Salsa Manufacturer Business Plan
Salvador’s is a manufacturer of authentic Hispanic foods including salsa and chips. Their products are positioned at the high end of the market in terms of both quality and price. Salvador’s has been in business now for three years and has grown in popularity. What was once a business targeting solely the Hispanic community has grown into a business that has far broader appeal.
Salvador’s has several objectives that they will achieve within the next three years. The first is an increase in sales reaching two million dollars by Year 5. Salvador’s also would like gross margins to be above 55%. Salvador’s also hopes to have 40 different outlets that will distribute their product. Lastly, they aim to become known as the premier authentic Hispanic food producer in the area with an ever-expanding geographic distribution area.
Currently, Salvador’s has two main line of products. Their flagship product is their salsa, renowned for its freshness, uniqueness, and quality ingredients. Originally introduced in one temperature, hot, the market demand has asked for milder temperatures and Salvador’s has responded with both a medium and mild version. To compliment their salsa, Salvador’s offers fresh chips in both yellow and blue corn.
Salvador’s has targeted three main customer groups to sell their products to. The first group is grocery stores. The grocery stores will be then sell directly to the end consumer. This segment is growing at 75% and there currently are 53 potential customers. The second group is wholesale distributors. This segment has a 100% growth rate with 5 potential distributors. The last customer segment is restaurants which have a 45% growth rate. There are 18 potential restaurant customers. As mentioned before, Salvador’s originally targeted the Hispanic community. The market has indicated that their products have broader appeal and Salvador’s has recognized this and acted accordingly. The Hispanic community was initially targeted because of its exciting growth rate. The community has been growing at 22% a year, almost double the average of the overall US population.
While there are many competitors at the mid price point, both regional and national, there are few direct competitors at Salvador’s high price point. This is quite advantageous for Salvador’s, providing them with additional breathing room to establish themselves as the premier brand of authentic Hispanic food.
Salvador’s strong management team of Ricardo and Pat Torres will ensure sustainable growth for Salvador’s. Pat is the President and has 12 years of food industry experience. The previous five years was as manager of a four store Tex-Mex restaurant chain. This provided Pat with incredible insight and industry knowledge that reinforced the idea to start a business from scratch. Ricardo brings Salvador’s over six years of financial control experience that was gained as a CPA with Arthur Andersen. Salvador’s management team, due to its seasoned strength will help Salvador’s achieve the dream of being the premier Hispanic food manufacturer.
Salvador’s has begun to reach profitability and forecasts a modest net profit in three years. The commensurate modest profit margin will be achieved from sales. The financials within the plan further reinforce the exciting nature of this business.
- Increase sales significantly over the next three years.
- Improve gross margin % over the current product line and maintain that level.
- Add products and services to meet market demand, again at high gross margin.
- Improve inventory turnover, reduce the cost of goods sold while maintaining the high quality of the products.
- To provide jobs to the Hispanic community that are rewarding and fulfilling.
Salvador’s was built on offering the highest quality and value in its authentic hot salsa, filled with the history of the Hispanic community. Time honored family recipes have been passed down through the generations, rich with ethnic heritage. Knowledgeable consumers were looking for authentic products, filled with the best ingredients. The consumer was crying out for a change! They wanted real down home Hispanic salsa.
Salvador’s answered this call, first with its hot salsa, then adding mild and extra hot salsa, followed by yellow and blue corn chips. Constantly striving to supply what the consumer is asking for, we continually review what is available in the marketplace, and what isn’t. Improving on what is available and providing new products and services to the areas of need will assure our success in a market driven by consumer demand.
1.3 Keys to Success
- Delivering high quality products that set themselves apart from the others in taste and value.
- Providing service, support, and a better than average margin to our dealers.
- Increase gross margin %.
- Bring new products into the mix to increase sales volume.
Salvador’s is in its third year of operation, increasing sales five-fold in its second year, and is on track to repeat this in its third year. It has a good reputation, excellent people, an increasing position in the local market, and opportunities to reach out into other states. Starting with a few outlets for our products, we now have over 40, with two large grocery chains in the approval process of carrying our full line of products, and a large distributor intending to sell over $100,000 worth of our products annually.
2.1 Company History
Salvador’s has been hindered only by the lack of working capital it had in its initial stages of setup and operation. Sales are growing steadily, with the cost of goods sold consistently decreasing. But to make significant headway in this area, additional capital is needed to purchase ingredients and processing in larger volumes, thereby reducing the costs of goods sold by 32% overall.
2.2 Company Ownership
Salvador’s is a privately-held C Corporation owned in total by its co-founders, Ricardo and Pat Torres.
2.3 Company Locations and Facilities
Currently we have one location in suburban Perrysburg. It includes the production area, offices, and warehouse area. We are currently looking into plans to increase the size of the warehouse by adding a location, and providing a store front to enhance the current business sales practices, while providing a high quality, ethnic outlet for Hispanic foods.
Salvador’s sells its authentic Hispanic salsa and chips to an ever-growing clientele. Originally geared toward the local Hispanic community, the market has expanded to include a much larger geographical area, in addition to a very broad consumer response.
We are selling quality and product-uniqueness in a market segment filled with competition. Our approach is to take our product image up-market because or our rich heritage and uncompromising view of product quality. This focus has enabled us to view the voids in the market, and add product to our line that will fill it. We have researched and reviewed other ethnic food item organizations, tracking their successes and positioning ourselves similarly.
Salvador’s is building a reputation for high quality and strong value in a product filled with authentic Hispanic flavor. We service our dealers just as if they were a part of the family – and that is our unique approach to marketing our products. You are not just a dealer; not just a consumer; you are special to us – you are family. We go to great lengths to provide our dealers with high quality products, and the ability to make a good margin on them. In addition, we make ourselves available for on-site demonstrations of the product at no charge to them. We hope to continue offering this service, but at a minimal cost to lower our expenses in the future.
3.1 Product Description
We currently offer two basic product lines:
- Our original product, Salsa, was available only in a hot flavor. Because of consumer demand, we have added extra hot and mild flavors.
- Chips, both yellow corn and blue corn.
3.2 Competitive Comparison
To differentiate ourselves from all of the others, we stress quality and authenticity of the ingredients, and the heritage of the family recipe.
We sell more than a jar with salsa in it. We sell high quality ingredients, carefully put together in a masterful blend that can’t be matched in taste or true Hispanic authenticity.
These are simple products that must be presented in a way that encourages the consumer to just give us a chance. Once they try our product, we will have a long-term relationship with them.
As in similar food items, we can charge a premium for what we supply. The market has shown it will buy our product over more readily known names because of the richness and authentic taste of our salsa.
3.3 Sales Literature
We are currently working on a new line of brochures and sales materials to assist our marketing, and that of our dealers. Our newly designed labels show the direction we are taking in this area, and we have enclosed a copy as an appendix/attachment.
Our costs are a part of the margin squeeze. As our orders go up, we need to increase our production in a way that also increases our margin. We have found a local supplier that can reduce our costs by handling much larger batches of salsa than we are currently able, yet maintain our high quality. This will reduce our costs over 32% per jar in the production of our salsa.
We need to continue to find additional opportunities that will afford us lower costs of production while maintaining the quality that has put us on the map. Our outsourcing for the corn chips has shown we can contract for a high quality product that we will be able to put our name on, and meet our goals for gross-profit margin.
3.5 Future Products
We are currently researching the addition of an authentic Hispanic Sauce, as well as other Hispanic food items to offer our current clients, and to build increased interest in Salvador’s, Inc.
We are now looking into additional products, sauce, and other Hispanic food items, as well as other ways of marketing the overall line.
We are also looking into creation of a small store front, and eventually a lunch counter or small restaurant setting.
Market Analysis Summary
We have been selling at the rate of $2,500 per month to local restaurants, small grocery stores and distributors of Hispanic foodstuffs. Salvador’s is currently awaiting approval for a large grocery chain to carry our products, and has received a commitment from a large distributor to sell from $100,000 to $150,000 of product per year. There are several other large grocery chains that have been approached and are in various stages of interest in carrying the Salvador’s line of product.
4.1 Market Segmentation
The Hispanic food industry is in a boom period. While there are many items from various vendors available, Salvador’s has approached the market as a Specialty Retailer: a provider of authentic high quality Hispanic salsa and chips.
We have made significant inroads with several area restaurants and a small grocer’s, each providing us with a market presence. We are now looking at developing our own store front as an adjunct to our current marketing. There is is a need for a specialty retailer catering specifically to the Hispanic client and to the individuals that appreciate authentic Hispanic cuisine.
In addition to the above, we are also looking at packaging our products for other groups to use for fundraising events, gift baskets for corporate promotions, and the possibility of a house restaurant to further advertise and promote the products.
4.2 Target Market Segment Strategy
We are initially focusing on the Hispanic community. They will be able to appreciate more readily the authenticity of the product. The market will observe the products they choose, and they will indirectly become promoters of our products.
4.2.1 Market Growth
The market analysis shows us a broad range of prospective clients, covering more than one ethnic group or body. The largest of these groups of customers is that of the mainstream American, which is projected to grow at 12% per year. The fasting growing segment is Hispanic, which is projected to grow at 22% per year.
4.3 Industry Analysis
The Hispanic food industry is relatively new, and its popularity is ever on the increase. The authentic taste is not common in this industry, which gives Salvador’s a leg up on the competition.
In an industry currently in a steady upward growth curve, Salvador’s is poised to capitalize on the consumer’s desire for authentic, high quality, Hispanic cuisine.
While a troubling economy can affect many areas, food items are generally not as affected, with specialty items seeming to always find favor in the market place.
4.3.1 Competition and Buying Patterns
There are many suppliers of salsa and similar products currently available on the shelves at your local grocer. However, there is still a lot of room for new products and new companies.
By positioning ourselves at the higher end of the market, we expose ourselves to consumers trying to get out of the rut, who continue to use a product that they have long forgotten why they buy. By not trying to compete head on, we are selling our product consistently and increasingly. With entrance into some of the larger grocery chains we will broaden our audience considerably.
4.3.2 Main Competitors
Although Salvador’s is staking out the high end of this market, we can not fail to be compared with some of the current leaders in this arena. Chi – Chi’s, El Paso, and Hunt’s are just a few of the participants in this segment. Most have been on the shelf for so long they are taken for granted by the consumer. Our fresh approach to authentic taste and texture makes us different.
4.3.3 Industry Participants
While there are currently several vendors in this market selling competitive products, the commonality of those products provides an opening in the marketplace for the vibrant packaging and positioning of Salvador’s salsa and chips. We stand out on the shelf, we stand out in the restaurant, and we will stand out in the mind of the consumer.
4.3.4 Distribution Patterns
While current brand names carry more weight in the marketplace, because of our unique marketing approach using local restaurants, and displaying and demonstrating our wares in local grocery stores, we are able to build consumer awareness at a margin of the cost of television and radio advertising.
In going to food fairs, neighborhood festivals and the like, we build consumer awareness and generate demand at the same time. While at these events we are also able to directly research the market and hear first-hand what the consumer is seeking.