3. «Josh is 27, he works in one of the valley’s companies
because he loves technology and innovation. He works in the
office until 11p.m every day. He is not satisfied with the food at
the cafeterias because of the bad quality/price and because
of the food taste. However, he has no other options»
4. Introduction to Sous-vide
“Sous-vide is a method of cooking in which food is sealed in
airtight plastic bags then placed in a water bath. The intent is to
cook the item evenly, ensuring that the inside is properly cooked
without overcooking the outside, and retain moisture”
Why should you use sous-vide?
★ It is convenient: it is very
easy-to use and saves time
when re-heating!
★ The food remains tasty!
★ It preserves the quality!
Chef Alfredo Martin,
Mariette Restaurant
5. Segment: Where in the world is our target?
Silicon
Valley
Next?
We aim at seducing the Valley’s employees with our unique
value proposition and expanding to Los Angeles and the
areas where the major companies are located.
6. $107,395
Average Salary in Silicon Valley
30%
Of people are between ages 25-44
1,500,000 jobs
And growing
Why Silicon Valley?
7. Market size
Initial
target
5 year target
Potential market
Potential market:
Silicon Valley
5 year target:
16% of people in Silicon
Valley
= 650,000 customers
Initial target:
25 corporate canteens
= 250,000 customers
8. Why buying sous-vide: Our products positioning
Interpretation from the survey:
121 respondents – Europe & US based
● Quality seems an important
factor regarding food: 67% said
they eat high quality food at least
once a week or more
● Convenience appears to be
crucial regarding meals decision
making:
- 90,5% of people working in a
company with a cafeteria said
they eat there because it is
convenient and saves time
- 41% order pre-made food at
least once a week
Positioning:
● Quality:
Ingredients,
cooking process
and sous-vide
technique
● Convenience:
Pre-cooked foods,
need only 3-10min
re-heating
● Taste:
Preserved thanks
to the technique
9. Why buying Sous-vide: Customer’s Persona
Age: 25-45
Income: 45% of Silicon Valley make over $100,000
Working for large, international companies:
◦ Innovators of technology
◦ Employees are open to innovations
◦ Competing for the best employee perks
◦ Most of the companies have “concierges”
Work life:
◦ 55-70 hour work weeks (which is not common)
◦ Hackathons
◦ Make a lot of money, but do not have much time
10. Market penetration timeline
Year 1 Year 2 Year 3 Year 4-5 Year 5+
Companies’
cafeterias:
Product
testing and
improvement
of the offering
Work/ home
delivery,
specialized
stores and
website
Personal
store, go
digital with
use of apps,
blogs and
socials
Store and
delivery
expansion in
the valley
Expansion in
NYC and other
cities: going
global
Mass market
12. Overcome barriers to adoption: Promotion plan 1/2
With Companies:
Work with cafeterias and offer better, easier, cheaper, healthier
food options and educate customers:
● Special “sous-vide” island in cafeterias
● Offer in-company trainings on food habits, health and
technology
● Special “sous-vide”events
● Positive WOM offline and online
● Offer some free machines to the companies (capsule-coffee
model), customers can also re-heat with traditional method.
13. With employees and ending customers:
● Appealing packaging with clear instructions to use
● Cooking classes in specialized stores
● Online campaign using famous food bloggers and social
media, including promotions («get a free machine»)
● Appealing e-commerce website: functional, creative, elegant
● WOM offline and online
Delivery Service:
Online menu for smaller companies and they can order food and
have it delivered to them a few hours later
Overcome barriers to adoption: Promotion plan 2/2
14. Financial analysis: Overview
Year 1 Year 2 Year 3 Year 4 Year 5
Dominating business
activity
B2B B2B B2B & B2C B2C B2C
Total targeted
population
250000 1500000 4062500 4062500 4062500
Segment 1 (Big 25) 250000 250000 250000 250000 250000
Segment 2 (Tech S&M) 0 1250000 1250000 1250000 1250000
Segment 3 (Others) 0 0 2562500 2562500 2562500
Total buyers 42000 101250 182813 365625 731250
Net Income -€ 149 770 -€ 91 136 € 148 949 € 240 861 € 1 137 482
Total Net Income € 1 286 387
15. Concluding Statement
We want to invest
because the project
looks very successful
from a financial
perspective and
future potential.
18. Targeted market segmentation: Initial Launch
Value Creation
● French food prepared by trained chefs
directly in the companies’ cafeterias!
● Cafeterias employees will just have to
heat-it up in a very simple manner
Innovation
Creation
● Very high quality, tasty food ready in 3-10
min at the average cafeteria price!
Distribution
● Partnership with top companies in the
valley and their catering partners
Objectives
● Spread the sous-vide popularity
● Introduce the product in the market
● Test the product in a safe environment
19. 5-year strategy ensures strong penetration & introduction of
sous-vide in daily lives
Year 1
Year 2
Year 3 Year 5+
Year 4-5
Companies with
canteens
- Companies without canteens
- Presence in specialized shops
- Online selling
Opening of our
first shop
Expansion of
boutiques
Introduction to
mass market
● Speculative Sale
● Rollout strategy
SOUS VIDE
20. Sample Launch Management Plan
Phase category
Objective plan
Potential problem & significance
Tracking
Contingency plan
5 years Launch Management Plan
37 different contingency plans:
- 8 necessitating no extra cost or low
- 13 necessitating low or medium costs
- 16 necessitating high costs -URGENT
21. Perceptual mapping and gap analysis
High quality
Low Quality
High Convenience:
time and easiness
Fancy
restaurant
Sous
Vide
Frozen
meals
Cafeteria
food
Making your
own food
Fast food
Low Convenience:
time and easiness
Map axis rationales:
Regarding food, two
variables distinguished
themselves as being the
most relevant in
food/eating decision
making:
● Convenience (time
& accessibility)
● Quality
Price was not taken into
account because our
products will be priced
as the average range of
cafeterias and hence will
not be considered as a
differential factor in the
decision making
22. ● 121 respondents – Europe & US based
● Average age range: 20-over 45, most are between 20-24
● Gender: 34% male, 66% female
● 62.5% have experience of working in a company that has food
options onsite (canteen, cafeteria…), of which 90% eat
regularly there mainly because of convenient location,
reasonable price and good/acceptable quality.
● 64.2% don’t know about Sous-vide
● 55% cook at home everyday. 67% eat high quality food at
least once a week or more. 41% order pre-made food at least
once per week.
● 45 % are willing to pay 8-12 euro and above for a dish cooked
with Sous-vide technique. 55% are willing to pay less than 8
euro but majority is students who chose this price range.
Online questionnaire
23. Please rank in terms of importance when you prepare/ buy daily
food? (1 - most important to 6 - least important)
Online questionnaire
25. If you ate/ eat regularly
at your company
canteen, why?
If you didn't/ don't eat
regularly at your
company canteen, why?
Online questionnaire
26. Yes
33.8%
No
64.2%
At what price would you be willing
to buy a dish pre-cooked with the
Sous-vide technique? The Sous-vide
technique is cooking at a low-temperature to keep
the nutrition/vitamins. The food is Michelin star
restaurant quality and requires 5-10 minutes to
warm up. (1 dollar = 1.09 euro)
Have you ever heard of Sous-vide
cooking technique?
Online questionnaire
27. If you ate/ eat regularly
at your company
canteen, why?
If you didn't/ don't eat
regularly at your
company canteen, why?
Online questionnaire
28. Focus: SV Cuisine delivers the best quality finished dishes in terms of
taste consistency, healthiness and excellence of the ingredients with the
innovative sous-vide technology. Be the first targeting individual
customers market place. Be the reference in the housing sous-vide
cooking finished dish.
Goals: Offer a range of finished dishes to be delivered to health, taste
and quality food oriented individuals in the US. Target the Silicon Valley
employees at the starting phase with aim at reaching 650,000 customers
in 5 years. Progressive segmentation will be the base for reaching the
target.
Guidelines: Use sous-vide technology to produce several types of finished
meals that are the most desired. Adapt the products used for the
restaurant market to the individual consumers. The courses have to be of
the best available quality and easy to cook. Price range has to be on the
average price of cafeterias food in the Silicon Valley.
Product innovation charter (PIC)
29. Market segmentation 1/2
Customer's Profile:
● Workers with medium high revenues that are food concerns.
● Not satisfied with their eating habits and would like to change them.
● Busy, have no time to cook a whole meal: cooking a pasta dish takes
apx. 20 mins without taking into account the sauce cooking.
● Have no time to shop for all the ingredients or to look up for recipes
● Research shows Americans are willing to buy sous-vide for $20
Companies in the Silicon Valley:
● Very strong competition among technology companies to outdo each
other’s extraordinary perks.
● The role of office manager has transformed into a so-called workplace
coordinator, who often leads a staff of aim-to-please specialists. Such
employees function as concierges, responsible for everything from
planning outings to memorizing favorite granola-bar flavors.
● International with many offices where sous-vide food could grow.
● Typically lead users in the latest technology and people look to them
to find the “hot new thing”.
30. Market segmentation 2/2
Available solutions on the current market: eating at the multiple
cafeterias available in the Silicon Valley or ordering food delivery.
The gap Demand/Supply: Customers are not satisfied with the food
served at the cafeterias in the Valley (the quality and taste are not good
and the prices are too high)
The opportunity: Serve those customers with the best quality and tasty
food by offering them a customized solution.
● Less time demanding, only 3 to 10 minutes warming time.
● Still give the cooking “manual” experience that is associated with
fresh and quality food without being so time-consuming.
● Offer a better alternative to the available cafeterias and home
delivery food services.
● Price will be in the average available range: they will be willing to
pay because of the added value offered by our ingredients and the
mix of the time saving / cooking experience-
31. Barriers to entry - Competition
The Main Competitor:
Bon Appetit, Paolo Alto, CA
An on-site restaurant service that caters
in many big companies.
● Chefs create their own menus with food
certified organic and with safe
practices.
● They provide responsive service; from
scratch food; and responsible sourcing
practices. Locavore Mentality. They
work a lot with companies, universities
and hospitals around the world.
● Believe in only using fresh ingredients
made from scratch, know which cooking
techniques preserve flavors and
nutrition. Their global cuisine is crafted
through hands-on trainings by chefs
who grew up eating a particular cuisine.
The flavors are vibrant and authentic.
However, comments on the
Bon Appetit cafeterias are
often very bad: There is a
gap between the “stated”
quality and the one
perceived by customers that
are not satisfied with the
quality/price ratio and taste.
32. Market penetration timeline & strategy 1/5
Year 1: Introduce the finished sous-vide meals in the market
● Target: Employees at main Silicon Valley companies with cafeterias
● How? By contacting the companies and offer free trials machines
where the employees can experience our foods (the company will
buy only the meals). If the companies are employing a catering
agency: we will contact the agency to make a deal for a “sous-vide”
menu. Our main target: Bon Appetit
● Opportunity:
- For the company: Make the employees feels comfortable because
higher productivity rate is associated with healthy tasted food and
employees’ happiness. Increase cafeteria’s/company’s reputation
- For us: Test the product in a relatively close and low risk
environment. Adapt offering to what is popular by using forum
comments and ratings, surveys, observations and company’s
feedbacks.
33. Market penetration timeline & strategy 2/5
Year 1: (continue)
● Possible results: Develop a strong product offering to make the
customers become “addicted” to sous-vide cooking so that they
order the food from year 2-5
● WOM: There is a high participation on social media from the Valley’s
employees. The popularity of the products will spread rapidly, people
from other companies will be willing to try the food in the targeted
cafeterias and experience the product. This will lower our marketing
costs and prepare the customer base for the second year.
● Barriers to entry: the “Bon Appetit” cafeterias might be reluctant to
use our sous-vide machine since their brand proposition is “food from
farmers” and might already have constraint agreements with
producers.
34. Year 2: Develop the use in the other companies companies and at home
● Target: More companies with cafeterias and expand to other
companies without cafeterias sponsored by the company and end-
users individuals
● How? Through events, WOM from employees of year 1, machines
available on the website and specialized shops. We will offer the
machine to the companies for their “halls”.
● Opportunity:
- Companies without cafeterias: Employee orders or buy meal online
and gets office delivery (no involvement for the company because
of no costs, machine is offered).
- End-users: Continue the experience and benefit from the sous-vide
advantages at home. They have the money and the sensitive
palettes.
Market penetration timeline & strategy 3/5
35. Year 2: (continue)
● Distribution: Specialized shops (with possibility to buy the
machine); Online selling: website with option to also buy our
machines with the same model as coffee sellers (Lavazza…)
● Moving on to small companies: These companies tend to have
longer working hours than other companies.
- Easier for them to have a sous-vide machine in the offices
because people are there longer, we can deliver the meals to
their doorstep, they can continue working while their meal is
cooking and then stop for a small break to eat.
- May not have a cafeteria to choose from so they already
have habit of ordering out.
Market penetration timeline & strategy 4/5
36. Year 3:
● Opening of our first store/with a “tasting” department
● Getting the word of mouth out by trying to sponsor blogs, utilize
pinterest and magazines and reach out to the Food Network or
other cooking shows to show the benefits of sous-vide
Years 4-5:
● Expansion in other areas of the valley
● Attempt to gather more customers around the edges and those
who may not work for Tech but have money and work around
people who work at these tech companies
Market penetration timeline & strategy 5/5
37. Rogers Attributes that speed adoption
● Relative Advantage: Sous Vide provides a high quality tasting meal in a
very short amount of time. No competitors could have a meal that
tastes this good, this fast for a relatively cheap price. The food is
restaurant quality without having to pay for a nice restaurant or going
anywhere
● Compatibility: The potential target believes that innovation is key and
anything that allows them more time is a positive thing.
● Complexity: Since the product is very simple, all you have to do is heat
water to a certain degree, it is extremely easy to use.
● Trialability: Most of the adopters will be able to try it at work, in an
environment where someone else cooks it or they order it themselves or
work orders it for them. If they enjoy it, they can purchase it for home
● Observability: Food is brighter and more colorful as well as a much
better taste that the average warm up meal
38. Marketing tactics
Year 1:
● Make product accessible in companies
● Inform employees about sous-vide and have demonstrations
● Free napkins with name on them
● Celebrity endorsement
Year 2:
● Reach out to more companies
● Give them a menu to order from
● Join professional associations & meet smaller businesses
● Cheaper machines if promised more business
● Speak about how larger companies eat sous vide
Year 3- 5:
● Social networking
● Making our name known in stores and online
● Offering discounts through businesses
39. ATAR assumptions for financial evaluation
Awareness
● Open work environment creates high visibility
● WOM and other marketing communications
Operationalization with application target markets
Trial
● Lunch offering for employees at corporate canteens: more
repeats, more trials
● Demonstrations and trial opportunities open frequently
Availability
● Direct selling at corporate canteens (high coverage)
● Specialized stores/ boutiques closed to resident areas
● Online ordering and delivery
Repeat
● Organically generated thanks to premium product,
restaurant quality food & high satisfaction
● Loyalty and discount programs with member cards
41. Interview with Restaurant Mariette Paris 1/2
● 80% of French restaurants use sous-vide but
they will not admit it.
● French people do not think sous-vide is fresh,
tend to be more close minded, need to be
involved in the cooking process and associate
the sous-vide method to frozen food (in turn
associated with bad quality)
● Chefs will not tell people they use sous-vide.
● When Hippopotamus told people they used
sous-vide they lost 20% of their clients.
● Sous-vide isn’t really sold to anyone but
professionals.
● Tried selling them in France in Monoprix but
failed badly
● In US, people stated they were willing to pay
$20 for gourmet pre-made food.
● Thinks there is an avenue for this in the US.
Chef Alfredo Martin,
Mariette Restaurant
42. Interview with Restaurant Mariette Paris 2/2
→ Why Sous-vide?
● Taste is a lot better- the longer you cook, the more the flavors
envelop the food
● Stays fresh for up to 20 days
● Easy to use: warm-up can be done also with traditional means
(oven, maria-bath or microwave)
● Only need to reheat food in 3-10 minutes, any more then it won’t
come out that great
● People feel like they participate in the process
● Good for people who like to cook but don’t know how
● Can cook as many pre-made packages as you want at a time, just
know that different meals have different temperatures
● Sous-vide is best for white meat because people all eat their white
meat at the same done-ness
● All you need to tell the client is “This will simplify your life” and
“bring back the quality and taste you were missing”
43. “They served a full breakfast, as well as lunch. Breakfast had a ton of
options - always a hot bar with eggs, omelettes, pancakes/waffles, some
sort of meat, potatoes, and always vegan/vegetarian options. They had
smoked salmon, veggies, smoothies, all sorts of pastries, as well as tons
of fruit, yogurt and granola. It wasn't uncommon to have duck or
mussels for lunch. On top of all that, there were micro kitchens every
100 feet at the office - on every floor - that were filled with waters, fresh
fruit and teas, and healthy snacks. Occasionally there would be little
chocolates or bags of chex mix, but again, health was always the #1
concern”
Lisa Zimmerman, Marketing employee at Google
“Google did not cater. Food was made by Chef Tom Duffy who was
actually the USA Team Basketball chef during the 2012 Olympics so he
knows Lebron and Kobe! They had cooking demos that allowed to learn
and make your own meals! Haha it was awesome! Not to mention, I
didn't even get to hit up every restaurant on the campus! Plus, it was all
free by the way”
Zach Roberts, Google Intern
Interviews with Google employee & intern