Strategic Management Plan: The Hideout

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STRATEGIC MANAGEMENT PLAN
A Report for RPTA 405
Fall 2016
Prepared by:
Emily Bishop, Maxime De Jonge, Logan Dosker,Jamie Goldie,Alex Kirchick

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Executive Summary
Who Are We?
Mission,Vision, Values
PESTAnalysis
SWOTAnalysis
Internal/External Analysis
Goals and Objectives
Implementation Plan
Appendix
2
3
5
6
9
12
14
16
19
The Hideout is a retro, classic arcade bar that brings the inner child out of
the customer. Our mission is to provide classic arcade games, childhood
food favorites with a twist, and well-crafted drinks in historic Downtown
San Luis Obispo.
The following Strategic Management Plan provides a detailed description
of what The Hideout is and what services it will bring to San Luis Obispo.
It also shares The Hideout’s mission and vision statement, its core values,
a list of its goals and objectives, and an implementation plan to achieve
those goals.
The four main goals of The Hideout is to provide authentic games and
quality experiences, to develop an unique food and drink menu, to estab-
lish this retro bar as a must-do activity, and to contribute to the community
and it’s well-being.
By analyzing the political, economic, social, and technological environ-
ments in the San Luis Obispo community,The Hideout conducted a PEST
analysis as well as a SWOT analysis to determine the company’s strengths,
weaknesses, opportunities, and threats. These elements will be further
discussed and elaborated on within the main body of the Strategic Mar-
keting Plan.
TABLE OF
CONTENTS
Executive Summary

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Who Are We?
The Hideout is a retro, classic arcade bar that will be located in the historic town of San Luis Obispo. It will offer games like PAC-
MAN, Space Invaders, Galaga, Dig Dug, and Tetris as well as include skee ball, air hockey, pinball machines, and pool tables. The
Hideout was actually inspired by Flynn’s arcade in the 2010 remake of Tron: Legacy.
Not only will The Hideout provide a new entertainment value to the nightlife in San Luis Obispo (SLO), but it will also provide a
selection of food that will be made available for purchase from 10:00pm-12:00am. To continue the childlike spirit theme,The
Hideout will be making childhood food favorites with a twist; for example, the typical grilled cheese sandwich will be stuffed
with pulled pork and macaroni and cheese. The menu will consist of quality food with reasonable late night portion sizes, and
well-crafted alcoholic drinks that do not intend to break a college student’s bank account. The food will also be listed at affordable
prices for college-aged students since they are our main target market.
After 10:00pm,The Hideout intends to become more of an interactive bar where those who are twenty-one years old and older
are the only ones allowed access to the bar and the arcade floor. The Hideout will have plenty of open space for socialization and
interaction, something that is desired among the college crowd.
Even though The Hideout will target college students, they will also target to a wider range of people aging from twenty-one and
forty. These people are looking to have a good time with their friends while eating comfort food, drinking traditional or specialty
beverages, and playing authentic arcade games. The Hideout will also have a secondary target market that is focused on appeal-
ing families and the San Luis Obispo community to enter the establishment during the day. They will also be given the same
opportunity to experience everything as those who come during the evening as well as get to enjoy the homegrown atmosphere
that The Hideout will create.
The Hideout will create new experiences for Cal Poly students, families, and the San Luis Obispo community at large through
providing quality food and beverages, great customer service, and classic arcade game entertainment value. Organizational
opportunities that support The Hideout are as follows:
In order to effectively and efficiently manage and operate The Hideout, the work has been distributed among five key individuals.
Based on their strengths and interests, the following positions have been created and assigned:
ORGANIZATIONAL OPPORTUNITIES
1. The Central Coast location of The Hideout will bring in culturally diverse customers into the bar, and possibly
gamers and/or an older crowd that grew up playing the arcade games that we will provide.
2. From personal observations, there is currently no bar in San Luis Obispo that provides as much immersive enter-
tainment value as The Hideout would.
3. By creating a sense of nostalgia to our customers, we hope that will encourage them to repeatedly visit and play.
4. With the hopeful success of The Hideout, there is opportunity for an expansion through loyal customers and
game procurement.
5. The Hideout looks to gain the approval and support from the “Save Our Downtown” and change the way they
perceive new bars opening in downtown.
THE HIDEOUT
ORGANIZATIONAL HIERARCHY

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The CEO and owner of The Hideout,Alex Kirchick, is the proud founder of the organization. This individual oversees all aspects of
the organization, including their respected department leads, policies, finances/budget, and scheduling.
The Director of Operations, Emily Bishop, works closely with the other departments to avoid a “silo” effect, which is a common
issue in the hotel and restaurant industry. With the CEO, Emily will establish performance goals and assess the relationship
between departments. Furthermore, Emily will work particularly close with the CEO and the Graphic Communications Manager
to create the annual marketing strategy plan.
The Food and Beverage Manager, Logan Dosker, creates the food and drink menu as well as expedites all of the food coming
out of the kitchen. While the Graphic Communications Director is in charge of the designing the menu, the Food and Beverage
Manager selects the various produce and liquor that will be used to add a twist to childhood food favorite recipes. She also super-
vises the waiting staff, hostess, bartenders, and chefs. Logan works closely with the Director of Operations for the hiring and the
employee evaluation process.
The Entertainment Manager,Jamie Goldie, is in charge of the supplying the arcade games, pinball machines, air hockey tables,
pool tables, dart boards, and board games. She also explores and makes connections with the SLO community to find local artists
to supply the music. One of Jamie’s most important responsibilities though is the constant maintaining and preservation of the
antique arcade games.
The Graphic Communications Director, Maxime De Jonge, is in charge of graphic design, interior design, branding, and market-
ing. Some important duties include creating marketing material, creating a brand through logo design, designing the menus,
and creating and updating the website. She works closely with the Entertainment Manager to design the interior of the bar.
Together they establish furniture, lighting, and decorations to create a suiting, retro atmosphere.
ORGANIZATIONAL
STRUCTURE

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Mission, Vision, Values
To provide classic arcade games, childhood food favorites with a twist, and well-crafted drinks in historic Downtown San Luis
Obispo.
To seek and provide new-age vintage experiences and to prove that a little nostalgia goes a long way.
OUR MISSION
OUR VISION
OUR VALUES
Childlike Spirit Quality Food Affordable Pricing Community
Customer Service Cultural Diversity Sustainability High Quality
Craft Selection
$

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The Hideout conducted a PEST analysis to understand the political, environmental, social, and technological trends regarding
bars in San Luis Obispo, California. The analysis was developed based on extensive online research, interviews, and observational
data. PEST will aid in The Hideout’s marketing efforts and business decisions.
P.E.S.T. Analysis
POLITICAL
ENVIRONMENT
The Hideout’s first task is to apply for a liquor license from the California Department of Alcoholic Bever-
age Control. Because the process for obtaining this license can be long and complicated,The Hideout
will seek legal assistance to help guide us through the process. The next step is to obtain a California
Food Handler Card. California law requires anyone who prepares, stores, or serves food in a restaurant
to obtain this (Steingold, 2016).
In 2012, San Luis Obispo added new regulations that requires new restaurants that want to serve
alcohol after 11:00pm to obtain an administrative permit that allows the city to add special conditions
(Fountain, 2015).To meet these new requirements,The Hideout must offer full food service during all
hours of operation and chairs and tables are not allowed to be rearranged. Fortunately,The Hideout is a
hangout type bar that gives customers plenty of seating area and is planning on serving late night food
until closing time.
The Hideout found that it would be beneficial to add another bar to downtown San Luis Obispo because
of the increased fines and regulations on noise violations and house parties in recent months. A new
law that went into effect March 2015, states it is a violation to make or allow noise between 7:00am and
10:00pm that can be heard 50 feet from your property line and between 10:00pm and 7:00am, it is a
violation to make or allow noise that can be heard across your property line. Fines were also increased
drastically. The first offense is $350, increasing to $700 and then finally $1,000 (San Luis Obispo Police
Department, 2016). The landlord of a property is also charged the same amount so residents are essen-
tially paying double for each fine.
Serving alcohol at any establishment involves many risks and opens its doors to liability claims. If
The Hideout fails to act responsibly, loss of liquor license, increased insurance costs, and even loss of
business may result. To ensure The Hideout mitigates risk, we will invest in liquor liability insurance.
Our establishment will also be proactive in limiting our liquor-induced claims by thoroughly training
employees. The Hideout will require all employees to complete the ServSafe Alcohol program. Accord-
ing to ServSafe Alcohol, this online program prepares bartenders, servers, hosts, bussers, and bouncers
to effectively and safely handle difficult situations during hours of operations (ServSafe, 2016).
According to the California County-Level Economic Forecast 2015-2040 report, San Luis Obispo County
is doing just fine and will continue to grow slowly. The progress includes employment levels, unem-
ployment levels, and income growth (California, 157-161, 2015).
In 2014, San Luis Obispo County had a population of 273,000 people and a total of 114,700 wage and
salary jobs. The per capita income was $48,542 and the average salary per worker was $50,489. The
tourism and leisure sector and retail trade sector were two of the biggest contributors to employment in
the County. That same year, the unemployment rate improved and fell from 6.8 percent in 2013 to
ECONOMIC
ENVIRONMENT

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SOCIAL
ENVIRONMENT
5.6 percent in 2014. Job growth was spread across a number of industries, including the tourism and
leisure sector with over 600 jobs (157).
From 2015-2020, the expected job growth in San Luis Obispo County is 7.1%. The inflation-adjusted
salaries will rise by an average of 1.6 percent per year. Over that same period, income growth will aver-
age 2.9 percent per year and expected personal income will grow by 18.1% in those five years (160).
A local news article argues that downtown San Luis Obispo might have too many bars and restaurant.
The total number of restaurant, bars, and breweries totaled 66 in 2015. Residents are concerned and
have started the grassroots group Save Our Downtown (SOD). In 2015, SOD asked the city to reject Dis-
covery SLO’s proposal for a modern bowling alley on Chorro Street because of potential noise impacts
and effects on neighboring businesses (Leslie, 2016).
Discovery will not only offer a bowling alley, but also a bar, restaurant, concert hall, basement for private
members, and gaming areas including shuffleboards, billiards, darts, karaoke rooms and many more.
Discovery is set to open in 2017 (Discovery, 2016). This business will be the Hideout’s largest competi-
tor, as it will offer similar services.
Promoted to be one of “the Happiest Cities in America,” San Luis Obispo (SLO) relies on its strengths
of having an interactive community and a diverse, welcoming culture (Lipsey, 2015). Referenced by
a myriad of people to be a place that cultivates and promotes happiness, San Luis Obispo has been
acknowledged by influential sources such as Oprah, Dan Buettner (author of The Blue Zones), and the
Gallup-Healthways’ annual rankings (Lipsey, 2015; Oprah, 2015; Gallup-Healthway, 2015). Not put on
the map by name alone, San Luis Obispo and San Luis Obispo County foster features that are attractive
to tourists and its residents, such as natural resources (ocean and beach access, rolling hills and moun-
tains), an ever-growing viticulture and brewing industry, and noteworthy educational institutions.
Up twelve percent from 2013-2014, San Luis Obispo received $6.8 million in lodging tax in the year
2014-2015, highlighting the growing amount of tourists to the area (Lambert, 2015). The Hideout,
along with other SLO businesses, caters not only to the increasing flow of tourists into the area, but also
to the residents of the town and the surrounding county. San Luis Obispo, as recorded in the 2010
census, had a population of 47,339 residents as of 2015, and the county had a population of 281,401
(US Census, 2015). Beyond San Luis Obispo as the county seat, SLO County extends to include Arroyo
Grande, Grover Beach, Morro Bay, and Paso Robles. The majorities of these populations are aged 26-65
and are steadily growing at a rate of 4.4% change (US Census, 2015).
Excluded by the census,The Hideout also considers the higher education populations (student and
faculty) in the area to be an important demographic and consumer group. With populations of rough-
ly 21,489 and 11,045 at California Polytechnic State University San Luis Obispo and Cuesta College,
respectively,The Hideout possesses excellent access to a select demographic of 18-35 year-old con-
sumers (Cal Poly, 2015; Cuesta, 2016). As stated in the analysis of the Political Environment, the risk of
fines and citations in personal homes are the greatest for this particular demographic. Part of the need
for establishments like The Hideout are due to the demand coming from these potentially victimized
segments. However, besides being a safe and lawful zone,The Hideout addresses consumers’ other
needs such as holistic interactive experiences, generationally accessible past-times, and more affordable
prices.

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TECHNOLOGICAL
ENVIRONMENT
The typical young adult is not the only market The Hideout wishes to promote to, as there are other
well-established segments in the community that would lend to greater and continued customer loyal-
ty. By encompassing residents aged 35-65 years,The Hideout will strengthen its ties to the downtown
community and to the wholesome image of San Luis Obispo. Providing alternate times for all ages
versus twenty-one and up admittance, will allow The Hideout to be dynamic in its atmosphere, flowing
between family-fun and trendy bar scenes. The most popular times of business for bars in Downtown
San Luis Obispo are Thursdays through Saturdays from 6:00pm to 12:00pm, peaking at 9:00pm
(Google Reviews, 2016). By providing quality food throughout the evening but preventing underage
admittance prior or during these popular hours,The Hideout will be able to differentiate the needs of its
consumers and further diversify its clientele.
Popular times in Downtown SLO Bars, Saturdays (Photo: Google Reviews, 2016)
Social media is a great way to utilize technology for marketing purposes. One main reason is that
people can share experiences through social media, creating positive word of mouth. The Hideout will
have its own hashtag (#thehideout) for deals and promotions to be spread around, as well as pictures
on Instagram and Twitter posts from customers. Social media has changed the marketing platform
because customers now have their own voice through two-way communication mediums, rather than
one-way advertising such as television or radio advertisements (Demoss, 2014). The Hideout can hire
employees that specialize in social media marketing because it requires creativity and technology skills.
Although social media is a strength for advertising, it can also spread negative word of mouth quickly
and easily. Having a PR representative to respond to negative comments and experiences publicly
and professionally will show the determination to resolve issues (Tam, 2015). Being online brings the
company closer to its customer base and helps build brand awareness. Connections with customers are
more personal than ever as advertising over social media becomes a frontrunning marketing strategy.
(Demoss, 2014).
Another use of technology for The Hideout is using old arcade games for entertainment. Old arcade
games have been trending in the last decade or so and becoming more popular as something to do
and another interactive experience while drinking at a bar with friends (Stone, 2015).The challenges
that come with using older games, such as Pac-Man or Donkey Kong, are their potential to be unreliable
and hard to maintain.Though difficult to find and purchase at reasonable prices, a vintage style of ar-
cade games will provide The Hideout with a unique atmosphere that can’t be matched by competitors.
The rising demands from consumers for a more interactive product and experience support the demand
for arcade bars. For example, video game lounges in Las Vegas can hold up to 300 people and are at
capacity most nights with a 45 minute wait-time to gain entrance (Orland, 2012). Likewise, the notable
Dave and Busters’ corporation publicly announced that fifty percent of their revenue is attributed to
food and fifty percent to games (Dave and Busters Financial Results, 2014).

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S.W.O.T. Analysis
Interactive Gaming Bar
The Hideout will offer antique arcade games, pool tables, darts, and board games. Currently, there is no establishment that offers
all of these in the same place.The only business that offers pool tables is SLO Brew, which only has one pool table. Frog and Peach
has one magnetic dartboard and McCarthy’s has one shuffleboard (Observations, 2016).The uniqueness and originality of creat-
ing a bar around antique arcade games will entice consumers and bring them through our front door.
Late Night Food
In addition to games,The Hideout will offer late night food until 2:00 am. Besides Woodstock’s pizza and the Seven Eleven on
Marsh Street, San Luis Obispo does not have any late night food establishments. Currently, patrons have to order pizza or walk
to the fast food chains on Santa Rosa Street.Adding late night food to our menu will allow us to tap into a larger consumer pool.
Customers who do not enjoy playing arcade games will still come to our bar solely for drinks and late night food.
STRENGTHS

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Large Customer Pool
The Hideout’s main target market is millennials.With Cal Poly being located in San Luis Obispo, there are a plethora of students
to market towards.This target market will appreciate the affordable prices and unique aspects of the The Hideout. Besides stu-
dents,The Hideout can attract young couples living in San Luis Obispo, working professionals, and even families.
Affordable Prices
The Hideout will have a $5 dollar cover charge and the games will be offered for free. Menu prices for all of our high-quality
food served during our non-Late night hours, will range from $3 to $20, with specials and group proportions being the most
expensive. Late night food will be offered for approximately $4-$8.The menu will include mac and cheese, hot dogs, onion rings,
gourmet grilled cheese, and other affordable foods.The Hideout will also offer special deals for alcoholic beverages, for example
a $5 wine list and $5-$7 cocktails and “well drinks” during Happy Hour.
Limited Supply and Investment
A few examples of the authentic, classic games that the Hideout is looking to provide include Pac-Man, Space Invaders, Skee Ball,
a pool table and an air hockey table. However, these games are very expensive and difficult to acquire and are difficult to main-
tain as well.These games are unreliable and are not made with the modern technology of today’s society, so fixing games without
the personal knowledge will make it difficult to find someone who can.
Location
Due to competition and limited space in Downtown San Luis Obispo, finding an available space that is also large enough for the
needs of the Hideout will be difficult. Having a space on Higuera Street is important because it is considered the central area
of downtown, as that is where most people tend to gather. Because of a prime location, rent costs will be extremely high, if the
Hideout was looking for an optimal price range, the property would be located outside of the downtown strip.
Permits and Regulations
There are certain permits and regulations The Hideout will have to receive and abide to, which can also be difficult to obtain. A
liquor license will certainly be necessary for the Hideout, and to acquire this license, legal assistance will be needed (which will
then add to costs, as well).Another permit that is needed will be the California Food Handler Card, required by California (Stein-
gold, 2016).
There are other new regulations that have passed that will affect the Hideout, for example restaurants serving alcohol after
11:00PM need another permit.
High Overhead Costs
There are many different costs that will be part of the opening of the Hideout, and it is expected that the overhead costs will be
extremely high.This is because antique games need to be purchased, and having an arcade bar means many games in order to
keep up with demand. Having five antique games would not generate enough interest due to waiting for a turn. Since the Hide-
out will need many games, a huge cost will go into purchases as an old game in decent condition will range from around $500
(for a lesser-known game) to over $2000 (Exidy, 2016).
Economic growth
As San Luis Obispo increases in the amount of tourism dollars it receives,The Hideout will be able to become another noteworthy
attraction for tourists (Lambert, 2015). Featured alongside sites such as Bubblegum Alley, the Historic Mission, and the Palm
WEAKNESSES
OPPORTUNITIES

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Theater,The Hideout will provide a unique experience to customers from in and out of town, increasing the charming allure of
San Luis Obispo.
Growing Trend of Interactive Bars
Recently, there has been a growing trend in the United States with interactive bars (Orland, 2012). Downtown San Luis Obispo is
cluttered with bars that turn into a club-like dance party after 11 pm.The Hideout has the opportunity to differentiate itself from
other bars by providing somewhere for people to participate in games, activities, and allow for strong interpersonal connection.
Social Media Marketing
Social media will play a huge role in The Hideout’s success due to the target market’s high use of said platform. Potential
hashtags (#) are a great opportunity for The Hideout to trend based on current events and to create a media following as well.
Social media will also allow for more affordable marketing practices.
Local Restrictions
In 2015, the city of San Luis Obispo passed a new law stating that students would be heavily fined if they cause certain noise vio-
lations (San Luis Obispo Police Department, 2016). Due to these exorbitant fines, more and more college students are motivated
to stop hosting house parties throughout the week/weekend and go downtown more often.The Hideout has the opportunity to
be the new destination for college students to hangout with their friends, listen to music, and grab a beer.The benefits of having
the Hideout “host” their party largely outweigh the costs they might have had to pay for noise and other local violations.
Direct Competition
Discovery SLO is set to open in early 2017. They will offer similar features as The Hideout. For example, they will have darts,
billiards, a bar, a restaurant, and a bowling alley.The difference between the two businesses is that the Hideout is a small estab-
lishment utilizing an historic setting, while Discovery SLO is a large, modern establishment.
Surplus of Bars
There are 66 bars and restaurants in Downtown SLO. Residents have shown concerns to this excessive amount and its growing
number. Strong competitors include Frog and Peach, Mother’s Tavern, and SLO Brew. However,The Hideout is able to compete
because of it’s unique arcade aspect and late night food.
Liability
Restaurants and bars have a duty of care when it comes to intoxicated customers.The Hideout has to be aware and cautious when
serving alcohol to a college populated crowd. If a person leaves the bar intoxicated and injures oneself, the arcade bar might be
liable and possibly negligent.Therefore, the Hideout will invest in liquor liability insurance, hire Security, and train its employees
accordingly
“Save Our Downtown”
Save Our Downtown is a grassroots group in San Luis Obispo who are strictly against the opening of new bars. Since The Hideout
is a small establishment and provides a friendly family environment during the day, they might be open to the idea.
THREATS

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The Hideout’s strength scores are based on a 1-5 scale against competitors, with a 1 being similar to competitors and a 5 being
much different or more unique than competitors. This is then multiplied by a score on a 1-5 scale on the impact the organization,
1 being very low and 5 being very high impact.
The Hideout’s strengths scored between 3 and 25 with an average of 13.5. The highest scoring strength is interactive gaming,
scoring 25 out of 25. Currently, there are no other bars in San Luis Obispo that offer interactive gaming. The uniqueness of The
Hideout and its ability to easily distinguish itself from other bars will entice consumers to come through our doors. The lowest
scoring strength, scoring 3 out of 25, is our customer pool. With Cal Poly being located in San Luis Obispo, there is a large cus-
tomer pool of millennials that attend bars. This consumer pool is shared with more than 66 bars or restaurants that serve alcohol.
Despite this, the uniqueness and originality of The Hideout will draw in customers.
The Hideout’s weaknesses scores are based on a 1-5 scale against competitors, with a 1 being similar to competitors and a 5
being much weaker than competitors.This is then multiplied by a score on a 1-5 scale on the impact the organization, 1 being
very low and 5 being very high impact.
The Hideout’s weaknesses scored between 3 and 25 with an average of 9.5.The weakness that scored the highest was Limited
Supply and Investment, with a score of 25.The antique videogames The Hideout seeks to have can be difficult and expensive to
obtain.The lowest scoring weakness was high overhead costs.The CEO of The Hideout has a lot of capital to pour into this busi-
ness, so having a high overhead startup cost is not a critical issue.
Strengths LEVEL VS. LOCAL
COMPETITORS
IMPACT ON
ORGANIZATION
SCORE
Interactive
Gaming Bar
5 5 25
Late Night Food 4 5 20
Large
Customer Pool
1 3 3
Affordable
Prices
2 3 6
Weaknesses LEVEL VS. LOCAL
COMPETITORS
IMPACT ON
ORGANIZATION
SCORE
Limited Supply
and Investment
5 5 25
Location 1 5 5
Permits and
Regulation
1 5 5
High Overhead
Costs
3 1 3
Internal and External Analysis

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The Hideout’s opportunities scores are based on a 1-5 scale against competitors, with a 1 being similar to competitors and a 5 being
much weaker than competitors. This is then multiplied by a score on a 1-5 scale on the impact the organization, 1 being very low
and 5 being very high impact.
The Hideout’s opportunities scored between 2 and 4, with an average score of 3. The highest scoring opportunity is a 4 out of 4 for
growing trends of interactive bars. As The Hideout’s uniqueness is notable, the growing customer demand of a more immersive
experience is critical to The Hideout’s success. Seeking a holistic experience from the service industry, consumers will be attracted to
not only the lively atmosphere of the Hideout, but also to its unlimited gaming and quality dining. The lowest scoring opportunity
was social media with a 2 out of 4. It can difficult to run a successful social media campaign, as the overturn of events and news is
very rapid on this platform. In order to successfully utilize this opportunity,The Hideout would need to efficiently and adequately
manage its social media accounts.
The Hideout’s threats scores are based on a 1-5 scale against competitors in terms of probability of occurrence, with a 1 being likely
to occur and a 5 being unlikely to occur. This is then multiplied by a score on a 1-5 scale on the impact the organization, 1 being
very low and 5 being very high impact.
The highest scoring threats are “Save Our “Downtown” and a surplus of bars. “Save Our Downtown” believes there are too many
bars in SLO and adding more is harmful to the community. With a score of 5 out of 20, the lowest scoring threat is liability. Liability
is a serious threat, however with the previous listed measures The Hideout is able to perform its duty of care.
Opportunities LEVEL VS. LOCAL
COMPETITORS
IMPACT ON
ORGANIZATION
SCORE
Economic Growth 1 3 3
Growing Trend of
Interactive Bars
1 4 4
Social Media 1 2 2
Local Restrictions 1 3 3
Threats PROBABILITY OF
OCCURENCE
IMPACT ON
ORGANIZATION
SCORE
Direct Competition
(Discovery SLO)
2 3 6
Surplus of Bars 4 4 16
Liability 1 5 5
“Save our Downtown” 4 5 20

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Goals and Objectives
GOAL 1 To provide authentic games and quality experiences.
Seek the best games for the best prices to avoid increased overhead which could affect
customers.
• Establish good business relations with a select group of initial vendors.
• Establish more than 50% of in-store game inventory before opening in fall 2018.
• Even in the face of high prices for quality games, maintain $5 entrance cover charge
throughout the Hideout’s opening.
Offer a diversity of activities: pool tables, darts, and board games.
• Establish board game closet in designated room, purchase games (cards, boards,
etc.) from designated budget.
• Select an area in-store for pool table and darts, purchase vintage authentic pieces
that are functional.
• Focus promotion on arcade games, but include information on other forms of
activities.
Objetive 1
Objetive 2
GOAL 2 To develop unique food and drink menus.
Include local beers and wines, “well drinks,” and cocktails
• Visit local breweries and vineyards
• Hire experienced bartenders with a keen sense for creating crafty drinks
• Include 2 for 1 drink deals on Thursdays and Tuesdays to compete with other bars
• Obtain a liquor license
Offer affordable, fast food for late night customers
• Create food options that are family friendly
• Acquire California Food Handler Card
• Establish Late night menu options from tested favorites
Objetive 1
Objetive 2
To support The Hideout’s mission statement, vision statement, and core values, the five key players have developed a list of four
main goals and objectives, followed with an implementation plan. This timeline of responsibilities ensures that each team mem-
ber is meeting the deadlines to make continuous improvements to the organization.

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GOAL 3 To establish The Hideout as a must-do activity/pastime in SLO county.
Generate awareness through a multi-platform marketing strategy
• Create social media pages (Instagram, Facebook,Twitter)
• Engage with Mustang News to see if they will write an article on us
• Reach out to SLO Tribune to see if they will write an article on us
Generate customer loyalty
• Provide excellent customer service
• Establish Rewards program (i.e. stamp card)
• Promote food and drink deals on social media
Objetive 1
Objetive 2
GOAL 4 Integrate ourselves into the SLO community and contribute to its well-being.
Be aware of inhibited people, stop serving alcohol at certain time
• Require all employees to complete ServSafe alcohol education
• Obtain liability insurance
• Hire bouncers to ensure the safety of all customers
Become more involved in community programs
• Work with “Save Our Downtown” to increase positive communications.
• Participate in city events such as sponsoring youth teams and farmers market.
Objetive 1
Objetive 2

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Implementation Plan
GOAL 1: To provide authentic games and quality experiences
Objective 1: Seek the best games for the best prices to avoid increased overhead which could affect customers.
# ACTION OWNER START DATE DEADLIINE PRIORITY STATUS
1 Establish good business
relationship
Alex 12/10/16 4/20/17 High On-going
2 Establish 50% game
inventory
Jamie 1/15/17 4/01/18 Medium On schedule
3 Maintain $5 entrance fee Emily 8/5/18 Continuous Medium On schedule
1 Purchase games for
designated closet
Jamie 1/10/17 4/01/18 Medium On-going
2 Designate pool table area
and purchase pieces
Jamie 1/15/17 4/01/18 Medium On schedule
3 Diverse promotion of all
activities
Jamie &
Max
12/20/16 Continuous Medium On schedule
GOAL 1:To provide authentic games and quality experiences
OBJECTIVE 2: Offer a diversity of activities: pool tables, darts, and board games
1 Visit Firestone Brewery Logan 12/1/16 Continues Medium On-going
2 Visit TapIt Brewery Logan 12/5/16 Continues Medium On schedule
3 Visit local wineries Logan 12/5/16 Continues Medium On schedule
4 Apply for liquor license Emily 12/5/16 Continues High On schedule
5 Promote 2 for 1s on social
media
Max 9/15/18 Continues Low On schedule
GOAL 2:To develop unique food and drink menus.
OBJECTIVE 1: Include local beers and wines, “well drinks,” and cocktails

| 17
1 Apply for CA Food
Handler Card
Logan 12/1/16 Continues High On schedule
2 Interview potential chefs Emily,
Logan
4/5/18 Continues Medium On schedule
3 Test out late night food
options on potential
customers
Logan 6/5/18 07/1/18 Medium On schedule
4 Establish Late night food
options
Logan 12/1/18 18/15/18 High On schedule
GOAL 2:To develop unique food and drink menus
OBJECTIVE 2: Offer affordable, late night food
1 Establish a social media
presence
Alex, Emily,
Max
12/1/16 Continues High On schedule
2 Reach out to SLO Tribune
to obtain an interview
Max 12/5/16 3/15/17 Medium On schedule
3 Reach out to Mustang
News to obtain an
interview
Max 12/5/16 3/15/17 Medium On schedule
4 Establish a Website Max 12/5/16 3/2/17 High On schedule
GOAL 3:To establish The Hideout as a must-do pastime/activity in SLO county.
OBJECTIVE 1: Generate Awareness
1 Begin interview process
for hiring staff
Alex, Emily,
Logan
7/1/18 Continues Low On schedule
2 Create loyalty cards to
hand out to customers
Max 7/5/18 9/15/18 Low On schedule
3 Post food and drink deals
regularly on social media
Max 12/5/16 09/15/18 Low On schedule
GOAL 3:To establish The Hideout as a must-do pastime/activity in SLO county.
OBJECTIVE 2: Generate Customer Loyalty

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1 Complete ServSafe Alcohol
Courses
Emily,
Logan
12/10/17 8/1/18 High On-going
2 Obtain liability Insurance Alex 5/1/17 7/1/18 High On schedule
3 Hire appropriate staff to
maintain safety
Alex, Emily 12/1/17 6/1/18 Medium On schedule
GOAL 4: Integrate ourselves into the SLO community and contribute to its well-being.
OBJECTIVE 1: Be aware of inhibited people, stop serving alcohol at certain time.
1 Contact Save Our
Downtown
Alex 7/1/18 8/1/18 Low On schedule
2 Offer fundraisers for
Cal Poly clubs and local
youth teams
Alex 9/15/18 Continuous Low On schedule
GOAL 4: Integrate ourselves into the SLO community and contribute to its well-being.
OBJECTIVE 2: Become more involved in community programs

| 19
Create group
Appendix A: Gantt Chart
Create orgranization
October November December
Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
Develop positions
Establish target market
Create mission/vision/values
Identify opportunities
Create organizational chart
S.W.O.T.Analysis
P.E.S.T.Analysis
Create orgaznization logo
Establish goals
and objectives
Create implementation plan
Conduct interviews
Create presenation slides
Present strategic
management plan to class
Finalize report on
Google Docs
Week 11
Create report on
Adobe InDesign
Create project timeline
Create internal and external
analysis charts
Meet with Jamie Wallace
Fall, 2016

| 20
When brainstorming ideas for what kind of organization or service Alex, Emily, Logan,Jamie, and Max wanted to create, they
first thought about what San Luis Obispo desperately needs. Max discussed a personal experience she had at a wine bar in New
Orleans, which sparked a conversation about potentially creating a business in the horeca - restaurant/cafe/bistros - sector.
The team agreed that there needs to be a bar in SLO that offers affordable drinks, quality late-night food, and some sort of enter-
tainment value. Based on Alex’s demand for more pool tables, Emily’s interest in local artists and musicians, Logan’s desire for
comfort food,Jamie’s passion for video games, and Max’s cultural background and travel experiences, the idea of The Hideout
came to be.
To help establish The Hideout’s mission statement and vision statement, the five key players of The Hideout looked at competing
restaurants and bars. From there the team determined how they could differentiate themselves from every other bar in SLO
through developing a clear mission and vision statement.
The values of The Hideout were created from a combination of personal values and previous experiences. All five team members
believed that affordable pricing and quality food were essential values The Hideout must encompass within their organization.
They also felt that an important aspect was to gain the community’s support and approval of a new bar in SLO. To do this, the
team wanted to connect with the community by providing a new, authentic spare time activity that is not only accessible in the
evening, but also during the day for children to experience.
Appendix B: Development of
Mission, Vision, and Core Values

| 21
Appendix C: Interviews
Britney Deacon, potential The Hideout customer
Alex: How often do you go downtown?
Britney: I go downtown usually at least once a week.
Alex: Is there a specific night you typically go out on?
Britney: Yeah, I usually go out with friends on Thursday nights because there is no cover charges at bars and there are 2 for 1s so I
save money.
Alex: How much money do you typically spend while downtown?
Britney: I pregame before going downtown because drinks are expensive. I usually bring $20 dollars cash so that’s my limit. I try
not to bring my debit card because I always end up spending more money than I wanted to.
Alex: Do bars with a cover charge deter you from going there?
Britney: It depends. I like going to see live music so when SLO Brew has a cover but is offering live music it’s okay. I do not like to
pay covers for The Library or Motav because they only offer dancing. I typically go to those bars on Thursday nights.
Alex: What is your favorite bar in downtown slo? why/
Britney: My favorite bar I would say is Frog and Peach or SLO Brew because they offer a lot of seating area and feature live music
often.
Alex: Have you received a ticket / noise violation this year?
Britney: Ugh, yes don’t remind me. It was during WOW week.We got the cops called on us during our pregame for downtown it
was only 9:30pm. Ridiculous.
Alex: How much was it?
Britney: It was $300 but then they also charged our landlord $300 so it ended up costing $600 bucks.
Alex: Do the strict laws of noise violations in SLO cause you to go downtown more often?
Britney: They definitely deter me from wanting to have people over to drink. I would say that I go downtown earlier now because I
don't want another ticket. I literally can’t afford it. (Deacon, 2016)
Emily: How often do you go downtown?
Mason: Let’s exclude this quarter, but normally every weekend.
Emily: Would you typically go out on a Thursday, Friday, and Saturday?
Mason: Fridays, sometimes Saturdays. It was harder to go out on a Thursday.
Mason Garcia, Discovery Ventura customer
Emily: How much money do you typically spend at the bars? Or like how many drinks would you normally buy?
Mason: Does that include a cover charge?
Emily: Let’s exclude cover charges.
Mason: Probably $20

| 22
Emily: How much money do you typically spend at the bars? Or like how many drinks would you normally buy?
Mason: Does that include a cover charge?
Emily: Let’s exclude cover charges.
Mason: Probably $20
Emily: Do the bars with a cover charge ever deter you from going there?
Mason: Yes, definitely. I would then go to Frog and Peach if other bars had a cover charge. Almost all of the time it is free to get in
Frog and Peach and there is no hassle.
Emily: What is the main reason why you go to the bars?
Mason: To hang out with friends and to meet new people?
Emily: Would these new people be those who work at the bar or those who are at the bar with their friends socializing?
Mason: Definitely not the people who work at the bars. They are rude in San Luis Obispo. I would be socializing with the people
there.
Emily: What is your favorite bar in San Luis Obispo, and why?
Mason: The Library because it plays good music and it has good beer. The main factor that brings me there is the music though.
Emily: What makes a bar stand out to you in SLO?
Mason: Good music, the type of people that are there, and how crowded it is. I do not like large crowds unless it is like a nightclub.
A bar is never enjoyable if it is crowded. There is such thing as an optimal amount of people.
Emily: Have you been to a Discovery bar before? If so, which location?
Mason: Fairly brief, but yes I have been to the one in Ventura.
Emily: What kind of services do they offer?
Mason: I remember from a certain time they will serve food, more of an appetizer style. They also had bowling - I don’t think SLO’s
will have a bowling alley, will they? - a dance area, and I think even karaoke.
Emily: Do you think San Luis Obispo’s location will offer similar services?
Mason: Since you confirmed SLO’s will have a bowling alley, yes. I can see SLO having more of a nightclub kind of feel; Discovery is
more of a hangout spot.
Emily: What would the Discovery bar bring to San Luis Obispo’s night life that we do not already have?
Mason: Discovery will bring more space, and hopefully more of a modern feel to a bar. SLO Brew tried to bring that, but they ulti-
mately failed.
Emily: What do you mean by “modern”?
Mason: I am thinking more towards interior design. The bar should have sleek counter, they should coordinate a color scheme, and
not incorporate as much wood. Actually for the wood depends… there needs to be a modern spin to it. There should be a futurist
style like stainless steel, whites, blacks, and grays.
Emily: What about entertainment?
Mason: I couldn’t speak to that, but maybe more live performances?
Emily: Were you aware of Discovery’s members only services?
Mason: No… but I don’t think there is a market for it. There is a lot of people that won’t be able to afford it. It is more of a business
thing. Having the amenities in general will excite your customers.

| 23
Emily: Overall, what would you like to see more of in San Luis Obispo’s bars?
Mason: More space and the ease of getting in and out of the bar. I would like to see SLO’s bars holding concerts like the old SLO
Brew used to have. SLO Brew had a history of bringing in cool bands and performers that exposed the community to these musi-
cians and their music. The new SLO Brew has ignored this market and did not keep anything that the old SLO Brew had going for
them, which is losing their customers. They now have more intimate concerts. The old SLO Brew could make people pay to see a
concert, but now there is not enough space to bring in musicians with bigger names (Garcia, 2016).
Michael Khachatryan,Aviation student/traveler
Emily: What are the bars like in North Dakota?
Michael: In the midwest, there are bars that are kinda like The Hideout. There are deer hunting games (because that is what people
do here) and darts. I have actually seen a pinball machine before too. The majority of the bars do not have that much of an enter-
tainment value. Karaoke is huge here though.
Emily: What would make you want to travel to SLO?
Michael: To see my childhood friends. I would want to experience new things with them - my high school friends who go to Cal Poly
- and reminisce about our childhood. What is interesting about The Hideout is that it brings that childhood past (with the arcade
games and childhood friends) with the present (going out to drink with them and party).
Emily: What have you heard about the nightlife in SLO?
Michael: It is spread out? Bar hopping? You have to walk a bit to get to the next bar? I have not heard much. SLO is probably more
lively than here in the midwest. Probably due to the large student population. The twenty-one thing is probably the most unique
thing I have ever heard of. We do not have a chalkboard where we check things off a list, at least nothing to that extreme. It is a
really big deal in SLO when you turn twenty-one. When someone turns twenty-one in Grand Forks, the drinking starts at 8:00am
until you cannot drink no more.
Emily: Is there something SLO can provide that can make you even more motivated to fly out here to experience?
Michael: A special kind of bar? But really, every bar is like the same. If SLO provides a bar that gives off a chill hang out vibe, good
happy hour deals, and drinks that are unbeatable, then that bar would become a great place to start the evening. It would be a
real crowd pleaser. There just needs to be something unique. In Italy, I went to this bar - where I wish I would have just gone to
the same bar for multiple nights - that had great ambience. There were these bras that covered the ceiling and hung like four feet
above your head. There was also a bunch of artwork on the walls, great drinks, and deals. For The Hideout, if you are not there
just to party, there should be a kitchen that serves good food with that childhood favorite twist like mac and cheese bites and fried
pickles (Khachatryan, 2016).

| 24
Meeting Agenda for 10/17/2016
Agenda:
1. Attendance
2. Discuss Organization Name and Team
3. Create Gantt Chart
4. Identify Opportunities for Organization
5. Develop mission, vision, and core values
6. Begin rough drafts of steps 1-3 of Strategic Plan
7. Questions?
Meeting Minutes:
Attendance:
Emily Bishop
Maxime De Jonge
Logan Dosker
Jamie Goldie
Alex Kirchick
Discuss Organization Name and Team/Identify Opportunities for Organization:
• Organization Ideas:
• Affordable New Orleans/Mediterranean inspired wine bar in SLO
• Old arcade game inspired bar (inspired by a bar in Chicago)
• Sluggers - Chicago bar with a batting cage
• A bar with actual activities (entertainment)
• Immersive Experience
• Hang-out Spot
• “With alcohol and games involved, everyone can have a good time”
• *Must be 21 years-of-age or older
• Affordable drinks
• Old arcade games - including pool tables and basketball hoops
• Calm vibe, Nice seating area
• Meet new people
• Stage for game battles
• No dancing
• “One of the best businesses are those that involve alcohol” -Jamie Wallace
Organization Name
• Here is a list of some catchy bar names: http://brandongaille.com/list-the-54-best-names-for-a-bar/
• “The Hideout”
• Continue Brainstorming at next meeting
Appendix D: Meeting Agendas

| 25
Team Positions
• Emily Bishop Co-owner/Marketing Director/PR
• Maxime De Jonge Co-owner/Beverage Connoisseur/Manager
• Logan Dosker Co-owner/Gastronomist/Head Chef
• Jamie Goldie Co-owner/Entertainment Procurement
• Alex Kirchick Co-owner/ Staff Supervisor/Hiring Officer
Target Market
Demographic characteristics:
• Young tarket market (Millennials: 21-35)
• College students and working professionals
• Low budget: Working and lower middle class
• SLO county locals and visitors
Psychographic characteristics:
• Need for belonging
• Outgoing and spontaneous
Group Info:
Emily Bishop email: emily74bishop@gmail.com cell: 818-331-7659
Maxime De Jonge email: maximedejonge@yahoo.com cell: 805-570-2315
Logan Dosker email: logan.dosker@gmail.com cell: 707-430-3071
Jamie Goldie email: jamieg977@gmail.com cell: 650-644-7144
Alex Kirchick email: alexandrakirchick@gmail.com cell: 408-838-9427
Action Items for October 19th , 2016
• Finalize Organization Name
• Continue to brainstorm, discuss with team
• Start working on the Gantt Chart
• Logan Dosker will work on the first draft
• Develop mission statement, vision statement, and core values
• Look at real-world examples, discuss with team
Attendance:
1. Discuss Steps 1-3 Assignment
2. Create New Document Files
3. Meet with Jamie Wallace
4. Expand Upon Steps 1-3 (if necessary)
5. Turn in Steps 1-3 Assignment
6. Questions?
Meeting Minutes
Discuss Steps 1-3 Assignment
• We worked off of the work we did during the October 17th workshop
• We need to expand upon our framework

| 26
Create New Documents Files
• Step 4 document
• Step 5 document
• Agendas folder
• Minutes folder
• Start with the description of your company
• Jamie will not dock points off of our assignment
• Detail the Gantt Chart (look into smartsheet.com)
• We do not need to create the questions, just ask them
Group Info:
Action Items for November 7th , 2016
• Feel free to expand upon Steps 1-3
• Start working on Step 4 of the Strategic Management Plan
• Review executive summaries in the examples
• [Tentative] meeting will be held on Monday, November 7th at 6:30pm
• Next meeting will be on Wednesday, November 9th at 1:00pm
Agenda:
1. Attendance
2. Discuss next meeting date and time
4. Expand Upon Steps 1-3
5. Begin working on Step 4
6. Questions?
Meeting Minutes
Attendance:
Present
Emily Bishop
Logan Dosker
Jamie Goldie
Alex Kirchick
Absent
Maxime De Jonge

| 27
• Start with the description of your company
• Detail the Gantt Chart (look into smartsheet.com)
• Create an organizational chart
• We do not need to create the questions, just ask them
• Make everything more into paragraph form
Group Info:
• Feel free to expand upon Steps 1-3
• Start working on Step 4 of the Strategic Management Plan
• Review executive summaries in the examples
• Next meeting will be on Monday, November 14th at 7:30pm
Agenda:
1. Discuss Step 4
2. Work on Step 4 (SWOT and PEST)
3. Assign individual sections to expand upon
4. Steps 1-3
5. Briefly outline Step 5 and 6
6. Create a logo
7. Questions?
Meeting Minutes
Attendance:
Emily Bishop
Maxime De Jonge
Logan Dosker
Jamie Goldie
Alex Kirchick
Discuss Next Meeting Date and Time
• The week after Thanksgiving
Overall Discussion
• Get our work done by Saturday, November 26th at 12:00pm
• If anyone still needs assistance with their parts, we can help each other (for a day and a half) before Monday’s deadline
Discuss Step 4
• Brainstorm ideas today during the meeting
• Each element of PEST should be one page each

| 28
Work on Step 4
• SWOT and PEST
• Look at “Step 4” document for PEST discussion
• For the economic and social section, those two group members should coordinate involving the tourism aspect
• “It has been said that 30% of participants want their pictures to be Instagram worthy” -Logan Dosker
• Look at “Step 4” document for SWOT discussion
Assign Individual Sections to Expand Upon
• Steps 1-3
Paragraph form - Emily Bishop
Gantt Chart - Emily Bishop
Better and more specific values - Emily Bishop
• PEST
Political - Alex Kirchick
Economic - Maxime de Jonge
Social - Logan Dosker
Technology - Jamie Goldie
• General - When you are doing research and working on your responsibilities, we are going to add to SWOT as necessary - as
well as interview questions.
Creating visuals (including logo) - Maxime de Jonge
Observational Data
Briefly Outline Steps 5 and 6
• Goals and Objectives
• Starting developing goals and objectives
• Develop and Adopt the Implementation Plan
Group Info:
• Ask Jamie Wallace about interviews
Alex will interview her friends
We should probably interview an owner
• Get PEST and other responsibilities done by 12:00pm
• Review the examples
• Edit Step 4 for Monday’s submission
• Next meeting will be the week after Thanksgiving

| 29
1. Attendance
2. Confirm Individual Responsibilities
3. Look over pictures and possible logos
5. Questions?
Meeting Minutes
Attendance:
Present
Emily Bishop
Maxime De Jonge
Jamie Goldie
Absent
Logan Dosker
Alex Kirchick
Discuss Next Meeting Date and Time
• The week after Thanksgiving
Overall Discussion
• Get our work done by Saturday, November 26th at 12:00pm
• If anyone still needs assistance with their parts, we can help each other (for a day and a half) before Monday’s deadline
• Look over pictures and possible logos
• We do not like the look of having a line of arcade games
• Three to four pool tables
• We like the look of “The Retro burger bar” logo
•
• Refer to comments made on “Step 4” document for his critique
Group Info:
• Get PEST and other responsibilities done by 12:00pm
• Review the examples
• Edit Step 4 for Monday’s submission
• Next meeting will be the week after Thanksgiving

| 30
1. Attendance
2. Discuss Step 4
3. Highlight main ideas in SWOT
6. Assign new tasks
7. Questions?
Meeting Minutes
Attendance:
Emily Bishop
Maxime De Jonge
Logan Dosker
Jamie Goldie
Alex Kirchick
Assign New Tasks
• Steps 1-3 (Emily)
• More facts into strengths and weaknesses (Alex and Jamie)
• More facts into opportunities and threats (Max and Logan)
• Look for interview opportunities (three interviews)
• Wednesday - look into step 5
Look over pictures and possible logos
• We definitely think our logo has to incorporate neon lights
Group Info:
• Continue working on tasks
1. Attendance
2. Class Workshop
4. Go over deadlines and individual responsibilities
5. Questions?

| 31
1. Attendance
2. Discuss Step 4
3. Highlight main ideas in SWOT
6. Assign new tasks
7. Questions?
Meeting Minutes
Attendance:
Present
Emily Bishop
Maxime De Jonge
Logan Dosker
Alex Kirchick
Absent
Jamie Goldie
General Discussion
• Please attempt to finish or complete a rough draft before class on Monday, December 5th
If anyone has anyone concerns or cannot complete/start a part, message the group and ask for help.
What Needs to Get Done Before the Presentation on Wednesday, December 7th
• Steps 1-3
Gannt chart
Organizational hierarchy
Expansion on values
• Step 4
Enhance the PEST intro paragraph (this could be completed at a later date)
Visually improve the SWOT chart
Add info (cite sources) to the descriptions of the SWOT paragraphs
Summarize results of the priorities calculations and results (short paragraphs) after each SWOT chart.
• Step 5 (look at examples)
Enhance goals
Enhance objectives
• Step 6
Implementation schedule (utilize spreadsheet/step 6 example)
Look to fwf-report for best step-up
• Presentation/Slides
We will work on this together on Monday, December 5th
During class period (12:10pm-2:00pm)
Potential to meet on Monday evening to complete the presentation for Wednesday

| 32
Individual Responsibilities
Emily
Gannt chart
Organizational hierarchy
Expand steps 1-3
Executive summary
Interview?
Logan
Describe priorities calculations for Opportunities chart
Expand on SWOT descriptions for Opportunities
Expand Goal 1 and its Objectives 1-3
Do implementation schedule for Goal 1 and Obj. 1, 2, 3
Interview?
Maxime
Describe priorities calculations for Threats Chart
Expand on SWOT descriptions for Threats
Expand Goal 2 and its Objectives 1-2
Do implementation schedule for Goal 2 and obj. 1, 2
Logo (neon sign effect)?
Alex
Describe priorities calculations for Strengths Chart
Expand on SWOT descriptions for Strengths
Expand Goal 3 and objectives 1-2
Do implementation schedule for Goal 3 and obj. 1, 2
Interview?
Jamie
Describe priorities calculations for Weaknesses Chart
Expand on SWOT descriptions for Weaknesses
Expand Goal 4 and objectives 1-2
Do implementation schedule for Goal 4 and obj. 1,2
Interview?

| 33
California County-Level Economic Forecast 2015-2040. (September, 2015). Retrieved November 27, 2016, http://www.dot.ca.gov/
hq/tpp/offices/eab/docs/Full%20Report%202015.pdf
Cal Poly. (2015). Cal Poly Quick Facts. Retrieved November 28, 2016, from http://www.calpolynews.calpoly.edu/quickfacts.html
Cuesta College. (2016). Fast Facts. Retrieved November 28, 2016, from http://www.cuesta.edu/aboutcc/info/fastfacts/
“Dave & Buster’s Entertainment, Inc.Announces Third Quarter 2014 Financial Results.” Dave and Buster’s Entertainment, Inc., 16
Dec. 2014.Web. 26 Nov. 2016.
David M. Steingold. (2016). Starting a Restaurant Business in California | Nolo.com. Retrieved November 26, 2016, from
http://www.nolo.com/legal-encyclopedia/starting-restaurant-business-california.html
Deacon, B. 12 December, 2016. Personal communication.
Demoss, Laurel. “How Social Media Has Changed the Dynamics of Marketing.” Borcz Dixon Integrated Marketing, 28 Feb. 2014.
Web. 26 Nov. 2016.
Discovery SLO. Retrieved November 27, 2016, from: http://www.discoveryslo.com/about/Exidy,Jon. “Price Guide.” Arcade-Classics -
Exidy Price Guide.Arcade-Classics, 2 July 2016.Web.
Fountain, M. (2015). No violations by new SLO bars, city report finds. Retrieved November 26, 2016, from http://www.sanluisobis
po.com/news/local/article51739635.html
Gallup-Healthways Well-Being Index. (2015, December 30). 2015 Community Well-Being Rankings and Access to Care. Retrieved
November 28, 2016.
Garcia, M. 6 December, 2016. Personal Communication
Google Reviews. (2016). Popular Times - The Sidecar, Saturdays. Retrieved November 28, 2016, from www.google.com
Lambert, C. (2015, October 23). San Luis Obispo collects record amount of tourism lodging revenue. Retrieved November 28, 2016,
from http://www.sanluisobispo.com/news/
Lambert, C. (2015, September 11). Does downtown San Luis Obispo have too many bars? The Tribune. Retrieved November 27,
2016, from: http://www.sanluisobispo.com/news/local/Article39062067.html
Lipsey, S. (2015, November 16).Visiting San Luis Obispo the ‘Happiest City in America.’ Retrieved November 28, 2016, from https://
www.yahoo.com/style/tagged/travel
Khachatryan, M. 14 December, 2016. Personal communication.
Oprah.com. (2015).America’s Happiest City. Retrieved November 27, 2016, from www.oprah.com
Appendix E: References

| 34
Orland, Kyle. “The Surprising, Stealth Rebirth of the American Arcade.” ArsTechnica, 6 Aug. 2012.Web. 26 Nov. 2016.
San Luis Obispo Police Department. (2016). Noise Guidelines. Retrieved November 26, 2016, from http://www.respectslo.com/
noise_guidelines.php
ServSafe. (2016). ServSafe Alcohol Training & Certification. Retrieved November 26, 2016, from https://www.servsafe.com/alcohol/
training-and-certification
Stone, Brad. “The Arcade Is Back.” Arcade Bars: Vintage Games, Craft Beers, Gen Xers. Bloomberg Businessweek, 1 Apr. 2015.Web.
26 Nov. 2016.
Tam, Inti. “How Social Media Has Changed Marketing.” Marketing Interactive, 18 Sept. 2015.Web. 26 Nov. 2016.
U.S. Census. (2010). San Luis Obispo and San Luis Obispo County Population Estimates, 2010-2015. Retrieved November 28, 2016,
from http://www.census.gov/quickfacts/table/RHI125214/06079

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