The closing of all Clark County High School Campuses has created food facility constraints and school-wide logistical constraints on the subject property...

1. A CLARK COUNTY HIGH SCHOOL
A Strategic Plan
by
David Harold Moore

2. ii
• TABLE OF CONTENTS •
Title Page #
CIMARRON MEMORIAL HIGH SCHOOL STRATEGIC PLANNING
PROBLEM STATEMENT & STRATEGIES.............................................................................. 1
STAKEHOLDER ANALYSIS................................................................................................. 2
S.W.O.T. ANALYSIS........................................................................................................ 5
INDUSTRY ANALYSIS........................................................................................................ 7
STRATEGY GENERATION & EVALUATION........................................................................... 9
Strategy One...................................................................................................... 12
Strategy Two...................................................................................................... 16
Strategy Three................................................................................................... 21
RECOMMENDATIONS........................................................................................................ 22
APPENDICES
Male & Female ratio. • Grade Levels surveyed............................................................ A
How many times do you buy lunch? • Full meal?......................................................... B
How often do you buy just snacks? • Eat at home, from home, out?........................... C
How much money do/can you? • More name brands?................................................. D
Do you want a closed campus? • If closed would you?................................................ E
The Survey as handed out........................................................................................... F
Cimarron Memorial High School Layout....................................................................... G
Miscellaneous Menus currently used........................................................................... H - K
REFERENCES.................................................................................................................. L

3. 1
•PROBLEM STATEMENT & STRATEGIES•
PROBLEM STATEMENT
The closing of all Clark County High School Campuses has created food facility constraints
and school-wide logistical constraints on the subject property -- Cimarron Memorial High
School.
STRATEGY ONE
FACILITY MODIFICATIONS
Cimarron Memorial High School should modify their food facility by employing one or more of
the following options: a Food Court; Portable Carts; a Canopied Picnic Area; and/or a
Different Cafeteria Line Configuration.
STRATEGY TWO
LOGISTICAL MODIFICATIONS
Cimarron Memorial High School should modify their current school-wide logistical plan by
employing one or more of the following options: a Morning Break with an Early Out and No
Lunch; 3 Lunch Periods; a Double Session; and/or a Senior Early Out Policy.
STRATEGY THREE
APPEAL CLOSED CAMPUS
Cimarron Memorial High School should maintain their current facility and logistical plan by
appealing the required closed campus to the school board.

4. 2
•STAKEHOLDER ANALYSIS•
The key stakeholders in the Cimarron Memorial High School are the Teachers, the School
Board, the Government, the Voters, the Parents, the Principal, the School Staff, the Outside
Businesses & Distributors, and the Students. These stakeholders represent the task
environment which accounts for the greatest amount of influence on Cimarron Memorial High
School.
The first and most influential stakeholder is the Teacher’s Union. The Teacher’s Union, if
aroused, can effectively shut down the entire Clark County School District by striking against
any unapproved changes. This assuredly makes the Teachers themselves, the most
powerful force in the current task environment.
In the ideal world, the second most influential stakeholder would be the parents. However,
this is by no means the case. It is the elected school board officials who dictate many of the
Clark County’s School District policies. Therefore, although elected by the few who vote, the
school board is the second most influential stakeholder.
The third, and largest in size, most powerful stakeholder is the State and Federal
Government. They constitute many factors of the laws governing Cimarron High School.
The State and Federal Governments are not as capable of instituting rash decisions as the
Teacher’s Union and School Board are; they therefore rank third in the task environment.
As mentioned earlier; the voters, who elect many government officials, are also high on the
influence list. They elect the School Board and many other influential people who have direct
influence on the operation of Cimarron High School. However, they are only capable of
electing certain officials who then appoint many other government officials. The voters are

5. 3
therefore a power to be recognized but are not in the top three most influential stakeholders
because of their limited influence.
The fifth most influential stakeholder are the Parents. And although they are part of the
Voters, not all parents vote. This makes them less influential then the voting public because
all parents do not utilize their power to vote. However, they are capable of banding together
to sway the powers that be. This makes them the fifth most powerful stakeholder.
The Principal would usually not be considered an influential stakeholder because of their
regulated position and power. However, in the Clark County School District the Principal is
given much freedom to do as he or she pleases. This makes the Principal the sixth ranked
power in the task environment.
The Cimarron Memorial High School Staff is a direct influence on how the bureaucracy runs.
They are a large part of the entire school’s looks as well as the entire school’s morale. They
therefore rank seventh in the power pole.
The Outside Businesses and Distributors also have a certain amount of influence on
Cimarron Memorial High School. They dictate what prices are fair and where the future is
going. They are the creators of the modern world and therefore have a great amount of
influence on how Cimarron Memorial High School is viewed by the general populace. This
makes them the eighth and second-to-last most influential stakeholder.
Ironically, the Students are ranked last on the stakeholder hierarchy. Imagine, the most
important piece of the task environment having the least amount of power. This says
something about the opinion people have of the ability of High School Students to make
decisions. Is it because they are given no power that they act the way they do? What is that

6. 4
saying, “If you treat someone like a child they will act like a child”? The truth has a strange
power.
These nine major influences must be recognized as powers in the task environment. The
Teachers, the School Board, the Government, the Voters, the Parents, the Principal, the
School Staff, the Outside Businesses & Distributors, and the Students all have a stake in
Cimarron Memorial High School. It therefore stands to reason that these stakeholders must
be taken into consideration when generating and recommending a strategy that will solve the
problem.

7. 5
•S.W.O.T. ANALYSIS•
The SWOT analysis has been created with the proposed closed campus legislation in mind.
In other words, the strengths, the weaknesses, the opportunities, and threats have all been
written out and designed with a closed campus being ‘the given’.
STRENGTHS
• Captive Audience - 3,300 or 3,800 students on campus.
• Increase of Social Behavior - students required to interact with one another.
• Student Employees - students may take a class and work in the school’s food
service facilities
• Food Service Management - Terri is a charismatic leader in the food service
department
• Value - consumer perception is good value.
• Labor - abundant labor pool.
WEAKNESSES
• Small Cafeteria - already at full capacity
• Not Constantly Innovative - menu does not change.
• Employee Turnover - new student workers every semester.
• Unhealthy Food - many fried foods.
• Long Lines - poor facility for mass serving.
• Point of Sale System - archaic in nature leaving employee theft
opportunities as well as eating up valuable service time.
• Lunch Periods - not enough to cater to 3,800 students.
• Exceeding of Cafeteria Fire Capacity Limits - 1000 person cafeteria.
• Increase of Fighting - by limiting personal space a hostile environment
is created.
• Increase of Smoking on Campus - more students will be suspended.

8. 6
OPPORTUNITIES
• Courtyard Space - carts and kiosks.
• Exterior Land Availability - undeveloped land to the south.
• Branding - Taco Bell and other restaurants looking into school food service.
• Redesign of Cafeteria Line - increase per capita served with time allotted.
• Food Court - maximize serving time and more product offerings.
• Morning Break - eliminates full lunch and students leave earlier.
• 3 Lunch Periods - allows serving 3800 people possible.
• Double Session - split schedule with no lunch.
• Seniors Early Out - seniors may leave early with no lunch.
THREATS
• Rezoning School Districts - more students to Cimarron.
• School Board - rash decisions causing damage.
• Population - Clark County growth rates are high.
• Economy - family financial problems.
• Teacher’s Union - selfish use of power (do what’s best for them not students).
• Competition - leading away at a rapid pace.
• Parents - family value deterioration.
• Healthier Food Trends - the market may make a move toward healthier
foods.
• The Principal - given too much power in the Clark County School District.
Again, these strengths, weaknesses, opportunities, and threats must be taken into
consideration when generating and recommending a strategy that will solve the problem.

9. 7
•INDUSTRY ANALYSIS•
According to Michael Porter’s five forces model each corporation is most concerned with the
intensity of competition within their industry. This model should also be used with school
districts because they should consider themselves a type of corporation as well. This
philosophy would help make them more competitive. The level of intensity is determined by
five basic forces. The stronger these forces the more companies are limited in their ability to
earn profits. (Hunger/Wheelen pg. 99)
The first force is the threat of new entrants. The Clark County School District has a virtual
monopoly on education. They are a company that is funded by tax revenue and therefore
must break even on extracurricular services. However, the threat of new entrants is real. If
the School District does not maintain a high level of education, safety, and performance then
they are inviting the possibility of private schools becoming a majority rather than a severe
minority. In effect however, the price of public schools has created a gigantic barrier to entry.
The second force is rivalry among existing firms. In regards to food service, the local food
competition is fierce. The restaurant industry is a very competitive arena. The major factors
of competition being location, price, product, and service. However, these factors are very
trend related. The market trends are fickle beasts which must be kept on top of. If one is
behind the times and the competitors are quick at spotting market trends, then one becomes
functionally obsolete and one’s consumer moves next door. This is readily apparent with the
current food service situation at Cimarron Memorial High School. With 50% of all students
eating off campus every day and only 28% eating on campus everyday, one sees the truth in
rivalry among existing firms.
The third force is the threat of substitute products/services. The cost of switching . For
instance, if there is a similar product/service offered at a lower price to the consumer while at
the same time satisfying all their needs, then it costs the consumer nothing to switch. In
addition, if the economy is in a recession and the consumer has a decrease in their
disposable income; the search for a substitute begins.

10. 8
The fourth force is the bargaining power of buyers. The consumer is the all mighty in the
restaurant industry. If your patron decides the prices are too high or the food & services are
not up to standards, then they have the power to either cook the food they wish at home or
switch to a comparable competitor. Again, the power of buyers is great and one must strive
to exceed their expectations to keep them coming back. This is especially difficult with the
capital limitations the Clark County School District has as well as the required bidding
procedures.
The fifth and final force is the bargaining power of suppliers. The bargaining power of
suppliers is high when there are only a few suppliers. In the restaurant industry this is not the
case. There are many suppliers to choose from and the major considerations when choosing
a supplier are the services they offer, the quality of the food, as well as their competitive
prices. And it is the latter that constitutes the greatest power. In fact, during the Clark
County’s bidding process, the comparable supplier with the lowest price is the contractual
winner. So, in essence, the bargaining power of suppliers is minimal.

11. 9
•STRATEGY GENERATION & EVALUATION•
The Problem
The closing of all Clark County High School Campuses has created food facility constraints
and school-wide logistical constraints on the subject property -- Cimarron Memorial High
School.
This problem is based upon one decision made by the School Board. The School Board
made the decision to close all high school campuses without considering the facility and
logistical constraints the decision would cause. The closing of high school campuses simply
means that all students must stay on campus during lunch periods.
Although this is a county wide decision, for the purposes of this study, only Cimarron
Memorial High School will be looked at.
Based upon the problem and the symptoms of the problem, strategies must be created to
solve the problem and therefore abolish the symptoms as well. The strategies must try to fit
within certain criteria this consultant team has created to be considered for recommendation.
The criteria are:
• Criterion One - Least Amount of $ to Implement.
• Criterion Two - Maximize Selling Time.
• Criterion Three - Reduction of Lines.
• Criterion Four - Increase Variety.
• Criterion Five - Increase Sales.

12. 10
The first set of strategies are based upon the facility constraints which is a result of the
identified problem - closed campuses.
Facility Modifications
Cimarron Memorial High School should modify their food facility by employing one or more of
the following options: a Food Court; Portable Carts; a Canopied Picnic Area; and/or a
Different Cafeteria Line Configuration.
These options included under facility modifications are designed to help decrease or
eliminate the facility constraints which have been caused by the closing of high school
campuses.
The second set of strategies are based upon the logistical constraints which again is a result
of the facility constraints as well as the identified problem - closed campuses.
Logistical Modifications
Cimarron Memorial High School should modify their current school-wide logistical plan by
employing one or more of the following options: a Morning Break with an Early Out and No
Lunch; 3 Lunch Periods; a Double Session; and/or a Senior Early Out Policy.
These options included under logistical modifications are designed to help decrease or
eliminate the logistical constraints which have been caused mainly by the closing of high
school campuses.

13. 11
The last strategy is simply to leave things the way they are. “If it ain’t broke, don’t fix it.”
Appeal Closed Campus
Cimarron Memorial High School should maintain their current facility and logistical plan by
appealing the required closed campus to the school board.
By appealing the closed campus the problem has been eliminated. It is the problem that
must be eliminated to enable the eradication of the symptoms.
However, by appealing the decision made by the school board one only eliminates the
problem. As stated earlier, the solution must meet all five criteria to be considered for
recommendation.
Before recommending a solution one must take a closer look at the options in each strategy.

14. 12
STRATEGY ONE
FACILITY MODIFICATIONS
Cimarron Memorial High School should modify their food facility by employing one or more of
the following options: a Food Court; Portable Carts; a Canopied Picnic Area; and/or a
Different Cafeteria Line Configuration.
Before taking a closer look at the options involved in the facility modification strategy, one
should have a better understanding of the current situation as well as the current competition.
CURRENT FACILITY
The cafeteria is but one part of the entire food service facility being used by Cimarron High
School. As shown on the following page, the cafeteria is practical and according to the food
service manager Terri, “Capable of feeding 3,800 students with a limited menu and 3 lunch
periods”. There is also a specialty kiosk, vending machines and a school store selling subs &
snacks.
Please note that the vending machines and student store selling Port of Subs are in direct
competition with the Clark County Food Service Program. All profits from the school store
and vending machines go into the Principal’s slush fund.
• # of Students - The school currently consists of 3,300 students with a possible
3,800 students next year due to a change of zoning.
• # of Windows- There are 20 food service windows to the 1000 seat cafeteria.
• # of Vending - There are 5 drink machines inside of Cafeteria and 4 outside.
• Spartan Store - Sells drinks, snacks, and Port of Subs.
• The Kiosk - A separate portable facility selling daily specials.

15. 13
CURRENT COMPETITION
The five fast food restaurants within one mile of Cimarron Memorial High School are
McDonald’s, Wendy’s, Arby’s, In & Out, and Boston Market. They represent the main
competition for Cimarron Memorial High School’s food service facility.
The management of these restaurants were surveyed and are against the closing of high
school campuses. They also stated that there were little to no problems with the students
dining in their facility. In fact, all said it was nothing they couldn’t handle and that they
appreciated the student’s business. The management of these restaurants state that the
students represented nearly 50% of their lunch business.
STRATEGY OPTIONS
THE FOOD COURT
The idea behind a food court concept is to increase sales, maximize selling time, reduce
lines, and increase variety. This can be accomplished by creating a commercial mall look
with branded food items and branded kiosks. The ability to bring in Taco Bell and other fast
food chains has proven to be feasible as well as something the big corporations are willing to
try.
According to the student survey included in the appendices of this paper, the top five favorite
fast food restaurants are McDonald’s, Wendy’s, Taco Bell, Arby’s and In & Out. The most
willing of these five to enter the school food service arena are Taco Bell and McDonald’s.
The main problem behind the food court concept is that since the cafeteria is located in the
Student Activity Center (see appendices G) the kiosks must be set up and taken down each
day to allow for student activities. The cost of such an option is also a weakness to this
option.

16. 14
Please note that Taco Bell is ranked in the top five and that their is no Taco Bell close to
Cimarron Memorial High School -- a definite opportunity for branding at Cimarron Memorial
High School.
PORTABLE CARTS
While a Food Court is a grand idea, the money to implement the idea would be rather large.
Portable Carts would lessen the expense while keeping in tune with the Food Court concept.
Portable Carts can be used in the courtyard of Cimarron High School as well as the inside of
the cafeteria. This having the possibility of meeting all criteria required: increasing sales,
maximizing selling time, reducing lines, increasing variety with comparatively little investment
cost.
CANOPIED PICNIC AREA
This option would provide the students with an area that would be removed from the
mainstream of the campus but would still be located within the boundaries of the school. This
combined with the Portable Cart idea would accomplish the same goals while providing a
way for the students to ‘get away’. The project area for this concept would be the
undeveloped land to the south of Cimarron High School. The only negative being high
startup costs.
NEW CAFETERIA LINE CONFIGURATION
The current cafeteria line setup is impractical for any type of massive food service facility.
There are 20 windows requiring 20 employees not to mention the amount of staff required to
support those windows as well as the congestion caused by that many people in such a small
space. There are also short line barriers which causes large groups to congest the window
area. This entire line and service system is nearly useless.

17. 15
The proposed modification would redesign the entire cafeteria and accomplish all the goals
necessary to serve 3,800 students in an efficient manner. By creating 4 buffet lines the
students are able to pick and choose what items they want while also creating the option of
having specialty buffets. For example: one line could have cold foods, drinks and snacks;
another line could have a themed salad bar; while the two remaining could serve hot foods.
This would enable both the student and the facility to operate much more efficiently.
This new line would reduce both student and employee theft by providing an adult cashier at
the end of each line as well as by providing adult stocker for each line. This with allowing no
back pack in line would definitely decrease all types of theft. Again, the negative being high
startup cost.
New Cafeteria Buffet Line
Cashier
Buffet

18. 16
STRATEGY TWO
LOGISTICAL MODIFICATIONS
Cimarron Memorial High School should modify their current school-wide logistical plan by
employing one or more of the following options: a Morning Break with an Early Out and No
Lunch; a Longer School Day with 3 Lunch Periods; a Double Session; and/or a Senior Early
Out Policy.
CURRENT LOGISTICS WITH OPEN CAMPUS
(each class is 52 minutes long)
First Lunch Schedule
6:25 - 7:15 Early Birds
7:20 - 8:16 1st Period
8:21 - 9:13 2nd Period
9:18 - 10:10 3rd Period
10:15 - 11:07 4th Period
11:07 - 11:37 Lunch
11:42 - 12:34 5th Period
12:39 - 1:31 6th Period
Second Lunch Schedule
6:25 - 7:15 Early Birds
7:20 - 8:16 1st Period
8:21 - 9:13 2nd Period
9:18 - 10:10 3rd Period
10:15 - 11:07 4th Period
11:12 - 12:04 5th Period
12:04 - 12:34 Lunch
12:39 - 1:31 6th Period
As shown by comparing the two schedules, there are only two 5th periods. This, in essence,
creates a total of 8 periods including ‘early bird’ classes. This is important due to the amount
of class rooms and teachers currently being used.

19. 17
A MORNING BREAK WITH AN EARLY OUT AND NO LUNCH
First Break Schedule
6:25 - 7:15 Early Birds
7:20 - 8:16 1st Period
8:21 - 9:13 2nd Period
9:13 - 9:23 1st Break
9:28 - 10:20 3rd Period
10:25 - 11:17 4th Period
11:22 - 12:14 5th Period
12:19 - 1:11 6th Period
Second Break Schedule
6:25 - 7:15 Early Birds
7:20 - 8:16 1st Period
8:21 - 9:13 2nd Period
9:18 - 10:10 3rd Period
10:10 - 10:20 2nd Break
10:25 - 11:17 4th Period
11:22 - 12:14 5th Period
12:19 - 1:11 6th Period
This option is difficult to implement because of the short time allotted to feed the 3800
students. The initial capital requirements to buy the amount of carts and the long term capital
requirements for labor would be large. This, in effect, makes this option infeasible.

20. 18
3 LUNCH PERIODS
First Lunch Schedule
6:20 - 7:10 Early Birds
7:15 - 8:10 1st Period
8:15 - 9:05 2nd Period
9:10 - 10:00 3rd Period
10:00 - 10:30 Lunch
10:35 - 11:25 4th Period
11:30 - 12:20 5th Period
12:25 - 1:15 6th Period
Second Lunch Schedule
6:20 - 7:10 Early Birds
7:15 - 8:10 1st Period
8:15 - 9:05 2nd Period
9:10 - 10:00 3rd Period
10:05 - 10:55 4th Period
10:55 - 11:25 Lunch
11:30 - 12:20 5th Period
12:25 - 1:15 6th Period
Third Lunch Schedule
6:20 - 7:10 Early Birds
7:15 - 8:10 1st Period
8:15 - 9:05 2nd Period
9:10 - 10:00 3rd Period
10:05 - 10:55 4th Period
11:00 - 11:50 5th Period
11:50 - 12:20 Lunch
12:25 - 1:15 6th Period
This option creates two fourth period classes and two fifth period classes. The addition of
one lunch creates the addition of 2 more periods. This option, as a result, will require more
teachers and/or more classrooms. The long term cost being large and infeasible.

21. 19
A DOUBLE SESSION
First Session
6:20 - 7:10 Early Birds
7:15 - 8:00 1st Period
8:05 - 8:50 2nd Period
8:55 - 9:40 3rd Period
9:45 - 10:30 4th Period
10:35 - 11:20 5th Period
11:25 - 12:10 6th Period
Second Session
1:00 - 1:45 1st Period
1:50 - 2:35 2nd Period
2:40 - 3:25 3rd Period
3:30 - 4:15 4th Period
4:20 - 5:05 5th Period
5:10 - 5:55 6th Period
This option almost doubles the amount of teachers needed. The only sure positive being less
students per session. The other results of this option is different depending upon which
stakeholder’s shoes one is in. Making this option a political nightmare not to mention the
increase in costs. Again, quite infeasible.

22. 20
A SENIOR EARLY OUT POLICY
Using Current Second Lunch Logistics with No 6th Period.
Second Lunch Schedule
6:25 - 7:15 Early Birds
7:20 - 8:16 1st Period
8:21 - 9:13 2nd Period
9:18 - 10:10 3rd Period
10:15 - 11:07 4th Period
11:12 - 12:04 5th Period
12:04 - 12:34 Lunch
12:39 - 1:31 6th Period
Seniors would leave at the end of 5th period and not return until the next school day. If they
need 6 classes per semester they must attend the ‘early bird’ classes.
By eliminating the need to feed nearly twenty five percent of the student population, one
chips away at the facility and logistical symptoms created by the closed campus legislation.
This option might be a possible piece to the puzzle.

23. 21
STRATEGY THREE
APPEAL SCHOOL BOARD
Cimarron Memorial High School should maintain their current facility and logistical plan by
appealing the required closed campus to the school board.
Current Logistics with Open Campus
First Lunch Schedule
6:25 - 7:15 Early Birds
7:20 - 8:16 1st Period
8:21 - 9:13 2nd Period
9:18 - 10:10 3rd Period
10:15 - 11:07 4th Period
11:07 - 11:37 Lunch
11:42 - 12:34 5th Period
12:39 - 1:31 6th Period
Second Lunch Schedule
6:25 - 7:15 Early Birds
7:20 - 8:16 1st Period
8:21 - 9:13 2nd Period
9:18 - 10:10 3rd Period
10:15 - 11:07 4th Period
11:12 - 12:04 5th Period
12:04 - 12:34 Lunch
12:39 - 1:31 6th Period
By proving to the school board the infeasibility of closing Cimarron Memorial High School,
one effectively appeals the legislation. In fact, of all the options, this requires the least
amount of money to implement. Stands to reason, since it is exactly how the school operates
now. However, it still does not meet the other four criteria needed to qualify for
recommendation.

24. 22
• RECOMMENDATION •
THE CRITERIA
• Criterion One - Least Amount of $ to Implement.
• Criterion Two - Maximize Selling Time.
• Criterion Three - Reduction of Lines.
• Criterion Four - Increase Variety.
• Criterion Five - Increase Sales.
First and foremost -- competition is healthy. This has been proven by the fall of communism.
If not for any other reason, the closed campus should be appealed based upon that one
simple fact. However, as shown through the strategy development and evaluation there is no
simple solution that fits the criteria developed. Therefore, the recommendation is a
combination therein.
A MODIFIED STRATEGY THREE
APPEAL THE SCHOOL BOARD WITH FACILITY MODIFICATIONS
Cimarron Memorial High School should maintain the current logistical plan, while slightly
modifying the current facility, by appealing the required closed campus to the school board.
Again, competition is healthy! By appealing the school board’s decision one maintains a
healthy competitive environment for the school’s food service operation. This ‘open’
environment combined with the use of branded food carts and a cafeteria line modification
creates the only solution to the problem identified while at the same time meeting all five
required criterion.

25. 23
By proving to the school board the infeasibility of closing Cimarron Memorial High School,
one effectively appeals the legislation. This is done by presenting to them the options in this
study backed up with a financial analysis of those options. Again, by showing the school
board their options, one effectively shows them that they have no choice except to repeal
their decision.
Again, by combining the appeal of the school board with the new line configuration and carts
with branding throughout the entire food service facility, one meets all five criteria.
The appealing of the school board’s decision costs nothing to implement. The new line
configuration with carts while branding is the least expensive option to implement. It also
creates the ability to maximize selling time by creating more ways for the students to buy their
food; it increases revenue by creating more availability for what the students want; it reduces
lines by creating a more efficient way to serve food, and it increases variety by introducing
more branded concepts.
It is the successful appeal of the school board’s decision to close campus combined with the
new line configuration and branded carts that will definitely eliminate the problem and its
symptoms while meeting all the necessary criteria -- the best possible solution!

26. A
•APPENDICES•
Males & Females Surveyed
Male
55%
Female
45% 0%0%
Grade Levels Surveyed
Freshman
34%
Sophomore
40%
Senior
9%
Junior
17%

27. B
How many times do you buy lunch at school (per week)?
Never
58%
1-2 Days
14%
Always
16%
3-4 days
12%
How often do you buy a full meal (per week)?
Never
79%
1-2 Days
11%
Always
5%
3-4 days
5%

28. C
How often do you buy just snacks (per week)?
Never
59%
1-2 Days
24%
Always
9%
3-4 days
8%
Never 1-2 Days 3-4 days Always
0
20
40
60
80
100
Never 1-2 Days 3-4 days Always
How often do you ........(per week)?
From Home
Eat Out
Eat at Home

29. D
$0 - .99 $1 - 1.99 $2 - 2.99 $3 - 3.99 $4 - 4.99
0
10
20
30
40
50
$0 - .99 $1 - 1.99 $2 - 2.99 $3 - 3.99 $4 - 4.99
How much money do/can you .....(per day)?
Now Spend
Can Spend
Would you like more name brand foods offered at school?
Yes
80%
No
20%

30. E
Do you want a closed campus?
No
99%
Yes
1%
No
Yes
Never 1-2 Days 3-4 days Always
0
10
20
30
40
50
60
70
Never 1-2 Days 3-4 days Always
If there was a closed campus would you........?
Full Meal
Just Snacks
From Home

31. F
•CITED AND UNCITED REFERENCES•
Certo & Peter. Cases In Strategic Management. 1988
Food Managment. Brands on the go III: A Special Report, from Food Management.
March 8,1996 page 37 (12).
Hunger & Wheelen. Strategic Management. 1993
Kahn. Restaurant Franchising. 1992
Kasavana. Menu Engineering. 1982
Morris, Betsy. The Brands the Thing, from Fortune. March 4, 1996 page 72 (8).
Ritchie, Harold L. Brand Engineering, from NACAS College Services
Administration. May/June 1994 pages (4).
Zoltak, James. Branding, Variety Can Increase Per Caps, from Amusement
Business. May 15-21, 1995 page 47 (2).

32. G
CIMARRON MEMORIAL HIGH SCHOOL SURVEY
# QUESTION A B C D E
1. What is your gender? Male Female - - -
2. What grade are you in? 9 10 11 12 Staff
3. How many times do you buy lunch at school (per week)? Never 1-2 days 3-4 days Always -
If you currently BUY LUNCH at school:
4. How often do you buy a full meal (per week)? Never 1-2 days 3-4 days Always -
5. How often do you buy just snacks (per week)? Never 1-2 days 3-4 days Always -
If you currently DON’T BUY LUNCH at school:
6. How often do you bring it from home (per week)? Never 1-2 days 3-4 days Always -
7. How often do you eat at a restaurant off campus (per week)? Never 1-2 days 3-4 days Always -
8. How often do you eat at home (per week)? Never 1-2 days 3-4 days Always -
9. How much money do you currently spend on lunch (per day)? $0 - .99 $1- 1.99 $2 - 2.99 $3-3.99 $4 +
10. How much money are you able to spend on lunch (per day)? $0 - .99 $1- 1.99 $2 - 2.99 $3-3.99 $4 +
11. Would you like more name brand foods offered at school? Yes No - - -
12. Do you want a closed campus (can’t leave for lunch)? Yes No - - -
IF THERE WAS A CLOSED CAMPUS:
13. How often would you buy a full meal (per week)? Never 1-2 days 3-4 days Always -
14. How often would you buy just snacks (per week)? Never 1-2 days 3-4 days Always -
15. How often would you bring lunch from home (per week)? Never 1-2 days 3-4 days Always -
16. What are your five favorite fast food restaurants?
CIMARRON MEMORIAL HIGH SCHOOL SURVEY
# QUESTION A B C D E
1. What is your gender? Male Female - - -
2. What grade are you in? 9 10 11 12 Staff
3. How many times do you buy lunch at school (per week)? Never 1-2 days 3-4 days Always -
If you currently BUY LUNCH at school:
4. How often do you buy a full meal (per week)? Never 1-2 days 3-4 days Always -
5. How often do you buy just snacks (per week)? Never 1-2 days 3-4 days Always -
If you currently DON’T BUY LUNCH at school:
6. How often do you bring it from home (per week)? Never 1-2 days 3-4 days Always -
7. How often do you eat at a restaurant off campus (per week)? Never 1-2 days 3-4 days Always -
8. How often do you eat at home (per week)? Never 1-2 days 3-4 days Always -
9. How much money do you currently spend on lunch (per day)? $0 - .99 $1- 1.99 $2 - 2.99 $3-3.99 $4 +
10. How much money are you able to spend on lunch (per day)? $0 - .99 $1- 1.99 $2 - 2.99 $3-3.99 $4 +
11. Would you like more name brand foods offered at school? Yes No - - -
12. Do you want a closed campus (can’t leave for lunch)? Yes No - - -
IF THERE WAS A CLOSED CAMPUS:
13. How often would you buy a full meal (per week)? Never 1-2 days 3-4 days Always -
14. How often would you buy just snacks (per week)? Never 1-2 days 3-4 days Always -
15. How often would you bring lunch from home (per week)? Never 1-2 days 3-4 days Always -
16. What are your five favorite fast food restaurants?