Company profile summary

---

Company profile

Savora is a forthcoming New York specialty food boutique focused on rare olive oils, spices, single‑origin chocolates, teas and curated condiments. Led by Director Carl Lucier, the business pairs deep product expertise with established artisan partnerships to offer exclusive, often hard‑to‑find SKUs alongside experiential services (seasonal limited editions, expert‑led tastings, and personalized gourmet gift baskets).

For investors and lenders, Savora presents a capital‑efficient single‑store model with diversified revenue lines and clear levers to increase average order value (AOV) through curated bundles and paid workshops. Early financial targets are modest and evidence‑based, supported by premium margins on artisanal SKUs and repeat purchase dynamics. Viability rests on founder expertise, secured artisan relationships, multi‑sourcing discipline, and an experience‑first storefront designed to convert discovery into high‑margin sales.

• Offerings: rare olive oils, spices, single‑origin chocolates, teas, and curated condiments
• Leadership: Director Carl Lucier
• Services: seasonal limited editions, expert‑led tastings, personalized gourmet gift baskets
• Business model: capital‑efficient single‑store model
• Diversified revenue lines:
  • Retail
  • Events
  • B2B chef orders
  • Gift fulfillment
• Revenue levers: curated bundles, paid workshops, experiential conversion strategies
• Financial targets: a 3–5 year revenue goal in the range of $1.16M–$3.48M (central planning target ≈ $1.7M)

Market study summary

Savora addresses the growing U.S. specialty food market, estimated at $207B in 2023 (≈+149% since 2013; 10‑year CAGR ≈ 8.9%).

Retail/e‑commerce comprise roughly 80% of that total (≈ $165.6B).

• Serviceable addressable market (New York City): estimated between $4.3B (conservative) and $7.45B (tourism‑augmented), with a central SAM of ≈ $5.8B
• Demand drivers:
  • NYC’s dense restaurant base (tens of thousands of food establishments)
  • High local affluence
  • Annual visitors: ≈ 50–65 million
  • Support for premium, provenance‑driven purchases
• Direct competitors: large experiential marketplaces (Eataly), long‑standing local specialty grocers (Zabar’s), and deep‑catalog importers (Kalustyan’s)
• Market gap / niche: exclusive international micro‑producers, seasonal drops and high‑touch experiences targeting non‑Italian rarities, boutique storytelling, and regular tasting programs

Marketing strategy summary

Target customers include local chefs/restaurateurs (B2B), affluent and food‑enthusiast households, and culinary tourists. Core tactics combine on‑site discovery with scalable fulfillment to drive both visitation and repeat orders.

• Flagship showroom: prioritize high‑traffic tourist and residential corridors to maximize discovery and footfall
• Events calendar: recurring paid tastings and chef collaborations to drive frequency and conversion
• B2B outreach: small‑lot chef supply and relationship building with local restaurants
• E‑commerce channel: lean fulfillment for gifts and repeat orders
• Marketing channels:
  • Targeted social media (story‑led product reels)
  • Email CRM for events and limited‑edition drops
  • PR and launch events
  • Strategic partnerships with restaurants and local tourism platforms
• Key messages: provenance, rarity, and expert curation
• Measurable KPIs: monthly footfall, conversion rate, AOV (target uplift via baskets), event attendance, repeat purchase rate

Market Study

---

1) Market overview — size, growth and key segments

• Total U.S. specialty food & beverage sales: approximately $207 billion (2023 estimate). This figure covers specialty categories across retail and foodservice channels and reflects a rapid expansion from roughly $88 billion in 2013 to $207 billion in 2023 (≈+149% over the decade).
• Implied historical growth rate: the 2013→2023 change (88 → 207) corresponds to an approximate 10‑year CAGR of ~8.9% (calculation shown in TAM section below). The sector’s growth has been driven by premiumization, authenticated/ethnic products, and migration of specialty into mainstream grocery assortments.
• Channel and category structure: foodservice has historically represented roughly 20–22% of specialty‑category sales (with the remainder concentrated in retail and e‑commerce). Categories that have shown strong velocity in recent years include premium snacks, specialty beverages, functional foods, and perishables (cheese, cured goods, refrigerated specialty items).
• Local (New York) demand drivers: New York City is a high‑intensity market for specialty food because of (a) dense affluence and culinary culture, (b) a very large restaurant base (tens of thousands of eateries) that represents a commercial buyer segment, and (c) tourist visitation—New York City received tens of millions of visitors and recorded large visitor spending in recent years. These structural factors raise per‑capita specialty spending relative to many U.S. markets.

2) Market segmentation — target buyer cohorts (quantitative cues)

• Professional/foodservice buyers (local chefs & restaurateurs): New York City supports a very large number of foodservice outlets (commonly cited ranges are ~18k–28k food establishments depending on definitions). This segment demands reliable access to rare ingredients, small‑batch suppliers, and flexible purchasing (smaller lots, fast reorders).
• Affluent & food‑enthusiast households: NYC median household incomes and concentrations of high‑income neighborhoods (Manhattan, parts of Brooklyn/Queens, suburban commuter belts) produce a meaningful population that trades up for provenance and quality; these customers purchase premium olive oils, single‑origin chocolates, fine teas and curated condiments for home use and gifting.
• Culinary tourists: NYC recorded tens of millions of visitors (visitation rebounded strongly post‑pandemic; in recent years NYC visitation metrics have been in the 50–65 million range with tens of billions in visitor spending). Tourists increase demand for premium souvenirs, gift baskets and specialty items with strong story/locale appeal.

3) TAM / SAM / SOM analysis (explicit calculations and assumptions)

TAM (Total Addressable Market)

• Definition used here: total U.S. specialty food & beverage market across retail + foodservice (the broad market for the product categories Savora will curate: olive oils, spices, chocolates, teas, condiments, etc.).
• Value: $207 billion (2023 estimate, Specialty Food Association).

SAM (Serviceable Addressable Market)

• Step 1 — narrow TAM to retail channels Savora will primarily address: SFA indicates foodservice historically represents ~20–22% of specialty sales; therefore retail/e‑commerce ≈78–80% of TAM. Using 80% as the retail share: 0.80 × $207B = $165.6B.
• Step 2 — narrow retail specialty sales to a New York City footprint: New York City accounts for a small share of U.S. population but a disproportionate share of tourist spending and dining expenditure. To model a realistic NYC retail specialty market, the analysis uses a range: a conservative population‑share floor (~2.6% of U.S. population) and an adjusted share to reflect tourism and higher per‑capita spending (assumed 3.5% as central estimate). Calculations:
  • Conservative (population‑share) SAM: 2.6% × $165.6B ≈ $4.3 billion.
  • Central SAM: 3.5% × $165.6B ≈ $5.8 billion.
  • Upper‑case (tourism‑augmented) SAM: 4.5% × $165.6B ≈ $7.45 billion.
• Rationale/constraints: geography (single‑city), store format (brick‑and‑mortar boutique with limited SKU depth relative to national chains), and channel focus (in‑store experiences and curated baskets) reduce the portion of national retail sales that are realistically addressable. The central estimate ($~5.8B) is therefore a reasonable serviceable market for specialty retail in NYC given tourism inflows and elevated per‑capita spending.

SOM (Serviceable obtainable market) — 3–5 year realistic capture

Objective: estimate the revenue a single well‑executed NYC boutique (showroom + experiences + B2B chef relationships) could reasonably capture within 3–5 years. Two complementary approaches are used: (A) share‑of‑SAM; (B) per‑store revenue benchmarks for specialty retailers.

• Approach A — share of SAM: a small, specialty boutique occupying a distinctive niche can reasonably aim for 0.02%–0.06% of the NYC SAM within 3–5 years, depending on location, merchandising, and execution. Applied to the central SAM ($5.8B):
  • Low scenario (0.02%): = $1.16 million annual revenue.
  • Central scenario (0.03%): = $1.74 million annual revenue.
  • Upside scenario (0.06%): = $3.48 million annual revenue.
• Approach B — per store benchmarking: specialty food boutiques in premium urban locations commonly generate first‑full‑year revenues in the low‑to‑mid millions (many well‑executed single‑store specialty grocers report $1–4M annual revenue depending on size and services). Using a conservative target consistent with the share‑of‑SAM approach yields an attainable near‑term revenue range of roughly $1.0M–$3.5M. (These figures represent revenue targets to test feasibility for opening finance and operating plans.)
• Assumptions & risks: capture depends on store size/footfall, average transaction value (Savora’s curated assortments and gift baskets increase average ticket), cadence of seasonal limited editions, and the proportion of B2B chef orders versus retail consumer sales. High‑impact launch programs, targeted partnerships with local restaurants and a differentiated events calendar (paid tastings) materially increase capture potential.

4) Emerging trends and impacts (opportunities for growth)

• Premiumization and “trade‑up” behavior: consumers are increasingly willing to pay for provenance, authenticity and demonstrable craft. This supports higher average order values for rare olive oils, single‑origin chocolates and curated condiments. Opportunity: premium margins and higher AOV via curated bundles.
• Experience‑based retail: in‑store tastings, classes, and chef events convert discovery into purchases and drive repeat visits; marketplaces that pair product with education (Eataly model) show strong traffic and brand loyalty. Savora’s planned workshops and tasting events align directly with this trend.
• D2C & e‑commerce growth for specialty: while the physical showroom drives discovery and tasting, a complementary e‑commerce channel extends reach (gift orders, tourist follow‑on purchases). Online specialty grocery grew rapidly in recent years and remains an important channel for repeat customers.
• Small‑producer premium sourcing / supply chain resilience: retailers that invest in multi‑sourcing and seasonal planning reduce stockouts for artisanal SKUs and convert scarcity into storytelling. Investment in buffer inventory and short‑run exclusives can sustain premium pricing.

5) Direct competitors (2–3 examples) — positioning and product mix

Note: market share figures for individual specialty retailers are not generally published; what follows is positioning, product/service mix and scale cues.

• Eataly (large format Italian marketplace)
  • Specialization / positioning: large‑format, Italy‑centric marketplace combining retail, restaurants, cafés, cooking school and events; targets both tourists and local food enthusiasts seeking an immersive Italian food experience.
  • Products / services: imported Italian pantry, fresh counters, restaurants, in‑store education (La Scuola), demos and events. Eataly operates multi‑thousand‑square‑foot locations and draws significant foot traffic.
  • Approximate scale / market footprint: multi‑location international chain; flagship NYC location is large (tens of thousands of square feet) and functions as a destination. Public revenue or market share per city is not generally disclosed.
• Zabar’s (Upper West Side specialty/emblematic store)
  • Specialization / positioning: long‑established, neighborhood‑anchored specialty grocer and appetizing shop known for smoked fish, cheeses, coffee and curated gourmet items; strong local brand loyalty among residents and repeat customers.
  • Products / services: smoked & preserved fish, cheeses, baked goods, pantry staples, curated gift items; very strong local recognition and footfall. Operates a flagship single large store rather than a national chain.
• Kalustyan’s (specialty spices and imported ingredients)
  • Specialization / positioning: historic New York spices/imports merchant and spice processor serving both retail consumers and B2B customers; known for deep SKU breadth in spices and ethnic ingredients.
  • Products / services: large spice assortment, ethnic pantry items, ingredient processing for B2B customers; strong supplier/processing capability. Historically has significant B2B sales and processing infrastructure.

6) Competitor strengths and weaknesses — detailed analysis

Eataly

• Strength 1 — Scale & traffic: flagship stores occupy very large footprints (tens of thousands of sq ft), enabling broad SKU depth and multiple revenue lines (retail + restaurants + classes). Example: the first NYC Eataly opened with ~50,000 sq ft and created hundreds of jobs on opening—this scale drives high daily footfall and cross‑sell.
• Strength 2 — Integrated experience model: restaurants and cooking schools keep visitors on site longer and increase per‑visitor spend (measured anecdotal outcomes show strong conversion of dining visitors into retail purchases at food halls of this format).
• Weakness 1 — High fixed costs: very large retail/restaurant footprint implies significant rent and operating overhead; this model is capital‑intensive and more sensitive to traffic shocks and margin compression. Example: large investments and multi‑million dollar openings are required for new locations.
• Weakness 2 — Less niche/specialized assortment for non‑Italian rarities: Eataly’s brand anchors on Italian authenticity; customers seeking rare olive oils from non‑Italian micro‑producers or highly specialized spice assortments may not find the same depth as a boutique curator.

Zabar’s

• Strength 1 — Iconic brand and local loyalty: ninety‑plus years of continuous operation and a large loyal customer base produce strong repeat business and brand trust; Zabar’s is a destination for Upper West Side shoppers and visitors. Example: longstanding reputation for smoked fish and specialty groceries since 1934.
• Strength 2 — Operational depth in core categories: deep expertise and supply chains for smoked fish, cheese and pantry staples—Zabar’s can move high volumes in its core categories at scale for a single‑store operator.
• Weakness 1 — Geographic concentration: primary presence is concentrated (flagship location), limiting tourist distribution beyond its neighborhood and constraining appeal for visitors whose itineraries focus on other parts of Manhattan or boroughs.
• Weakness 2 — Traditional positioning vs. experiential premiumization: Zabar’s is a beloved classic, but it is not primarily organized around regularly scheduled tasting‑events/education experiences at the scale that modern boutique experiential models use to grow LTV.

Kalustyan’s

• Strength 1 — Supplier & manufacturing capability: beyond retail, Kalustyan’s operates spice processing and B2B supply operations and imports raw spices from multiple origins—this vertical competence allows product consistency and custom blends for chefs and manufacturers. Example: Kalustyan’s supplies ingredients to major blender customers and operates facilities for processing.
• Strength 2 — SKU depth in spices/ethnic items: recognized as a leading source for hard‑to‑find spices and ethnic pantry items—useful for professional buyers and home cooks seeking authenticity.
• Weakness 1 — Less consumer‑marketing focus: historical coverage indicates the firm has been stronger on supply/processing than on consumer marketing, which can limit brand visibility to tourist and retail segments.
• Weakness 2 — B2B orientation reduces retail experience: extensive B2B operations and processing capacity mean less emphasis on curated in‑store experiences or branded boutique presentation, opening space for a retail‑first curator that prioritizes discovery and storytelling.

7) Summary — primary competitive advantages for the proposed boutique

Based on the company’s stated positioning (curated rare olive oils, spices, chocolates, teas, condiments; exclusive artisan partnerships; seasonal limited editions; workshops + personalized gift baskets), the main competitive advantages are:

• Curated exclusivity and provenance storytelling: sourcing rare SKUs and exclusive small‑batch suppliers that larger players typically do not stock—benefit to customer: access to unique, conversation‑starting products not available elsewhere.
• Experiential retail model (tastings & workshops): directly monetizes education and discovery, increases conversion and average order value; benefit to customer: guided discovery reduces purchase friction for unfamiliar premium items.
• Strong artisan relationships and multi‑sourcing discipline: mitigates stockout risk for artisan SKUs and enables limited‑edition drops—benefit to customer: fresher, traceable supply and repeat visits to catch new editions.
• High‑touch personalization (gift baskets & concierge service): differentiates on convenience and curation for both local shoppers and tourists buying gifts; benefit: time savings and higher perceived value for gift purchasers.

8) Strategic implications / recommendations (concise)

• Launch targets: first‑year revenue planning should use the SOM central scenario (~$1.5M–$2.0M) as a conservative planning target and stress‑test operating margins based on premium AOV assumptions (gift bundles and limited editions increase AOV).
• Tactical focus: prioritize location with both tourist footfall and neighborhood resident density; invest in an events calendar and a modest e‑commerce capability for gift fulfillment to tourists post‑visit.
• Risk mitigation: establish multi‑sourcing and buffer inventories for artisan SKUs; develop short‑run exclusive products that convert scarcity into premium pricing.

Sources (selected)

• Specialty Food Association — State of the Specialty Food Industry / Understanding the Real Value (2023–2024 reporting on $207B specialty market and category dynamics).
• Specialty Food Association — channel and category analysis (retail vs. foodservice commentary).
• New York City Tourism + Conventions — NYC visitation and visitor spending / economic impact (visitor totals and economic numbers used to adjust SAM assumptions).
• Market/industry tally on NYC foodservice establishments (overview of the tens‑of‑thousands of NYC restaurants / eateries).
• Competitor references: Zabar’s (history and positioning).
• Competitor references: Eataly (marketplace model and scale).
• Competitor references: Kalustyan’s (spice supplier/processor profile).

Situation Analysis

---

1. Industry overview

Summary

Savora operates in the U.S. specialty food & beverage sector — a high-growth, premiumized market estimated at $207 billion in 2023, up from ~$88 billion in 2013 (≈+149% over the decade, ~8.9% 10‑year CAGR). New York City represents a disproportionate concentration of demand within that market (tourism in the 50–65 million annual visitors range; tens of thousands of foodservice outlets), creating higher per‑capita specialty spend and meaningful commercial buyer opportunity.

Barriers to entry

• Real estate and fixed costs (example & scale): prime NYC retail rent and fit‑out expenses for a boutique showroom can run into high five‑ or six‑figure amounts before operations scale. Mitigation: pursue a phased fit‑out (showroom + tasting counter first), negotiate tenant improvement allowances, and prioritize neighborhoods with an optimal rent/footfall trade‑off (targeted lease size to match SOM revenue targets of $1.0M–$3.5M).
• Initial inventory and supplier risk (example & scale): sourcing rare, small‑batch olive oils, spices and chocolates requires higher unit costs and buffer stock to avoid stockouts; single SKUs from micro‑producers can have long lead times. Mitigation: implement multi‑sourcing, maintain targeted safety stock for top SKUs, and use limited‑run drops to manage cash conversion and scarcity pricing.
• Regulatory and compliance requirements (example): food safety, labeling and import regulations for artisanal imports (USDA/FDA/CBP oversight, allergen labeling) add operational overhead and administrative lead time. Mitigation: standardize supplier documentation requirements, centralize compliance checks, and budget for third‑party testing/certification where required.
• Building supplier relationships and exclusivity (example): securing exclusive small‑batch relationships is time‑intensive and requires trust-building and sometimes advance purchase agreements. Mitigation: offer revenue‑share or limited exclusivity windows, provide marketing co‑investments, and structure phased purchase commitments.

Factors of differentiation

• Curated exclusivity and provenance storytelling: unlike broad assortments at large marketplaces, Savora will stock rare, often region‑limited SKUs and rotating seasonal drops — a material point of difference that supports premium pricing and repeat visits (limited drops create urgency and higher average order value).
• Experiential retail model: regular themed tastings and expert‑led workshops convert discovery into purchase, increasing conversion and lifetime value versus commodity retailers. Example: workshops and gift‑basket concierge services directly increase basket size and frequency.
• Strong artisan partnerships and multi‑sourcing discipline: by combining privileged relationships with local and international micro‑producers plus buffer inventory planning, Savora reduces rupture risk and can offer exclusive small‑batch products that national chains typically do not carry.
• B2B servicing capability for chefs and restaurateurs: direct outreach and flexible lot sizes for local chefs address a validated market segment in NYC (18k–28k food establishments), enabling higher‑margin wholesale and repeat orders.

Opportunities and threats

• Opportunities (examples & data): capture tourist-driven gift sales (NYC visitation 50–65M) and local premium spend; convert experiential visitors into repeat D2C buyers via e‑commerce; exploit premiumization trend supporting higher AOVs. Target SOM shows a realistic single‑store revenue band of ~$1.0M–$3.5M within 3–5 years.
• Threats (examples & data): competition from well‑capitalized marketplaces (Eataly’s destination model) and entrenched neighborhood chains (Zabar’s) on footfall and brand recognition; supply volatility from small producers causing stockouts and margin pressure; macroeconomic shifts that compress discretionary spend among non‑essential premium purchases. Mitigation actions include focusing on unique SKUs, building buffer inventories, and maintaining a diversified product portfolio including accessible entry‑price items.

2. Key market trends

Trend 1 — Premiumization and provenance demand

• Context & importance: Consumers increasingly pay for provenance, craft and authentic origin stories; specialty category growth (~$88B → $207B, 2013–2023) reflects willingness to trade up.
• Impact on market: Higher price elasticity for unique single‑origin items allows retailers to command wider gross margins and pursue curated bundles. Retailers that clearly communicate provenance see higher conversion on rare SKUs.
• Impact on Savora: Savora’s curated rare olive oils, single‑origin chocolates and artisan condiments align directly with premiumization; structured limited editions and provenance storytelling will justify premium AOVs and support the SOM revenue targets.

Trend 2 — Experience‑based retail / education monetization

• Context & importance: In urban food markets, tastings, classes and chef events are proven conversion channels (food halls and experiential markets drive longer dwell time).
• Impact on market: Experience models increase per‑visit spend and repeat traffic; they also create content/PR that amplifies organic reach.
• Impact on Savora: Workshops and expert tastings are core offerings that convert discovery into purchases, increase lifetime value and differentiate Savora from standard grocers and importers.

Trend 3 — D2C & e‑commerce complement to brick‑and‑mortar

• Context & importance: E‑commerce for specialty foods has expanded rapidly; physical showrooms now serve discovery while online channels capture follow‑on purchases (especially from tourists).
• Impact on market: Retailers combining in‑store experience with robust fulfillment win repeat orders and scale gift sales beyond local footfall.
• Impact on Savora: A modest e‑commerce platform for curated gift baskets and reorders will extend reach beyond the store’s catchment and convert tourist traffic into ongoing revenue.

Trend 4 — Small‑producer sourcing and supply‑chain resilience

• Context & importance: Consumers value small‑producer authenticity, but sourcing from micro‑producers introduces volatility. Multi‑sourcing and planned buffer inventories are emerging best practices.
• Impact on market: Retailers that invest in sourcing resilience convert scarcity into a marketing asset (limited editions) while maintaining reliability for B2B clients.
• Impact on Savora: The planned multi‑sourcing strategy and seasonal planning mitigate stockout risks and enable predictable limited‑edition releases that support premium price points.

3. SWOT (FFOM) analysis

Strengths

• What is done well: Curation of rare, high‑provenance SKUs and artisanal partnerships; structured experiential programming (tastings/workshops) that converts discovery into sales.
• Sources of pride: Established ability to form and sustain close relationships with small producers and to present products with high‑quality merchandising.
• Organizational capabilities: Product expertise (buying/curation), capability to design limited‑edition seasonal assortments, and initial leadership with deep product knowledge (Director-level expertise).
• Customer/staff perception: Target customers (chefs, food enthusiasts, culinary tourists) will perceive Savora as a source of hard‑to‑find items and high‑touch service (gift concierge) — differentiators that generate strong word‑of‑mouth in gastronomic networks.

Weaknesses

• Areas to improve: Limited initial scale (single boutique format) constrains purchasing power and SKU depth versus larger competitors; marketing and brand recognition will be initially low relative to legacy NYC players.
• Vulnerabilities: Dependence on small producers increases exposure to supply disruptions and seasonal availability; initial capital needs for fit‑out and opening stock create funding sensitivity.
• Customer frustrations risk: Potential stockouts of desirable limited SKUs and limited geographic reach for non‑local customers if e‑commerce and fulfillment are not rapidly implemented.
• Operational friction points: Need to formalize compliance/import processes, inventory management for perishable specialty items, and staff training for expert‑led experiences.

Opportunities

• Market/timing opportunities: Leverage NYC’s large tourist flow (50–65M annually) and dense restaurant ecosystem (18k–28k outlets) to acquire both retail and B2B customers. Use experiential events to drive repeat visits and conversion.
• Technological and channel opportunities: Implement a D2C e‑commerce channel focused on gift fulfillment and limited‑edition drops; use CRM and email automation to convert tourists into repeat buyers and to upsell workshop attendees.
• Policy/cultural tailwinds: Continued consumer preference for provenance and craft products supports long‑term premium demand; local and municipal programs that promote small business tourism can be leveraged for marketing partnerships.
• Short/long‑term wins: Short term — target the SOM central scenario ($1.7M range) as a conservative revenue target and optimize AOV through gift bundles. Long term — develop private‑label limited runs or exclusive sourcing arrangements to improve margins and brand exclusivity.

Threats

• External obstacles: Competition from large format marketplaces (Eataly) and entrenched specialty grocers (Zabar’s, Kalustyan’s) on footfall and supplier reach; macroeconomic pressure that reduces discretionary spend on premium items.
• Market dynamics: Rising rents, wage pressure and increased costs for imported artisanal goods could compress margins; rapid expansion by competitors into experiential programming could raise customer acquisition costs.
• Technological threats: Failure to scale a reliable e‑commerce and fulfillment operation risks losing tourist and out‑of‑market sales to digital competitors.
• Mitigation priorities: Lock in multi‑sourcing agreements, budget for buffer inventory, implement phased capex and prioritize e‑commerce launch in first 12 months to capture tourist follow‑on purchasing.

Conclusion (strategic implications)

• Short‑term focus: Open a compact, well‑merchandised showroom in a location that balances tourist footfall and affluent neighborhood density; launch an events calendar and a minimum viable e‑commerce capability to convert visitors into repeat buyers. Use the SOM central scenario ($~1.7M annual revenue) as the initial financial planning target.
• Operational priorities: Standardize supplier compliance, implement inventory buffers for top SKUs, and set KPIs for average order value, transactions/day and workshop conversion rates.
• Risk controls: Negotiate flexible leases, build multi‑sourcing, and phase stock purchases to preserve runway while validating demand.

The Situation Analysis integrates market scale and trend data with Savora’s core positioning to prioritize actions that convert unique product curation and experiential retail into a scalable, defensible single‑store business with rapid D2C extension potential.

Marketing Strategy

---

Business objectives

Savora’s marketing objectives are structured to align short-, medium- and long-term commercial milestones with the boutique’s experiential, provenance-driven positioning. Targets prioritize measurable revenue and customer-acquisition outcomes that support break-even and profitable growth in a high‑intensity NYC specialty market. Clear timelines and KPIs ensure marketing spend directly advances store footfall, B2B relationships and repeat purchase behavior.

Objectives — measurement approach and timelines

Savora will measure success using top-line revenue, average order value (AOV), transactions per day, repeat purchase rate, number of active B2B accounts (chefs/restaurants), event attendance, email list growth and e‑commerce conversion rate. Short‑term = 0–12 months (launch & validation); medium‑term = 12–36 months (scale local penetration); long‑term = 36–60 months (market leadership & multi‑channel expansion). Targets are stress‑tested against the SOM scenarios ($1.0M–$3.5M annual revenue) and local market cues.

Short-term objectives (0–12 months)

• Achieve $900k–$1.5M in first 12 months of operations through a blended mix of in‑store sales, gift baskets and paid tastings; measured monthly and cumulatively against the $1.16M–$1.74M SOM scenarios.
• Build an engaged CRM of 8,000–12,000 contacts and convert 8–12% into repeat purchasers within 6 months; measured by email list size, opt‑in rate, and repeat purchase rate.
• Sign 25–40 active local B2B accounts (chefs/restaurants) with minimum monthly reorder commitments; measured by contracts/orders and monthly B2B revenue.

Medium-term objectives (12–36 months)

• Reach $1.5M–$2.5M annual revenue by year 3 through expanded events, limited‑edition drops and targeted e‑commerce fulfillment for tourists; measured by annualized revenue and AOV growth.
• Increase AOV by 25% versus launch baseline via curated bundles and gift‑concierge upsell; measured by transactional data and attach‑rate of bundles.
• Reduce artisan stockouts to <5% monthly through multi‑sourcing and buffer inventory policies; measured by inventory reports and supplier lead‑time compliance.

Long-term objectives (36–60 months)

• Establish a sustainable single‑store operating margin consistent with specialty boutique benchmarks and target annual revenue of $3M–$3.5M (upside SOM); measured by audited P&L.
• Expand recurring revenue streams to represent ≥30% of sales via subscriptions (sampler boxes), corporate gifting and B2B programs; measured by subscription enrollments and repeat corporate orders.
• Position the store as a top‑tier NYC specialty destination recognized in targeted travel and food media (≥10 earned media features/year); measured by PR placements, referral traffic and tourist‑driven sales.

Segmentation, targeting and positioning

Segmentation, targeting and positioning enable Savora to allocate marketing resources precisely to the cohorts most likely to convert and deliver lifetime value. A data‑driven segmentation approach allows product assortments, events and messaging to be tailored to distinct buyer motivations, improving conversion and margin performance versus broad, undifferentiated marketing.

Segmentation

Segmentation divides the market into homogeneous groups so Savora can design offers and experiences that match each group’s needs and willingness to pay. By focusing on actionable segments, the boutique can optimize merchandising, events and B2B outreach to maximize revenue per square foot and customer retention.

Segment 1 — Professional buyers (Chefs & Restaurateurs)

• Needs: (1) Reliable access to rare, high‑quality ingredients in small lots; (2) flexible ordering and fast replenishment; (3) provenance and traceability for menu storytelling.
• Demographics: Local NYC restaurants and catering businesses; establishments range from small independent restaurants to high‑end chef‑driven kitchens; concentrated in Manhattan, Brooklyn and central Queens. Estimated local foodservice base: ~18k–28k establishments.
• Purchase behaviors: (1) Buy on supplier reliability and consistent quality; (2) prefer B2B terms and sample programs before switching suppliers; (3) influenced by peer recommendations, chef networks and product provenance claims.

Segment 2 — Affluent & food-enthusiast households

• Needs: (1) Access to premium, unique pantry items for home entertaining and gifting; (2) expert guidance (tastings) to reduce purchase risk; (3) curated gift and convenience solutions.
• Demographics: High‑income households in Manhattan, parts of Brooklyn, and suburban commuters; typically aged 30–65 with discretionary income and interest in culinary experiences.
• Purchase behaviors: (1) Research online and via social media for provenance stories and reviews; (2) respond to experiential offerings (in‑store tastings, workshops); (3) willing to trade up for traceability and exclusivity.

Segment 3 — Culinary tourists and gift buyers

• Needs: (1) Distinctive, transportable souvenirs and gift baskets with strong provenance stories; (2) convenient fulfillment options for post‑visit delivery; (3) memorable, photogenic products and experiences.
• Demographics: Domestic and international visitors to NYC (visitation in recent years ~50–65M annually); varied ages but concentrated around tourist corridors and central neighborhoods.
• Purchase behaviors: (1) Purchase impulsively during visits after experiential discovery; (2) influenced by in‑store storytelling and staff recommendations; (3) high propensity to buy curated gift bundles and to follow up via e‑commerce post‑visit.

Targeting

Targeting selects the segments where marketing investment will generate the highest return on acquisition and lifetime value. By prioritizing two segments, Savora ensures focused execution on product assortment, partnerships and promotional tactics that quickly build credible market share.

Priority segments

1. Affluent & food-enthusiast households

   Why prioritized: High AOV potential, strong repeat purchase propensity and direct alignment with experiential offerings (workshops, tastings) that increase LTV.

   Strategy of approach:

   • Launch a loyalty program and targeted email nurture series that promotes seasonal limited editions and bundle upsells; track AOV and repeat rate.
   • Run localized digital campaigns (paid social + SEO) focused on high‑income ZIP codes and culinary interest audiences, paired with monthly paid tasting events to convert prospects into first‑time buyers.

2. Professional buyers (Chefs & Restaurateurs)

   Why prioritized: Predictable recurring orders, higher order sizes for certain SKUs, and strong referral value into consumer segments via chef endorsements.

   Strategy of approach:

   • Implement a chef sample program (low‑cost trial packs) and flexible small‑lot B2B pricing with priority reorder windows; follow up with dedicated account management.
   • Host invite‑only chef tastings and pop‑up collaborations that create word‑of‑mouth and menu placements; capture case studies and testimonials for marketing.

Positioning

Clear positioning differentiates the boutique in a crowded NYC specialty market by articulating the unique combination of curated provenance, experiential learning and personalized gifting. A focused position helps justify premium pricing and attracts both connoisseurs and professional buyers seeking rare, traceable ingredients.

Unique value proposition

Savora positions itself as the provenance‑forward curator of rare artisanal food products—combining exclusive small‑batch imports and local artisan partnerships with guided tastings and personalized gift services. The offering targets chefs who need small, reliable lots and food‑enthusiasts who value discovery, provenance and elevated gifting.

Market positioning statement

Savora is the discovery‑first, premium specialty boutique in NYC that delivers rare, story‑driven culinary products and high‑touch experiences—positioned between large marketplace formats and traditional neighborhood grocers.

Key competitive advantages

Approach personalized

Savora customizes gift baskets, builds chef reorder profiles and offers a concierge purchase service for tourist and corporate clients. In‑store advisors and workshop hosts provide tailored recommendations based on taste profiles, dietary constraints and gifting occasions.

Innovation & technology

Savora will deploy an integrated POS + inventory management system with real‑time stock visibility for limited editions, a CRM for segmented email automation, an online reservation system for tastings, and an e‑commerce storefront optimized for gift fulfillment and post‑visit conversions.

Team expertise

Leadership under an experienced product director with deep food knowledge (Carl Lucier) plus a dedicated buyer/curator and workshop hosts ensures authoritative product curation, credible tastings and high‑quality supplier relationships. This expertise underpins provenance storytelling and buyer trust.

Flexibility of services

Savora offers flexible B2B ordering in small lots, seasonal limited‑edition drops, tiered corporate gifting options and pay‑per‑seat educational events. Pricing and service models adapt to chef reorder cycles, tourist timelines and gift budgets.

Examples of market communications

• Product storytelling: In‑store tasting cards and online product pages with origin notes, producer profiles and tasting pairings.
• Social proof: Chef endorsements and B2B case studies showcased on the website and in press kits.
• Event marketing: Calendar of paid workshops and invite‑only chef tastings promoted via email and targeted social ads; conversion tracked by promo codes and post‑event purchases.
• PR & influencer outreach: Curated media tastings for food writers and micro‑influencers to generate earned placements and drive tourist and local awareness.

Concluding note

This marketing strategy prioritizes measurable outcomes (revenue, AOV, repeat rates, B2B signups) and directs tactical investment to the channels and segments most likely to scale Savora from launch to a defensible NYC specialty retail position. Recommended next steps: develop a 12‑month launch marketing calendar with spend allocation by channel and a KPI dashboard tied to the objectives above.

Sales Strategy

---

Sales process

1. 1) Awareness & Attraction — Savora begins by driving qualified footfall and online discovery through a coordinated mix of location choice, events and digital presence.

   The physical showroom in New York functions as the primary discovery engine for tourists and affluent local food enthusiasts; targeted signage, neighborhood partnerships and a launch events calendar generate initial visits. Complementary paid and organic digital campaigns (local search, social, email capture) convert passerby interest into appointments for tastings and signups for workshop reservations. Trade outreach to chefs and restaurateurs seeds B2B introductions.

   Early KPIs: footfall, email captures, and workshop RSVPs.

2. 2) Discovery & Engagement — Once prospects arrive, trained curators guide discovery using storytelling, provenance notes and taste pairings to shorten purchase deliberation.

   In‑store tastings, themed workshops and limited‑edition drops create high‑engagement touchpoints; staff use scripted discovery questions to uncover customer intent (gifting, pantry, B2B use) and recommend tailored SKUs and bundled solutions. Product demos and sampling stations raise basket size; each interaction is recorded in the CRM with preferences and follow‑up actions.

   KPIs: conversion rate from sample to sale, average order value (AOV), and workshop-to-purchase conversion.

3. 3) Conversion & Transaction — The purchase step is optimized for convenience and upsell.

   Retail POS accepts card and mobile pay, staff propose curated gift baskets with personalization options, and an express B2B order flow supports smaller lot sizes and rapid reorders for chefs. Online, an integrated checkout supports local pickup, timed delivery and gift messaging. Sales associates close by offering limited‑time exclusive SKUs or event vouchers to increase immediate spend. All transactions feed into analytics for SKU performance and customer lifetime value segmentation.

   KPIs: transactions/day, basket composition, and checkout abandonment rates.

4. 4) Retention & Expansion — After purchase, Savora executes a systematic retention program.

   Automated CRM sequences (thank‑you messages, product care and pairing tips, reorder reminders for high‑velocity items), invitation to paid tastings and season‑drop notifications. High‑value customers receive concierge outreach for bespoke gift baskets and sourcing requests. B2B accounts are managed with scheduled check‑ins, sample shipments and quarterly menu‑sync meetings. Loyalty metrics (repeat purchase rate, subscription uptake if offered, referral volume) are tracked to increase share of wallet and smooth seasonality.

   KPIs: repeat purchase rate, CLV, and churn.

Product strategy

Savora curates a tight assortment of rare olive oils, single‑origin chocolates, small‑batch spices, specialty teas and artisanal condiments designed for discovery and gifting. Each SKU is selected for provenance, flavor distinctiveness and storytelling potential; limited‑edition seasonal collections rotate quarterly to create urgency.

Product features include traceable origin notes, tasting suggestions and chef‑approved uses. Benefits to customers are novelty, quality assurance and expert guidance that reduce purchase risk. Positioning sits above mass retail but below destination food halls on price and intimacy; products are merchandised for giftability and culinary use, with premium SKUs commanding higher margins and entry-level curated items to broaden reach.

Pricing strategy

Savora’s pricing strategy balances premium value capture with accessibility tiers to grow both foot traffic and average transaction value. Key inputs include landed cost (import, freight, artisanal minimums), expected spoilage/perishability, competitor benchmarks (Eataly, Zabar’s, Kalustyan’s for overlapping categories), and perceived scarcity for limited‑edition SKUs.

The company targets gross margins of roughly 45–55% on retail items, allowing promotional flexibility while funding events and curation.

Pricing tiers are: entry curated items (lower margin, designed to acquire customers), core premium SKUs (standard margin, repeat purchases), and scarcity/limited drops (higher margin, time‑limited pricing).

B2B pricing offers a wholesale discount structure (25–35% off retail) with minimum order quantities and volume‑based rebates to encourage regular reorders from chefs. Bundling and gift‑bundle premiums increase AOV; dynamic pricing applies to seasonal exclusives (short windows, preorders) to convert urgency into margin.

Promotional strategy prioritizes experiential value over blanket discounting: targeted introductory offers for workshop attendees, first‑order e‑commerce discounts for tourists captured via local partners, and occasional loyalty credits for repeat customers. Price communication emphasizes provenance, craftsmanship and small‑batch supply to justify premium position and reduce price elasticity.

Distribution strategy

Savora employs a hybrid distribution model centered on a New York showroom as the discovery hub, supplemented by a focused e‑commerce channel and direct B2B fulfillment to local chefs and restaurateurs. The showroom handles in‑store sales, tastings, gift assembly and timed pickup; e‑commerce supports gift fulfillment for tourists and repeat customers with nationwide shipping for non‑perishables and local courier same‑day delivery for the metro area.

B2B orders use a streamlined ordering portal with minimums and scheduled weekly deliveries to restaurants. Inventory is managed with an inventory management system that tracks SKU lead times, minimum reorder points and buffer stock for artisanal items. Quarterly replenishment cycles are used for seasonal limited editions, while staples target 6–8 inventory turns per year. Multi‑sourcing agreements and small buffer stock mitigate supply interruptions from artisanal producers.

Logistics partnerships include a dedicated local courier for same‑day city deliveries, a fulfillment partner for national D2C parcels, and in‑house assembly for bespoke gift baskets.

Clear KPIs: fill rate (>95% target), order lead time, average days of inventory, and shipping accuracy.

Advertising strategy

Tactic 1 — Experiential Launch & Events Calendar: Savora should invest in a high‑impact launch series (VIP chef nights, neighborhood tasting weeks, limited‑edition drop events) to create earned social content and immediate footfall.

Messaging focuses on exclusivity, provenance and learning—“Taste rare small‑batch olive oils and meet the producers”—to attract both tourists and local food enthusiasts. Objectives include generating 2,000 event RSVPs in the first six months, capturing 1,500 new email addresses and converting 20% of attendees into customers. Success is measured by event attendance, post‑event conversion rate, social engagement and PR placements.

Implementation requires event calendar planning, partner chefs, ticketing, and targeted invites to media and trade contacts.

Tactic 2 — Digital Targeting & Retargeting Funnel: Build a funnel combining local SEO (“specialty olive oil NYC”), Google Local Pack optimization, paid social targeting affluent zip codes and interest‑based audiences (foodies, cooking, gifting), and retargeting ads for site visitors.

Email automation welcomes new subscribers, offers workshop booking, and drives seasonal drops. Messaging emphasizes curated exclusives and gift readiness—“Curated gift baskets from artisan makers.” Campaign objectives: acquire customers at a target CAC aligned with AOV (monitor CAC:AOV ratio), grow the email list to 10,000 within year one, and achieve a 20% email open rate and 3–5% click‑to‑purchase conversion. Measure ROI by CAC, conversion rate, and revenue attributable to digital channels.

Implementation requires an integrated CRM, Google/Meta ad spend allocation, and creative assets (product photography, video tastings).

Tactic 3 — Trade & Partnership Outreach: Proactively target local chefs, restaurants and hotel concierges through a dedicated B2B outreach program: curated sample boxes, menu‑pairing visits, and preferred supplier agreements.

Messaging communicates reliability, small‑batch exclusivity and flexible small‑lot ordering. Objectives include signing 50 local trade accounts and generating 10–15% of revenue from B2B within 18 months. Measure success via number of accounts, average order value per account, and reorder frequency.

Implementation requires a B2B sales kit, sample logistics, a trade portal, and quarterly account reviews led by the buyer/curator.

Tactic 4 — PR & Influencer Program Focused on Storytelling: Engage targeted food media, local lifestyle press and micro‑influencers who prioritize provenance and artisanal narratives.

Campaign messaging highlights exclusive producer relationships, seasonal limited editions and experiential workshops—story angles like “rare olive oil from a single‑estate mill” or “hand‑blended spice from an Armenian family mill.” Objectives include securing feature articles in 3–5 local or national outlets and influencer content that drives measurable referral traffic. Measure success via earned media impressions, referral traffic, and conversion from influencer codes.

Implementation includes a PR brief, media tasting invitations, press kits with provenance documentation, and tracking via unique promo codes and UTM links.

Operations

---

Activities key

1. Procurement and supplier management: Procurement and supplier management focus on sourcing rare olive oils, spices, chocolates, teas and condiments from artisan partners both local and international. Quarterly sourcing cycles drive limited‑edition collections and replenish signature SKUs, while multi‑sourcing reduces the risk of stockouts.

   The procurement process includes supplier qualification visits, organoleptic sampling, certificate verification (origin, organic, appellation where applicable), negotiated small‑lot contracts, and logistics planning for cold or humidity‑sensitive items. Inventory buffers are calculated by SKU based on lead time and seasonal demand profiles.

   Savora maintains supplier scorecards (quality, lead time, fill rate) updated monthly and enforces written agreements for exclusivity on selected limited‑run products. All incoming lots receive batch IDs and are logged into the inventory system electronically.

2. In‑store merchandising and guest experience: In‑store merchandising and guest experience transform the showroom into a discovery venue that converts tasting into purchase. Visual merchandising emphasizes provenance stories with curated fixtures for oils, spices, chocolates, teas and condiments; seasonal limited editions receive dedicated feature displays with launch signage and batch traceability.

   Tastings and themed workshops are scheduled weekly, led by trained curators and guest artisans, converting discovery into average order value uplift through guided kits and sample pairings. Gift‑basket concierge service supports same‑day preparation for tourists and corporate clients, with SKU bundling templates and personalized messaging.

   Point‑of‑sale integrates CRM capturing email, product interest tags and voucher redemption to measure conversion by event and product category. Staff receive quarterly training and evaluations.

3. Order fulfillment and e‑commerce logistics: Order fulfillment and e‑commerce logistics support both in‑store purchases and online gift fulfillment with strict handling standards for fragile and perishable gourmet items. Orders are picked from dedicated warehouse shelves adjacent to the showroom, batched by delivery window and packaging profile (fragile, chilled, ambient).

   Same‑day local delivery within New York City is enabled through a preferred courier partnership and an in‑house pickup lane; regional and national shipments use insulated packaging and traceable carriers with insurance. Packing protocols include tamper‑evident seals, temperature packs for cold‑sensitive goods, and SKU‑level packing lists for gift personalization.

   Fulfillment performance is monitored by on‑time rate, order accuracy and return reasons to drive continuous improvement. Daily inventory reconciliation occurs; discrepancies are logged.

4. Finance, staffing and regulatory operations: Operational finance, staffing and compliance ensure stable store opening and sustainable margins through disciplined cost controls and trained personnel. Staffing includes Director oversight, a boutique manager, a dedicated buyer/curator, workshop hosts and part‑time tasting staff; staffing models plan for peak tourist seasons and holiday surges with defined shift schedules and labor KPIs.

   Financial controls include weekly cash reconciliation, POS integration with inventory, margin tracking by SKU and monthly P&L reviews. Compliance covers food safety registration, import documentation, cold chain records and required city permits and insurance.

   Payroll, vendor payments and tax filings are centralized through a small business finance platform with automated remittance to maintain accuracy and auditability. Monthly cashflow forecasts are produced with tests.

Indicateurs de Performance Clés (KPIs)

KPI 1 — Annual revenue and revenue growth

KPI 1 — Annual revenue and revenue growth: KPI 1 — Annual revenue and revenue growth measure total sales generated by the showroom and e‑commerce channels on a trailing twelve‑month basis. The metric equals gross sales less returns and discounts, reported monthly and aggregated annually.

Targeting the SOM central scenario implies a first‑year revenue planning target of $1.5M–$2.0M with 20–30% year‑over‑year growth in early scaling. This KPI is critical for investor reporting and cashflow planning because it validates market capture assumptions and supports debt or equity funding milestones. Data will be collected through POS, e‑commerce platform exports and monthly accounting reconciliations. Reconciled to bank deposits and receipts weekly.

KPI 2 — Average order value (AOV)

KPI 2 — Average order value (AOV): KPI 2 — Average order value (AOV) tracks the mean revenue per transaction across in‑store and online purchases, calculated as total sales divided by number of transactions for a defined period.

AOV is targeted to increase through curated bundles, seasonal limited‑edition launches and paid tasting funnels; initial target AOV is $45–$75 with goal of $65 average by year three. This KPI directly influences required footfall to meet revenue targets and assists pricing and merchandising decisions. Data will be captured from POS and e‑commerce order exports, segmented by channel, by event source and by gift versus non‑gift transactions to assess uplift.

KPI 3 — Customer retention and repeat purchase rate

KPI 3 — Customer retention and repeat purchase rate: KPI 3 — Customer retention and repeat purchase rate measure the proportion of customers who make a second purchase within a defined period (e.g., 12 months). It is calculated as returning customers divided by total unique customers in the cohort period.

Target retention is 20–30% in year one, improving toward 35–45% by year three through events, email segmentation and personalized basket recommendations. This KPI signals loyalty, validates experiential programming and reduces CAC. Data collection uses CRM exports, POS customer profiles, loyalty program enrollments and email attribution; Savora will track cohorts monthly and run churn analysis via post‑purchase surveys, event feedback.

KPI 4 — Fulfillment timeliness and order accuracy

KPI 4 — Fulfillment timeliness and order accuracy: KPI 4 — On‑time fulfillment rate and order accuracy measure logistics effectiveness for same‑day local deliveries, regional shipments and in‑store pickups. On‑time fulfillment equals orders delivered within promised window divided by total orders; order accuracy equals orders delivered without packing or SKU errors divided by total fulfilled orders.

Targets: ≥95% on‑time for local deliveries and ≥98% accuracy across all channels. These KPIs reduce returns, protect margins and preserve brand reputation among chefs and tourists. Data capture uses fulfillment logs, courier tracking APIs, POS order records and customer feedback forms; weekly exception reports feed corrective actions and supplier performance reviews monthly.

Contrôles Qualité

1. Supplier vetting and incoming inspection: Supplier vetting and incoming quality inspection: each new artisan supplier undergoes documentary verification (origin certificates, HACCP/food safety declarations), sample organoleptic evaluation and a trial shipment.

   Incoming lots receive lot numbers, sensory checks, micro‑temperature logging for perishable items and certificate cross‑checks before acceptance. Non‑conforming batches are quarantined and reported; recurring issues trigger supplier corrective action plans and potential contract suspension.

2. Packaging and fulfillment QA: Packaging and fulfillment quality assurance: standardized packing checklists by SKU category ensure appropriate cushioning, temperature control and tamper‑evident sealing for each order. Randomized test shipments validate packaging integrity and cold‑chain performance.

   Packing staff follow a digital checklist and supervisor sign‑off for all gift baskets. Carrier performance audits and damage rate tracking (target <1%) are performed monthly to enforce accountability and continuous improvement.

3. Workshop and tasting controls: Workshop and tasting quality controls: standardized session scripts, portioning guidelines and supplier‑verified samples maintain consistency across weekly events. Hosts complete hygiene and allergen training; signed supplier declarations ensure accurate origin and ingredient claims.

   Attendee feedback forms capture satisfaction and defect reports; low‑score sessions trigger curriculum adjustments. Liability waivers and insurance certificates are checked prior to guest artisan demonstrations.

Plan d'Implémentation

1. Step 1 — Site selection and fit‑out: Site selection and fit‑out: finalize neighborhood target, secure lease terms and complete design and permitting. Coordinate millwork, display fabrication and refrigeration installation.

   Timeline: 8–12 weeks from lease signing. Resources required: retail architect, contractor, FF&E budget, permit expeditor and a project manager to control schedule and budget to opening standards delivery.

2. Step 2 — Supplier onboarding and initial inventory procurement: Supplier onboarding and initial inventory procurement: qualify artisans, execute small‑lot purchase agreements, approve initial samples and establish import or local pickup logistics. Set buffer stock levels by SKU and schedule quarterly replenishments for limited editions.

   Timeline: 6–8 weeks to receive initial inventory. Resources: procurement lead, quality checklist and working capital.

3. Step 3 — Hiring and training: Hiring and training: recruit boutique manager, buyer/curator, workshop hosts and part‑time tasting staff. Implement role‑based training plans covering product knowledge, POS use, tasting facilitation and customer service.

   Deploy CRM and POS integrations during training for live practice. Timeline: 4–6 weeks to recruit and complete initial training prior to opening day.

4. Step 4 — Marketing launch and events schedule: Marketing launch and events schedule: execute pre‑opening PR, targeted influencer outreach and neighborhood partnerships. Host soft‑opening tastings and VIP chef preview to seed B2B orders. Publish a twelve‑week events calendar and enable online booking.

   Timeline: 4 weeks pre‑opening for outreach, ongoing adjustments post‑opening based on attendance metrics and conversion rates.

Technology Strategy

---

Selection Technologique

1. 1) Integrated POS + Inventory & Supplier Management (cloud retail platform)

   Savora will deploy a cloud‑based POS and inventory system that combines real‑time SKU tracking, lot/expiry control, and multi‑supplier purchase orders (e.g., Lightspeed/Square with advanced inventory modules). This platform supports in‑store transactions, mobile POS for pop‑up tastings, and automated reorder triggers based on buffer stock rules for artisan items.

   • Advantages: reduces stockouts, enables batch traceability for rare SKUs, and speeds checkout.
   • Disadvantages: subscription costs and integration effort with external suppliers; requires disciplined data hygiene and initial SKU configuration.
   • Integration plan: phased data migration from spreadsheets, supplier onboarding, API links for vendor catalogs, and staff training on receiving/lot‑tracking workflows.

2. 2) E‑commerce + Order Management System (OMS) optimized for gifting and tourist follow‑on purchases

   A Shopify Plus (or comparable) storefront integrated with an OMS (e.g., ShipStation/ShipHero or Shopify Flow + third‑party OMS) will enable curated product pages, limited‑edition drops, gift personalization, and multi‑channel fulfillment (in‑store pickup, same‑day delivery, national shipping).

   • Advantages: extends reach beyond the showroom, captures tourist after‑visit orders, and automates gift packaging workflows.
   • Disadvantages: ongoing fulfillment costs, returns handling complexity, and need for SEO/paid acquisition to drive traffic.
   • Integration plan: unify inventory with POS, implement holiday and seasonal templates for limited editions, and configure promo codes for events/partners.

3. 3) CRM & Marketing Automation + Events/Booking platform

   Savora will implement a unified CRM (e.g., HubSpot or Klaviyo for commerce) integrated with an events/booking tool (Eventbrite or FareHarbor) and point‑of‑sale data to track customer preferences, workshop attendance, and gift history.

   • Advantages: personalized email campaigns, segmented offers (chefs vs. tourists vs. locals), and measurable campaign ROI; supports loyalty, repeat purchase and cross‑sell of baskets.
   • Disadvantages: requires data governance, consent management for marketing, and content production.
   • Integration plan: capture emails at POS and events, tag customers by cohort, automate post‑event follow‑ups and replenishment reminders for artisan SKUs.

Contribution technologique attendue

The combined technology stack is expected to materially accelerate revenue capture and operational resilience. Using the boutique’s central SOM planning target (~$1.7–$2.0M annual revenue), technology will enable three direct growth levers:

1. Increase average order value (AOV) via curated bundles, personalization and checkout cross‑sells—targeting a 15–35% uplift.
2. Extend market reach so e‑commerce and post‑visit tourist fulfillment contribute 20–35% of revenue within 18–24 months.
3. Reduce stockouts and margin erosion through inventory automation and multi‑sourcing workflows, aiming to cut stockout incidence by 30–50% and lower emergency freight spend.

Operationally, CRM segmentation and event automation will lift repeat purchase rate and LTV—conservatively increasing repeat customers from a baseline estimate of 20% to 30–40% within two years. Risks include SaaS cost pressure, integration delays, and initial data clean‑up; these are mitigated by phased rollouts, supplier onboarding SLAs, and a 0.2–0.5 FTE technical/operations lead or trusted integrator. Together these technologies change Savora from a single‑location retailer into an omnichannel curator capable of converting discovery (in‑store tastings) into scalable online revenue, higher margins on limited editions, and more predictable B2B supply for chef accounts.

Exigences technologiques

Functional requirements

• Omnichannel inventory system with lot/expiry tracking, multi‑supplier PO management and reorder points for artisanal SKUs.
• E‑commerce platform with OMS supporting gift personalization, scheduled deliveries, and integration to POS inventory.
• CRM with segmentation, event automation, and customer tagging for B2B vs. tourist vs. local cohorts.
• Events/booking tool integrated with payment and calendar systems for paid workshops.
• PCI‑compliant payment processing and secure customer data handling (GDPR/CCPA awareness for tourist data).
• Mobile POS terminals, label printers, scales, and handheld barcode scanners for receiving and tasting events.

Technical & human resources

• SaaS subscriptions (POS + inventory, e‑commerce, CRM, OMS, events booking).
• Estimated initial SaaS & integration budget: $15k–$40k.
• Recurring SaaS & payment fees: $1k–$3k/month.
• Integrator or technical lead (fractional IT/ops, 0.2–0.5 FTE) for vendor integration, API mapping, and staff training.
• Supplier onboarding time and data feeds (electronic catalog or CSV cadence) for core artisan partners.
• Security & compliance: SSL, PCI card handling, routine backups, and a basic incident response plan.
• Physical infrastructure: reliable point‑of‑sale hardware, secure Wi‑Fi, and a small on‑site fulfillment station (packing materials, scales, thermal labels).

Mise en œuvre technologique

Phased rollout and timeline

1. 1) Discovery & vendor selection (Weeks 0–6)

   Define detailed functional requirements, map core processes (sales, receiving, events, gift packing), and select vendors for POS/inventory, e‑commerce/OMS, and CRM/events.

   • Resources: founder + operations lead + consultant.
   • Deliverable: vendor short‑list and implementation plan.

2. 2) Core systems implementation (Weeks 7–18)

   Configure POS/inventory and e‑commerce (SKU setup, buffer rules, lot tracking), establish payment gateway and PCI baseline, and synchronize inventory across channels.

   • Resources: integrator (contractor), supplier data feeds, staff for SKU verification.
   • Testing: end‑to‑end order flows, returns, and pick/pack trials.

3. 3) CRM & events integration (Weeks 12–22, overlapping)

   Implement CRM, import customer base, configure tags and automated journeys (post‑event follow‑up, gift reminders). Integrate booking tool and test ticketed workshops with limited live groups.

   • Resources: marketing lead + CRM specialist.

4. 4) Pilot & soft launch (Weeks 19–26)

   Run invited tastings and limited online selling cycle to validate fulfillment, staffing, and logistics; measure KPIs (AOV, conversion, stockouts).

   • Resources: full retail staff, dedicated fulfillment manager for soft launch.

5. 5) Full launch & continuous improvement (Months 7–12)

   Refine merchandising, launch seasonal limited editions with OMS workflows, optimize paid acquisition and SEO.

   • Ongoing: monthly tech review, quarter‑backlog for enhancements.

Total estimated timeline: 4–7 months to first full operating state.

Gestion technologique

Required processes

• Governance: monthly technology steering meeting (founder, ops lead, marketing, integrator) to review KPIs, incidents, and roadmap.
• Vendor management: SLAs for uptime, support response, and change windows; quarterly vendor performance reviews.
• Data governance: naming conventions, SKU master maintenance, customer data consent records, and periodic data clean‑up cycles.
• Security & compliance: quarterly PCI scans (if applicable), patching schedule for endpoints, and encrypted backups of transactional data.
• Operational runbooks: step‑by‑step procedures for pick/pack, gift assembly, returns, event check‑in, and outage contingency (manual POS fallback).
• Performance monitoring: dashboards for daily sales, inventory health (days of stock by SKU), event conversion, online conversion, and fulfillment SLAs.

Stratégie numérique

Step 1 — Launch a conversion‑optimized digital storefront and OMS integration

Savora will prioritize a polished digital storefront that reflects curated provenance and limited‑edition storytelling, with an integrated OMS to manage in‑store pickup, same‑day local delivery and national gift shipping. The site will highlight artisan profiles, tasting notes, and curated baskets; product pages will include scarcity indicators for seasonal drops to increase urgency. Tactically, the company will implement structured product templates for AOV optimization (recommended bundles, add‑ons) and a one‑click gift personalization workflow. KPIs: online conversion (target 2–3% first year, rising to 3.5–4%), AOV ($75–$120), and percentage of revenue online (target 20–35% within 18 months). Resources: e‑commerce manager (0.5–1.0 FTE initially), front‑end developer or agency, OMS integrator, and photography/content budget.

Step 2 — Build a CRM‑driven loyalty and events funnel to monetize experiences

The digital strategy will use CRM segmentation to convert workshop attendees into repeat buyers and to upsell chef and B2B segments. Savora will capture event registrations at POS and online, automatically enrolling attendees in tailored nurture flows (post‑tasting specials, curated follow‑ups, replenishment reminders). Loyalty incentives—points on basket purchases, early access to limited editions—will be tied to CRM behavior to lift LTV. Paid events will target a 10–15% contribution to revenue in year two; conversion from attendees to purchasers is expected to exceed 40% per event when follow‑ups are automated. Resources: CRM specialist (0.5 FTE), event coordinator, marketing content (recipes, tasting notes), and modest ad spend for event promotion.

Step 3 — Develop a B2B procurement portal and chef concierge service

To capture the professional buyer segment, Savora will deploy a lightweight B2B portal or private ordering channel with negotiated pricing, repeat‑order templates, and small‑lot flexibility. The portal will expose curated ranges, lead items for seasonal menus, and a chef concierge capability for bespoke blends or rapid reorders. Integration with inventory and PO systems ensures visibility of lead times and buffer stock for priority accounts. Tactically, Savora will target local restaurants for 15–25% of revenue by year three, supporting this with trained sales outreach and sample programs. Resources: sales/partnership lead (0.5–1.0 FTE), developer/integrator for B2B flows, and sample inventory budget.

Step 4 — Content, SEO and partnerships to capture tourist and neighborhood discovery

Savora will execute a content program—artisan stories, tasting videos, and travel‑friendly gift guides—paired with local SEO and partnership listings to capture tourist search intent and neighborhood foot traffic. Targeted partnerships with nearby hotels, food tours and tourism boards will create referral channels, while seasonal landing pages for limited editions will monetize search traffic around gifting peaks. Paid local campaigns (PPC, social) will be calibrated by event calendars and seasonal drops. KPIs include organic search impressions, referral conversions, and tourist purchase share. Resources: content creator (0.5 FTE or agency), SEO specialist, partnership manager, and ad budget.

Step 5 — Implement analytics and inventory optimization to scale profitably

Data will drive both merchandising and procurement decisions: a dashboard tracking sales by SKU, days of stock, vendor lead time, event conversion and customer cohorts will be the control panel for growth. Savora will run weekly inventory health checks and monthly A/B tests on bundling and pricing. Predictive reorder algorithms and seasonality flags will reduce emergency orders and support limited‑edition drops with targeted pre‑sales. Financial KPIs (gross margin, inventory turnover, fulfillment cost per order) will be monitored to protect premium margins as revenue scales from $1–3M. Resources: analytics tooling (BI/dashboard), fractional data analyst (0.2–0.5 FTE), and process owners in merchandising and operations.

---

This Technology Strategy converts Savora’s in‑store discovery model into a measurable omnichannel engine, prioritizing inventory resilience, guest experience, and repeatable digital revenue channels to support the company’s $1–3.5M store potential and experiential mission.

Management

---

Structure of management

Savora is majority‑owned and founded by Carl Lucier, who serves as Director and principal equity holder. Day‑to‑day leadership is centralized under Mr. Lucier, who oversees product sourcing, strategic partnerships and investor relations.

Reporting to the Director is a Store Manager responsible for retail operations, staffing, merchandising and P&L monitoring. A dedicated Buyer/Curator manages supplier selection, inventory planning and seasonal limited‑edition collections. Workshop Leads (tasting specialists) run in‑store events, product education and corporate gift customization. Retail Associates handle front‑of‑house sales, customer service, gift assembly and e‑commerce fulfillment. An Inventory & Logistics Coordinator controls stock buffers, multi‑sourcing schedules and shipments from artisan producers. A Marketing & Events Coordinator manages launch promotion, tourist outreach and the events calendar.

Initial staffing plan foresees a core team of 6–8 employees (excluding temporary seasonal hires), with defined SOPs to separate sourcing, retail and events responsibilities while preserving rapid decision loops. Formal board reports occur quarterly as required.

• Director — Principal equity holder; oversees product sourcing, strategic partnerships and investor relations.
• Store Manager — Responsible for retail operations, staffing, merchandising and P&L monitoring.
• Buyer/Curator — Manages supplier selection, inventory planning and seasonal limited‑edition collections.
• Workshop Leads (tasting specialists) — Run in‑store events, product education and corporate gift customization.
• Retail Associates — Handle front‑of‑house sales, customer service, gift assembly and e‑commerce fulfillment.
• Inventory & Logistics Coordinator — Controls stock buffers, multi‑sourcing schedules and shipments from artisan producers.
• Marketing & Events Coordinator — Manages launch promotion, tourist outreach and the events calendar.

Decision-making process

Strategic decisions (e.g., vendor contracts, capital expenditures, product exclusives) are reserved for the Director and any major investors; operational decisions (merchandising, pricing promotions, event programming) are delegated to functional leads.

The Store Manager has authority over staffing, daily merchandising changes and in‑store customer policies, while the Buyer/Curator approves SKU selection and reorder thresholds within agreed budget limits. Workshop Leads decide event content and guest presenters within an approved annual calendar.

Decisions follow a documented escalation matrix:

1. Frontline staff raise issues to the Store Manager.
2. Unresolved supplier or margin issues escalate to the Buyer/Curator.
3. Material exceptions escalate to the Director.

Communication is managed through a weekly operations meeting, an internal Slack channel for day‑to‑day updates and a shared dashboard for inventory, sales and event KPIs. Given the compact team (6–8 core staff), this structure supports quick execution while maintaining accountability.

Human resources management

Human resources required:

• Director (Owner) — Strategic leadership, supplier relations, investor liaison. Experience: 7+ years in specialty food or retail leadership; business or culinary background preferred.
• Store Manager — Daily operations, staffing, merchandising, P&L. Experience: 3–5 years retail management; strong customer service record.
• Buyer/Curator — Sourcing artisans, negotiating, seasonal assortments, quality control. Experience: 4+ years procurement/culinary sourcing; provenance expertise.
• Workshops Lead / Tasting Specialist — Designs and delivers tastings and educational events. Experience: sommelier/tea/chocolate credentials or equivalent; public speaking.
• Inventory & Logistics Coordinator — Stock control, multi‑sourcing, reorder cadence. Experience: 2–4 years inventory/logistics.
• Marketing & Events Coordinator — Launch marketing, e‑commerce listings, partnerships. Experience: 2–4 years marketing or hospitality events.
• Retail Associates (2–4 FT/PT) — Sales, gift assembly, fulfillment. Experience: strong sales/customer service; product training provided.

Recruitment

Savora will recruit using targeted channels:

• Hospitality and culinary school job boards
• Local retail/hospitality recruitment platforms
• LinkedIn
• Industry associations
• Employee referrals

Selection criteria emphasize product knowledge or aptitude for learning, customer‑service orientation, reliability and cultural fit with a curator‑first retail model; bilingualism is a plus for tourist engagement. The recruitment process includes resume screening, phone interview, in‑person skills assessment (product knowledge and customer scenarios), reference checks and a paid trial shift. Final hires receive conditional offers contingent on successful background checks and completion of onboarding training.

Training and employee development

Onboarding programs combine product immersion, provenance storytelling and customer service protocols. Initial training includes sensory/tasting methodology, sales scripting for curated upsell and gift assembly workflows.

Ongoing development is delivered through monthly masterclasses led by the Buyer/Curator or visiting artisans, cross‑training between retail and events roles and mandatory food‑safety certification (e.g., ServSafe).

Performance is measured by objective KPIs:

• Average transaction value
• Conversion rate
• Repeat customer rate
• Event revenue
• Mystery‑shop assessments

Quarterly performance reviews align individual development plans with business targets and identify opportunities for promotion to senior curator or events management roles.

Corporate social responsibility (CSR) policy

Savora commits to sourcing with integrity, minimizing environmental impact and contributing to local community wellbeing.

• Procurement: Policies prioritize small artisan producers who demonstrate sustainable production practices, fair compensation and transparent traceability; Savora will target that at least 50% of suppliers hold recognized sustainability or provenance certifications within three years.
• Environmental commitments: Minimize single‑use packaging, adopt recyclable or compostable materials for gift wrapping, implement in‑store composting for organic waste and use energy‑efficient lighting and refrigeration to reduce store energy consumption by a targeted 15% in the first two years.
• Social initiatives: Paid community tasting events for underserved local groups, partnerships with culinary training programs to offer apprenticeships and regular donations of surplus prepared food or curated gift baskets to vetted charities.
• Supplier relationships: Include short‑run exclusives and multi‑sourcing to spread economic benefits and reduce vulnerability.
• Reporting: Savora will publish an annual CSR summary with measurable indicators (waste diversion rate, percentage of certified suppliers, charitable contributions, energy usage) and an action plan for continuous improvement, ensuring transparency for investors, customers and supplier partners.

Market development

---

Overview

Savora will expand market presence across three horizons to drive revenue growth, B2B relationships and category leadership.

Short term (0–12 months)

• Open a flagship showroom in a high‑footfall New York neighborhood.
• Run a targeted opening calendar of weekly tastings and chef pop‑ins.
• Launch an e‑commerce site for gift fulfillment.
• target: $400–600K revenue and 20% B2B mix in year one.

Medium term (12–36 months)

• Scale online sales and introduce subscription boxes.
• Offer quarterly limited‑edition drops to lift average order value by 25%.
• Deploy rotating pop‑ups in tourist hubs.
• target: $1.5–2.0M annual revenue.

Long term (36–60 months)

• Evaluate a second boutique or concessions.
• Pursue selective wholesale to specialty retailers.
• Aim to capture 0.03–0.05% of the NYC SAM to secure category leadership.

Marketing KPIs

• Customer acquisition cost
• Repeat purchase rate
• Average order value improvements (tracked quarterly)

Product development

Savora's product development will follow a phased roadmap focused on assortment depth, exclusives and service innovations.

Short term (0–12 months)

• Curate a core range of 120–180 SKUs emphasizing rare olive oils, small‑lot spices, single‑origin chocolates and fine teas.
• Introduce personalized gift‑basket templates.
• Implement QR‑based provenance labels to enhance storytelling.

Medium term (12–36 months)

• Expand to a 200–300 SKU assortment.
• Launch a private‑label line of blended oils and signature spice mixes (target: private‑label 10–15% of sales).
• Roll out subscription boxes with rotational themes to stabilize recurring revenue.

Long term (36–60 months)

• Pursue limited‑edition collaborations with international artisans.
• Offer small‑scale packing for B2B chef orders.
• Invest in inventory analytics to reduce stockouts below 5%.

Objectives and measurement

• Objective: Lift gross margins by 300–500 basis points through exclusives, higher AOV bundles and efficient sourcing.
• Savora will measure success by SKU velocity, private‑label percent, and product margin quarterly targets.

Partnerships

Savora will establish targeted partnerships to accelerate growth and supply resilience.

Primary partners

• Local chefs and restaurants for recurring B2B orders and co‑created limited editions.
• Artisanal producers (Mediterranean oil mills, single‑origin chocolatiers, specialty spice houses) for exclusive sourcing agreements.
• Premium hotels and concierge services for gift basket distribution.

Strategic alliances and digital partners

• Alliances with cooking schools, food festivals and tourism boards to amplify events and drive tourist traffic.
• Digital partnerships with boutique e‑commerce platforms and corporate gifting firms to scale fulfillment beyond the showroom.

Governance and KPIs

Each partnership will be governed by measurable KPIs to ensure predictable revenue streams, improved margin through exclusivity and reduced stockout risk via multi‑sourcing targets.

• Percentage of sales from partners
• Number of co‑branded drops per year
• Delivery lead times

Risks and mitigation

---

Risk 1 — Market niche and customer volume

• Risk: The curated, high‑end assortment targets a narrow buyer base (chefs, gastronomes, culinary tourists), which constrains footfall and repeat transactions in a single‑store showroom. Reliance on tourist flows and B2B chef orders also creates volatility: a boutique can underperform if location, discovery or conversion do not meet expectations relative to the SOM target (~$1.7–$2.0M annual revenue central scenario).
• Mitigation:

  Savora will broaden appeal while protecting premium positioning by allocating 20% of SKUs to accessible “intro” price points and by monetizing experiences.

  • Tactical goals: generate 25% of year‑1 revenue from paid workshops, tastings and gift baskets; launch an e‑commerce channel to capture at least 15% of sales by year 2 (tourist follow‑on).
  • Marketing KPIs will target a 30% repeat‑purchase rate among local customers within 12 months and a monthly conversion metric to validate location performance.

Risk 2 — Supplier dependency and stock disruptions

• Risk: Heavy reliance on small artisan producers exposes the business to seasonal shortages, production variances and single‑source interruptions that can lead to out‑of‑stock (OOS) on signature SKUs and lost customer trust. Limited production runs for rare olive oils or chocolates heighten procurement risk and margin pressure.
• Mitigation:

  Savora will implement a multi‑layer sourcing and inventory discipline.

  • Tactical measures include: onboarding at least two alternative suppliers for each core category within 12 months; negotiating short, rolling exclusivity windows and consignment where feasible; and holding safety stock equal to approximately eight to twelve weeks of forecasted demand for priority SKUs.
  • Operational controls: monthly supplier performance reviews, a seasonally adjusted procurement calendar for limited‑edition drops, and S&OP cadence to reduce OOS events by an initial target of 70–80% in year one.

Risk 3 — Real‑estate and fixed‑cost intensity

• Risk: A NYC showroom with experiential programming requires elevated rent, fit‑out and staffing costs. High fixed overheads (rent, labor, events production) risk compressing operating margins, particularly in the opening phase when revenue is building toward the SOM scenarios. Large rent commitments may also reduce operational agility.
• Mitigation:

  Savora will prioritize lease economics and staged capital deployment.

  • Target commercial lease terms where base rent does not exceed ~10% of projected annual revenue (e.g., ≤$180k on a $1.8M revenue plan).
  • Launch strategy includes a smaller core showroom complemented by pop‑up events and off‑site workshops to limit square‑footage exposure.
  • Financial controls: secure 12–18 months of operating runway (payroll, inventory, marketing, buffer stock) before opening; track monthly break‑even progress and shift promotional spend to higher‑ROI B2B partnerships and digital gift channels if rent or traffic underperforms.

About

---

Missions of the company

• Problem addressed: Urban chefs, discerning home cooks and culinary tourists face limited local access to truly rare, traceable specialty foods—small‑batch olive oils, single‑origin chocolates, heirloom spices and curated condiments are often fragmented across wholesalers, ethnic markets or large-format importers that lack curation, provenance and discovery experiences. This creates friction for buyers who need reliable sourcing, education and a convenient, high‑trust retail channel.

Core missions:

1. Curate and supply exceptional, often hard‑to‑find gastronomic products sourced from vetted small producers locally and internationally, ensuring provenance and quality for both professional and retail customers.
2. Create an experience‑first retail showroom in New York that converts discovery into purchase through seasonal limited editions, expert‑led tastings and thematic workshops that increase conversion, frequency and average order value.
3. Provide concierge gift and basket services tailored to local customers and visitors, capturing premium margins and repeat business from gifting and tourist purchases.
4. Build resilient supplier relationships and multi‑sourcing plans that minimize stockouts for artisanal SKUs while enabling exclusive short‑run products that drive customer urgency.

• Investor rationale: The business targets a premium niche within a $207B U.S. specialty food market and a New York retail specialty SAM estimated at ~$5.8B (central estimate). A focused, well‑executed boutique can realistically target first‑full‑year revenues in the central SOM range (~$1.5M–$2.0M) through a combination of retail sales, B2B chef accounts, paid workshops and curated gift programs.

Distinctiveness versus competitors

• Product exclusivity: Prioritizes rare, small‑batch SKUs and exclusive producer partnerships not typically stocked by large marketplaces or legacy specialty grocers.
• Experience‑driven model: Monetizes education and discovery with structured events and tastings, increasing repeat visits and lifetime value more effectively than traditional grocery formats.
• High‑touch personalization: Offers concierge gift curation and bespoke baskets that command premium pricing and convert tourist traffic into measurable revenue.
• Supply discipline: Combines artisan sourcing with buffer inventories and multi‑sourcing to preserve both product authenticity and inventory reliability—an advantage over single‑source small retailers and large players that lack agility.

Values of the company

• Provenance and transparency: Every product is selected for traceable origin and documented producer relationships; transparency underpins trust with chefs and food‑literate consumers.
• Craftsmanship and quality: The company elevates small producers and artisanal techniques, prioritizing flavor, process and ethical production over mass availability.
• Customer education: Belief that informed customers spend more and remain loyal; education (tastings, workshops, storytelling) is a commercial as well as cultural priority.
• Partnership and fairness: Commits to equitable commercial terms and long‑term partnerships with small producers, supporting supplier sustainability and consistent product supply.
• Operational resilience: Values multi‑sourcing, prudent buffer inventory and seasonal planning to protect margins and service levels in a supply environment dominated by small producers.

These values drive merchandising, pricing and marketing decisions and are communicated in‑store and online to reinforce premium positioning and justify higher AOVs.

Team

Carl Lucier — Director

Role and contribution: Provides overall strategic leadership, product direction and producer sourcing. Carl’s deep knowledge of specialty food products and product expertise defines assortment strategy, quality standards and seasonal curation.

Key skills: product sourcing, supplier negotiation, category curation, strategic partnerships and buyer relationships with chefs/restaurateurs.

Store Manager (to be hired)

Role and contribution: Manages day‑to‑day retail operations, frontline customer service, inventory control and events execution. Responsible for in‑store merchandising, staff scheduling and local community engagement.

Key skills: retail operations, visual merchandising, POS & inventory systems, customer service management and staff training.

Buyer / Curator (to be hired)

Role and contribution: Scouts and vets artisan producers, negotiates SKUs and manages replenishment cadence for seasonal editions. Directly shapes product mix to maximize discovery and margin.

Key skills: category buying, supplier due diligence, price‑margin optimization, assortment planning and trend identification.

Workshop & events hosts (contracted experts)

Role and contribution: Deliver paid tastings, thematic workshops and experiential programming that drive footfall and conversion. They convert curiosity into purchases and support upsell of curated bundles.

Key skills: subject‑matter expertise (olive oil, chocolate, tea, spices), public presentation, curriculum design and customer conversion.

Supporting roles (part‑time / contract)

Supporting roles: fulfillment & logistics coordinator, part‑time e‑commerce specialist, and seasonal merchandisers to scale gift services and tourist fulfillment.

Collective competencies of the team

• Sourcing & supplier management: Proven ability to establish and maintain artisan partnerships and implement multi‑sourcing to reduce stock risk.
• Curatorial merchandising: Expertise in selecting high‑margin, discovery‑oriented SKUs and staging seasonal limited editions that increase store visitation and average ticket.
• Experiential sales & education: Capacity to design and monetize workshops/tastings that drive repeat purchase and higher lifetime value.
• Retail operations & customer service: Competency in boutique retail management, inventory buffers for artisan SKUs and concierge gift execution for tourist and local demand.
• B2B engagement: Capability to service chefs and restaurateurs with small‑lot flexibility and fast reorders, creating a reliable revenue stream beyond walk‑in retail.

Contact for investor enquiries

514‑619‑5579