Introduction
Weczeria food and wine is a French cuisine restaurant that specializes in contemporary French food and wines with emphasis on local foods. The company has established strategic objectives with the aim of creating domestic and international competitiveness positioning with experience in food and wine while also creating domestic awareness of the restaurant (Reinartz et al., 111). It boasts of food and wines that are authentic and outstanding this is in addition of its objective of increasing its visitor numbers by increasing the length of their stay and expense while they visit the restaurant.
This strategic approach has been developed within the long term vision of 2020 with provision of a sustainable action plan until 2014. The restaurant plans to begin the year 2014 with the main marketing theme of being "new products and experience" this is anticipated to create excitement as well as inspiration of potential customers to visit and enjoy their wines and exquisite cuisines. This holistic experience of contemporary cuisines as well as classic wine collections are expected to blend in with the regional French cultural heritage and well as naturalistic environment will provide a compelled sense of placement and celebration of the positive aspects of life (Fan, 136).
Current Targeting
As such in the implementation of these objectives Weczeria food and wines has put in place a strategic mapping that entails the increase in visitor expenditure for the year 2014 with ambitious targets with a positive focus on the future. This in combination with the main imperative that will create a drive towards demand of modern cuisines and wines as well as profitability of the business as well as investment returns on available opportunities. Research into the Canadian culinary and restaurant industry provides a major association with authenticity and credibility especially in its wines product list and wine producing regions with distinctions in fresh produce. There is also a clear recognition of food with the need for solid unification of the dining experience which can be associated to messages in marketing and experience delivery. As such Weczeria food and wines is tasked with a major responsibility in achieving its visitor target numbers with gaps in competition with other contemporary dining and wine establishments.
This competitive gap can be attained through communication of the positive aspects of the restaurant in addition to creating a dining and wine tasting experience that is more accessible and finally creating increased appeal of the restaurant. The only challenges that stand in the way of achieving these objectives concerns creating authentic and credible dining and wine experience which cannot be taken for granted. This calls for investment by Weczeria food and wine on significant wine and cuisine dining experiences that provide a solid basis for communication with heavy investment to gain a substantial market share. This is based on research that has shown that new dining experiences in the restaurant industry as well as contemporary wines need an increased sense of location, networking as well as exciting marketing campaigns that will create inspiration among potential visitors in the domestic and international market (Cheng, 35).
Positioning Strategy
The opportunity lies in recognition the regions wine industry and its strengths with identification of the role of Weczeria food and wine's in strengthening the promise of the restaurant's brand of being vibrant and welcoming with complementation of its reputation as a provider of excellent culinary experiences (Fan, 136). In moving forward to attaining the objectives and strategies of Weczeria food and wine's there is need to strengthen its position in the competitive industry with emphasis on the long term with the need for commitment. This in addition with the provision of strategies formulated within the provision plans as a main focus on what will differentiate the restaurant to improvement of its performance in contemporary cuisines and exquisite wines.
References
Reinartz, W., Krafft, M., & Hoyer, W. D. (2013). The Customer Relationship Management Process: Its Measurement and Impact on Performance. Journal of Marketing Research, 41(3), 293-305.Cheng, B., Chang, C.L, and Liu S.(2013). Enhancing care services quality of nursing homes using data mining. Total Quality Management & Business Excellence 16(5), pp.575-596
Fan, W., Luck R., Manier K., Pierce J., Pool L. and Patek, S.(2012).Customer relationship management for a small professional technical services corporation. Proceeding Systems and Information Engineering Design Symposium, pp. 243-248
