Aaron Slade, CEO of Snakes & Lattes (S&L), was tasked with overseeing the ambitious growth plan for the company. Snakes & Lattes was a chain of board game caf s in Toronto; customers could come and play board games, eat, drink, and have a good time. The firm had grown from one small location opened in 2010 to three locations in 2018, each larger than the last, and annual revenue had increased to $7 million. The company had announced plans to sell franchises in about 20 North American cities and open three more company-owned caf s. The immediate problem that Slade was wrestling with had to do with marketing strategy and communication. To date Snakes & Lattes had very controlled, centralized branding and communication, but each of the caf s was different due to its location, clientele, games, and history. With each venue having its own character there was room for more decentralized marketing, but only if it was not to the detriment of the brand. Two factors complicated this further: the company was involved in many non-caf revenue-generating activities, and the planned rapid growth would exacerbate the existing problem of individual character of each caf . Slade needed a strong marketing plan to complement the growth in locations.

【書誌情報】

ページ数：17ページ

サイズ：A4

商品番号：HBSP-NA0573

発行日：2019/1/1

登録日：2019/7/4