To be successful with his new middle-eastern restaurant in Detroit the
entrepreneur knew he needed to serve 800 plates a day. Adjacent to
Wayne State University and Detroit Medical Center so the location
seemed perfect for the delicious, fresh and healthy menu.

It quickly became a popular eating spot for the students due to its fast
service and affordable prices. But the medical staff from the hospital
seldom frequented the establishment.

His business was not profitable.

The Symptoms
Although business was good when school is in session, business
dropped off dramatically between semesters. The restaurateur looked at
the surrounding area which consisted of several popular tourist
attractions and a large medical complex.

Determining the medical complex would provide more consistent diner-
base he decided to make a concerted effort to break into the health care
establishment. With a menu overflowing in healthy options, it seemed a
natural fit. He had coupons and catering menus delivered to the doctor's
offices throughout the medical center weekly.

Despite repeated efforts on his own, he failed.

The Diagnosis.
The secret to success rested in understanding the health care culture.
Important questions were:

  • Who makes the decision where to eat?
  • Who pays for the meals?
  • Will come to you or do they want take-out?
  • Where advertising should be placed?

These and many other questions needed to be asked in such a way as to
get the right answer if the health care culture could be penetrated.

As can be expected, many options were available once the investigation
was complete. After careful review it was decided to concentrate on
catering. We had learned the doctors often eat in their conference rooms
or offices listening to presentations from salespeople or learning how to
build their practice. The doctors normally did not make the decision as
to where meals would be purchased. Instead an administrative person
would select a type of food and tell the salesperson what the doctors
would want. The salespeople would provide the meals using promotional
budgets they were given by the pharmaceutical companies they
represented.

The Prescription.
A marketing campaign was recommended aimed specifically at
pharmaceutical salespeople and others regularly calling on the doctors.
Because the meal itself was an expense that could be written off, the
coupon offered something of personal value to the salesperson instead of
free meals or discounts to their company.

Future Prognosis.
The restaurant increased its plate count from an average of 435 meals
per day to 812 in three months, which was the breakpoint between red
ink and black ink. Although some of the increase was normal business
growth, the portion of the business attributed will to the medical facility
had reached approximately 35% of their total sales.

Use this case study during workshops, coaching sessions, self-
development, or team meetings about:

"Dr. Max" shares his success stories by looking at the symptoms of a
business problem or opportunity, his diagnosis of same, his prescription
for success, and the prognosis for the future. For more case studies,
click here.

©2016 Max Impact, Rochester Hills, Michigan, USA
Serving 800
plates a day