet. If a customer is

made aware of the product line, they may be more willing to

visit A&W outlet and try out the new product, Collagen



Burger. This is one of the buss marketing strategies for A&W

in the outlet.

Objective 2: To achieve sales target of $2,000,000 for the

first year.

Goal 2: Achieve a ten percent referral-rate with newly

acquired customers.

Tactic: Refresh the A&W website Facebook page to

integrate friendlier and humanistic customer service to

customers who “like” the page and reward those invite

their friends to like the page; The rewards can in the

form of giving free tissue wallet on their next

purchase; increase number of “likes” by 20,000 within

one year.

Goal 2 targets families and individuals by making them feel

special and desired. Gaining trust through the customers

will strengthen the relationships, potentially turning the

referrals into customers and then increase total sales of

the company.

Objective 3: To achieve estimated 20% market share next 12

months.



Goal 3: Increase company reputation by utilizing positive

media mentions nationwide by ten percent with a 12 month

period.

Tactic: Create and disseminate press release on The Sun

newspapers (the highest circulated English newspaper,

with a daily circulation of 305,000 copies), focusing

on positive accomplishments and activities that evoke

good publicity nationwide.

This goal aims to enhance public image of A&W. A press

release can effectively help change and build the public

image of the company. Plus, well-written and distributed

press releases can help to communicate a positive brand

image, improve customer perceptions, enlarge economy of

scale and increase bargaining power of the company

(Westwood, 2011).



3.4 Promotional ToolsAdvertising, Internet marketing and public relations are

selected as promotional tools for marketing strategy.

3.4.1 Advertising

A&W Malaysia will use two means of advertising: print

advertising and television commercial advertising.

Advertising has not been utilized aggressively by A&W

whereby the products and services can have their own

advertisement, be it print or electronic media, for example,

A&W has its own print advertisement carrying tagline “More

Than The Usual”. The criteria and reasons of selecting the

print advertising and TV advertising are as follows:

Tools Reasons of

Selection

Criteria of Selection

Print

Advertising

(Newspaper)

(Monday-

Friday

because this

is the

working days

for the

target

audience)

It covers high

degree of market

coverage and

penetration, it is

flexible in terms

of producing and

running the ads

and it is

geographic

selective.

The Sun newspaper is

chosen because it is cheap

and the highest circulated

English newspaper, with a

daily circulation of

305,000 copies. The ads

will be published in first

double page of the

newspaper because those

are the captions that will

attract reader’s attention



(SheeHan, 2011). Refer to

appendix for price per

insertion.

TV

Advertising

(Television)

(8pm-10pm

because this

is the time

most of the

family will

watch TV

together)

It has wider

coverage, cost

effective, creates

attention and

creativity to

present

advertising

messages.

TV3 is chosen because it

has the highest number of

19,000,000 page views,

contains 383,000 unique

users and the age group

covers below 18 (11%), 18-

24 (40%), 25-34 (30%) and

above 35 (19%). TV3

trading terms is 30

seconds ads will charge

for RM1000 (SheeHan,

2011).

3.4.2 Internet/ Interactive MarketingInternet Marketing, on the other hand will be focused on

Facebook and Twitter on creating viral marketing by using

rationale and emotional appeal on A&W and at the same time

creates two-way communication between consumers and company.

It is suggested that A&W Malaysia can launch “Pimp My A&W”

contest together with the universities and residents around

Sri Petaling or Damansara. The contest requires the

competing schools and the participants to take photo with



the scene in A&W outlet. They can “groupie” their moment

with “The Great Root Bear” and Collagen Burger and the

ambiance in the outlet and then upload the photos into

Facebook and Twitter. The photo with the most “likes” wins.

This will enhance the creativity among university students

and residents and at the same time promotes A&W stores and

Collagen Burger is certainly a great option of healthy meal

for young and discerning teenagers and residents.

3.4.3 Public RelationsThe objective is critical to introduce Collagen Burger to

prospective consumers. The plan for the convention is to

invite people who cannot make it to A&W outlet by fetching

them along the way to the outlet in Sri Petaling or

Damansara. The efforts including sending emails to the

consumers informing them about the conference and media

alerts to local media outlets informing them of the

conference. The conference will feature seminars on:

1. Who A&W is

2. Why A&W outlet exists

3. What is next for A&W Malaysia

4. Green-initiatives for A&W Malaysia

TV3 and The Sun media will be invited to the conference for

A&W Malaysia. The advertising time for TV3 is 8pm to 10pm

because those are the time that most of the families will



spend their time watching TV and family activities (SheeHan,

2011). Therefore, A&W can spread the new product launching

news for the targeting family.

It is hope that A&W is able to gain large number of new

customers and generates positive media reports on A&W PJ and

Collagen Burger.

3.5 Pricing StrategyPricing is an important strategic issue because it is

related to product positioning. Further, pricing affects

other marketing mix elements such as product features,

channel decisions and promotion (SheeHan, 2011).

3.5.1 Cost-plus Pricing

The company can set the price at the production cost,

including both cost of goods and fixed costs at the current

volume, plus a certain profit margin (Belch & Belch, 2001).

In A&W, the product and service cost $6.80 in variable costs

(raw materials) and production costs, and at the current

sales volume the fixed costs come to $1.50 per unit. The

total costs are $8.28 per unit. The company decides that

they want to achieve at a 25% profit margin. Therefore, the

targeted price should be ($8.30/1-25%) which is $11.00.

Below shows the calculation of variable and fixed cost per

unit.

Variable cost per unit = $1,412,100/ 212,000 units



= $6.80 per unit

*variable cost is derived from utilities, raw material, transportation, salary,

packaging, advertising and promotion and conference

Fixed cost per unit = $312,000/ 212,000 units

= $1.50 per unit

*fixed cost is derived from total cost of equipment and insurance and rental fees

Therefore, Total cost per unit = $6.80+$1.50=$8.30 per unit

3.5.2 Odd Pricing

The company can use the technique known as odd pricing that

prices end in odd number (5,7,9) because the studies shows

that selling for $10.95 appears cheaper than the same item

priced at $11.00. Psychological techniques such as odd

pricing can be used to certain customers’ interests (Belch &

Belch, 2001).

3.6 Contingency PlansWhile carefully planning was involved in setting the

strategic goals for A&W, it may be that these goals are not

met. Therefore, for both sales and financial objectives, a

10% negative deviation from expected sales and projection

returns on assets will be accepted. However, if sales

objectives and return on investment are less than 90% of



projections, certain actions will be taken. These actions

include:

No. Problems Solution1 Unacceptable Sales

Levels during the

First Year

A&W will combat this problem by

doubling in-store promotions in the

outlet. A&W will arrange and carry

out these promotions on weekends at

peak hours and distribute vouchers

in the shopping complex at peak

shopping times (Westwood, 2011). If

sales do not increase within one

month of the in-store promotions,

A&W will advertise in the weekly

shopping circulars of the store for

one month.

2 Unacceptable Return

on Equity

In the event that the business lacks

liquidity, A&W will examine the

accounts receivable procedures and

to ensure that cash flow projections

is reviewed to determine if

unforeseen cash expenses are

undermining the financial health of

the company (Westwood, 2011). 3 Unacceptable Return If return on assets and owners’Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054


on Equity equity fall below acceptable levels,

A&W will first examine and compare

the cost of production per unit and

marketing with sales prices. If the

margins are too thin, a price

increase for new product will be

considered (Westwood, 2011).

4.0 FINANCIAL PLANThis chapter will outline financial plan as an estimation of

cash needs and decision on how to raise the cash. Sales

forecast, pro forma cash flow, breakeven analysis and return

on investment are presented for A&W.

4.1 Gantt Chart

MonthFeb-15

Mar-15

Apr-15

May-15

Jun-15

Jul-15

Aug-15

Sep-15

Oct-15

Nov-15

Dec-15

Jan-16

The Sun (Mon-Fri) TV3 (8pm-10pm) Facebook, Twitter "Pimp My A&W" Contest Press Conference

Figure 1.0: Gantt Chart of A&W




Promotional Tools ReasonsThe Sun and TV3 Base on the chart above, A&W will apply pulsing

method on advertising for both the Sun and TV3. The

reasons are because on February and March, there is

Chinese New Year festival and holidays for the

students; on June and July, there are another

holidays and Hari Raya celebration for the

Malaysians; and on November, December and January,

there are school holidays, Christmas and New Year

festivals for the Malaysians too (SheeHan, 2011).

Therefore, by looking at the opportunities, A&W can

apply heavy advertising during peak selling periods

to stimulate bulk purchase from the consumers. On

top of that, it is analyzed that during the periods

it may bring more profits to the company because of

the demand from consumers.

Facebook, Twitter In addition, A&W will apply continuous scheduling

towards Facebook and Twitter page. This is because

these social media are very cheap, plus it is used

as a “trendy” tool that continuously reinforcement

and penetration into young consumers mind

recollection at point of purchase. By keep updating

and responding to the web user’s comments and

feedbacks, it is believed that A&W can achieve

effective two-way communication between company and



consumers (SheeHan, 2011). However, since A&W open

its sources for sharing contents, the company

should prepare to respond for the “bad comments”

that may affect reputation of the company.

"Pimp My A&W"Contest

Furthermore, A&W will organize “Pimp My A&W”

contest in continuous style. It is divided into two

parts, where the first contest will be organized on

half-yearly basis. The purpose of organizing the

event is to follow the trend and encourage young

consumers to take picture about their moments

dining in A&W restaurant in Sri Petaling or

Damansara. Hence, it is predicted that the efforts

may bring extra profits to the company because it

stimulate consumer behavior of trying new products

and stand a chance to win the contest (SheeHan,

2011).

Press Conference Besides that, A&W will be having press conference

in a flighting style during April-May and August-

September. The reason of choosing those four months

is because there are few festivals, activities or

events ongoing for the particular months. Hence,

the press conference will play a role to achieve

economic of scale and set as a reminder and most

importantly, create a viral messages in Malaysia

that A&W is the first company that offers free ride



to the customers to the conference (SheeHan, 2011).

Please refer to appendix for table of holidays in

Malaysia.



4.2 Sales Forecast

MonthFeb-15

Mar-15

Apr-15

May-15

Jun-15

Jul-15

Aug-15

Sep-15

Oct-15

Nov-15

Dec-15

Jan-16

Sales (cash)109,5

00164,2

50197,1

00197,1

00164,2

50219,0

00164,2

50197,1

00197,1

00219,0

00273,7

50219,0

00Sales (units)@$10.95/unit

10,000

15,000

18,000

18,000

15,000

20,000

15,000

18,000

18,000

20,000

25,000

20,000

Total sales: $2,321,400 Total units: 212,000 units

4.2.1 JustificationsMonths Results ReasonsFebruary

2015

Sales is predicted as 10,000 units of

getting $109,500

A&W Collagen Burger is at the beginning

stage to be introduced to the consumers.

March 2015 Sales unit increased to 15,000 of getting

$164,250

The result is due to the effort of

promoting and advertising through print

advertising, social media and the

contest.

Asia Pacific University of Technology & InnovationUC3F1407KMGT/ TP026054


April-May

2015

Sales are predicted to be increased and

constant at 18,000 units and getting

profit of $197,100

The result is due to the effect of

advertising program that increase

awareness of the new product among the

people.June-July

2015

Sales are predicted to be dropped at

15,000 units for June while the sales

will be doubled on July.

The result is due to June is the fasting

month for the Malays, even though there

are holidays and promotion is done. On

the other hand, sales is predicted to be

doubled on July because Malays will

celebrate Hari Raya and this is the best

time to create awareness to the audience

to maintain their healthy lifestyle that

A&W Collagen Burger is their best choice

during Hari Raya celebration.

August-

October 2015

Sales are predicted to increase for the

next three months and getting average

profit of $190,000

The result is because of the effect of

the advertising and conference setting

by the company.



November-

December

2015

Sales are predicted to goes up to 20,000

and 25,000 units, breaking records of the

year.

The result is because there are holidays

starting for the month and the children

will accompany their parents to the

fast-food restaurant and Christmas

festival will attract the consumers to

visit the store as result from promotion

efforts.

January 2016 Sales are predicted to drop to 20,000

units

This is because most of the families

will save their money for the purpose of

coming Chinese New Year and planning for

other stuffs like investment, insurance,

properties and so forth.



4.3 Pro Forma Cash Flow 2015

MonthFeb-15

Mar-15

Apr-15

May-15

Jun-15

Jul-15

Aug-15

Sep-15

Oct-15

Nov-15

Dec-15

Jan-16

Item Cash Inflow Balance Bring Forward

90,500

106,750

180,450

257,150

273,400

315,400

376,650

453,350

535,050

576,050

644,300

Sales109,5

00164,2

50197,1

00197,1

00164,2

50219,0

00164,2

50197,1

00197,1

00219,0

00273,7

50219,0

00

Shareholder Fund100,0

00

Total Cash209,5

00254,7

50303,8

50377,5

50421,4

00492,4

00479,6

50573,7

50650,4

50754,0

50849,8

00863,3

00 Cash Outflow Fixed Cost Equipment & Insurance

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

20,000

Rental 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Variable Cost Utilities 1,000 2,000 2,400 2,400 2,000 3,000 2,000 2,400 2,400 3,000 3,500 3,000

Raw Material20,00

040,00

052,00

052,00

040,00

060,00

040,00

052,00

052,00

060,00

080,00

060,00

0

Transportation 5,000 6,000 7,000 7,000 6,000 8,000 6,000 7,000 7,000 8,000 9,00010,00

0



Salary10,00

012,00

013,00

013,00

012,00

013,00

012,00

013,00

013,00

014,00

015,00

014,00

0

Packaging10,00

015,00

018,00

018,00

015,00

020,00

015,00

018,00

018,00

020,00

025,00

020,00

0Advertising & Promotion

50,000

50,000

50,000

50,000

50,000

50,000

Conference 8,000 5,000 5,000 5,000

Total Cost119,0

00148,0

00123,4

00120,4

00148,0

00177,0

00103,0

00120,4

00115,4

00178,0

00205,5

00130,0

00

Gross Profit90,50

0106,7

50180,4

50257,1

50273,4

00315,4

00376,6

50453,3

50535,0

50576,0

50644,3

00733,3

00




A&W will seek funds from shareholders to gain the initial

capital for the first month. As the sales increases

indicates that the cost of production also increases.

Equipment and insurance will be fixed at $20,000 while

rental is $3,000 per month. Utilities and transportation

cost is proportional with the sales of the month. For the

first month, A&W will employ ten (10) full time workers. On

the second month, two workers will be added in. Part time

workers will also be recruited during peak festivals and

seasons. All the funds will be managed efficiently and make

sure all resources are not wasted.

Figure 6.0: Gross Profit of A&W

Source: self-made


months

$

1 2 3 4 5 6 7 8 9 10 11 120

100,000200,000300,000400,000500,000600,000700,000800,000

Gross Profit

Gross Profit


As interpreted from the graph, it can be seen that the gross

profit will increase gradually for the next twelve months.

4.4 Break Even AnalysisSales: 212,000 units at $10.95/unit $2,321,400

Shareholder Fund: $100,000

Gross Margin: $2,421,400

Less: Fixed Production Cost $312,000 Variable Production Cost $1,412,100

Net Income Before Taxes: $597,300

The firm’s breakeven output is calculated by using the

formula:

Break even (unit) = Total Fixed Cost / {(Selling Price/unit)-(Variable

Cost/unit)}

= $312,000 / {($10.95)-($6.80)}

= $312,000 / $4.15

= 75,180 units



Sales in dollar that required to break-even is calculated by

using the formula:

Break even (sales) = Break even (unit) X Selling price (unit)

= 75,180 units X $10.95

= $823,221

If the variable production costs increase by $2 per unit,

the new break even output will be following the formula:

Break even (unit) = Total Fixed Cost / {(Selling Price/unit)-(Variable

Cost/unit)}

= $312,000 / {($10.95)-($6.80)}

= $312,000 / $4.15

= 75,180 units

Assuming demand for the A&W Collagen Burger is 100,000

units, the margin of safety is calculated by following the

formula:

Margin of safety = {Demand-Break even (unit)}/ {Break even (unit)} X 100%

= {100,000-75,180}/ {75,180} X 100%

= 0.33 X 100%

= 33%



To earn a profit of $40,000, the break even in terms of target is

calculated by using the formula:

Break even (target) = {Total Fixed Cost+Targeted profit}/{(Selling Price/unit)-

(Variable

Cost/unit)}

= {$312,000+$40,000}/ {($10.95)-($6.80)}

= {$352,000}/ {$4.15}

= 84,819 units

4.5 Return on Investment Return on investment (ROI) for A&W Collagen Burger is

calculated base on the formula:

ROI = {Gain-Cost}/ {Cost}X 100%

= {$2,321,400-$1,688,100}/ {$1,688,100}X 100%

= {$633,300}/ {$1,688,100}X 100%

= 37.5%

Note: all formula adopted from Gulko (2010)


A&W

DAM ANSARA

SRI PETALING

$900,000

$800,000

$700,000

Decision Tree

SUCCESS=0.7

FAILURE=0.3

B

A

HIGH=0.2

M EDIUM =0.5

LOW =0.3

C

$0

TOTAL REVENUE

SUCCESS=0.6

NOTHING=0.4

$50,000

SUCCESS=0.6

D

FAILURE=0.4

$1,000,000

$900,000

$800,000E

F

$0

HIGH=0.3

M EDIUM =0.4

LOW =0.3

SUCCESS=0.6

NOTHING=0.4

$50,000

COST=$400,000

COST=$400,000

Created by Trial Version




4.6 Decision Tree



Software downloaded from: http://www.edrawsoft.com/decisiontrees.php



4.6.1 Calculation of Expected Value for Both Outlets

Expected Value of Sri Petaling and Damansara is calculated by using the formula:

Expected Value= Probability of Success+Probability of Loss- Cost

Expected Value for Sri Petaling

EVB = 0.2($900,000)+0.5($800,000)+0.3($700,000) = $790,000

EVC = 0.6($50,000)+0.4($0) = $30,000

EVA = 0.7($790,000)+0.3($30,000)-$400,000 = $162,000

Expected Value for Damansara

EVE = 0.3($1,000,000)+0.4($900,000)+0.3($800,000) = $900,000

EVF = 0.6($50,000)+0.4($0) = $30,000

EVD = 0.6($900,000)+0.4($30,000)-$400,000 = $152,000


A&W should develop and expand its business in the Sri

Petaling outlet in Malaysia. The reasons are because the

expected value for opening an outlet in Sri Petaling is

higher and it is a long-term wise decision for the company

in the future.



5.0 CONTROL AND EVALUATIONThe evaluation and control activities will include

quantitative methods to measure the effectiveness of the

marketing plan. The purpose of evaluation plan is ensure

each objectives set by the company are accomplished at the

end of the integrated marketing plan.

Objective 1: To create brand awareness of A&W Collagen

Burger to the consumers.

Evaluation Plan 1:

Due to A&W proposed advertisements, it is advised that all

advertisements in the marketing plan under do positioning

advertising copy testing to determine whether they are

relevant for the marketplace. Positioning advertising copy

testing will help A&W evaluate consumer attitude and

purchase intentions, and allow for the consideration

alternative messages that may be more appropriate (Belch &

Belch, 2001).

Objective 2: To achieve sales target of $2,000,000 for the

first year.

Evaluation Plan 2:



One of the most economical methods will include intercept

surveys. Intercept surveys are highly effective and will

provide instant feedback (Westwood, 2011). Since A&W is

concerning about getting more referrals, it is important to

understand the reasons behind missed revenue and the loss of

potential customers. Intercept surveys can help A&W to

identify customers who made a purchase and those who did not

and why and their chances to recommend other friends to

purchase.

Objective 3: To achieve estimated 20% market share next 12

months.

Evaluation Plan 3:

Theater testing will be used to identify strengths and

weaknesses of broadcast marketing messages and indicate how

A&W Malaysia’s commercials will compare against its

competitors (SheeHan, 2011). Using theater testing,

individuals will be told to watch and critique television

program, but their reception to A&W brand message will



actually be measure which, in turn, helps to determine brand

preference among the target audience.

6.0 CONCLUSIONIt is believed that Sri Petaling outlet will be the best

decision expansion decision to face the stiff competition in

the fast food industry. It is also confident that by

introducing new product, A&W Collagen Burger would be able

to compete with other major fast food players in the near

future. Therefore, each strategic business unit (SBU) like

human resource, information technology, media, finance,

marketing and so forth, plays vital roles in collaborating

to shape a better corporate image. It will simultaneously

create competitive advantage to contribute to the company

sustainability and profitability and finally increase market

share in Malaysia.

It is also believed that with the thorough internal and

external analysis of the group and company, A&W Collagen

Burger will be launched successfully in the introductory

stage of the product life cycle. After all, one can succeed

in the competitive market only after understanding the

complex consumer behavior because this enables the marketers

to undertake marketing decisions which are compatible with

consumers’ needs.



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Page.



8.0 APPENDICESDate Holidays Applicable to

3 Feb 2015 Thaipusam

Kuala Lumpur,Putrajaya, Johor,

Kedah, Negeri Sembilan,Perak, Penang &Selangor only

19 Feb 2015 Chinese New Year National

20 Feb 2015 Chinese New Year (2nd

Day) National

14 Mar till 22 Mar 2015 School Holidays National

1 May 2015 Labour Day National3 May 2015 Vesak Day National30 May till 14 June2015 School Holidays National

17 Jul 2015 Hari Raya Puasa National

18 Jul 2015 Hari Raya Puasa (2nd

Day) National

31 Aug 2015 National Day National16 Sep 2015 Malaysia Day National10 Nov 2015 Deepavali National except Sarawak21 Nov till 3 Jan 2015 School Holidays National

25 Dec 2015 Christmas National1 Jan 2015 New Year National

Source:

http://www.onestopmalaysia.com/holidays-

2015c.html


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