• Analyzing Service Quality in a Restaurant Using Guest Surveys

Restaurant website.

https://www.yelp.com/biz/jo-jos-cafe-san-francisco

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project topic:

· Analyzing Service Quality in a Restaurant Using Guest Surveys

Hospitality & Tourism Management Internship
HTM 515

Mid-Term Progress Report

Name:

ID#:

Semester:
(circle one)

Fall Spring Summer

Year:

2019

Company Name

Position

Number of Hours Completed to Date: (out of 200 required)

1. Overall, how is your internship going thus far? (Are you taking initiative and making a contribution? etc.)

2. Management’s Support of Your Efforts (i.e., has your supervisor/manager been supportive and helpful? Is management prepared for you each day? Is so, how; if not, what is the biggest problem you’ve had?

3. Discuss the functional area(s) that you are currently working (e.g., department or area), its responsibilities and its importance to the overall organization

4. What is the managerial structure of the department? This should include the responsibilities of each manager/supervisor in the functional area.

5. Discuss your department supervisor. What is his/her name? What was his/her education and industry background?

6. Discuss the specific competition to your organization both locally and nationally. This should include the names of the business.

7. Could you see yourself working for a company like this? Yes or No? And Why?

8. What is the current status of your project in these areas?

a. Your Project Title: ___________________________________________

b. Obtaining Data for the Research (i.e., what have you been able to do so far?)

c. How far along are you in preparing and writing your project/paper?

San Francisco State University

HTM 515 – Final Paper/Project Format/Rubric – On Line

Purpose/scope – The final analytical research paper/project is intended to engage students in a real-world
issue pertaining to your respective internship. The paper’s general topic will be determined and agreed to by
the intern supervisor and student. The topic should be beneficial to the company and educational to the
student. Once the general topic is determined, the student is expected to define the research problem
(problem statement), collect the necessary data, and report on the findings. The length of the paper is not
specified; however, quality is preferred over quantity. It is expected that papers should be at least 15+ pages
long (not including cover page, references, or appendices). Finally, it is required that the paper/project and
findings will be presented to the internship supervisor by the student.

Tutorial – For more information about the research paper, please see the online video tutorial on iLearn.

Format – The final paper/project format should be double-spaced using 12-point Times New Roman font
with 1” margins. Final documents for upload/submission must be MSWord or PDF. The length of the paper
is not specified however, the minimum length should be at least 15+ pages long (not including cover page,
references, or appendices). Content, structure, writing logic/flow, spelling and grammar will be graded as
part of your final grade (see assessment rubric).

Final Paper Structure – The final paper MUST include the bolded section headings as directed and be
organized in the following manner:

1. Cover/Title Page – Title of the paper, course name and number, semester year, student name and
identification number and instructor’s name.

2. General Topic and Research Question – Two statements identifying and articulating the topic and
research question.

3. Abstract – Brief summary of the research paper – 250 words or less.
4. Introduction/Background and Statement of the Research Problem

a. Introduction – Provide the reader with a description and background of the topic that is being
researched. Give a contextual backdrop to why this is an important issue to be addressed. For
example, what are competitors doing? What is the marketplace currently doing or headed?
What happens if this isn’t addressed? How important, influential, or popular is this problem?
Would research findings lead to some useful change in best practice? If a study, for instance,
is researching management stress in a hotel, why is this needed? Is there turnover? Low
morale? Answer the “So what?” question, why is this topic worthy of investigating.

b. Statement of the Research Problem – Provide a brief discussion of the specific topic that
will be investigated and addressed and why it is important. (e.g., What is the problem? Why is
this problem worth investigating? Be clear about the problem statement and most importantly
explain why the study is needed and valuable.

5. Manuscript Body
a. Literature Review – Provide an in-depth analysis of what currently is or has been written

about this topic. Students are expected to provide a variety of sources including but not
limited to academic journals, textbooks, industry publications, internal company documents,
etc. All sources must be cited.

b. Methodology/Data Collection – A discussion of how you went about approaching and
solving the problem or research project. In other words, how did you collect the data you

needed to analyze for the project? This section, for example, should included details on what
type of survey you conducted including where you found the survey instrument and/or how
you collected data, etc. Tables, charts and figures are strongly encouraged to demonstrate your
data.

c. Analysis and Results – A presentation of the factual (truth and facts – not opinion)
information you found regarding the problem to be solved or the research project. For
example, the data showed that 22% of customers preferred the old menu design versus the
new menu design. Tables, charts and figures are strongly encouraged to demonstrate your
data.

d. Discussion, recommendation and conclusions – This section wraps together the entire
research document. Here you will relook at the research question, literature, data collection
and results and provide a discussion of the study. Moreover, given the findings of fact, what
are your conclusions as to what the underlying topic are, or conclusions as to the research
project? How would you address the research questions given the study’s results? What are
your specific recommendations to solve the problems or achieve the objective of the research
study? What were the strategic alternatives that might have been used to solve the problem or
research project? What alternative(s) did you decide to use and why? What could future
study’s do to address this topic more thoroughly?

6. References – 3-5 references minimum but more are expected. Please provide a reference section
when you cite any source in your paper. Plagiarism is not acceptable and is grounds for failure. All
citation and references should follow the APA format. Please see
(http://owl.english.purdue.edu/owl/resource/560/01) or (www.apastyle.org) for exact specifications.

7. Tables, figures, and appendix (provided within the manuscript body or here as needed)

Research Paper Grading Criteria/Rubric – The final paper will be graded using the assessment rubric provided.
Nine (9) criteria are used in the grading of each research paper using an Unacceptable, Acceptable, and Exemplary
scale:

1. Research Question; Problem/purpose statement; point of view established
2. Sense of audience
3. Organization and development
4. Knowledge, Comprehension, Understanding & Support of topic
5. Data Analysis; Evaluate information and its sources critically
6. Application
7. Conclusion
8. Grammatical structure, sentence formation
9. Citation of secondary sources

10. Additionally, feedback (comments and grade A, B, etc.) by your supervisor will also be used to determine your

grade. Students are required to present their findings to their supervisor during the semester.

Turnitin.com Requirement
1. All final papers must be uploaded and submitted through Turnitin.com link on iLearn for plagiarism and

grammar checks. Final documents for submission must be MSWord or PDF.
2. Directions and feedback: http://at.sfsu.edu/support/how-submit-turnitin-assignment
3. The paper must be uploaded and submitted to Turnitin.com no later than the final packet due date outlined on

the course schedule. You can review the Turnitin feedback and make changes to your paper prior to the due
date.

4. Turnitin Helpful links:
a. To view you Turnitin Originality Report clink on the directions link: http://at.sfsu.edu/support/how-

view-your-turnitin-originality-report
b. Student Training – About Originality PDF – http://turnitin.com/en_us/training/student-training/about-

originalitycheck
c. Viewing originality reports: http://turnitin.com/en_us/training/student-training/viewing-originality-

reports

5. Cheating and Plagiarism/Self Plagiarism: See course syllabus for strict rules and guidance on cheating and
plagiarism/Self-Plagiarism. This class has a zero-tolerance policy towards cheating behaviors.
Plagiarism/Self-Plagiarism is a specific form of cheating which consists of the misuse of the published and/or
unpublished works of others or self by misrepresenting the material (i.e., their intellectual property) so used as
one’s own work. Penalties for cheating and plagiarism range from 0 or F on a particular assignment, through
an F for the course, to expulsion from the university. For more information on the University’s policy
regarding cheating and plagiarism, refer to the University Office of Student Conduct (‘Polices and
Regulations’).

Hospitality & Tourism Management
HTM515 Internship Research Paper/Project

Assessment Rubric

9/2019

Criteria Unacceptable (U) Acceptable (A) Exemplary (E)

Research Question;
Problem/purpose
statement; point of view
established

Vague/ inconsistent
statement of purpose

Able to identify a problem/issue,
clearly define a problem/issue,
and dissect the problem/issue
into subproblems or pieces

Able to identify and clearly
define a problem/issue, dissect it
into sub-problems or pieces, and
formulate possible
solutions.

Sense of audience
Inconsistent sense of
audience; Uses language
inappropriate to target
audience

Conveys an accurate sense of
audience with appropriate use
of disciplinary language

Strong sense of audience
demonstrated through form and
language

Organization and
development

Some organization
evident, but inconsistent

Connects ideas within
document and to other sources
and ideas; Points are logically
developed and flow logically
from one idea to the next

Effective organization contributes
to full development of written
presentation

Knowledge,
Comprehension,
Understanding &
Support of topic

Demonstrates some
understanding of topic;
Does not make
connections among ideas

Beyond surface understanding;
Demonstrates facility with
topical and disciplinary
knowledge

Demonstrates disciplinary
understanding and
interconnections; makes links that
suggest discovery of new
information or new ways of
relaying information

Data Analysis; Evaluate
information and its
sources critically

Evaluates a limited
number of sources
using a restricted set of
criteria (such as survey).

Evaluates a variety of sources
that are appropriate to the
scope of the research
question using multiple
criteria (such as relevance to
the research question,
currency, authority,
reliability).

Evaluates a variety of sources
appropriate to the scope and
discipline of the research
question.

Application
Paper does not solve
problems to a new
situation

Paper solves problems to a
new situation by applying
acquired knowledge, facts and
techniques in a different way.

Paper solves multiple problems
in a new situation by applying
knowledge, facts and technique
in different ways.

Conclusion None or extremely weak Good summary
Reviewed main points and tied
everything together; future
directions proposed

Grammatical structure,
sentence formation

Errors in grammar,
sentence structure or
spelling

Uses correct grammar,
sentence structure and spelling
throughout document

Readability enhanced by facility in
language use, range of diction
and syntactic variety

Citation of secondary
sources

None; or majority are
inappropriate or
inappropriately cited;
and/or portions are
plagiarized

Most sources are appropriate
and cited adequately

All sources are appropriate and
cited completely and accurately

6-Final Paper-Project Format-On Line New
Assessment Rubric – HTM515 – Research Paper

Running Head: EFFECTIVENESS OF MINIMAL MARKETING

Effectiveness of Minimal Marketing

HTM 515 Hospitality Management Internship

Spring 201

910079396

Dr. Andrew Walls

Andrew
Typewritten Text
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Andrew
Rectangle

EFFECTIVENESS OF MINIMAL MARKETING

Table of Contents

Career Center Workshop Attendance Form ……………………………………………………… .3

Monthly Time Sheets …………………………………………………………………………….. .4

Intern Performance Evaluation Form ………………………………………………………………. 8

Executive Summary ………………………………………………………………………………

Section I – Introduction/Background ……………………………………………………………. 13

Section II – Statement of the Research Project. …………………………………………………. 16

Section III – Methodology ……………………………………………………………………….

Section IV – Findings ……………………………………………………………………………

Section V – Conclusions ………………………………………………………………………… 25

Section VI – Recommendations ………………………………………………………………… 27

References ……………………………………………. , …………………………………………

Appendix ………………………………………………………………………………………… 30

EFFECTIVENESS OF MINIMAL MARKETING

Executive Summaty

Parameters oJthe Report

Station 1 Restaurant is a new upscale establishment located in Woodside, CA. The chef

focuses on serving local, sustainable, California cuisine in a warm, unpretentious atmosphere.

Due to its young age, owners do not have an allotted budget to lavishly advertise for this new

restaurant. The purpose of this study is to determine whether minimal and essentially “free”

marketing eff011s have been effective in increasing business and improving the restaurant’s

reputation.

Description oj the Problem/Statement oj the Research Project

Tllis research project aims to analyze the effects of minimal marketing related to any

increases or decreases in business. This can be quantified in terms of cover count (guests served

per night), nightly net sales, and per person average (total net sales divided by number of guests

served). These numbers will be focused around certain milestone dates in media exposure-in the

restaurant’s short history. This includes the two reviews in major print and online newspapers.

This project also aims to create a comment card to distribute to guests at the end of their meal, t

gain insight on the guest’s experiences and expectations in and about Station 1 restaurant.

This research study will benetit Station 1 Restauratlt because it will allow managing

partners to understand what types of minimal marketing efforts, like posting content on social

media outlets, have a positive effect on business. It will also measure what types of content from

these methods capture the most positive feedback from guests and potential guests. In addition

ownership can utilize the figures obtained n’om the chm1s on personal net sales and per person

average to set appropriate standards and goals for how much servers should be selling nightly in

order to acquire a realistic yet beneficial profit.

EFFECTIVENESS OF MINIMAL MARKETING 12

Methodology

Cover count data will be obtained from the restaurant’s Open Table reservation software.

Figures regarding net sales and per person averages will be retrieved from personal serve

checkout sheets that are required to be completed at the end of each shift. Facebook statistics on

post content, post impressions, and number of active users is made available online to Station l’s

Facebook page administrators, which includes myself.

SlImmwy of Findings and Conclusions

In general, minimal marketing efforts have proven to be effective in increasing business.

Overall, business changes around the milestone dates were evident; cover counts on weekdays

increased as well as server’s personal nightly net sales. However, the data collected from nightly

per person averages showed no correlation with any increases in minimal marketing around the

milestone dates. Additionally, judging from the insight statistics on Facebook, when actively

marketing via this social media outlet, the number of interactions and active users increased.

Unfortunately, these figures were not consistent around the aforementioned milestone dates.

Recommendations

Since the owners did not implement the comment cards during the process of this

research project, it is highly recommended they stmi distributing them to guests as soon as

possible to gain insight of their opinions on their dining experiences. Utilizing social media

outlets such as Facebook and Twitter more frequently will allow Station I to remain, more

frequently, in the public’S eye. Keeping a computerized database of all the servers’ net sales and

per person average each night to determine what benchmarks should be established to achieve

their desired profits will result in a clearer method for setting goals.

EFFECTIVENESS OF MINIMAL MARKETING 13

Section I -IntroductionlBackground

The company where I completed my internship is also my place of employment: Station

1 Restaurant. This fairly-new establishment opened tIllS past September and is located at 2991

Woodside Road in Woodside, California. The owners and managers are Zu Tarazi and his wife,

Kristi Borrone. Key individuals in the kitchen are executive chef Zack Freitas, sous chef Ryan

Harris, and executive pastly chef Paul Shields. The restaurant is open for dilmer Tuesdays

through Saturdays, from 5 pm until 9:30 pm. In new developments, the restaurant will begin

opening for Sunday supper June 12,2011, from 4 pm until 8:30pm.

Chef Freitas and the Station 1 kitchen serve modern California cuisine. There is an

emphasis on the use oflocal, sustainable, and organic product. Much of the produce served

comes from local farms, namely in the Sonoma area. The kitchen staff often forages for

garnishes for the dishes served, as well as grows some garnishes ill theil’ home gardens. Also, in

terms of proterns, Chef Freitas seeks product from animals that have been sustainably raised; for

example, the wagyu beef is sourced from Snake River Farms in Idaho because they raise theil’

cows in a much more sustainable manner than farms locally.

The menu available at the restaurant is a tIu’ee-course prix fixe menu, offered at fifty-four

dollars per person. These three courses do not include the complementmy amuse bouche and

intermezzo given to each guest that purchases the prix fixe menu. All of the same prix fixe menu

options are also available a la carte for those seeking a quicker dilmer experience, or those who

are unable to eat three courses. In order to keep the menu as seasonal as possible, Chef Freitas

changes a few menu options on a weekly basis. This is especially beneficial for our regular

customers, who want to be able to try something different each time they return.

EFFECTIVENESS OF MINIMAL MARKETING 14

The menu always consists of five appetizers, three entrees, and t1u’ee desserts. The

appetizer category always offers a salad and an additional cold appetizer, such as the current

razor clam dish served with a twist on a potato salad. There is also always a soup and two hot

appetizers offered, such as nettle risotto and soft-poached farm egg dishes. For entrees, there is

always fish and red meat options, such as Arctic char and Wagyu bavette. The third entree ranges

from either being a type of poultry, such as Muscovy duck breast, or a type of game, such as

lamb or rabbit. In regards to the dessert course, there is always a cheese plate available for those

who prefer to end their meal with this as opposed to a sweet option. For those who do have a

sweet tooth, there are two menu choices for them, one typically containing chocolate, while the

other highlights a seasonal fruit.

Station l’s beverage program is just as impressive as the creativity that comes from the

food. While the wine list is modest, there is much variety available for guests. Also just like the

food menu, the wine list changes quite frequently. Zu is a certified sommelier, and hand-selects

the wines on the list. He primarily chooses wine producers with smaller operations; also, he

favors organic and sustainably-cultivated varietals. Many of these wines are especially versatile

and pair well with more than one of the dishes offered. In addition, all wines on the list are

offered by the taste (three ounces), glass (six ounces), and bottle, ensuring that guests can mix

and match their wines at their own discretion.

Not only does the restaurant have a fantastic wine program, but the cocktail program

should not be overlooked. Again, the house cocktail list constantly changes, since bartenders are

always seeking to keep their fresh ingredients seasonal. The cocktail list’s theme is pre

–

Prohibition era cocktails, one that is simple but still leaves room for ilillovation. One can even

refer to our drinks as “culinary cocktails,” since they are made of seasonal fruits and herbs,

EFFECTIVENESS OF MINIMAL MARKETING

house-made syrups, and fresh juices. In addition, rather than holding big name brands such as

Tanqueray gin and Bacardi rum, all of the liquors and spirits tend to be from smaller, more

artisanal companies, ensuring guests are being provided with high-quality drinks.

The coffee and tea available to guests are also considered to be integral to ownership’s

desire to stay local and sustainable. Taylor Maid Farms provides both coffee and tea, which are

served in French presses. This company is based out of Sonoma County, California. It sources its

product from fair-trade cooperatives and makes sure to offer only products at the peak of their

season. In addition, Taylor Maid Farms mainly packages its coffee beans and teas in recyclable,

reusable, and/or compostable packaging, to maintain its reputation as being environmentally-

conscious.

Besides what type of food and beverage a restaurant serves, atmosphere also plays a

crucial part in a diner’s overall experience. At Station 1, the front-of-the-house strives to provide

warm and unpretentious service. While considered an upscale, full-service restaurant, the owners

want all guests to feel at home while dining. In addition to service, the ambiance of the restaurant

itself adds to the warm atmosphere. The restaurant also exhibits support of the local community

through this. All tables are made from two hundred and fifty year old, reclaimed French oak,

sourced from a barn in Petaluma. Also, all of the dishes are served on hand-thrown plates made

by Lisa Neimeth, an artist based out of the Mission district in San Francisco. This philosophy

about atmosphere is closely tied to the mission statement for the restaurant, which is stated in the

Station I Restaurant handbook as

follows:

Our mission is to provide a warm, inviting atmosphere for people to gather

regularly to enjoy each other and the food we have prepared with the finest and

freshest seasonal ingredients that are produced sustainably and locally. (p.l)

EFFECTIVENESS OF MINIMAL MARKETING 16

Section II – Statement of the Research Project

There are two main goals of this research paper. One is to develop an effective comment

card for the restaurant, a feedback tool that will be incredibly beneticial to such a new business.

Because of how young this restaurant is, it is vital to determine exactly what guests think of the

establishment in order to effectively compete with successful competing businesses. Without

knowing what aspects of their experience they were satisfied and dissatisfied with, the owners

will not know how to best accommodate them. Rather than simply asking them to rate cel1ain

features of the restaurant on a numerical scale, the plan is to create a comment card with

questions that will draw out descriptive details from the guests’ points of view. This will assist

Zu and other key players in the restaurant to make important decisions based on the wants and

needs of guests. Also, with the implementation of the comment card, a database can be created

regarding our guests’ birthdays and anniversaries. With spaces at the end of the comment card

where guests can write down these important dates, the service staff can better personalize their

next experience with knowledge of such special occasions.

The second objective of this research paper is to analyze how effective minimal and

essentially free marketing tactics are in relation to the amount of business received. Here, the

term “business” will refer to the amount of covers the restaurant does each night, as well as the

net sales and per person average each night. Specifically, there will be an analysis of changes in

these aspects of business in the time immediately surrounding tlu’ee milestone dates our

restaurant has:

» February 6, 20 II – two great reviews for Station 1 are released in the San

Francisco Chronicle and San Jose Mercury (ratings of two and a half stars and

tlu’ee stars, respectively)

EFFECTIVENESS OF MINIMAL MARKETING 17

March 10, 2011 – I begin actively increasing the use of our social media

outlets, specifically Facebook and Twitter; in addition, Station l’s Twitter

feed becomes featured in the Twitter “Chefs’ Feed” featured on the SF Gate’s

Inside Scoop SF website

~ April 3, 2011 – Station 1 is added to Michael Bauer and the SF Clu’onicle’s

esteemed “Top 100 Bay Area Restaurants” list

Aside fi’om utilizing nightly cover count, net sales, and per person average, there will be an

analysis of statistical data provided from being an administrator of the Station I Facebook page.

With tllis, changes in interactions from users who “like” the restaurant’s page, especially relative

to the milestone dates mentioned above, will be observed.

There are numerous ways in which this research project will benefit the restaurant. First,

it will provide myself and key internal stakeholders with a better understanding of what minimal

marketing methods will continue being effective wllile keeping costs low, or even nonexistent.

Second, since it is a new business, the chalis to be developed based on findings will provide the

owners with tangible resources to analyze progress thus far, especially in terms of nightly cover

count, net sales, and per person average. They can also use these same figures to set appropriate

standards and goals for how much servers should sell per night in order to earn a profit for the

restaurant. Moreover, this research project will assist in providing the company with a better

understanding of what types of post content garners the most attention, alld therefore more free

marketing, tlu’ough social media outlets. In regards to the comment cards, as mentioned earlier,

ownership will be able to gain a better understanding ofthe changing needs and wants of guests.

Finally, with the findings of this paper, we can provide a jumpstart to continue such analyses on

EFFECTIVENESS OF MINIMAL MARKETING

a monthly basis to comprehend and modify our marketing strategies, predict and increase

expected sales, increase the number of covers per night, and gain a return clientele.

Section III – Methodology

There were a number of sources that assisted the data collection process for this research

project. To introduce the background of this company, I first turned to my own personal

knowledge of the restaurant. I frequently get asked questions by guests about the names of the

owners, the cuisine served, what days the restaurant is open, and so on. I am expected to know

all this information in case of such an event, so putting them on paper was relatively simple. To

obtain the restaurant’s mission and vision, I personally asked the owner Zu to provide a hard

copy of it for me.

Most of the numerical data collected is readily available on a nightly basis at the end of

each shift. To take note of the number of covers achieved each night, I turned to the restaurant’s

Open Table reservation system, which takes record of this. I input these numbers in an Excel

spreadsheet so I could apply these figures in a chart. This would supply a better visual

understanding ofthe changes experienced over the last few months, especially around milestone

dates. Furthermore, I recorded the number of covers starting at the date of January 4, 20 II.

chose this date because it would present data for the month before Station I ‘s first milestone

date: the day the reviews were made public. This way, the changes in business from before the

date compared to afterwards should be apparent. I continued recording this number until April

23, 20 II, almost a month after the latest milestone date: the amlOuncement of the restaurant’s

inclusion in the Top 100 Bay Area Restaurants.

EFFECTIVENESS OF MINIMAL MARKETING 19

In order to obtain the figures for net sales and per person average per night, I recorded

data from the server checkout paperwork each server is required to fill out at the end of each

shift. I was only able to record these numbers from my personal checkout, since the owners did

not think it would be appropriate for me to look at other servers’ figures. On this sheet, each

server is required to record the net sales for each of the following categories: food, beer, liquor,

wine, gift cards, and miscellaneous (sparkling water, soda, coffee, etc.). The figures I actually

took record of are the totals for these categories. Then servers must calculate the tax for each of

these categories, followed by gross sales (net sales plus tax). Afterwards, net sales is divided by

method of payment (cash, Mastercard, Visa, AMEX, and redeemed gift cards). The total of these

numbers should equal the net sales calculated earlier. Servers also take note of tips in each of

these payment categories. Then, servers calculate per person average for the night. I input these

numbers in an Excel spreadsheet. I also made charts for these figures per month to visualize any

changes, especially around the milestone dates being observed.

To collect data on which types of post content gain most attention and interaction from

our Facebook “fans,” Zu made me an administrator for our Facebook page. Along with this title,

I was able to view statistics available to administrators. The specific statistics I used were as

follows:

~ Weekly active users

~ Monthly active users

~ Total post feedback for the month

~ Post subject posted that month

~ Number of impressions garnered per post subject for the month

EFFECTIVENESS OF MINIMAL MARKETING

For the first three bulletpoints, I made charts for each month to view any changes surrounding

the milestone dates. In addition, I created a pie graph to analyze which types of post content

(food, behind-the-scenes look, press, etc.) received the most impressions from our “fans.”

Finally, to collect information regarding our guests’ opinions and comments, I intended

to utilize the comment card I created for Station I (template found as Figure 1 in Appendix pg.

30). As seen in the template, and as mentioned before, guests are encouraged to write out their

opinions rather than simply rating the restaurant on a scale of one to five. UnfOliunately, this

method of data collection could not be implemented in time for this research paper. While the

owner did edit and print out a template of this conmlent card, he has been so busy with other

aspects of the restaurant that he did not have time to start employing these cards. He fully intends

to begin distributing them to guests; he just chose to delay this until he figures out other elements

of the restaurant, such as the installation of a POS system and opening for Sunday supper.

Section IV – Findings

After analyzing data acquired from the Open Table reservations software, it was clear

that the free marketing attained from the Station 1 periodical reviews increased business in terms

of cover count. In January, the month before the SF Chronicle and SJ Mercury published their

reviews of Station 1, the number of covers on weekdays was relatively low compared to the

number of covers on weekends. On weekends, the restaurant managed to sustain a high number

of guests in relation to the number of guests that can be seated at once (54 maximum). During

this l11onth, the restaurant averaged about 78 guests per Friday and/or Saturday, turning nearly all

of tables each of those nights. However, on weekdays, the average number of guests was 34,

even reaching as low as 19 on one of those evenings (please see Table 1 in Appendix pg. 31).

EFFECTIVENESS OF MINIMAL MARKETING 21

In the month of February, when the restaurant’s reviews were released, the number of

weekday covers increased. Starting from the Tuesday after Februmy 6, the first “milestone date”

considered in this research paper, the average weekday number of covers increased to 56 people.

The restaurant managed to do 69 covers on one of those February weekdays. In addition, the

overall average number of covers for that month, including weekdays and weekends, was an

impressive 63, compared to the previous month’s 51 people. The number of covers on weekends

remained reasonably constant with the previous month, as it would continue to do for the months

of March and April (the average number of weekend covers for Februmy was 73, March was 78,

and April was 76) (please see Table 2 in Appendix pg. 32).

In the months of March and April, it was clear that the higher number of covers

stemming from the Februaty review day was maintained. This is most likely attributed to the

other milestone dates being considered: when Station 1 ‘s Facebook page became more active,

and the day Station 1 ‘s inclusion in Michael Bauer’s Top 100 Bay Area Restaurants was

announced. While they were upheld, they did not increase as anticipated. In terms of the amount

of covers on weekdays, the number was 51 in Mat’ch and 55 in April. Moreover, the overall

average covers done in the month of March was 60, while it was 64 in April (please see Tables

3-4 in Appendix pgs. 33-34).

The data obtained from personal server checkout sheets did not yield as clear of a

correlation with minimal marketing efforts as the cover count data did. In particular, per person

average from the months of January through April showed no specific trend coinciding with the

milestone dates (please see Tables 5-8 in Appendix pgs. 35-38). This is due to the fact that a

range of factors affect per person average besides specific marketing efforts. For example, if a

guest has an appreciation for cocktails and likes ordering them when he dines at restaurants, he

EFFECTIVENESS OF MINIMAL MARKETING 22

would be willing to pay for them, increasing his check by eleven dollars for every cocktail

ordered. Also, if a guest orders a bottle or more of wine whenever dining out, he is willing to pay

anywhere from thirty-two to eighty dollars per bottle of wine, significantly raising the total on

his check. However, if the guest prefers to only have tastes of wine to pair with each course, the

total would only raise the check total to anywhere between four to ten dollars per wine pairing.

Also, since the prix fixe option at Station I is not mandatory, the check total of a guest who only

wants to eat one or two courses will decrease compared to if he chose to spend the fifty four

dollars for the prix fixe menu. These factors, along with others, influence nightly per person

average much more than marketing eff01is would.

Nightly net sales from the server checkout sheets show a little more of a correlation to the

“free” advertising gained from the aforementioned milestone dates. In January, before much of

the minimal marketing eff01is were executed, average net sales were about $1,095.70.

February, after the restaurant’s reviews were released, personal average net sales increased to

$1,321.14. The increased use of social media outlets had no apparent effect on personal net sales,

actually decreasing the average to about $1,262.11. However, with the Top 100 announcement in

April, net sales increased to an average of $1 ,526.43 (please see Tables 9-12 in Appendix pgs.

39-42). Unfortunately, Station I marketing’s direct influence on these figures is not for celiain

for the same reasons of why per person averages were not affected by it.

In terms of marketing via social media outlets, Station I has garnered more attention

from the business’ supporters, particularly its Facebook “fans.” Since I was declared one of the

administrators for Station I ‘s Facebook page, I started actively using our Facebook and Twitter

accounts. From this, the restaurant’s social media pages have been gaining an increasing amount

of interactions from its corresponding users. This was especially apparent right after the Februmy

EFFECTIVENESS OF MINIMAL MARKETING

milestone date, just as it has been shown that this particular day increased business in terms of

number of covers and personal net sales.

In January, since the previous Station I Facebook administrators did not frequently post

anything for the “fans,” the restaurant’s Facebook page only had an average of90 weekly active

users and 243 monthly active users. For reference, Facebook detines an active user as, “[t]he

number of people who have interacted with or viewed your Page or its posts. This includes

interactions from Fans and non-Fans. (Unique Users)” (Facebook, 2011). In February, since I

took more control over the page, the number of weekly active users increased to 131, and the

monthly average increased to 292. Moreover, otheur weekly active users reached a maximum of

213 compared to Januaty’s 147, and monthly active users reached 314 versus Janumy’s 250

(please see Tables 13-16 in Appendix pgs. 43-46).

After analyzing the Facebook active user statistics for March and April, it seems as if the

review milestone date had much more influence on the number of active users than the other

milestone dates under observation. In fact, during these months, the number of active users

actually decreased slightly, but not drastically. In March, weekly active users decreased to an

average of 133 and a maximum of 195. That same month, monthly active users went down to an

average of276 and a peak of313. In April, the number of active users reduced fmiher. Weekly,

the average amount of active users was 117, with a maximum of 185. Monthly, the average was

278 and the maximum was 286 (please see Tables 17-20 in Appendix pgs. 47-50). This reduction

in the month of April could possibly be attributed to the fact that, with the influx of term papers

and group project deadlines during that month, I spent less time posting content on the Station 1

Facebook page. My diminished use of the restaurant’s Facebook in the month of April was

evident in the statistics regarding total post views mld post feedback. In Janumy, the total number

EFFECTIVENESS OF MINIMAL MARKETING 24

of post views was 2,953. In February, after the review milestone date, the number almost

doubled to 5,687 post views. In March, the month I started posting actively on Station 1 ‘s

Facebook, post views went up, reaching 6,268. However, in April, when my Facebook use

slowed down, the number of post views by more than half at 3,005 views (please see Table 21 in

Appendix pg. 51).

The Facebook post feedback statistics show the same trend as the post views data above.

In January, the page only received 9 pieces of post feedback. In February, it shot up

tremendously to 77. In March, it stayed relatively consistent at 79 pieces of post feedback. In

April, when Facebook use, and therefore amount of free marketing through it, went down, post

feedback went down as well, to 35 (please see Table 22 in Appendix pg. 52).

In addition to analyzing the number of Facebook post views and feedback, it is necessary

to determine which types of post content attracted the most attention from Facebook “fans.” The

results from this analysis can be seen in the pie graph in the Appendix (please see Graph 1 pg.

53). The top three subjects that garnered the most attention were (1) Food/Menu; (2) Press, such

as reviews or honors received from Open Table users; and (3) Behind-the-Scenes pictures or

videos, such as the kitchen cleaning up after service, or the front-of-the-house staff being silly

before service starts.

There were a few alternate routes I could have gone in order to conduct research for this

paper. For starters, ownership could have implemented the comment cards for guests earlier, in

order to collect data from them for this paper. Tllis would have given first-hand insight on all the

areas covered in the comment card template.

Also, I could have utilized the time I spent talking to my tables as a server more

efficiently by asking them questions that would have given the insight that would have been

EFFECTIVENESS OF MINIMAL MARKETING 25

provided in the comment cards. So, instead of giving the comment card with their check, I could

have asked them specifics about how they enjoyed the variety in the dishes, how the pacing of

their meal was, etc. However, this method of data collection would have been seen as

inappropriate by the owners, and honestly by me. Guests may feel under direct scrutiny and may

not appreciate being forced to answer such questions to a member of the staff. TillS could

potentially cause the restaurant to lose customers. Also, asking these types of questions during

service would take up quite a bit of time, depending on how long the guests’ responses would be.

The fast-paced nature of our dinner service would not allow for such time-wasters.

A third alternative to the method of data collection for this research paper would have

been to record the net sales and per person average of all servers for the time frame under

examination. Recording trends in these figures from all the servers would have yielded more

reliable data regarding its trends with our milestone dates. However, as stated before, the owners

did not feel comfortable divulging these numbers, and I understood.

Section V – Conclusion

Overall, the nllnimalmarketing approach has proven to be effective despite the little

funding allotted to put towards such a marketing plan. Although weekends have been

consistently busy since data collection began in January, the number of covers on weekdays has

increased since gaining more attention via reviews, increased social media use, and the

announcement in the Top 100 Bay Area Restaurants list. Personal net sales per night al

increased with these “free” advertisements for the restaurants, which is greatly attributed to the

increase in business volume. Also, the number of active Facebook users and their interactions

with tllls page went up since use of this form of social media public relations increased.

EFFECTIVENESS OF MINIMAL MARKETING 26

It is important to note that not all methods of measuring our minimal marketing’s effect

on business supported this notion. The per person average for each night had no apparent

correlation with marketing efforts, being influenced more greatly by how much each guests

typically spends while dining out; that is, whether they are big drinkers or not, and whether they

go for the three-course prix fixe menu or prefer to eat a la cmie. Moreover, nightly net sales’

trend of increasing slightly around the milestone dates is not for certain due to the same factors.

Although it was inadvertent, the slowdown of posting on the Station I Facebook page

actually helped in determining minimal marketing’s effect on the restaurant’s popularity, besides

through number of covers and sales. When the Facebook page was providing less insight to

“fans” in April, the number of active users, post views, and post feedback significantly went

down in number. Administrators were still posting some items for them to views, such as a

behind-the-scenes video of the front-of-the-house dancing before service, but people were not as

interested in this as they were other posts during previous, more active months. That is, the

number of impressions on posts in April was significantly lower than prior months.

In order to gain more interest from “fans,” Facebook administrators should post much

more about subjects they showed most interest in. Specifically, focus should be placed on food,

which is the main motivator behind why people eat out at restaurants. Administrators should also

focus more on posting press releases about the restaurants, such as in news in food blogs, and

behind-the-scenes activities.

EFFECTIVENESS OF MINIMAL MARKETING 27

Section VI – Recommendations

Stennning from the findings and subsequent conclusions of this research paper, there are

a number of recommendations for the owners’ of Station I regarding how they should utilize this

paper to their benefit. First, it is highly recommended they begin implementing the comment

cards as soon as possible to gain a first-hand account of how guests heard about the restaurant

and felt about their overall experience. Also, they can stmi keeping a database of guests’

birthdays and anniversaries, better personalizing their dining experiences.

Administrators should utilize the restaurant’s Facebook page more. I can assist with this,

since I will remain a Facebook administrator for Station l’s page. We should capitalize on what

the most popular post contents have been in the past, and post more things like these for the

“fans” to view. This would likely increase the lltlmber of active users and impressions left by

them. Also, we should post more often on the page since people show most interest in Station I

when administrators post more frequently. This is evident through the number of post views and

feedback received during times we post most. Also, we should post content more on Facebook

since the Twitter account is tied to the Facebook account.

Related to this, owners should utilize Station I’s Twitter account more often as well.

Right now, only posts on Facebook are being posted on Twitter. There should be separate posts

available on Twitter. This would give the restaurant much more exposure on SF Gate’s Inside

Scoop SF website, perhaps increasing business from first-time diners, where most business has

been coming from lately.

Although the data collected did not yield the clearest of correlations between nightly net

sales and per person average to minimal marketing efforts, owners should still use the data

retrieved from the personal server checkout sheet to set benchmarks for the service staff. I, or if

EFFECTIVENESS OF MINIMAL MARKETING 28

the owners are more comfortable doing it themselves, can create a database recording all of the

servers’ figures for net sales and per person average, then determine what overall benchmark

should be established. They can use tillS database to determine what amount of net sales per day

01′ week will achieve the their desired profits. This can help ensure that, as business goes on, the

owners know exactly where they stand regarding breaking even and/or being able to afford any

equipment, software, or other resources needed to operate.

EFFECTIVENESS OF MINIMAL MARKETING

References

Facebook. (2011). Facebook insights data export- Station 1 Restallrant- 2011-05-01 [Data

File]. Retrieved from http://www.facebook.com/insights/?sk=po_131678303546336

Station 1 Restaurant. (2010). Station Restaurant 1 Handbook. Woodside, CA: Tarazi.

EFFECTIVENESS OF MINIMAL MARKETING

Appendix

Figure 1 – Station 1 Comment Card Template

Wo’d (e •• t.o h.”, wh,t. Y0U tllb)

Is tllts Y0lll’ fi,st. tIp). bob)~ w!t.1l us? ~tlS Jrc
wh.t. h,’olli,11t. yeu b,r _______________________________ _
Jiew did yeu [od ,beUL

o ‘ill. (,st.o ,”d ~”I.t;y 0[ ollr dlslws?

And just. , hit. lnore b)[m”,,,t.Ioll to ‘bet. t.o kllmV you bot.t.oL
o ‘lIlr!,hdgy __________ _
o fbmt\’Jl]l’sgt’Y _________ _

o bj))’U Address ([er $(,t.Ioll 1 llpd,t.g)

Table 1 – Cover Count January 2011
100 -,———————————

———-

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,

i I
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61 61

60 I I I I

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y y y y y y y y y y y y y y y y y y y y y y y y y y
~~~~~~~~~~~~~~~~~~~~~~~~~

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Table 2 – Cover Count February 2011
90

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Table 12 – Net Sales April 2011

2000 –1934

800

1627

600

400

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Net Sales in $

1000

800
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400
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RunningHead: DOMENICO WINERY’S COMPETITIVE SET

Domenico Winery’s Catering and Events Competitive Market Analysis

HTM 515-01 Hospitality Management Internship

Fall 2018

Paris Mijatovich

Student ID: 916571856

Dr. Andrew Walls

Running Head: DOMENICO WINERY’S COMPETITIVE SET
2

Table of Contents
Executive Summary……………………………………………………………………………….3

Section I – Introduction/Background………………………………………………………………5

Section II – Statement of the Research Project……………………………………………………9

Section III – Methodology………………………………………………………………………..11

Section IV – Findings…………………………………………………………………………….14

Section V – Conclusions………………………………………………………………………….18

Section VI – Recommendations………………………………………………………………….23

References………………………………………………………………………………………..25

Appendix…………………………………………………………………………………………27

Running Head: DOMENICO WINERY’S COMPETITIVE SET
3

Executive Summary
Parameters of the Report

Domenico Winery is an urban, family-owned establishment located on Industrial Road in

San Carlos, California. The business features both on-site wine production facilities as well as a

a 6,200 square foot venue space for rent. Due to the rapid growth in the Catering and Events

Department since it became a catering venue four years ago, Domenico Winery must examine

where its current business lay among its competitors in the Bay Area. The purpose of this study

is to create a competitive set analysis for Domenico Winery’s Catering and Events Department

and establish a list of feasible recommendations for the future of its business so that it may

remain profitable and sustain a competitive advantage.

Description of the Problem / Statement of the Research Project

This research project aims to detail Domenico Winery’s current event production services

as they pertain to weddings, and compare its operations with that of two other winery-events

businesses within 25 miles of Domenico Winery. This research will be important to Domenico

Winery’s long-term events reputation as the population steadily increases throughout the Bay

Area, and the demand for wedding and events venues increases. The businesses operating within

Domenico Winery’s competitive set include Dogpatch Wine Works in San Francisco and

Thomas Fogarty Winery in Woodside. The production services of each business will be analyzed

by examining the current venue metrics for weddings at each establishment, such as venue

amenities, restrictions, and guest capacity; each business’s event planning services included with

the venue rental; the advantages and disadvantages each space offers in terms of its location; and

some financial basics that a future wedding couple might consider before deciding on a venue.

Running Head: DOMENICO WINERY’S COMPETITIVE SET
4

This study will benefit the owners of Domenico Winery as well as the Director of Events

by taking a closer look and performing an in-depth analysis that the company currently cannot

perform on their own time due to being increasingly busy. It is important for the key

stakeholders in this business to understand what their competition is offering so that they can

choose to stay ahead and differentiate their business from the others in the

market.

Methodology

Key sales points for Domenico Winery will be obtained from the company’s private

Google Drive sales documents, to which only I and the Sales Department have access.

Comparative data for Dogpatch Wine Works and Thomas Fogarty will be drawn from their

respective company websites, as well as Wedding Spot, an online wedding venue database.

Visual data for interior and exterior context will be drawn from each company’s brochures and

websites.

Summary of Findings and Conclusions

Overall, Domenico Winery maintains a competitive advantage over the other venues in

its competitive set. On a scale of affordability, Domenico Winery falls in a moderate price range

for total wedding expenditure. In addition, Domenico Winery’s venue size is a spacious

700-2,200 square feet larger space compared to its competitors, and situated in the central Bay

Area which makes for an easy drive from any direction. The quality of service is highly

competitive at Domenico Winery because they provide rental order services and in-house

catering, which neither other venues offer, an immensely convenient “one-stop shop” experience

as the sales associates guide the client through the booking deadlines. Domenico Winery would

appear to be at a tie with Dogpatch Wine Works, offering an indoor venue advantage over

Running Head: DOMENICO WINERY’S COMPETITIVE SET
5

Thomas Fogarty Winery which must operate on a seasonal basis due to the unpredictability of

occasionally inclement fall, winter, and spring weather. Therefore, the venue sustains an

advantage in year-round operations and continual business. Also, Domenico Winery’s optional

full-bar, catering menus, and requirement of a Day-Of Coordinator solidify an even further

advantage over the other two venues, making an easier operational experience for all in-house

floor staff day-of, and a smoother, less stressful environment for the happy couple. However, this

does not imply that there is no room for improvement at Domenico Winery.

Recommendations

To further differentiate itself as a wedding venue over the next five years, Domenico

Winery might consider adopting the following recommendations based on the research from

their competitive set analysis. First, Domenico might want to consider offering their venue for

ceremonies, since their two competitive venues currently already offer this. If they choose not to

do this, an alternative recommendation would be to contract with a shuttle company that would

transport guests from the ceremony location to Domenico as a convenience to the guests, and an

upselling technique, offering another inclusive-service in booking with Domenico. Finally,

offered as a stretch goal for long-term consideration, Domenico could look into expanding their

property ownership into an outdoor ceremony reception space within 15 miles, and include

shuttle transportation to and from their outdoor ceremony space and indoor San Carlos reception

venue.

Section I – Introduction & Background

For this Hospitality and Tourism Management Internship-based course, I chose to

complete my 200-hour internship in the catering and events field. I have had moderate exposure

Running Head: DOMENICO WINERY’S COMPETITIVE SET
6

and previous work experience as a catering server for a staffing company, where I worked

large-scale events everywhere from holiday parties for tech companies throughout San

Francisco, including Google, Twitter, and Facebook; 400-person weddings at City Hall and the

Julia Morgan Ballroom; and annual festivals like the Bay Area Brew Fest of more than 500

people at Pier 35. I chose to alternatively gain exposure at a smaller-scale events company called

Domenico Winery (also referred to as “Domenico”), an immensely complex, yet fully functional,

thriving, and successful family-owned and operated urban winery in San Carlos, California. The

owners, Gloria and Dominick Chirichillo, have a history of family winemaking, and 16 years ago

bought their current property for onsite wine production and as a special-occasion venue rental

space. It is here that I have gained extensive knowledge about a more personalized event

production service and all of the details needed to pull together large holiday parties, corporate

events, and weddings in combination with smaller-scale events and more intimate functions.

The company specializes first and foremost in winemaking from Cal-Italia varietals

(Italian grapes grown in California), producing award-winning wine for over 20 years, and

winning over 350 medals as of 2016 (“Our Story”, 2018). With a full-time winemaking crew of

just 5 employees, they harvest their grapes from the Sierra Foothills in Amador County, CA,

along with additional grape purchases from other vineyards, and then crush, press, ferment, age,

and bottle all of their grapes onsite, making over 20 varietals in-house. Wine production for the

company has been rising – in 2017, Domenico crushed 80 tons of grapes during their August to

November harvest season, and as of the 2018 harvest season that just recently came to a close,

the winery team crushed double that amount at over 160 tons, the most produced by the company

in a single harvest to date. To help distribute their growing production of wine, their Bacchus

Running Head: DOMENICO WINERY’S COMPETITIVE SET
7

Winemaking Club has over 225 members who pick up a case, or receive a monthly shipment, of

select wines that are exclusively distributed to Bacchus members.

On the event production side, the Domenico Winery property has an exceptionally-sized,

6,200 square foot “Cask Room” for large-scale events, specializing in private, holiday, and

corporate events including weddings, business functions, trade shows, fundraisers, and mitzvahs

(see Figure 1, “Cask Room Layout”, Appendix pg. 27). The venue can hold up to 700 people for

a standing-room-only event, 300 people for a seated event with room for a dance floor, 375

people for a theater-style setup, and 180 people for a classroom-style setup (“Domenico Winery

Events”, 2018). Smaller events that may be held in the Cask Room include Meritage Blending

sessions, business meetings, wine bottling activities, wine tasting and pairings, and public events

with live music.

The venue offers an industrial-chic base decor with cement floors, market string-lighting,

stacked barrels lining the walls, marble bar-top, iron cocktail tables, a 16-foot solid Pine

Gathering table, and white-washed brick walls, allowing the venue to shift seamlessly from

daytime to evening events with a casual, informal interior that can also be dressed up for

extravagant parties (see Figure 2, “Domenico Winery – Interior Details”, Appendix pg. 28).

The Catering and Events Department offers full-service planning and event execution for

their clients, allowing semester-based interns like myself to see daily how many steps there are to

the event production process. I assisted the Director of Events, Marina Patton, for a portion of

my internship hours working in the Sales Department, and learned how she follows new client

inquiries from the beginning, and distributes the workload to the other Sales Department

Associates. Marina’s job as Director is to review and finalize all contracts and proposals coming

Running Head: DOMENICO WINERY’S COMPETITIVE SET
8

from the Sales Associates, who are the main client contacts. Marina has extensive knowledge in

accurately portraying each client’s vision for the event from the beginning, and gives the final

word on all decisions as event details fluctuate constantly. I watched each inquiry turn into fully

produced events as I progressed from working in the office as a client contact to working on the

floor in varying positions as a server, winetender and event captain in-training.

Key Sales Department Associates include Teresita Santiago, Azeema Jhinnu, and Jenni

Pelas who divide and conquer the high volume of inquiries that Domenico receives on a daily

basis from multiple connection sites like Peerspace and WeddingWire. From these inquiries,

each Sales Associate sells the venue with several client walkthrough appointments and secures a

deposit and a contract for the event date. Leading up to the event day, the rest of the proposal is

decided upon and charged, finalized through Marina: final guest count, menu, serving quantities,

dessert vendors, service style, beer and wine, full bar, special beverages, staffing, linen-, table-,

and chair-rental orders, photographer, DJ, sound system setup, decor, and any last minute

changes.

As Head of the Production Department, Vanessa Huynh coordinates the bulk of the venue

organization and staffing. She maintains staffing ratios that fluctuate based on guest count for

each event, hiring, staffing in-house cleaning and organization to maintain a high standard for a

polished venue appearance, drafting event layouts on SocialTables (a floorplan software)

according to client requests, organizing the worksheets for the Event Captains and Event Hosts

for each event, and schedules timely bi-weekly Production Meetings for the Sales, Catering, and

Events Departments to run through the details of the week’s events for accurate coordination.

Running Head: DOMENICO WINERY’S COMPETITIVE SET
9

As of just four years ago, the Events Department added a fully in-house Catering

Department with a full-time kitchen staff. The team is led by Chef Gino Gramegna, an

Italian-born citizen specializing in his home country’s cooking that compliments the essence of

the Italian-heritage of the business. However, he is talented in offering a wide range of menus

from California, Asian, American, Italian, Mexican, and more. The Catering Department’s

menus and services extend across appetizers, entrees, plated-service dinners, buffet-style, or

family-style food service depending on the type of event.

By examining Domenico’s current offerings in the Catering and Events Department, it is

easier to see where their business lies among other competitors along the Peninsula. Here, “the

Peninsula” will refer to the area of land extending from San Francisco to San Jose, an

approximately 50 mile distance. As their business continues to grow each year, it is essential to

see where the company may consider improvements for the future to sustain a competitive

advantage. Without examining their current operations relative to nearby competitors, Domenico

has potential for stagnation and may lose key clientele to other businesses in the area. With this

in mind, an in-depth analysis of Domenico Winery’s competitive set will include nearby

competitors Thomas Fogarty Winery and Dogpatch Wine Works.

Section II – Statement of the Research Project

There are several main objectives for this research paper. The first objective is to

examine Domenico Winery’s event production services for its Catering and Events portion of the

company, specifically pertaining to wedding production throughout the year. Research will

present the details of Domenico Winery’s venue, venue amenities, and venue restrictions; what is

encompassed in their “all-inclusive services” provided to their clientele; their location as an

Running Head: DOMENICO WINERY’S COMPETITIVE SET
10

urban, indoor winery; and the financial basics that a wedding client can expect when booking the

venue for their wedding.

The second main objective of this research paper is to examine the assets of the two other

notable venues on the Peninsula that make them a comparable alternative in consideration for

wedding clients in relation to Domenico Winery. The venues, services, locations, and financial

aspects at both Thomas Fogarty Winery in Woodside and Dogpatch Wine Works in San

Francisco will be examined and compared. Because each business in this competitive set analysis

is vastly complex in its services, operations, and clientele, the research for each venue will

specifically pertain to wedding services and the main wedding venue for bookings.

Taking these two main objectives along with their analyses, the overall purpose of this

project will be to identify a list of feasible recommendations that Domenico Winery could

implement over the next five years to maintain a sustainable competitive advantage among its

rival wedding venues. As San Francisco has a rapidly growing population, up almost 79,000

people since its 2010 census, clearly becoming one of the most up and coming places to live,

(Brinklow, 2018), the competition for large-scale events venues will be expanding as well.

Private events including large-budget weddings have historically been one of Domenico’s largest

sources of revenue. WeddingWire, a preferred website for obtaining client inquiries, awarded

Domenico Winery with their 5-star Couples’ Choice Award for 2018 (see Figure 3,

“WeddingWire Award”, Appendix pg. 29), so Domenico has notoriety within the wedding

booking realm in the Bay Area already. With the population increase, however, it is necessary to

examine the company’s current position in the market to determine where it can uplevel for the

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11

future and what they can leverage against their competition as more clientele possibly enter the

market.

Section III – Methodology

In order to identify Domenico Winery’s assets, I was constantly on the lookout for

operational data via hands-on work during events, and throughout my time working in the

Catering and Events office. I obtained the knowledge of the inner workings of the events

business working under Marina and the Sales Department team. Inherently, over the course of

the entire semester, I gained an in-depth understanding of the most important aspects of the

Catering and Events operations, and can list specifically what happens at each stage of the event

production process both pre-event and day-of as I explained in the Introduction.

Also included in the Introduction and Company Background, I used my own knowledge

to describe the lead-team employees, as I worked with them nearly every day in the office or on

the floor during events. I was kept in the loop throughout the Winery’s harvest season as well,

because it extended the length of my internship, so I became familiar with the wine production

process for the fall 2018 harvest season. I was able to learn about the Bacchus wine club

membership during my hands-on experience working in the Tasting Room in their newly-opened

Osteria, and in the Cask Room bar as a winetender during events. I gathered more factual

information about the overall event space offerings, such as the square footage and floor layout,

and guest count and capacity from their online Catering and Events brochure. In addition, I

gained my wine knowledge pertaining to their grape varietals, vineyard, and grape purchasing

from their online web pages as well as from Michael Annunziata, their main Tasting Room

Running Head: DOMENICO WINERY’S COMPETITIVE SET
12

employee and varietal specialist who has worked with the company from the beginning to help

sell their award-winning wine.

To determine a locational comparison between the three venues, I used Apple Maps to

devise a visual that might better display the three venues in relation to one another, from where

Domenico Winery is situated on the Peninsula (see Figure 6, “Contextual Map of Domenico

Winery’s Competition”, Appendix pg. 31-32).

I drew data for Domenico Winery Events Department from their private Google Drive;

this was one of the most useful databases during my research and during my office hours. Their

Google Drive holds key documents that are required for legal purposes, sales details (depending

on the type of event), and catering menus, to name a few. For venue and sales research, I had

access to the company’s 9-page Private Events packet, which covers weddings, and all of the

more-specific details that are not listed on their public brochure. This is the packet that each

Sales Associate hands to their client, and it is here that I was able to find the listed in-house

amenities, menus, timeline, fees, and Frequently Asked Questions (see Figure 4, “Domenico

Winery Private Events Brochure – Snapshots”, Appendix pg. 29). I also had access to

TotalPartyPlanner, the company’s event planning software that aids in constructing each event so

that they may bill their clients properly with all order quantities broken down, including staffing

hours, rental equipment, food and beverage, event timeline, and any other event notes for the

day-of production schedule (see Figure 5, “TotalPartyPlanner Software”, Appendix pg. 30).

For comparative data and information about Thomas Fogarty and Dogpatch Wine Works,

I used their company websites, Frequently Asked Questions pages, and online brochures for the

bulk of my compilation for detailed information on each company’s events services. For Figures

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13

12-15 (see Appendix pgs. 37-38), I organized the most important data that a potential wedding

client would look for in a venue to have a side-by-side comparison. Figure 12, “Venue Details –

Comparison” (Appendix pg. 37) lists out the location, guest capacity, type of venue, catering

options, bar options, square footage of event space, event end times, venue usage hours,

possibility of a company rental agreement, and ceremony and/or reception options per venue.

Figure 13, “Financial Details – Comparison” (Appendix pg. 37) lists the Total Wedding Price

Range per venue that a couple can expect to pay according to each company’s brochures. The

average cost per guest that a couple can expect to spend is also listed here, and includes the

venue fee, food, and beverage costs divided at a head count average of 100 people. The couple

may also multiply this average at a higher guest count rate depending on attendance, but this

provides an average ratio for predicted expenditures that might assist a couple in deciding on a

venue pertaining to their budget. In this case, the higher the guest count over 100 people, the

lower the average cost per guest due to the set venue fee being divided over a higher number of

people. Figure 14, “Amenity Details – Comparison” (Appendix pg. 38) charts out the Day-Of

amenities included in the cost of renting out the venue. Some amenities are offered consistently

across the venues, however, with this chart, it is easier to see where one venue lacks a key

amenity, which could ultimately fluctuate a couple’s decision. Figure 15, “Venue Restrictions –

Comparison” (Appendix pg. 38) notes a few of the most important restrictions that each venue

enforces as hard-and-fast rules, such as the requirement of a wedding coordinator, decoration

approval, amplified music, and if alcohol must be provided by the venue. These details may or

may not sway a final venue decision, but are offered as details for final consideration.

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For visual data as depicted in Figure 2 and Figures 7-10, Appendix pg. 28 and 33-35,

respectively, I offered several snapshots of each venue’s interior, and some exterior, images to

show what a potential client sees in each of the venue’s brochures, as well as on a venue

walkthrough. These images can provide contextual information and visual appeal for clients,

where decor, ambiance, and atmosphere are some of the most important features for a venue

decision, as they will set the tone for the entire day (“The Wedding Venue Checklist”, 2017).

Finally, a source that assisted me in compiling quick-reference charts for all three venues

is Wedding Spot, an online database of popular California wedding venues designed for

at-a-glance information about local venues, and helps narrow down the most pertinent

information for potential wedding clients (see Figure 11, “Wedding Spot – At a Glance”,

Appendix pg. 36). This was a useful source that readily identifies a ballpark numerical average

for wedding expenditures per venue and what amenities a couple would look for in each. The

information I found in this database search is included in Figures 12-15.

Section IV – Findings

After charting out the factual information as provided by each venues’ brochures, public

information, comparative data found on Wedding Spot, and my own knowledge of Domenico’s

venue offerings, it is clear that among the three venue options, Domenico Winery already offers

a noticeable competitive advantage based off of certain amenities. The following results from my

research have been organized into factual, informational sections based on location, venue

basics, venue amenities and restrictions, services, and financial basics.

Location

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In a locational comparison between the venues, Figure 6 shows that, using Domenico

Winery as an anchor point, its first competitor, Dogpatch Wine Works, is 23 miles away on the

edge of San Francisco in the urban “Dogpatch” neighborhood. Thomas Fogarty is approximately

16 miles away, tucked away in the Santa Cruz Mountains in Woodside. According to Apple

Maps, (also included in Figure 6) on a day without traffic, it takes 30 minutes driving time from

Domenico Winery to Dogpatch Wine Works on Highway 101. On a day without traffic, it takes

37 minutes driving time from Domenico Winery to Thomas Fogarty Winery through Woodside’s

winding roads, or rather Highway 84 connecting to Highway 35, taking about 7-10 minutes

longer even though the distance is 5 miles shorter than Dogpatch Wine Works driving to

Domenico Winery.

Venue Basics

For a reference, Figure 12 details the three venues side by side. Domenico Winery is a

6,200 square foot, indoor, urban winery and reception-only space. This venue can hold up to 300

people seated with a dance floor. Thomas Fogarty Winery is a 4,000 square foot, indoor and

outdoor rural winery situated on a mountainside, and offers the options of both ceremony and

reception spaces. It can hold up to 216 guests seated with a dance floor. Dogpatch Wine Works

is a 5,600 square foot, indoor, urban winery like Domenico, but offers both ceremony and

reception space, like Thomas Fogarty Winery. Of the three venues, Domenico Winery offers the

largest usable space for a wedding, and also the additional space for a larger guest count.

Dogpatch Wine Works offers a slightly smaller venue than Domenico, and can hold the least

amount of people, while still being an urban winery venue option.

Venue Amenities and Restrictions

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16

Each of the three venues have differing amenities that are included with the venue rental

fees, and also offer other fee-based amenities. At an extra charge, all the three wineries offer bar

options including beer, wine, and Prosecco provided explicitly by the venue. Domenico Winery,

however, is the only venue to offer a full-bar, having just obtained their Cask Room Full Bar

license this October 2018.

The event end times are the same between Domenico Winery and Dogpatch Wine Works,

where music must end by 12:00 A.M.; Thomas Fogarty’s venue, being more secluded and

surrounded by other mountainside homes requires that music end by 10:00 P.M.

Figure 14’s “Amenity Details – Comparison” and Figure 15’s “Venue Restrictions –

Comparison” (Appendix pg. 38) lists the relative similarities and differences between the venue

offerings for the day of the wedding. Most notably, Dogpatch Wine Works is the only venue that

does not offer a bride or groom’s dressing area pre-reception, nor offers kitchen facilities.

Domenico Winery is the only venue with a coat check room. Thomas Fogarty Winery is the only

venue that does not require a day-of wedding coordinator.

Another set of comparable amenities between the venues is the decor and ambiance.

Figure 2 depicts Domenico Winery’s Cask Room interior. Their main base decor accents the

venue with white-washed brick walls, antique iron cocktail tables, interchangeable mosaic candle

centerpieces, dimmable market string lighting, cement floors, and barrel-lined walls. Thomas

Fogarty Winery’s decor in their main wedding venue, the Pavillion, as shown in Figures 7 and 8,

appears farmhouse style, with exposed wooden beams, vaulted ceilings, soft outdoor lighting, all

suspended over one of their vineyards with a Bay Area view. Dogpatch Wine Works’ interior, in

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17

Figure 10, similar to Domenico Winery’s interior, also features cement floors, barrel-lined walls,

and dimmable market string lighting.

Services

Of the three venues, Domenico Winery is the only business to offer the inclusive service

of renting tables, chairs, linens, flatware, ceramic plateware, and any other decor from their

exclusive partnership with Unica Party Rentals. In-house catering is also only offered at

Domenico Winery; Thomas Fogarty Winery offers full kitchen facilities for outside catering

businesses; and Dogpatch Wine Works offers no catering services nor kitchen facilities

whatsoever.

Financial

Depending on a couples’ financial limitations for a wedding, there are varying price

ranges between the three venues. The following numbers, as shown in Figure 13, Appendix pg.

37, offer a financial range that sums up the average expenditures for a wedding depending on the

venue. The low end of the range is based on off-peak season Sunday rates, a 100-guest

attendance, and standard amenities. The high end of the range is based on peak-Saturday rates, a

100-guest attendance, and premium food and beverage options. Dogpatch Wine Works is the

least expensive venue of the three, at a range of $10,000 to $15,000. Domenico Winery falls in a

moderate price range at $12,000 to $25,000. Thomas Fogarty falls under the highest price range

average, with expenditures of $23,000 to $35,000.

With these numbers, the average cost per guest can be calculated, which includes the

venue fee, food, and beverage costs divided at a head count average of 100 people. A couple may

then use this ratio and apply it towards a higher attendance to gain an accurate number on what

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18

they predict to spend per guest for their wedding. One point to keep in mind is that the higher the

number of guests in attendance, the lower the average cost becomes because the large, set venue

fee will be divided over a larger group of people. The average cost per guest at Dogpatch Wine

Works is $100-$125; Domenico Winery’s per person average is $125-$150; and Thomas Fogarty

Winery’s per person average is on the highest end, presumably around $230-$325.

Section V – Conclusions

The following conclusions are made based on the factual results as discussed in “Section

IV – Findings”. These conclusions are meant to extrapolate a bottom line for each of the

important points that may be important to a wedding couple’s final venue decision. Ultimately,

this will help Domenico Winery see where they stand amongst its competitors’.

Location

Domenico Winery is situated in the middle of the Peninsula, almost equal in distance

from San Francisco and San Jose, a convenient, central location to arrive from anywhere in the

Bay Area. Domenico’s competition are not outrageously far out of the way, making location a

likely neutral decision factor for a potential client. More specifically, a client looking for a

wedding venue might not consider Domenico’s location as one of the main selling points in

choosing their venue; the other venues appear to be within a reasonable distance, which makes

the three venues very competitive.

Venue Basics

As simply a venue, Thomas Fogarty Winery stands out as a slight outlier among the three

venues in this analysis because it offers an outdoor venue in a rural location with a much smaller

space, at 4,000 square feet. However, Thomas Fogarty Winery might be ideal for a client that

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19

prefers a completely outdoor wedding with a view of the entire Bay Area (see Figure 7 for

Thomas Fogarty’s exterior, and Figure 8 for their Interior that offers an outdoor, hillside view,

Appendix pg 33 and 34). Outdoor weddings in the Bay Area are mostly limited to the warmer,

non-rainy months extending from May to September. Due to the weather and its exposure as a

partially outdoor venue space, Thomas Fogarty Winery books presumably less events per year

compared to Domenico Winery and Dogpatch Wine Works, both of which are urban, indoor, and

climate-controlled, booked year-round, therefore having larger total wedding sales for the year.

From an operational, sales-driven standpoint, Thomas Fogarty Winery is capped at summer-only

business due to seasonality, only operating less than half the year for outdoor bookings, but may

offer a competitive advantage in the summer months where the weather may be too beautiful to

pass up for an indoor reception space such as Domenico Winery or Dogpatch Wine Works.

Venue Amenities and Restrictions

Depending on the couple and the essence of the wedding desired, a full bar may be one of

the most desirable features in choosing the right venue for their wedding. If alcohol is of little

consideration, then a full bar license is not enough to leave Domenico Winery with a sustainable

competitive advantage. The event end times are also of questionable importance and really

depends on each client’s preferences and type of wedding being considered. Perhaps a louder

wedding with more drinking and a younger crowd might prefer one of the urban winery options

with music end times of 12:00 A.M. over Thomas Fogarty Winery which has quiet hours

beginning at 10:00 P.M.

One of the most notable differences in amenities that a couple might consider among

those listed is the availability of kitchen facilities. Both Domenico Winery and Thomas Fogarty

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20

Winery offer kitchen facilities, while Dogpatch Wine Works does not. In considering the latter

option, the couple would have to contract out a catering company that uses a catering truck or

another form of off-site food service, and even then they must determine if the venue can fully

support particular caterers, such as a rear loading area for the event space, back of house set up

space, and other troubleshooting. Perhaps a couple that might consider this outside catering

option would be inclined to have more oversight in their own wedding production, as opposed to

contracting a wedding coordinator to organize the food and beverage details.

The lack of a bride and groom’s dressing area at Dogpatch Wine Works might be a

potential make or break situation if the couple is particular and insistent on having a

post-cocktail hour “Husband and Wife Announcement”, as most wedding timelines prefer.

Typically, for the weddings I have both worked and attended, the bride and groom have a

post-ceremony room to freshen up while the guests enjoy a cocktail hour. Without this amenity,

it would appear that Dogpatch WineWorks might be for the more casual wedding reception as it

is also a cheaper total wedding price range than the other two, with an average cost per guest

around $100-$125 (see Figure 13, “Financial Details – Comparison, Appendix pg. 37).

A questionable amenity for consideration is that Domenico is the only space offering a

coat check room. I might presume that this is likely of lesser importance to a couple when

deciding on a venue, a fairly neutral consideration, and is likely offered by the venue due to the

amount of other corporate events, galas, and large-scale events that take place throughout the

holiday season. It is a detail that offers a nice touch of elegance and convenience for a party and

an optional additional amenity, however, it is not the most important consideration.

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Another questionable amenity is that Thomas Fogarty Winery does not require a

Wedding Coordinator for the day of the event. This could be a detriment to Thomas Fogarty

Winery and gives the venue hosts more to worry about on-site and day-of, but also not required

by the venue as a convenience for the couple because a coordinator need not be budgeted out.

For decor and ambiance consideration, both Domenico Winery and Dogpatch Wine

Works have a similar “blank canvas” interior that can be dressed up. Their interior base decor is

very competitive to one another, the only noticeable differences would be their location on a map

and their venue size. Domenico Winery’s usable space is about 700 square feet larger than

Dogpatch Wine Works (compare Figure 1 and Figure 9, Appendix pg. 27 and pg 34) and can

hold 100 people more for a wedding. Thomas Fogarty Winery’s indoor-outdoor venue, “The

Pavilion” is very different from the other two, appearing farmhouse style, which complements

the vineyards over which it is suspended, and competes on an entirely different playing field

from the other two indoor venues.

Services

As Domenico Winery is the only venue to offer rental services through Unica Party

Rentals, there may be a sustainable competitive advantage within this service. Of course, the

client is charged for the rentals in the final bill; however, there is an easefulness that comes with

Domenico Sales Associates ordering the rentals for the client. This way, as I have experienced it

in the office, the only follow-up that the client has to do is update the Sales Associate in an email

or a phone call with the respective changed guest count, and the Sales Associate hospitably

performs the task of changing the order quantity as desired with Unica Party Rentals. In the end,

it may be more work for the Sales Associate, but it proves preferable for the client by reducing

Running Head: DOMENICO WINERY’S COMPETITIVE SET
22

the client’s stress of having to additionally contact an outside vendor. Domenico Winery also

posts an 18% service charge to the client’s final bill due to these added booking services, so there

is a sustainable reason for Domenico to offer this service without being taken advantage of. An

added bonus is that the venue (Domenico Winery) looks organized and professional on the day

of the event because the Sales Associates have confidence that they were the ones to accurately

place orders, and will take full responsibility for mistakes or successes.

This situation may favorably apply to Domenico’s in-house catering services as well. The

other two venues do not offer a catering agreement with another company or full-service

oversight for working with any outside vendors, which may put added stress on the client for

details to go “according to plan” on the wedding day. This could be a larger make-or-break

consideration for a wedding client, and a service point for which Domenico exceeds

expectations.

Financial

Domenico Winery offers a competitive price in its average cost per guest over the other

venues. Falling in a moderate price range for total wedding cost, it offers an immense amount of

amenities and conveniences, as discussed above, compared to its competitors. Domenico Winery

offers in-house catering, Sales Associates that will do all of the necessary rental orders, optional

full bar, a convenient central bay Area location, the largest venue space, a late night end time,

year-round booking possibilities, all for a moderate price range. At Thomas Fogarty Winery, it

would appear that the couple would pay more to have the outdoor, rural venue, and also handle

the extra coordination of outside catering, outside rental orders, an earlier end time, and strict

seasonal booking availability. Dogpatch Wine Works, with the lowest price range, seems to

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simply be venue space and that is all that is included. Overall, for the price paid, Domenico

Winery offers services and amenities at a considerable competitive advantage.

Section VI – Recommendations

Now that Domenico Winery has been thoroughly reviewed against its competitors, a few

recommendations may be considered to leverage a competitive advantage. One recommendation

that might be easily implemented, and offered at an extra charge, is for Domenico to offer their

space for wedding ceremonies, in addition to receptions. This is one of the amenities that they

currently do not provide in relation to the other venues in their competitive set. This might come

as an added convenience for the wedding couple since they would not have to transfer venues –

currently, a couple must have their ceremony elsewhere (Domenico provides some

recommendations of local ceremony spaces), and then drive to Domenico for the reception.

There have been a few weddings that I have worked this semester where Marina allowed a

ceremony to take place at Domenico, and the floor staff swiftly “flipped” the venue from

ceremony to cocktail hour to dining. It takes some extra coordination and set up efforts, however,

the event went smoothly, and might be considered profitable for the venue after said and done.

One catch is that this would likely only work for weddings of 100 people or less due to the

limited Cask Room space.

Another idea and feasible recommendation that might expand Domenico’s event services

is to capitalize on ceremony-to-reception transportation. If Domenico does not decide to offer

their space for ceremonies, they could establish a rental agreement with a shuttle or bus

transportation company (which could be charged in the client’s final bill) and would offer an

additional convenience for the guests. Just as how Domenico currently offers an exclusive rental

Running Head: DOMENICO WINERY’S COMPETITIVE SET
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agreement with Unica Party Rentals, they could look into the financial feasibility of contracting

with a shuttle transportation company to transport the couple’s wedding guests from Domenico

to the ceremony location, and back to Domenico. This way, guests could drive their own cars to

Domenico, and leave with their own cars at the end of the night, instead of having to drive to and

from the ceremony location, and back to Domenico. The ultimate purpose for this would allow

Domenico to offer the additional service of transportation that the other venues do not, in the

case that they cannot offer their space as a ceremony site.

An even larger, more creative recommendation for long term business, perhaps as a

stretch goal in eight to ten years, might be for Domenico to consider the financial possibility of

buying or renting an outdoor venue space, or partner with a location within 15 miles, for

ceremonies. This could be both the beginning of a property where they could grow more of their

own grapes, such as in Half Moon Bay, and a venue rental space for other event companies

looking for an outdoor venue. This could be sold to their clients as a “preferred” ceremony space

that is good for outdoor wedding photos, the ceremony on the wedding day, and ultimately

retains the company’s vision for all-inclusive wedding services.

Overall, there are multiple venue options for future wedding couples to choose from, and

Domenico remains among the top for consideration. With constant reevaluation of their own

amenities, Domenico will attract an increasing amount of business because of their current

competitive offerings. They have room for growth into more ideas for “inclusive” services, and I

look forward to seeing how this business continues to expand.

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References

Brinklow, A. (2018, March). San Francisco Population Swells To More Than 884,000. Curbed

San Francisco. Retrieved from

https://sf.curbed.com/2018/3/26/17165370/san-francisco-population-2017-census-increase

“Dogpatch Wine Works”. (2018). Dogpatch Wine Works. Retrieved from

https://dogpatchwineworks.com/

“Domenico Winery Events”. (2018). Domenico Winery. Retrieved from

https://pubs.hawthorncreative.com/domenicowinery/

“Events Facility” (2018). Thomas Fogarty. Retrieved from

https://www.fogartywinery.com/events-facility/

“Floor Plan & FAQ”. (2018). Dogpatch Wine Works. Retrieved from

https://dogpatchwineworks.com/pages/inventory

“Our Story”. (2018). Domenico Winery. Retrieved from
http://www.domenicowinery.com/About-Us/Our-Vineyards

“Thomas Fogarty Winery Weddings and Events”. (2018). Thomas Fogarty. Retrieved from

http://pubs.hawthorncreative.com/thomasfogarty/

“Venue Details – Domenico Winery”. (2018). Wedding Spot. Retrieved from

https://www.wedding-spot.com/venue/451/Domenico-Winery/

“Venue Details – Thomas Fogarty Winery”. (2018). Wedding Spot. Retrieved from

https://www.wedding-spot.com/venue/137/Thomas-Fogarty-Winery/

“Venue Details – Dogpatch Wine Works”. (2018). Wedding Spot. Retrieved from

https://www.wedding-spot.com/venue/9635/Dogpatch-Wineworks/

https://sf.curbed.com/2018/3/26/17165370/san-francisco-population-2017-census-increase

https://dogpatchwineworks.com/

https://pubs.hawthorncreative.com/domenicowinery/

https://www.fogartywinery.com/events-facility/

https://dogpatchwineworks.com/pages/inventory

http://www.domenicowinery.com/About-Us/Our-Vineyards

http://pubs.hawthorncreative.com/thomasfogarty/

https://www.wedding-spot.com/venue/451/Domenico-Winery/

https://www.wedding-spot.com/venue/137/Thomas-Fogarty-Winery/

https://www.wedding-spot.com/venue/9635/Dogpatch-Wineworks/

Running Head: DOMENICO WINERY’S COMPETITIVE SET
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“Weddings”. (2018). Domenico Winery. Retrieved from

weddings

“The Wedding Venue Checklist & Guide Every Couple Needs”. (2017, July). WeddingWire.

Retrieved from https://www.weddingwire.com/wedding-ideas/wedding-venue-guide

weddings

https://www.weddingwire.com/wedding-ideas/wedding-venue-guide

Running Head: DOMENICO WINERY’S COMPETITIVE SET
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Appendix
Figure 1 // The “Cask Room” Layout, Domenico Winery

Source: Domenico Winery Private Events Brochure

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28

Figure 2 // Domenico Winery – Interior Details

Source: “Domenico Winery Events”, 2018

Running Head: DOMENICO WINERY’S COMPETITIVE SET
29

Figure 3 // Domenico Winery – WeddingWire Award

Source: “Weddings”, 2018

Figure 4 // Domenico Winery Private Events Brochure, Snapshots

Source: Domenico Winery Private Events Brochure

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30

Figure 5 // TotalPartyPlanner Software

Source: TotalPartyPlanner.com

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31

Figure 6 // Contextual Map of Domenico Winery’s Competition

Running Head: DOMENICO WINERY’S COMPETITIVE SET
32

Source: Apple Maps

Running Head: DOMENICO WINERY’S COMPETITIVE SET
33

Figure 7 // Thomas Fogarty Winery Exterior

Source: “Events Facility”, 2018

Running Head: DOMENICO WINERY’S COMPETITIVE SET
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Figure 8 // Thomas Fogarty Winery Brochure & Interior

Source: “Thomas Fogarty Winery Weddings and Events”, 2018

Figure 9 // Dogpatch Wine Works Layout

Source: “Floor Plan & FAQ”, 2018

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35

Figure 10 // Dogpatch Wine Works Interior

Source: “Dogpatch Wine Works”, 2018

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36

Figure 11 // Wedding Spot – At a Glance

Source: “Venue Details – Domenico Winery”, 2018

Running Head: DOMENICO WINERY’S COMPETITIVE SET
37

Figure 12 // Venue Details – Comparison

Sources: “Venue Details – Domenico Winery”, 2018; “Venue Details – Thomas Fogarty
Winery”, 2018; “Venue Details – Dogpatch Wine Works”, 2018

Figure 13 // Financial Details – Comparison

Running Head: DOMENICO WINERY’S COMPETITIVE SET
38

Figure 14 // Amenity Details – Comparison

Figure 15 // Venue Restrictions – Comparison

A Research Paper

Title

Gereral Topic and Research Question

Abstract

The Internship Research paper will have the following structure:

1. Cover/Title Page (including the title, the author’s name, the
names of the University and the publication date);

2. General Topic and Research Question (two statements
identifying the topic and research question);

3. Abstract

(Brief summary of the paper – 250 words or less);

4. Introduction & statement of research problem (background
information on the topic and description of why this topic is
important to investigate. Answering the “so what?” question);

5. Manuscript Body, which can be broken down into the following
sections:

a. Literature Review (what is/has currently been written
on this subject

b. Data Collection (what data has been collected, how was
it collected)

c. Analysis and Results (without opinion, what does the
data collected show? Writeup and include tables, charts
and graphs)

d. Discussion, recommendation and conclusions (what
conclusions and recommendations can one make given
the data, current literature findings; How would you
answer the research question? How does this study
answer the “So what?” question?)

6. Reference (provide APA style refences of all citations);

7. Appendix (encouraged but optional)

2. General Topic and Research Question

4. Introduction

Research Paper

1. Cover/Title Page

5. Manuscript Body (Subsections & Graphics/Tables…)

6. References

7. Appendix (encouraged but optional)
3. Abstract

INTERNSHIP ANALYTICAL RESEARCH PAPER TUTORIAL
HTM 515
Hospitality Management Internship
Andrew Walls

Tutorial Objective
This tutorial is designed to help students understand the HTM 515 Analytical Research Paper expectations
The research paper assignment is designed to give students the opportunity to research a relevant, HTM industry-related topic that can be applied to today’s business environment.

Agenda
What does this class expect for my research paper
What is a Analytical Research Paper ? (And what it is not)
Choosing your general topic and research question
Research paper structure, sourcing, & Turnitin.com
Research paper grading and assessment

What does this class expect for my Analytical Research Paper
For this class students are expected to research and write about a relevant and applied HTM topic that is educational to the student and beneficial to the company.
The research will include topic selection (i.e., research question), audience consideration, data collection & analysis, demonstration of comprehension, application/conclusion, and citation of sources.
Students will present findings to their supervisor/team
This paper’s final composition is expected to be robust and quality-driven, original work.

What is a research paper?
What it is:
Broadly speaking, “research” is the process of finding out or investigating a solution to a problem (Odoh & Chinedum, 2014)
A research paper is a piece of academic writing based on its author’s original research on a particular topic, and the analysis and interpretation of the research findings
A research paper is the culmination and final product of an involved process of research, critical thinking, source evaluation, organization, and composition.
Primary and secondary sources are the heart of a research paper, and provide its nourishment; without the support of and interaction with these sources, the research paper would morph into a different genre of writing (e.g., an encyclopedic article)
the student explores, interprets, and evaluates sources related to a specific topic
(Sources: www.owl.purdue.edu and www.aresearchguide.com).

What is a research paper?
What it is not:
A research paper is not simply an informed summary of a topic by means of primary and secondary sources.
It is neither a book report nor an opinion piece nor an expository essay consisting solely of one’s interpretation of a text nor an overview of a particular topic.
Instead, it is a genre that requires one to spend time investigating and evaluating sources with the intent to offer interpretations of the texts, and not unconscious regurgitations of those sources.
The goal of a research paper is not to inform the reader what others have to say about a topic, but to draw on what others have to say about a topic and engage the sources in order to thoughtfully offer a unique perspective on the issue at hand.
(Source: www.owl.purdue.edu).

What is a research paper?
Two Major types of research papers:
Argumentative research paper.
The argumentative research paper consists of an introduction in which the writer clearly introduces the topic and informs his audience exactly which stance he intends to take; this stance is often identified as the thesis statement.
Analytical research paper.
An academic piece of writing that is aimed at analyzing different points of view from multiple sources on a particular topic. … You may evaluate the works of researchers on the chosen topic, but you should always remain objective.
The analytical research paper often begins with the student asking a question (a.k.a. a research question) on which the student has taken no stance. Such a paper is often an exercise in exploration and evaluation.
(Source: www.owl.purdue.edu).
This class will utilize the Analytical research paper type

General Topic & Research Question

Choosing Your Topic & Developing Your Research Question (RQ)
General Topic Selection – Critical Step
Choosing your general topic is a critical step in a quality research paper and should be done with input from your supervisor and instructor.
The general topic and research question, should be reviewed with your supervisor and edited to meet the specifics of your company, role and objectives of the internship.
Two topic sources:
Instructor Provided Topic
I have provide a lengthy list of potential topics on the course syllabus and iLearn. Review the topics and modify as necessary.
These topics should be reviewed with your supervisor and edited to meet the specifics of your company, role and objectives of the internship.
Student/Host-Company Generated Topic
Meet with your supervisor and review (their) possible options for research topics. The topic should be beneficial to the company and educational to the student.

General Topic Examples
Good general research topics
Determining Methods to Decreasing Stress from the Front Desk
Impact and Logistics of Cost/Revenue Analysis in a Banquet Setting
Poor Research Topics
Student will help update catering menus
Update employee, operations, events manual
Talk with employees about morale
Give an opinion about restaurant menu design
Events catering

General Topic & Research Question
Research is the process of finding out or investigating a solution to a problem (Odoh & Chinedum, 2014)
What is a research question?
A research question is the question around which you center your research. It should be:
clear: it provides enough specifics that one’s audience can easily understand its purpose without needing additional explanation.
focused: it is narrow enough that it can be answered thoroughly in the space the writing task allows.
concise: it is expressed in the fewest possible words.
complex: it is not answerable with a simple “yes” or “no,” but rather requires synthesis and analysis of ideas and sources prior to composition of an answer.
arguable: its potential answers are open to debate rather than accepted facts.
Research questions help writers focus their research by providing a clear path through the research and writing process
A well developed research question helps writers avoid the “all-about” paper and work toward supporting a specific, arguable thesis.
(Source: https://writingcenter.gmu.edu/guides/how-to-write-a-research-question)

General Topic & Research Question
Steps to developing a research question (RQ)
Choose an interesting general topic.
Choose a broad topic that you’d like to learn more about
E.g., Front desk clerk’s impact on guest satisfaction
Do some preliminary research on your general topic
What info is available? Can you narrow your focus?
Consider your audience
Both for your mgmt. team and faculty
Start asking questions
Question the how and why about your general topic
Develop a descriptive RQ
Write the RQ statement in a form of a question
E.g., What is the relationship between front desk clerk’s compensation & satisfaction with mgmt. and guest satisfaction scores?
Evaluate your RQ
Is your RQ clear? Focused? More complex than a simple yes/no?
Begin your research
Determine your next steps (literature sources, data collection, etc.)
(Source: https://writingcenter.gmu.edu/guides/how-to-write-a-research-question)

Sample Research Questions
Unclear: How should social networking sites address the harm they cause?
Clear: What action should social networking sites like MySpace and Facebook take to protect users’ personal information and privacy?

Unfocused: What is the effect on the environment from global warming?
Focused: What is the most significant effect of glacial melting on the lives of penguins in Antarctica?
Too simple: How are doctors addressing diabetes in the U.S.?
Appropriately Complex: What main environmental, behavioral, and genetic factors predict whether Americans will develop diabetes, and how can these commonalities be used to aid the medical community in prevention of the disease?
(Source: https://writingcenter.gmu.edu/guides/how-to-write-a-research-question)

Research Paper Structure
Quality is preferred over quantity.
The length of the paper is not specified. Minimum length should be at least 15+ pages long (not including cover page, references, or appendices)
Double-spaced using 12-point Times New Roman font with 1” margins.
Content, writing logic/flow, spelling and grammar will be graded as part of your final grade.

Research Paper Structure

References & Sources Requirement
Student analytical research papers are expected to have external sources of information (e.g., collected data, personal interviews, outside articles, newspaper, internal company documents, textbooks, academic articles, etc.) to address your research question.
Charts, tables and graphs are anticipated
3-5+ references minimum but more are expected. A reference section is required when you cite any source in your paper.
All citation and references should follow the APA format. Please see (http://owl.english.purdue.edu/owl/resource/560/01) or (www.apastyle.org)

Turnitin.com Requirement
All final papers must be uploaded and submitted through Turnitin.com link on iLearn for plagiarism and grammar checks. Please use MSWord or PDF format.
Directions and feedback:
http://at.sfsu.edu/support/how-submit-turnitin-assignment
The paper must be uploaded and submitted to Turnitin.com no later than the final packet due date outlined on the course schedule.
You can review the Turnitin feedback and make changes to your paper.
See course syllabus for strict rules and guidance on cheating and plagiarism/Self-Plagiarism. This class has a zero-tolerance policy towards cheating behaviors.

Research Paper Grading
Your grade is composed through two sources:
Supervisor – The final research paper and formal presentation is graded (e.g., “A-”, “B”, “C+”, etc.) by your supervisor with feedback.
Faculty – graded based on assessment rubric AND supervisor grade.
The final paper will be graded using the assessment rubric provided. Nine (9) criteria are used in the grading of each research paper using an Unacceptable, Acceptable, and Exemplary (see rubric).

Assessment Rubric

Samples and Help
Samples – iLearn provides a number of papers that have provided excellent content.
Tips & Help
Please do not procrastinate
I am available throughout the semester to provide encouragement, feedback and help with any part of your research paper.
Check out the helpful links on iLearn (e.g., APA, Questionnaire design, etc.)
Please use the resource librarian for help on researching topics and sources.

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