...provides an analysis and evaluation of the current customer relationship management of Singapore Café Ptd Ltd. The purpose of this report is to enhance the existing customer’s experience at Singapore Café and to increase our presence in the F&B Industry. Sources of data collection include search engines and websites of the companies. The report finds that it is important for Singapore Café to focus on our one-to-one marketing management and knowing who our customers are, where they are and what they need. However, in order to nurture better relationship with customers and retaining them, Singapore Café needs to keep a consistent system of collating information from returned feedback forms and take a step further in enhancing our programme and activities in engaging with our customers. Recommendations discussed include: * Leveraging on Social Media * Develop a centralised customer database. TABLE OF CONTENTS IMPLEMENTING CUSTOMER 1 RELATIONSHIP MANAGEMENT 1 AS A CORE BUSINESS STRATEGY 1 TABLE OF CONTENTS 3 INTRODUCTION 5 STATEMENT OF PROBLEM 5 STATEMENT OF PURPOSE 5 SCOPE OF REPORT 6 SOURCES AND METHOD 6 FINDINGS AND ANALYSIS 7 CONCLUSION 14 RECOMMENDATION 15 LIST OF FIGURES Figures 1 Costa Coffee Six-Months Sales Projection 8 2 Loyalty Card 9 3 Costa Coffee Loyalty Card Website 9 4 Starbucks Group Member Social Media 10 5 Benefits of Social Media 11 6 Is Starbucks worth the Price 12 7 Starbuck Coffee: What's your...
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...ANNA MAZHE ANGBAZO ANAMAZH MARKETING PLAN FOR COFFEE SHOP marketing management course work 1 TABLE OF CONTENT 1 EXECUTIVE SUMMARY 2. SITUATION ANALYSIS 2.1 Current situation 2.2 Location 2.3 Micro environment 2.4 Macro environment 3. SWOT ANALYSID 4. KEY ISSUES IDENTIFIED 5. ASSUMPTION 6. OBJECTIVES TO BE PURSUED 7. TARGET MARKET AND POSITION 8. MARKETING STRATEGY 8.1 The product 8.2 The place 8.3 The price 8.4 Promotion 9. BUDGET 10. IMPLEMENTATION. MARKETING PLAN FOR ANAMAZH COFFEE SHOP 1. EXECUTIVE SUMMARY This summary contain the marketing plan for Anamazh coffee shop in Aberdeen. It examines the market situation of coffee business in Aberdeen and the United Kingdom. The document analyze the size and trend of the business, explaining the macro and micro environment using PESTLE and 3Cs model to study factors that can impact on the intended business. Base on the situation analysis, the sustainability of coffee business in Aberdeen and the United Kingdom is achievable, UK is known as a nation with coffee drinkers. Furthermore, the brand competitors were critically examine. There are many coffee shops business in the United Kingdom and Aberdeen. In UK the three top leading coffee brands are Costa, Starbucks and Café Nero, likewise in Aberdeen. They have the larger market, therefore, Anamaze brand must take its competitive advantage to penetrate the market. The document also explain the key issues of the intended business and also make assumption...
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...whole bean coffees in the store. There is a group of coffee lovers which shared a passion for quality coffee and exotic teas included English teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon Bowker, they put investment and finally opened a store called “Starbucks Coffee, Tea, and Spice” in Seattle, WA. In 1981, Howard Schultz (Starbucks chairman, president and chief executive officer) noticed that a little company in Seattle, WA, was placing orders of a certain coffeemaker, in larger volumes than the big US store Macy’s; he decided to pay them a visit to see what was going on. Gordon Bowker, the magic, mystery, and romance man, must have shared his passion for quality coffee and tea with Howard Schultz at this time, because he got hooked right away. This Starbucks store that Schultz visited was more than just a regular coffee shop; it had a soul, a passion and authenticity. People there were educated to quality coffee, and they in turn were educating their customers. Right after trying cup of Sumatra (one type of coffee), Howard was drawn into Starbucks and the seeds of the Starbucks Corporation were planted there: deep knowledge of the product and service, trust and credibility. Schultz understood that something is needed by Starbucks which is creating an atmosphere and bonding with customers around a cup of coffee. In 1980's, Howard Schultz joins Starbucks in 1982. In 1990's, the demand for great coffee allows Starbucks to expand beyond Seattle, first...
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...MNGT2001 Business Strategy Starbucks Case Analysis Endang Abu Bakar 3171895 Dagamac Janelle Tan 3156283 Nguyen Dinh Duy 3158495 Le Duc Anh 3159239 Sutthisiriwattana Pimchanok 3175067 Ye Xintao 3156684 Tutor: Dr. Ha Huong Tutorial Group: A4 Table of content I. Introduction 1 II. Strategic Analysis 1 A. Macroenvironmental Analysis 1 1. Opportunities 2 2. Threats 2 B. Microenvironmental Analysis 2 C. Strategic Competitive Advantage 3 III. Strategic directions 3 A. Mission and Vision 4 B. Strategic Objectives 4 IV. Business Level Strategy 4 A. Differentiation 5 B. Market Penetration 5 C. Product Development 6 1. Seasonal Products 6 2. New Products 6 D. Other Strategies 7 V. International Strategy 7 VI. Strategic Implementation 7 A. General Perspectives 8 1. Strategy 8 2. System 8 B. Strategic Implementation Issues 8 1. Economic risk 8 2. Environmental risk 9 3. Global risk 9 VII. Strategic Evaluation 9 VIII. Recommendation 9 A. Financial 10 B. Customer 10 C. Internal processes 10 D. Learning and growth 10 VIII. Recommendation 11 IX. Conclusion 11 Reference 12 Appendix 13 I. Introduction Market conditions all over the world have fostered an evolution in modern business practice (Obstfeld...
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..._ PROGRAMME HANDBOOK ____________________________________________________________________ ____________________________________________________________________ MASTER OF BUSINESS ADMINISTRATION GENERAL DEGREE (YEAR 1) ____________________________________________________________________ ____________________________________________________________________ JULY 2015 INTAKE ____________________________________________________________________ Copyright© 2015 THE MANAGEMENT COLLEGE OF SOUTHERN AFRICA All rights reserved, no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher MANCOSA: MBA (GENERAL) YEAR 1 1 TABLE OF CONTENTS 1. WELCOME 1.1 MESSAGE FROM THE PRINCIPAL 1.2 MESSAGE FROM THE OFFICE OF THE DEAN 3 4 INTRODUCTION TO MANCOSA 2.1 BRIEF HISTORY OF MANCOSA 2.2 PROGRAMME OFFERINGS 2.3 DIRECTORS 4 5 5 3. THE MANCOSA MISSION 6 4. THE MANCOSA VISION 6 5. MBA PROGRAMME STRUCTURE 5.1 OVERALL PROGRAMME OBJECTIVES 5.2 PROGRAMME FOCUS 5.3 MODULE DESCRIPTION AND RATIONALE 2. 6. PROGRAMME ADMINISTRATION 6.1 PROGRAMME MANAGEMENT 6.2 FINANCE 6.2.1 FEE PAYMENT 6.2.2 PAYMENT OF FEES AND OTHER DUES 6.2.3 PAYMENT PLANS 6.2.4 ADDITIONAL FEES/CHARGES 6.2.5 REGISTRATION SPECIFIC/INCOMPLETE MODULES 6.2.6 CANCELLATION OF REGISTRATION/FEE LIABILITY 6.2.7 MISCELLANEOUS COSTS 6.2.8 PAYMENTS 6.2.9 ACCOUNT DETAILS ...
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...Culture and Globalization Table of Contents PREFACE ............................................................................................................................................................................... 2 INTRODUCTION ...................................................................................................................................................................... 2 GLOBALIZATION VS. LOCAL CULTURES .................................................................................................................................... 3 THE INFLUENCE OF U.S. CORPORATIONS ON LOCAL MORES ................................................................................................... 3 THE DOMINANCE OF THE AMERICAN MARKET .......................................................................................................................... 4 THE INTEGRATION OF CULTURES ............................................................................................................................................ 6 REAFFIRMATION OF LOCAL CULTURE ...................................................................................................................................... 6 A CLASH OF CIVILIZATIONS?.................................................................................................................................................. 7 CULTURAL IMPACTS OF GLOBALIZATION ....................................................
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...Strategic Analysis of Nestlé and its Competitor Kraft Foods Course: International Business Strategy (IB BA) Professor Lewis University of Applied Sciences Dresden Project Members: Katerina Schneiderova Sandra Merkel Nicole Klötzer Carolin Wiese Samuel Weimer Nicole Schröder Date: 11th June 2010 Executive Summary In the following, two companies and their strategic positions within the coffee consumer goods industry will be described. The focus lies on Nestlé and its competitor Kraft Foods. As coffee is one of the most popular products worldwide, this is a very demanding business. It is necessary to provide high quality products, especially when working in the more affluent segments like Nestlé and Kraft Food do. Several political, economic, social, technical, environmental and legal aspects have an impact on the industry branch they are operating in. In addition, there is not only a differentiation in Robusta and Arabica coffee, but also in filter coffee, portioned and non-portioned soluble coffee. To satisfy the diverging needs of all customers, different strategies are applied to gain more market share. In this report it is examined how those companies operate in the specific business context, what they have in common and where they differ. Furthermore, an analysis of the industry attractiveness, of the market segmentation and value chain and an overview of resources and capabilities are part of this paper. After intense research...
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...PESTEL Report: The Hayloft Restaurant Contents: Page 1: Introduction Political Analysis Page 2: Political Analysis Economical Analysis Page 3: Economical Analysis Social Analysis Page 4: Social Analysis Technological Analysis Page 5: Technological Analysis Environmental Analysis Page 6: Environmental Analysis Legislative Analysis Page 7: Legislative Analysis Conclusion Page 8: Conclusion References Page 9: References Page 10: References Appendices Introduction This investigation identifies PESTLE factors, combined with entrepreneurial and trend setting initiatives that the Hayloft Restaurant, a small independent business owned by the Dell’anno family in the Caradon district of Cornwall has developed. It also identifies any other organisations and companies who have adopted the practices, or from whom the Hayloft has developed from. Political 1. Tariffs 2. Smoking Ban 3. Media 4. Bye Law 5. BBC Spotlight Minor Impacts * Failure to display a beverage price tariff behind a bar is illegal as there is no guarantee of fair conduct. Due to government intervention, unlikely to change, this legislation impacts the industry as a whole and the benefit allows business owners to compare and compete. Positive Impacts * When the Hayloft exchanged to current hands in March 2005, the restaurant constricted smoking to only the bar area, but received customer...
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...Rodolfo Baggio Marianna Sigala Alessandro Inversini Juho Pesonen Editors Information and Communication Technologies in Tourism 2014 eProceedings of the ENTER 2014 PhD Workshop in Dublin, Ireland. January 21, 2014 Preface The advent of Information and communication technology (ICT) has had a paramount impact on tourism. The effects of this revolution continue to change the nature of contemporary tourism on a day-to-day base. The globalization of information, open innovation, better access, collaboration in a generation of information and technological convergence, have all contributed to the design of a new scientific paradigm. Thanks to our passion for research and to the continuous advancements in the technological ecosystem as well as the possibility of better understanding human activity and behavior we are on the threshold of a new era of the social science of tourism. This new social and technological paradigm affects tourism and human mobility in a way that gives the research process unheard-of possibilities. The current level of technological development allows for the construction of objects that are smaller, more intelligent and embedded in the environment and even wearable. These objects, which record and learn our habits are connected to the Internet and they have computing capabilities. They can also be interconnected and generate large quantities of information to benefit the environment in which they are located as well as the travellers that possess...
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...publication or any part of it, whether in electronic or printed form, to another person, or entity. Reproduction or translation of any part of this work without the permission of the copyright holder is against the law. Your downloading and use of this eBook requires, and is an indication of, your complete acceptance of these ‘Terms of Use.’ You do not have any right to resell or give away part, or the whole, of this eBook. Porter’s Five Forces Table of Contents Preface 2 Visit Our Website 3 Introduction 4 Porter’s Five Forces Analysis 6 Competitive Rivalry 11 Threat of New Entrants 18 Threat of Substitutes 20 Bargaining Power of Suppliers 23 Bargaining Power of Customers 25 Summary 28 Other Free Resources 30 References 31 ISBN 978-1-62620-999-2 © www.free-management-ebooks.com 1 Porter’s Five Forces Preface This eBook describes Porter’s Five Forces Framework, a technique that provides a model for industry analysis and business strategy development. You will learn: ●● The five key factors the model uses to identify and evaluate potential opportunities and risks ●● The importance of defining your market accurately and how this can affect the usefulness of the results you obtain ●● How to measure competitive rivalry using the Concentration Ratio and the Herfindahl–Hirschman...
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...Written Assignment –Chipotle Marketing Plan International Marketing-BUS 403 February 11, 2015 Introduction: | Chipotle first opened in Denver in 1993 with a simple idea behind it, “food served fast didn’t have to be “fast-food” experience”, (Chipotle Mexican Grill, 2015). Prior to CEO Steve Ellis opening the restaurant chain, he himself was a chef. Since its creation, Chipotle has become a phenomenon in the restaurant industry and has experienced tremendous growth since it went public in 2006 with over 1,600 restaurants in Canada, United Kingdom, Germany, and France, with the majority located in the United States (Chipotle Mexican Grill, 2015). . The company focus is on using high-quality raw ingredients, (Chipotle Mexican Grill, 2015). Using fresh ingredients is the groundwork of the menu, but they also believe fresh is not enough any longer, (Chipotle Mexican Grill, 2015). Chipotle wants to know the sources for all of the ingredients in order to serve the freshest tasting food and to be mindful of the environmental and public impact of the business, (Chipotle Mexican Grill, 2015). Chipotle refers to this as “food with integrity”, (Chipotle Mexican Grill, 2015). Another thing that set’s Chipotle aside from the others in the industry is they practice classic cooking methods and the stores are of distinctive interiors that are found more in the world of fine-dining, not the typical fast-food, (Chipotle Mexican Grill, 2015). The Chipotle experience begins...
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...Our customers voted us the #1 Best Coffee in the annual Zagat ® survey. 1 4 2 We found a small way to make our Starbucks Cards even more convenient. 3 We made sure our customers will never be without great coffee. AUTHOR STARBUCKS CORPORATION TITLE ANNUAL REPORT YEAR FISCAL 2010 FISCAL 2010 FINANCIAL HIGHLIGHTS Net Revenues (in Billions) Comparable Store Sales Growth (Company-Operated Stores Open 13 Months or Longer) $10.4 $9.4 $10.7 $9.8 7% 7% 5% $7.8 –3% –6% 2006 2007 2008 2009 2010 2006 Operating Income (in Millions) & Operating Margin (in %) GAAP Non-GAAP GAAP Non-GAAP 2007 2008 2009 2010 Operating Income by Segment, Excluding Other United States $1,472* International Global CPG $53 $1,419 $1,054 13.8%* $894 11.5% $894* 18% 13.3% $843* 11.2% $332 $339 15% 9% 12% 73% 8.1%* 4.9% 2006 2007 2008 $562 $504 5.7% 2009 2010 2006 Earnings per Diluted Share GAAP 73% 9.2%* 2010 Operating Cash Flow & Capital Expenditures (in Millions) C ash from Operations Non-GAAP Capital Expenditures $1.28* $1,705 $0.04 $1.24 $0.87 $0.71** $0.71* $1,132 $0.80* $1,389 $1,331 $1,259 $1,080 $985 $0.28 $771 $0.28 $0.52 $446 $441 $0.43 2006 2007 2008 2009 2010 * Non-GAAP measure. Excludes $339, $332 and $53 million in pretax restructuring...
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...MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft®...
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...photocopying, recording or otherwise without permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK. Contents Introduction vii Unit 1 The contemporary world of business and management Introduction 1.1 1.2 The global business environment The importance of developments in the global environment Case Study 1.3 Organisational decision making and performance vii 1 3 10 14 17 19 19 20 Self-assessment questions Feedback on self-assessment questions Summary Unit 2 Globalisation Introduction 2.1 2.2 Definitions and indicators of globalisation Key drivers and facilitators of globalisation Case Study 2.3 2.4 Barriers and inhibitors of globalisation Comparing the costs and benefits of globalization Case Study 2.5 International trade and foreign direct investment Case Study 2.6 Applying Porter’s diamond model 21 21 22 25 27 29 31...
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