P​‌‍‍‍‌‍‍‍‌‍‍‍‌‌‌‌‌‌‍‍​ropose a strategic marketing plan designed to build the business (Eataly) as effectively as possible. Briefly analyze the business, and then propose a strategic approach and marketing plan based on that analysis. Option A: Eataly: Historically, restaurants, places which prepared complete ready-to-eat meals designed to be eaten on the premises or on the road, have been considered a totally different business that food stores, places that provide the materials needed to cook and serve meals at home. But over the last 35 years these two markets have begun to merge in interesting ways. In 1985, two entrepreneurs opened the first Boston Chicken outlet. While the food they offered was not unusual, their approach was quite new. Over 10 years they expanded dramatically using a model which included a restaurant – there were tables and chairs in the stores – but was mostly focused on providing complete, fully prepared meals designed to be brought home and eaten at the family dining table, rather than “on the go”. Boston Chicken was, initially, a giant success. The idea of a store where you bought dinner, brought it home, and ate a complete and tasty meal with essentially no preparation was a breakthrough. It provided all the convenience of fast food but allowed you to deliver a meal at home that did not feel like the easy way out. In a world where additional convenience was a huge idea, the notion that you could feel like you delivered your family a proper meal by driving through the drive-thru was a huge idea. Over the years, Boston Chicken overexpanded, developed a store count that outgrew the ability of its management to run it, borrowed too much money and eventually declared bankruptcy, rebranded as Boston Market, and retrenched into a smaller number of stores. But not all their problems were self-inflicted. Both restaurants and food stores learned from them. Fast food outlets, especially fried chicken and pizza places, developed offerings that became closer to full meals, while supermarkets, often through their delis, developed large prepared food operations including rotisserie chickens cooked in the store and sold hot, pizzas sold ready to bake, and a full line of prepared main courses and side dishes. Whole Foods Markets, which started as a health food store eventually added a flexible approach to meal planning, offering salmon as a piece of raw salmon needing preparation, a piece of the same salmon marinated and ready to cook without further prep, and a piece of the same salmon already cooked and ready to be eaten at room temperature or warmed in the microwave. And while they were at it, they added large café areas, inviting their patrons to eat in or take out. In 2007, Oscar Farinetti, an Italian entrepreneur, opened the first Eataly store in Turin, Italy. It was a huge success and led in 2010 to expansion to the US. The first US store is located just blocks from Baruch at 23rd Street and Fifth Avenue. Eataly is a mash up of a food store, a food court, and a series of upscale restaurants. At Eataly you can buy basicall​‌‍‍‍‌‍‍‍‌‍‍‍‌‌‌‌‌‌‍‍​y anything as long as it is either Italian or Local. For example, you can buy fabulous meat and fish, exotic produce you have never seen before, and over 100 kinds of dried and fresh pasta, but you cannot buy mustard, because it is not in Italian cooking or made locally. You can stop to buy a piece of pizza end eat it standing up, leaning against a stool, or you can sit down in a pleasant restaurant and order a $50 plate of pasta with fresh white truffles shaved on top by the waiter, but you cannot find a burger anywhere in the place. By early 2020, Eataly had expanded to about 35 stores globally, with 20 in Italy, 8 in key North American cities, including 2 in New York, and 7 in other world capitals including Tokyo, Stockholm, Berlin and Seoul. The Eataly model of combined food store, food court and upscale restaurant mall was working throughout the world, generating huge sales and significant profits. The only big issue was that in some stores the restaurants were generating much more revenue and much, much more profitability than food sales, leading some to wonder about Eataly’s future as a food store. Then, in early 2020, Covid arrived, and very quickly, all the stores needed to close all of their restaurant operations and eliminate all in-store eating. Except for a few days of transition, Eataly quickly reopened all its stores as food stores, but the blow to its business was significant. Very short term, doing any business at all was quite difficult, and even somewhat longer term, without restaurant revenue and profitability, the stores were only marginally successful. It became clear that the long-term trajectory of the company was going to be very different, and at least a bit more dependent on selling food to go, in one form or another. In recent months, Eataly has been coming back. The restaurants have reopened, first by adding pick-up, and outdoor dining, and now adding back indoor dining, but with more limited seating, especially in areas where diners and shoppers would collide. Life in general and tourism is specific have begun to return, and there is some sense of a return to normalcy, but no one is quite sure what the new normal will be. A recent visit to Eataly on a Saturday afternoon, showed the store almost back to pre-pandemic craziness, but with a somewhat different product mix. The management team at Eataly faces a variety of challenges, led by some critical strategic questions. Do they try to return to pre-covid days, or do they evolve into something different? Do they continue to expand, or slow down and consolidate where they are? Do they focus on maximizing food sales, or rebuilding the restaurant business, or both? What role does online ordering and delivery have in their future, for food products, for restaurant meals and for both? And you have been asked to help. Develop a strategic marketing plan for Eataly. Address the key questions outlined above and mold your responses to those questions into a clear coherent marketing strategy. Make sure to address the 4 Ps (product, price, place, promotion) in ​‌‍‍‍‌‍‍‍‌‍‍‍‌‌‌‌‌‌‍‍​your answer.