PRESENTATION REPORT ON CUSTOMER RELATIONSHIP MANAGEMENT ON SUBWAY

SUBMITTED TO: Ms. SAKSHI SAXENA LECTURER, DIAS

SUBMITTED BY:ASHWANI PRASAD (102) JATIN BATRA (62) DINESH KUMAR NIGAM (113) SYED SQUIB (077)

DELHI INS TITUTE OF ADVANCED STUDIES

(APPROVED BY AICTE, HRD MINISTRY, GOVT. OF INDIA) AFFILIATED TO GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, DELHI PLOT NUMBER- 6, SECTOR- 25, ROHINI, DELHI- 110085

Introduction:
Customer relationship management (CRM) is a widely implemented strategy for managing a companys interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processesprincipally sales activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. Customer relationship management describes a company-wide business strategy including customerinterface departments as well as other departments. Measuring and valuing customer relationships is critical to implementing this strategy.

Retail CRM-Retail success depends upon fully utilizing your retail marketing solutions to
develop long-lasting customer relationshipsthe loyalty fostered by retailers who have access to the latest and most accurate information about their customers. CRM Retail software enables retailers to capitalize on that knowledge.

Types/variations

Marketing. Customer service and support Analytics Integrated/collaborative Social media

Marketing
CRM systems for marketing help the enterprise identify and target potential clients and generate leads for the sales team. A key marketing capability is tracking and measuring multi channel campaigns, including email, search, social media, telephone and direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. Alternatively, Prospect Relationship Management (PRM) solutions offer to track customer behavior and nurture them from first contact to sale, often cutting out the active sales process altogether. In a web-focused marketing CRM solution, organizations create and track specific web activities that help develop the client relationship. These activities may include such activities as free downloads, online video content, and online web presentations.

Marketing at subway:
Stuck inside during an all-too-frequent winter snowstorm in Buffalo? Maybe a text message to your cell phone, complete with a coupon for a Subway sandwich, will help to convince you to get out of the house and get something to eat.At least, that's the idea behind the new My Subway Mobile program, a cell phone-based promotional program that is already paying dividends. A partnership between the Subway Franchisee Advertising Fund Trust (SFAFT) and QSR Brands, a Subway franchisee in the Buffalo/Rochester market, the program is an opt-in promotion that sends customers timely product offers and coupons via email and text messages. The project was piloted with QSR Brands' 16 stores. "It went extremely well," said Michael Lewkowicz, chairman of Buffalo SFAFT and president of QSR Brands. "Every time we would send out an email blast or an SMS message, our redemption rate was in the 8% to 10% range." That's far better performance than coupon inserts in the local paper or direct mailings, which typically hovers around 1% or 2%, Lewkowicz said.Mobile marketing, long hailed for its promise, is starting to realize some of its potential, and a number of technology vendors are stepping up to fill demand. The world market for mobile marketing and advertising is

expected to total about $3 billion this year, according to ABI Research, a New York-based market research firm.

Sub Club

Sub Club Cards and Sub Club stamps

In early June 2005, Subway announced that the popular customer rewards program would be phased out due to counterfeiting. Officially the Sub Club program has been discontinued in the US and Canada by Doctor's Associates. All stores in the United Kingdom and Ireland participate in the Subcard scheme, a loyalty card offering customers points with each spend at a Subway store, redeemable for free Subs and

snacks. Unlike the US scheme, these cards cannot be used to store cash. The scheme is due to be rolled out in Germany and other parts of the EU from 2012. Participating Subway restaurants in U.S. and Canada nowoffer a "Subway Card" to customers, which functions as a stored-value cash card. In some states and provinces, the card also functions as a "Subway Rewards Card" allowing customers to earn points for free food and sandwiches. Unlike the Sub Club program, no other purchase is needed when redeeming points, and registered cards which are lost or stolen can be replaced. Subway runs periodic promotions that provide free subs for preloading a Subway Card with certain dollar amounts, which are usually listed at mysubwaycard.com.

Customer service and support

CRM software provides a business with the ability to create, assign and manage requests made by customers. An example would be Call Center software which helps to direct a customer to the agent who can best help them with their current problem. Recognizing that this type of service is an important factor in attracting and retaining customers, organizations are increasingly turning to technology to help them improve their clients experience while aiming to increase efficiency and minimize costs. CRM software can also be used to identify and reward loyal customers which in turn will help customer retention. Even so, a 2009 study revealed that only 39% of corporate executives believe their employees have the right tools and authority to solve client problems. Subway offers inquiry to those people who have visited one of their restaurants. They dont entertain third party. The SUBWAY(R) chain's popularity in India is also founded on its customer's appreciation of the taste and aroma of freshly baked bread, toasted, with their favorite Indian and international flavors topped with their choice of fresh vegetables and a variety of sauces.

Customer favorites include Paneer Tikka, Chicken Tandoori, and Aloo Patty sandwiches served alongside of the chain's iconic BMT and Turkey subs. In addition, customers can further customize their meals with toppings such as Mint, Chilli and simple eggless mayonnaise. The menu also includes a selection of low fat subs which are well suited to India's growing interest in health and wellness. And of course, in India, SUBWAY(R) restaurants do not serve pork or beef products. Karen Eidsvik, SUBWAY(R) Regional Director for Asia, says, "Our work with local vendors also ensures that we can provide great value and be more accessible to our customers who are ultimately the reason for our success. They simply love our sandwiches made with freshly baked bread and personally created to please their own taste buds!"

The Subway(R) Restaurant Chain Crosses 200th Store Milestone In India Sets Sights on 500 Sandwich Shops in India by 2015
March 29, 2011 // Franchising.com // (Milford, Connecticut) The SUBWAY(R) restaurant chain, long known as the international purveyor of healthier alternatives to traditional fatty fast food, is celebrating the opening of its 200th store in India. The first store opened just 10 short years ago in New Delhi. Located in the city of Ahmedabad, the milestone store was opened by long established SUBWAY(R) franchisees and multi-unit operators from the area, Krunal Patel and Dipen Patel. Together, they own and operate four The SUBWAY(R) restaurants. With this milestone, SUBWAY(R) franchisees in India now provide approximately 2,000 job and career opportunities throughout the country. "Congratulations should go out to the entire Subway team on our achievement in India. We've had our share of challenges in an environment where customers were not used our products and suppliers were unfamiliar with our requirements," says Robby Gulri, SUBWAY(R) franchisee, Area Development Manager and Development Agent, who along with his brother, Bobby, first brought
the SUBWAY(R) concept to India.

"Over the years we have refined our offerings, initiated value pricing platforms, saw the addition of a world class distribution and supply system along with other initiatives that made the Subway chain more attractive to customers and potential franchisees. This week we opened our 200th store in the country and are on track towards achieving our next goal of 500 restaurants by the end of 2015." All The SUBWAY(R) restaurants, including those in India, are independently owned and operated. There are no company stores and the SUBWAY(R) officials credit the chain's steady growth to an excellent pool of individual franchisees that grow their business one store at a time. Franchisees are supported by dedicated locally based Development Agents, and their staff, that provide additional business expertise.

Karen is confident the chain will achieve its long term growth goals. She added, "Our customer base is growing everyday as Subway becomes part of their lives." With more than 34,000 outlets in 97 countries, the SUBWAY(R) chain is the largest quick service restaurant chain, in terms of number of locations, in the world. Headquartered in Milford, Connecticut, the SUBWAY(R) chain was co-founded by Fred DeLuca and Dr. Peter Buck in 1965. In the 2010 Zagat(R) Fast Food Survey, the SUBWAY(R) brand was ranked "number one" by consumers in the "Most Popular," "Top Service" and "Healthy Options" categories for food brands with 5,000 or more locations.

SUBWAY(R) is a registered trademark of Doctor's Associates Inc.

Analytics
Relevant analytics capabilities are often interwoven into applications for sales, marketing, and service. These features can be complemented and augmented with links to separate, purposebuilt applications for analytics and business intelligence. Sales analytics let companies monitor and understand client actions and preferences, through sales forecasting and data quality. Marketing applications generally come with predictive analytics to improve segmentation and targeting, and features for measuring the effectiveness of online, offline, and search marketing campaigns. Web analytics have evolved significantly from their starting point of merely tracking mouse clicks on Web sites. By evaluating buy signals, marketers can see which prospects are most likely to transact and also identify those who are bogged down in a sales process and need assistance. Marketing and finance personnel also use analytics to assess the value of multifaceted programs as a whole. These types of analytics are increasing in popularity as companies demand greater visibility into the performance of call centers and other service and support channels, in order to correct problems before they affect satisfaction levels. Support-focused applications typically include dashboards similar to those for sales, plus capabilities to measure and analyze response times, service quality, agent performance, and the frequency of various issues. Another contributing factor to the SUBWAY(R) chain's success in India is flexibility with respect to size and type of location, which makes the brand an ideal tenant in the eyes of property owners. Store designs can be adapted to spaces as small as 150 square feet and traditional main street and shopping mall landlords appreciate the chain's ability to draw in traffic. Plus, the SUBWAY(R) concept's simple operations and minimal equipment requirements make it equally well suited for non-traditional venues such as gas stations and convenience stores, hospitals, colleges and universities, and corporate campuses.

Integrated/collaborative
Departments within enterprises especially large enterprises tend to function with little collaboration.[ More recently, the development and adoption of these tools and services have fostered greater fluidity and cooperation among sales, service, and marketing. This finds expression in the concept of collaborative systems that use technology to build bridges between departments. For example, feedback from a technical center can enlighten marketers about

specific services and product features clients are asking for. Reps, in their turn, want to be able to pursue these opportunities without the burden of re-entering records and contact data into a separate SFA system In 2006, the company launched an important initiative to introduce SUBWAY electronic cash cards, which can be purchased and redeemed in any North American location. Because restaurants are owned by 11,000 different franchisees, the program required a significant investment in operational and financial systems to allow the cards to work seamlessly anywhere in North America while ensuring that each franchisees account was safeguarded. In addition, franchisees must be able to easily view their account balances and reconcile them with their own point-of-sale data to ensure proper crediting. In 2006, IPC decided to bring the program in-house, along with the IPC web site, to simplify program management and to develop the tools that provide franchisees with around-the-clock access to their account information. Prior to 2006, IPC had dedicated a portion of its office space to house its email and file servers. In addition, IPC had to invest substantially in dedicated electrical circuits to overcome problems with unreliable power. If disaster struck, our building was vulnerable to power outages and our systems would be at risk, said George Labelle, IPC chief information officer. In 2005 we experienced four hurricanes, including Wilma and Katrina. When an outage does occur, it really affects our business. In the past, we had discussed co-locating our servers in a data center, but the real tipping point came when we took ownership of the cash card program. Because the SUBWAY cash card program is mission-critical for franchisees, it had to be available 24x7. IPC and TerremarkA Fresh Fit To meet its new high availability requirements, IPC undertook a detailed RFP process. Mr. Labelle and his team narrowed their search to four facilities and scrutinized every detail from the facility specifications and size of the diesel tanks attached to the facilitys generators, to security, price, and the companys financial stability. They chose Terremark and its NAP of the Americas. The NAP of the Americas is a fortress-style facility that provides state-of-the-art security and guaranteed power and environmentals, and availability for peering, managed, and dedicated hosting services. World-leading carriers, Internet service providers, and content providers are housed at the NAP of the Americas enabling customers to take advantage of massive, carrier-neutral connectivity for extending their reach anywhere in the world. And the NAP facility itself is designed to withstand a Category 5 hurricane. I was surprised that we had decided to collocate services to avoid the effects of hurricanes and here in Miami we were touring a state-of-the art bunker that had been proven reliable one

hurricane season after another, stated Mr. Labelle. We are very impressed with Terremark. They run a first-class data operation from guaranteed power and environmentals to the secure, purpose-built facility. Terremark took a very progressive stance in providing us with the technology infrastructure that we needed. Terremarks Managed Router Service delivers reliable high-capacity, low-latency Internet Access and ensures IPC best performance routing across the worlds leading domestic and international Tier-1 carriers. With direct access to the backbones of leading European, Latin American, and Asia/Pacific Rim carriers, IPC is connected directly to the heart of the Internet. No other platform in the world offers this kind of redundancy and close proximity to routes on the public Internet. With a global community of service providers located at the NAP of the Americas, IPC can easily scale its Internet services up to 10 Gbps if necessary, giving it plenty of capacity for handling franchisee web site traffic. The Terremark Remote Hands offering enables IPC to receive help from a Terremark technician for basic troubleshooting and maintenance tasks when necessary. Terremark people go out of their way to help, said Tom Endter, IPC network administrator. From the person operating the service elevator, to the receiving department, to the NOC they are extremely conscious of our needs, polite, and professional. They understand our business and are committed to helping us succeed. The customer service at Terremark is outstanding. A Fresh Approach Pays Off IPC successfully launched the SUBWAY cash card program system-wide and recorded more than $23,000,000 in cash card sales in 2006. The service also recorded 100-percent levels of uptime and Internet connectivity. Mr. Labelle no longer worries about data security either. While the office building is as secure as any office building can be, moving the data to the NAP of the Americas significantly reduced the risk of external threat to the companys data. Were extremely pleased with their performance, said Mr. Labelle. Moving everything to Terremark was a huge relief for everyone. Next Steps Now that IPCs data and systems reside at the NAP of the Americas, the organization is considering taking ownership of other mission-critical systems to further drive benefits for its franchisees. With Terremark, we now have those capabilities whenever were ready, and thats a good

feeling, said Mr. Endter. Were always looking for ways to enhance franchisee services and reduce costs. Its now much easier.

Social media
Social media sites like Twitter, LinkedIn, Facebook and Google Plus are amplifying the voice of people in the marketplace and are having profound and far-reaching effects on the ways in which people buy. Customers can now research companies online and then ask for recommendations through social media channels, making their buying media to share opinions and experiences on companies, products and services. As social media is not as widely moderated or censored as mainstream media, individuals can say anything they want about a company or brand, positive or negative.
Increasingly, companies are looking to gain access to these conversations and take part in the dialogue. More than a few systems are now integrating to social networking sites. Social media promoters cite a number of business advantages, such as using online communities as a source of high-quality leads

and a vehicle for crowd sourcing solutions to client-support problems. Companies can also leverage client stated habits and preferences to "Hyper targeting" their sales and marketing communications. Some analysts take the view that business-to-business marketers should proceed cautiously when weaving social media into their business processes. These observers recommend careful market research to determine if and where the phenomenon can provide measurable benefits for client interactions, sales and support. It is stated that people feel their interactions are peer-to-peer between them and their contacts, and resent company involvement, sometimes responding with negatives about that company.

Social Media and Online Engagement DAI and the SUBWAY Group, uses a variety of new technologies and social media options to communicate and interact with consumers. These sites and applications include popular social networking and media sites, open source software communities and more. To better engage the public in ongoing dialog, the SUBWAY Group uses several third-party platforms including, but not limited to, Facebook, Twitter, and YouTube. Third-Party Websites and Applications (TPWA) are Web-based technologies that are not exclusively operated or controlled by the SUBWAY Group. When interacting with the the SUBWAY Groups presence on those websites, you may reveal certain personal information to the SUBWAY Group or to third parties. Except when used by the SUBWAY Groups employees for the purpose of responding to a specific message or request, the SUBWAY Group will not use, share, or retain your personal information.

At this time, the SUBWAY Group has three Social Media Accounts, Facebook.com/subway, Twitter.com/subwayfreshbuzz (we also own and in the near future will be migrating our Twitter Account to twitter.com/subway), and Youtube.com/subway.
Facebook: On the Facebook.com/subway Facebook page, the SUBWAY Groups staff posts news and other items of interest to individuals. If you have a Facebook account or 'Like' Facebook.com/subway Facebook page, you can post comments or click on the 'like' option for individual entries. If you comment or click on the 'like' button, personally identifying information will be visible to the SUBWAY Groups staff and other Facebook site visitors. The amount of visible personal information will depend on your own Facebook privacy settings. You can completely avoid displaying any personally identifiable information by not creating an account, not posting comments and not clicking on the 'like' options in Facebook. The SUBWAY Groups staff does not collect, use or disclose any information about visitors who comment or 'like' the SUBWAY Groups Facebook site. Facebook collects and reports on nonpersonally identifiable information about activities on Facebook pages. This information is password protected and only available to the SUBWAY Groups employees, members of the SUBWAY Communications and Web Teams, and other designated staff who require this information to perform

their duties. The Facebook privacy policy is available at: http://www.facebook.com/policy.php. Twitter: The SUBWAY Group uses Twitter to send short messages (up to 140 characters) or 'Tweets' to share information about SUBWAY Restaurants with visitors and respond to comments and inquiries sent via Twitter to the SUBWAY Group. While visitors may read the SUBWAY Groups Twitter feeds without subscribing to them, visitors who want to subscribe to (or follow) The SUBWAY Groups Twitter feeds must create a Twitter account at www.twitter.com. To create an account, you must provide some personal information, such as name, user name, password and email address. Visitors have the option to provide additional personal information including a short biography, location or a picture. Most information you provide for a Twitter account is available to the public, but you can modify how much of your information is visible by changing your privacy settings at the Twitter.com Web site. The SUBWAY Groups staff members monitor the number of subscribers and respond to comments and queries via Twitter, but the staff never takes possession of the personal information belonging to Twitter followers. The SUBWAY Group does not collect, maintain, disclose or share any information about people who follow The SUBWAY Group on Twitter. The Twitter privacy policy is available at:http://twitter.com/privacy .
YouTube: The SUBWAY Group posts videos on YouTube to make them available to all

SUBWAY Group visitors. You do not need to register with either YouTube or Google (YouTube owner) to watch The SUBWAY Groups videos. When visitors watch videos, YouTube may record non-personally identifiable information about its site usage, such as channels used, videos watched, and data transfer details to improve its services. If you log on to the YouTube site before watching The SUBWAY Groups videos, YouTube may associate information about your site use with your YouTube account. If you log on to YouTube and comment on a SUBWAY Groups video, any personal information you included when

registering for your account will be visible to visitors who click on the comment. If you do not log in before watching the SUBWAY Groups videos posted on YouTube, your site use will not be associated with you or a YouTube account. The YouTube privacy policy is available at: http://www.youtube.com/t/privacy. http://www.youtube.com/t/privacy. SUBWAY Franchisees may sponsor their own Facebook Pages, Twitter Accounts, and Youtube Accounts. The privacy policies for the SUBWAY Franchisees Social Media pages are located on the individual SUBWAY Franchisees websites. This privacy policy does not govern the personal information handling policies and procedures of individual SUBWAY Franchisees Social Media pages and their individual websites.

Challenges
Successful development, implementation, use and support of customer relationship management systems can provide a significant advantage to the user, but often there are obstacles that obstruct the user from using the system to its full potential. Instances of a CRM attempting to contain a large, complex group of data can become cumbersome and difficult to understand for ill-trained users. Additionally, an interface that is difficult to navigate or understand can hinder the CRMs effectiveness, causing users to pick and choose which areas of the system to be used, while others may be pushed aside. This fragmented implementation can cause inherent challenges, as only certain parts are used and the system is not fully functional. The increased use of customer relationship management software has also led to an industry-wide shift in evaluating the role of the developer in designing and maintaining its software. Companies are urged to consider the overall impact of a viable CRM software suite and the potential for good or bad in its use.

Complexity
Tools and workflows can be complex, especially for large businesses. Previously these tools were generally limited to simple CRM solutions which focused on monitoring and recording

interactions and communications. Software solutions then expanded to embrace deal tracking, territories, opportunities, and the sales pipeline itself. Next came the advent of tools for other client-interface business functions, as described below. These tools have been, and still are, offered as on-premises software that companies purchase and run on their own IT infrastructure.

Poor usability
One of the largest challenges that customer relationship management systems face is poor usability. With a difficult interface for a user to navigate, implementation can be fragmented or not entirely complete. The importance of usability in a system has developed over time. Customers are likely not as patient to work through malfunctions or gaps in user safety, and there is an expectation that the usability of systems should be somewhat intuitive: it helps make the machine an extension of the way I think not how it wants me to think. An intuitive design can prove most effective in developing the content and layout of a customer relationship management system. Two 2008 case studies show that the layout of a system provides a strong correlation to the ease of use for a system and that it proved more beneficial for the design to focus on presenting information in a way that reflected the most important goals and tasks of the user, rather than the structure of the organization. This ease of service is paramount for developing a system that is usable. In many cases, the growth of capabilities and complexities of systems has hampered the usability of a customer relationship management system. An overly complex computer system can result in an equally complex and non-friendly user interface, thus not allowing the system to work as fully intended. This bloated software can appear sluggish and/or overwhelming to the user, keeping the system from full use and potential. A series of 1998 research indicates that each item added to an information display can significantly affect the overall experience of the user.

Fragmentation
Often, poor usability can lead to implementations that are fragmented isolated initiatives by individual departments to address their own needs. Systems that start disunited usually stay that way: [soloed thinking] and decision processes frequently lead to separate and incompatible systems, and dysfunctional processes. A fragmented implementation can negate any financial benefit associated with a customer relationship management system, as companies choose not to use all the associated features factored when justifying the investment. Instead, it is important that support for the CRM system is companywide. The challenge of fragmented implementations may be mitigated with improvements in late-generation CRM systems.

Business reputation
Building and maintaining a strong business reputation has become increasingly challenging. The outcome of internal fragmentation that is observed and commented upon by customers is now visible to the rest of the world in the era of the social customer; in the past, only employees or partners were aware of it. Addressing the fragmentation requires a shift in philosophy and mindset in an organization so that everyone considers the impact to the customer of policy, decisions and actions. Human response at all levels of the organization can affect the customer experience for good or ill. Even one unhappy customer can deliver a body blow to a business. Some developments and shifts have made companies more conscious of the life-cycle of a customer relationship management system. Companies now consider the possibility of brand loyalty and persistence of its users to purchase updates, upgrades and future editions of software.[ Additionally, CRM systems face the challenge of producing viable financial profits, with a 2002 study suggesting that less than half of CRM projects are expected to provide a significant return on investment. Poor usability and low usage rates lead many companies to indicate that it was difficult to justify investment in the software without the potential for more tangible gains.

Security concerns
A large challenge faced by developers and users is found in striking a balance between ease of use in the CRM interface and suitable and acceptable security measures and features. Corporations investing in CRM software do so expecting a relative ease of use while also requiring that customer and other sensitive data remain secure. This balance can be difficult, as many believe that improvements in security come at the expense of system usability. Research and study show the importance of designing and developing technology that balances a positive user interface with security features that meet industry and corporate standards. A 2002 study shows, however, that security and usability can coexist harmoniously. In many ways, a secure CRM system can become more usable. Researchers have argued that, in most cases, security breaches are the result of user-error (such as unintentionally downloading and executing a computer virus). In these events, the computer system acted as it should in identifying a file and then, following the users orders to execute the file, exposed the computer and network to a harmful virus. Researchers argue that a more usable system creates less confusion and lessens the amount of potentially harmful errors, in turn creating a more secure and stable CRM system. Technical writers can play a large role in developing customer relationship management systems that are secure and easy to use. A series of 2008 research shows that CRM systems, among others, need to be more open to flexibility of technical writers, allowing these professionals to

become content builders.]These professionals can then gather information and use it at their preference, developing a system that allows users to easily access desired information and is secure and trusted by its users.

OUR SUGGESTIONS 1. MEDIA/INTERNET CAMPAIGNS

Best Recipe Competition on Facebook. A measure that could have made customers more involved in fast food chain. Customers Relationship Management is not about working on the product offerings but the other activities through which the customer can be attached with the firm or the retail chain.

2. ASSOCIATING FAMOUS HEALTH EXPERTS

One of the renowned personalities in the field of healthcare Mrs. Shikha Gupta should be called in the outlets to judge the best recipes from the various product offerings of the restaurant. A Competition where such personality would be judging the recipes of participants and would be suggesting ways to improve would enhance the image and build customer loyalty towards the restaurant.

3. CAPITALIZE ON THE NUTRITION VALUE OF THE PRODUCTS IN ITS MENU

Inspite of having such a healthy product range they have not been able to take advantage of it. They should highlight the benefits of the its food items by having a separate staff Counselling the customers.Customers clearly understanding the benefits would result increase in the revenue and the popularity of the chain

4. GYM MEMBERSHIP OFFERS

A scheme where the customers would get to access the gym facility on regular and large quantity of the items would attract the customers.In today s world where the people are becoming conscious of their health such innovative offers could result in increased customer base.

5. TIE UPS WITH CHAINS OF RELATED INDUSTRY

Retail chains selling electronic appliances such as toasters, juicers should be seen as a option for tie ups.Space for stalls where the subway products could me made with the help of the appliances can be taken in exchange of free membership or coupons for meals at subway.