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1. Executive Summary

Pizza Inn Incorporated is a family-oriented restaurant that offers great food and services to

their customers. Their corporate headquarters is located in Dallas, Texas. Pizza Inn has

locations all over the United States and other countries including the Philippines and Iceland.

The company was started in 1958 and incorporated in 1961 by two Texas brothers. The purpose

of the company was to provide fresh, great tasting pizza to their community.

Our customers are people and families who enjoy freshly made pizza and pizza products.

Pizza Inn offers a variety of pizzas through their full service, delivery/carryout, and the express

services. Pizza Inn is unique because they stay involved in the community while providing a

service. It was Pizza Inn who introduced the first dessert pizza in 1986. They provide quality

and freshness.

The Pizza industry is ever growing because consumers continue to crave it. Sales in the

pizza market average about $31.2 billion dollars. The pizza restaurant market is very developed.

They represent 7.1 percent of all the “eat in” restaurant sales in the United States. We hope to

increase the sales of Pizza Inn Inc by increasing their advertising. Television and newspaper ads

would be a good start for the company, or even advertising on the radio. Pizza Inn’s customers

are any and everyone who enjoys freshly made and first-rate quality pizza and pizza products.

Like most businesses, Pizza Inn has some major competition, including Pizza Hut Inc,

Dominoes, and Papa Johns, but Pizza Inn is set apart from those restaurants. With its unique

buffet style restaurants and the other services they provide on college campuses and airports.

What could be labeled as an advantage or disadvantage is the taste preferences of the different

consumers.

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In 1958, two Texas brothers opened the first Pizza Inn across from the Southern Methodist

University campus in Dallas, TX. As word spread of the restaurant’s exceptional pizza and

friendly service, so did Pizza Inn locations. From 1960–1990, taste buds across the southeastern

and southwestern U.S. were able to experience first–hand the made–from–scratch crispy,

crackery Original Thin crust, and tangy signature sauce that are still hallmarks of the Pizza Inn

brand today.

Pizza Inn’s key personal are Timothy Taft, who it the President and CEO, Charles Morrison

who is the Chief Financial Officer, Ward Olgreen who is the Senior Vice President of Franchise

Operations and Concept Development, Danny Meisenheimer who is the Vice President of Brand

Management, Michael Iglesias who is the Vice President of Franchise Development, jack

Odachowski, who is the Vice President of Supply Chain Management, and Darrell Smith who is

the Vice President of Development.

Pizza Inn Inc’s marketing intent is to take full advantage of its expansion and unique taste

potential in order to expand its already set customer base and to increase profits.

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2. Description of Company

In 1958, two Texas brothers opened the first Pizza Inn across from the Southern Methodist

University campus in Dallas, TX. As word spread of the restaurant’s exceptional pizza and

friendly service, so did Pizza Inn locations. From 1960–1990, taste buds across the southeastern

and southwestern United States were able to experience first–hand the made–from–scratch

crispy, crackery Original Thin crust, and tangy signature sauce that are still hallmarks of the

Pizza Inn brand today.

Throughout its 49–year history, Pizza Inn has prided itself on freshness and innovation,

introducing the Taco Pizza in 1979, the first dessert “pizzert” pizza in 1986 and the chain’s

hallmark bacon cheeseburger pizza by the 1990s.

In 1994, Pizza Inn was named the #1 Pizza Chain in the United States by Restaurants and

Institutions magazines annual “America’s Choice in Chains” consumer poll.

And today, Pizza Inn, headquartered in the Dallas area, operates more than 360 restaurants

domestically and internationally. Five are company owned and 366 are franchised restaurants.

These units are currently located in 18 states and nine foreign countries. Pizza Inn Inc offers

three concepts. Buffet restaurants offer dine-in and carryout service and, in many cases, also

offer delivery service. They also offer pasta, salad, sandwiches, appetizers, desserts and

beverages, including beer and wine. Delivery/Carry-out restaurants offer delivery and carryout

service only and are located in shopping centers or other in-line retail developments. Express

restaurants are located in a convenience store, food court, college campus, airport terminal,

athletic facility or other commercial facility.

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3. Strategic Focus and Plan

This section covers three aspects of corporate strategy that influence he marketing plan: (1)

the mission/vision, (2) goals, and (3) core competence/sustainable competitive advantage of

Pizza Inn Incorporated.

Mission/Vision

The mission and vision of Pizza Inn Inc is to serve its neighbors with great tasting, fresh

made pizza, each and every day. Pizza Inn’s principal activity is to franchise and distribute food

to a system of restaurants operating under the trade name "pizza inn".

Goals

For the coming five years Pizza Inn Inc seeks to achieve the following goals:

Nonfinancial goals

1. To build on its present image as a high quality producer of pizza and pizza products in

the food categories in which it competes.

2. Continue to support community–based programs that focus on the needs of its

neighborhood schools, churches, seniors and many other local care–giving organizations.

3. To expand to new location, including locations outside of the United States

4. To be among the top pizza restaurants

Financial goals

1. To obtain a real (inflation-adjusted) growth in earnings per share of 5 percent per year

over time

2. To obtain a return on equity of at least 10-15 percent

3. To have public stock offering by the year 2009

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Core Competency and Sustainable Competitive Advantage

In terms of core competency, Pizza Inn Inc. seeks to achieve a unique ability to (1) provide

distinctive, high quality pizza and desserts by using freshly made dough and their unique buffet

style way of serving and (2) deliver these products to the customer’s table or home using

effective manufacturing and distribution systems that maintain the Company’s quality standards.

To translate these core competencies into a sustainable competitive advantage, the company

will work closely with key suppliers and distributors to build the relationships and alliances

necessary to satisfy high taste standards of our customers.

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4. Situation Analysis

This situation analysis starts with a snapshot of the current environment in which Pizza Inn

Inc. finds itself by providing a brief SWOT (strengths, weaknesses, opportunities, threats)

analysis. After this overview, the analysis probes ever-finer levels of detail: industry,

competitors, company, and consumers.

SWOT Analysis

Figure 1 shows the internal and external factors affecting the market opportunities for

Pizza Inn Inc. Stated briefly, this SWOT analysis highlights the great strides taken by the

company since it first opened 1958. In the company’s favor internally are its strengths of high

quality food, a variety of different experiences and foods, a family atmosphere, and decreasing

debt. Favorable external factors (opportunities) include room for expansion through out the

United States and into more International countries, and new technology to increase awareness

and increase business opportunities for Pizza Inn.

Figure 1. SWOT Analysis for Pizza Inn

Internal Factors Strengths Weaknesses

Management Experience, Family

Atmosphere, Train

Franchisee

New Management

Offering High quality, variety, offer

buffet, express, table

service, delivery, carryout

Nation wide chains have

more money to offer more

coupons

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Marketing Franchises pay a certain

amount to headquarter to

market for them which

goes towards developing,

creating, and subsidizing

marketing and promotional

materials for franchisees.

No national awareness,

competitors have more

money for marketing

Personnel Quick service, strong work

force, treats employees as

family

If employees leave

Finance Debt decreasing over the

past years from 19 million

to 11 million

Revenue decreasing

Manufacturing Have their own food

supplier (Delco)

Must use Delco

R & D

New combinations, Add

more variety

Expansion, newer faster way

to cook pizza

External Factors Opportunities Threats

Consumer/Social Expand to new areas Families cooking dinner

at home

Competitive Name brand- known for Competitors can copy

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quality

Technological Ordering online, publicity Competitors have online

ordering

Economic Four different economic

class settings

Eating In

Legal/ Regulatory U.S. Food & Drug

Administration

Mergers

Among unfavorable factors, the main weakness is the limited areas that Pizza Inn is

located in compared to their competitors that are located nationally and some even worldwide.

With Pizza Inn’s main focus being in three U.S. states (Texas, North Carolina, and Arkansas).

Another weakness that Pizza Inn is experiencing is that in this past year it has all new

management. Threats include nation wide chains such as pizza hut who are better known and

have bigger budgets and that also offer ordering online.

Industry Analysis: Trends in Pizza housed businesses

Pizza industry. According to PMQ’s annual pizza industry analysis report, consumers

are still ever increasing their craze over pizza. Just from the year of 2004 to 2005 pizza sales

overall in the United States raised about $309,054,060. That increase was equal to about a one

percent increase in the annual sales of all pizza volume, which comes to an average of about

$31.2 billion dollars. Even more surprising is that this sale of pizza represents about 7.1 percent

of the “eat in” restaurant sales in the U.S., “which according to the NRA was $437 billion”.

Interestingly enough, this increase in sales was not hindered by the decrease in around 458

pizzerias, which brings the total to about 69,386 total units.

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Figure 2. A graphic representation of annual sales between distributors

As shown in figure 2 on the previous page, the majority of pizza sales are attributed to

independent sellers not under a nationally known brand name. The brand name most

recognizable in the pizza industry is that of Pizza hut, with a firm holding of 17.06% of all U.S.

sales. Understandably so considering the amount of marketing associated with Pizza Hut, Inc

and their “Red Roof” commercialization. Pizza industries ten to try to market to any consumer

but do zoom in on specific categories to individualize pizza’s or buffets to their consumers

wants, such as the veggie pizza to vegetarians and offering barbeque for the “rib lovers”. The

increasing variety of pizza styles, flavors, and buffet choices continue to help the pizza industry

grow and take out a larger chunk of the U.S. consumer’s disposable income.

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Competitors in the Pizza Market

The pizza industry, as previously stated, represents over $31.2 billion in annual sales.

The entirety of the pizza market can be subdivided into a few broad categories, which include

but are not limited too: timeliness of both deliveries and “in house”, seat in customers, cost

efficiency and price of pizza’s, and taste preference. The major competitors of Pizza Inn, with

an actual market share of just over 17%, is Pizza Hut Inc, the next in line is Dominos with a little

over 10%, and followed up by Papa Johns with a close 6% as compared in 2005. The ranges of

many of these pizza products range with quantity and location, which is evident in the

differentiating prices of a small, medium, and large pizza ranging from $5-$16.99. Another

variable to factor into the equation is buffets which also range in price depending upon the

company and location of the facility.

A major disadvantage that occurs within the pizza industry is taste preferences. Taste

preferences, made by either a continual revisiting of eating at the same pizza restaurant or just a

differential in flavor, plays an important role in where consumers will chose to eat. In addition,

location plays a critical factor in the ability to distribute and market a product, especially for

Pizza Inn, Inc. because of their lack there of.

A last, but very highly domestically instilled competitor is frozen pizza products. The

most prevalent and widely known frozen pizza brand is that of DiGiorno and Tombstone, a

product of Kraft Foods, Inc. The introduction of new types of pizzas under both brand names

has resulted in an exponential revenue growth of 2.5 pp. dollar share gain in one quarter. The

competition becomes extremely compelling when you average in the long list of different flavors

and varieties of both brand names with a price of only about $4.99 per every 12-in pizza.

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Company Analysis

Pizza Inn, incorporated in 1961, has a vast amount of experience both in managing and

franchising their name out to small business owners and entrepreneurs around the country. The

now acting president of Pizza Inn Inc was actually hired on first as a consultant in the liquidation

of the company when the corporation had severe problems with its last president who, while

under his management, bottomed out the company with liabilities of over $81.7 million.

Currently, Pizza Inn Inc.’s stores and franchises are set up mainly in southern states and

in, as stated on their website, about ten other countries including Saudi Arabia, UAE, Kuwait,

and others. Unknown to many consumers, the pizza industry is fierce in competition and quality

and time efficiency means everything when gaining a consumers business and loyalty. Pizza

Inn, although not well known through many regions, has an exceptional and unique taste to many

of its pizzas and is continually renovating and creating new pizza styles and unique flavors that

will lead to improved market share as well as increases in expansion.

Customer Analysis

In terms of customer analysis, this section describes (1) the characteristics of customers

expected to make purchases at Pizza Inn locations and (2) health and nutrition concerns of

Americans today.

Customer Characteristics. Pizza Inn markets to a wide variety of consumers depending

upon the geographic location of the particular restaurant.

To include as many variations of social and income classes

as possible, the company introduced four different types of

restaurant structures. The first is a full service restaurant,

produced mainly in high quality environments, which seats

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130 to 185 customers that offers carry out, delivery, pasta, sandwiches, desserts, beer, and even

wine! The second on the list is a self-serve buffet that seats approximately 60 to 70 customers

and also offers carry out, but this type is mainly used in small town districts and counties. The

third is solely a pizza delivery and carry-out which is mostly located in heavy business areas.

Lastly, there is an express serve at airport terminals, convenience stores, and on college

campuses. A self-serve buffet in small town shows it carrying for the community.

Because Pizza Inn has effectively marketed and campaigned for each of its four types of

restaurants, it has the ability to increase productivity and sales because of its precision on target

marketing. Buyers in many of these categories vary depending upon their income level and age.

However, any of the four restaurant types is sufficient enough to provide the great service and

quality pizza that any consumer can ask for.

Health and Nutrition Concerns. As always, food issues in the U.S. is a very heated

debate concerning what is and is not healthy. Pizza Inn is trying to cope with this issue by

continually reinventing the way they make their pizza; by either decreasing the calories of all

pizzas by choosing a less fattening cheese that has the same great flavor or by simply putting a

veggie pizza on the menu. Pizza Inn, on top of their great time efficiency in producing each

pizza, stresses the convenience, flexibility to creation, and taste of every one of their pizzas.

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5. Market-Product Focus

This section describes the five-year marketing and product objectives for Pizza Inn Inc.

and the target markets, points of difference, and positioning of its lines of pizza Inn stores.

Marketing and product objectives

Pizza Inn Inc’s marketing intent is to take full advantage of its expansion and unique taste

potential in order to expand its already set customer base and to increase profits. These are

detailed in four areas below:

Current Markets. Current markets will be expanded by increasing the amount of

marketing done in each area, which will incorporate the unique qualities that Pizza Inn

has and its willingness to bend to consumer’s wants and needs. This will encourage

repeat purchases at the stores and will decrease the need for new locations.

New Markets. By the end of Year 5, the increase in the marketing program and the

expansion into new customer bases by restaurant construction will make Pizza Inn a more

competitive corporation, rivaling Little Caesars and Papa Johns.

Food service. Food service sales will include all of the kinds of pizza and buffet items

that Pizza Inn offers. Sales are expected to rebound from the negative growth to reach

previous year highs of $59.9 million.

New products. Pizza Inn’s presence in the pizza market is expected to expand through

extensive marketing and expansion programs in order to move into more states and

regions. New flavors and pizza combinations are continually being tested and introduced

to the market, which will also help expansion.

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Target Markets

The primary target market for Pizza Inn restaurants is households with one or more

people and organizational functions (the ability to move tables and cater to any type of

family or guest organization with a large number of guests will help increase sales). These

consumers want both premium quality products and time efficiency in order to make repeat

purchases in the future. With this broad target market that contains both households and

local organizations, Pizza Inn does not have to limit itself to a narrow view of sales to only a

select few.

Points of Difference

The “points of difference” – characteristics that make Pizza Inn inc. unique relative to

competitors – fall into three important areas:

Unique taste and convenience. Pizza Inn is continuously testing new combinations of

pizza toppings and flavors to bring a newness which is hard for competitors to follow

behind once released.

Taste trends. The American palate is ever increasing in its rage to obtain more pizza with

different tastes that will have individual taste buds tingling.

Quality experience at every location. Pizza Inn works for not only an exquisite pizza, but

also a great experience at each and every location. This experience is what will draw in

more repeat buying consumers and will help to increase sales exponentially.

Positioning

In the past Pizza Inn has had some rough time with pricing their product and services and

having the proper management leadership to guide through tough time and to prosper in good

ones. Pizza Inn now offers high quality pizza at a reasonable price and has incredible

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management opportunities to increase sales in numerous areas. Not only are these opportunities

available, but an infinite amount of pizza combinations will allow Pizza Inn to increase their

uniqueness among competitors.

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6. Marketing Program

The four marketing mix elements of Pizza Inn Inc. marketing program are detailed

below.

Product Strategy

After first summarizing the product line, the approach to product quality will then be

covered.

Product line. Pizza Inn has a very extensive menu with pizzas ranging from $5- $16.99 and also

offering a variety of other choices such as Appetizers, Stromboli, Pastas, and Desserts. Some of

their choices included:

Bacon Cheddar Ham- Choose your favorite made-from-scratch crust and we'll load it up

with tons of lean bacon, smoked ham, and layers of Cheddar and Mozzarella cheese.

Bacon Cheeseburger- Get the great taste of a Bacon Cheeseburger on a New York Pan

crust with everything from beef, lean bacon, savory onions, Cheddar and Mozzarella

cheese to tangy mustard and crisp pickles

Taco Pizza- Our Original Thin Crust topped with seasoned taco meat, Cheddar cheese,

crispy lettuce, and fresh diced tomatoes.

Chicken Fajita- A mouth-watering blend of spicy picante sauce, grilled fajita chicken,

fresh green bell peppers, diced tomatoes, savory onions, black olives, and a blend of

Mozzarella and Cheddar cheese all served on our crispy Thin crust. Olé!

Pepperoni Max- An ocean of America's Favorite topping ... pepperoni.

Veggie Max- A special selection of garden-fresh toppings including savory onions, green

olives, black olives, fresh green bell peppers, diced tomatoes, and mushrooms, topped

with Cheddar cheese.

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Everything Monster- A hearty combination of beef topping, smoked ham, pepperoni,

seasoned pork topping, savory onions, green olives, black olives, mushrooms, fresh green

bell peppers, and two layers of Mozzarella cheese.

Meaty Max- A mountain of pepperoni, Italian sausage, lean bacon, smoked ham, beef

and loads of Cheddar and Mozzarella cheese on your favorite crust.

Pepperoni Wraps- Loads of tasty cheese and mouth watering pepperoni, rolled inside our

homemade Italian dough.  A hearty, yet fun to eat finger food.  Kids love 'em too!

Spicy Wings- Deliciously spicy chicken wings!  Even tastier when complemented with

our very own Wild Ranch Dipping sauce!

Breadsticks- Delicately seasoned with just a hint of garlic and baked up light and chewy,

our breadsticks are the perfect way to whet your Pizza Inn appetite.

Mozzarella Sticks- Just say cheese!  Our Mozzarella Sticks are baked – never fried –

stuffed with real mozzarella and coated with a lightly – seasoned breaded.  Comes served

with zesty marinara for dipping.

Salads- Crisp, cool and fresh from the garden, our salads are a healthy, delicious

complement to your favorite Pizza Inn pizza or entrée.  Makes for a great light meal,

too!  Add crunch and flavor with our wide variety of vegetables and other most–

requested toppings, and top it all off with a popular selection of dressings.

Ham & Cheese Stromboli- Thinly sliced smoked ham, melted Mozzarella and Cheddar

cheese, garden fresh bell peppers and onions... all delicately folded and baked in our

special crust.

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Pasta-Savor the rich, homemade taste of our delicious pasta. Our signature sauces are

delicately blended with just the right seasonings and ladled over a generous serving of

steaming pasta.

Sandwiches- Our sandwiches are prepared with lean meats, Provolone cheese and

garden-fresh vegetables. Sandwiches are served with chips and a dill pickle spear. Your

sandwich selection includes:

o Meatball Sub

o Chicken Fajita

o Ham & Cheese

o Italian Sub

Cinnamon Stromboli- A deliciously different Italian treat that has become a Pizza Inn

specialty.  A scrumptious blend of cinnamon, sugar and chopped nuts nestled between

layers of flaky crust... then topped with our own cinnamon and sugar glaze.

Pizzerts- It's a pizza - it's a dessert!  If you love both, you'll flip over our unique dessert

pizzas...Pizzerts®.   We start with fresh pizza dough, add the yummiest toppings around

and bake it to perfection.  Choose from such favorites as chocolate chip, Bavarian Creme

and our fruit of the day.   

Unique Product Quality: Pizza Inn offers something for everyone. They pride themselves in

making sure everything is fresh and up to the standards expected from them. In having their

own food supplier (Delco) they know that their foods will be high quality and what one

would expect from a leading restaurant.

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Price Strategy

Pizza Inn’s prices may vary from location to location due to the region that the restaurant

is located and cost of living in that area. Prices for their pizza rang anywhere from a small pizza

costing $5 to a large pizza costing $16.99.

Promotion Strategy

Pizza Inn’s key promotion programs feature coupons and monthly specials

Coupons. To generate trial and repeat business of Pizza Inn. Coupons will be distributed in

four ways:

In-pack Coupons. Coupons attached to the pizza box. These coupons will always

be given during delivery and carryout. In doing this repeat business is encouraged.

Direct-Mail Coupons. Coupons will be mailed to Customers in the hope of

increasing awareness and keeping loyal customers from brand switching.

Printable Coupons. Consumers will be able to go to the Pizza Inn website and

print off coupons at participating Pizza Inn restaurants.

In-Store Coupons. Coupons will be offered at participating restaurants that can be

redeemed while there or for later use.

Monthly Specials. Every month there will be a new special deal. As shown in Figure 3.

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Figure 3. April’s 2007 specials

Place (Distribution) Strategy

Pizza Inn Inc. is located mainly in the southern states of the United States, with more than

55% located in Texas, North Carolina, and Arkansas. Pizza Inn Inc. has been able to expand

internationally as well to some 9 countries. Some of the countries that pizza inn has

expanded to are Saudi Arabia, UAE, Kuwait, Qatar, Iraq, Romania, China, Guatemala, and

Honduras. Pizza Inn has also extended from just a sit down restaurant to convenience stores,

airport terminals, and college campuses.

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7. Research & Development/ Operations Program

Pizza Inn Inc. main focus for research & development is in the area of expansion. How

they can expand to new markets and spread word of their high quality and great tasting foods;

also in creating new combinations of pizza to add to their already creative pizzas. In their buffets

and sit down restaurants their focus is to add new and different types of food to make Pizza Inn

more diverse and appealing to a wider variety of people. The main goal of any pizza place is

how to one up the competition and make their service faster and more reliable in saying this

Pizza Inn needs to invest time and money into how they could cook their pizzas faster while still

maintaining their quality pizza.

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8. Financial Data and Projections

Past Sales Revenues

Pizza Inn has been struggling to keep up their sales in the past five years. Their sales

growth rate since 2001 is a pathetic -3.8%. Sales have dropped close to ten million dollars since

2001. Their trend in sales is represented below.

Five-Year Projections

Five-year financial projections for Pizza Inn appear below:

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These projections reflect the declining growth rate that has plagued Pizza Inn the past few years.

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9. Organization Structure

The organization structure of Pizza Inn is traditional, with the President and CEO

reporting to the Board of Directors. Pizza Inn Inc has over 100 employees working at their main

headquarters in Texas. It has thousands of other employees working at various locations.

Board of Directors

President & CEO

CFOSenior VP of

Franchise OperationsVP of BrandManagement

VP of Supply Chain

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10. Implementation Plan

Introducing Pizza Inn, by either franchising or financing company restaurants, to expand

more over seas and move to more northern states in a total of at least 20 new complexes. Each

will require extensive promotional activities and funding in order to pierce the customer market

base and have any impact on sales revenue for the year. The anticipated rollout schedule to enter

these new markets, both overseas and in other states, appears in the below figure.

Year New Markets

Added

Cumulative

Markets

Cumulative

Percentage of

U.S. Market

Cumulative

percentage of

World Market

Today (2005) 4 454 3 .05

Year 1 (2006) 3 457 3.1 .07

Year 2 (2007) 4 461 3.2 .08

Year 3 (2008) 3 464 3.3 .09

Year 4 (2009) 2 466 3.5 .1

Year 5 (2010) 4 470 3.8 .14

The differentiation of sales of different pizzas and how well a chain does in a particular

region will be carefully assessed and monitored in order to allow for the best modification to

menu’s and pizza styles in an attempt to increase sales by adapting to the preferences of each

new region. Some ingredients may be switched in order to identify more closely with cultures in

new countries that may not share the same tastes as say, those in Virginia. This is a very

important part in determining whether to continue to expand production more heavily within the

U.S. or to other countries.

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11. Evaluation and Control

Pizza Inn will need to have a sense of urgency when implementing their plan. Their

lagging sales and declining net income will not bode over well with the shareholders and could

eventually cause bankruptcy. Pizza Inn may need to vary the amplitude in which they enter new

markets depending on their success. Pizza Inn can respond to how well their restaurants fare in

the new markets by opening more restaurants in that market or implementing a more aggressive

advertising approach. The rate of success of their overseas restaurants will be key to their future.

If setting up new restaurants overseas is not as successful as planned, Pizza Inn can sell their

stores and act as food suppliers to the established chains. This extra income could be a positive

influence in the long run.

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12. Biographies of Key Personnel

Timothy Taft

President and CEO

Prior to Pizza Inn, Mr. Taft was President and Chief Operating Officer of Corpus Christi

based Whataburger, Inc., where he was largely credited with leading the turnaround of the Texas

icon. When he stepped down in January of 2005, Whataburger had been named Nations

Restaurant News “Hot! Again” concept and was in the midst of its 46th consecutive quarter of

same–store restaurant sales increases.

Charles Morrison

Chief Financial Officer

Charlie Morrison was appointed Chief Financial Officer of Pizza Inn, Inc. in February

2007. Prior to joining Pizza Inn, Mr. Morrison served as President for Steak and Ale and The

Tavern Restaurants. Mr. Morrison also served as Chief Financial Officer for Steak and Ale and

Ponderosa Restaurants in 2004. Prior to that, he served as Vice President of Finance for Kinko’s,

Inc., Director of Strategic Planning for Boston Market and Director of Strategic Planning for

Pizza Hut.

Ward Olgreen

Senior Vice President of Franchise Operations and Concept Development

Ward Olgreen was appointed Senior Vice President of Franchise Operations and Concept

Development in December 2002. He was appointed Vice President of Concept Development in

February 1999 and Senior Vice President of Concept Development in July 2000. He joined the

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Company in September 1991 and served in a variety of operational positions until his

appointment in January 1995 as Vice President of International Operations and Brand R&D.

Danny Meisenheimer

Vice President of Brand Management

Danny Meisenheimer was appointed Vice President of Brand Management in January

2006. Previously, Mr. Meisenheimer was Vice President of Marketing after joining the Company

in December 2002. Prior to joining the Company, Mr. Meisenheimer served as Vice President of

Marketing for Furr’s Restaurant Group, Inc. beginning in 1995. Mr. Meisenheimer joined the

Marketing Department of Furr’s in 1991.

Michael Iglesias

Vice President of Franchise Development

Michael Iglesias was appointed Vice President of Franchise Development in 2001. He

joined Pizza Inn in 1996 as Director of Franchise Development. Prior to joining Pizza Inn, Mr.

Iglesias was an Area Sales Representative for TCBY Systems, Inc.

Jack Odachowski

Vice President of Supply Chain Management

Jack Odachowski was appointed Vice President of Supply Chain Management in

September 2005. Prior to joining the Company, he served as Vice President of Purchasing and

Distribution for RTM Restaurant Group from 2000 through August 2005. Previously

- 29 -

Mr.Odachowski was Vice President of International Purchasing and Distribution for Wendy’s

International.

Darrell Smith

Vice President of Development

Darrell Smith was appointed Vice President of Development in January 2006 after joining

Pizza Inn in November of 2005. Prior to joining the Company, Mr. Smith was Group Director of

Development Services for Whataburger, Inc. Previously, Mr. Smith was President and COO of

Embree Group of Companies, a $50 million national development and design build construction

group.

- 30 -

13. Bibliography

2007). Lexis Nexis. McConnell. 25 Feb. 2007 <http://web.lexis-nexis.com.lib-

proxy.radford.edu/universe>.

(2007). Thompson Research. Radford. 02 Feb.-Mar. 2007 <http://research.thomsonib.com/>.

Kerin, Roger A., Steven W. Hartley, Eric N. Berkowitz, and William Rudelius. Marketing. 8th

ed. New York: McGraw-Hill Irwin, 2006. 56-69.

Pizza Inn. 2007. 02 Feb.-Mar. 2007 <http://pizzainn.com>.

"Pizza Inn." Answers.Com. 2007. 19 Mar.-Apr. 2007 <http://www.answers.com/pizza%20inn>.

"Pizza Inn Inc." Yahoo Finance. 2007. 11 Mar.-Apr. 2007 <http://finance.yahoo.com/q/pr?

s=PZZI>.

"Pizza Power 2006." Pizza Marketing Quaterly. 2007. 13 Feb.-Mar. 2007

<http://www.pmq.com/mag/20061112/article.php?story=pizzapower2006>.

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14. Team Meetings

Jan. 20 th 6:15-6:40 pm. Will Davis, Caitrin Dolan, Brittany Irvin, Jeremiah Woolwine

Accomplished: Companies for both mini case and marketing plan and began to plan out what we

would do for the upcoming presentations.

Feb. 17 th 6:15-7:00 pm. Will Davis, Caitrin Dolan, Brittany Irvin, Jeremiah Woolwine

Accomplished: Analyzed and began looking at presentation materials and methods, presented all

information to teammates and organized into sections of responsibility.

Feb. 22 nd 6:15-7:00 pm. Will Davis, Caitrin Dolan, Brittany Irvin, Jeremiah Woolwine

Accomplished: Put finishing touches on marketing status report plan and shared new information

gathered, began putting together mini-case slideshow and preparation for status report

presentation.

Feb 27 th 6:15-6-55 pm. Will Davis Caitrin Dolan, Brittany Irvin, Jeremiah Woolwine

Accomplished: Went over and finished preparations for status report presentation, including

making slideshow, went over mini-case slides and prepared for next weeks presentation.

Mar. 6 th 7:15-7:50 pm. Will Davis Caitrin Dolan, Brittany Irvin, Jeremiah Woolwine

Accomplished: Finished mini-case slide show, went over new financial and background

information, established presentation roles and questions, prepared for presentation Thursday.

April 3 rd 7:00-8:00 pm. Will Davis Caitrin Dolan, Brittany Irvin, Jeremiah Woolwine

Accomplished: Reworked responsibilities in order to quickly rework and reorganize marketing

plan presentation and preparation and discussed goals for presenting material

April 10 th 7:00-8:15 pm. Will Davis Caitrin Dolan, Brittany Irvin, Jeremiah Woolwine

Accomplished: Began putting final touches on Marketing plan project and began to work on

slide presentation and the order of presentation.

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April 18 th 6:00-6:50 pm. Will Davis Caitrin Dolan, Brittany Irvin, Jeremiah Woolwine

Accomplished: Finished putting together writing work/presentation and finished up slide show

presentation for presenting on next Tuesday.