Bodega de Mendoza (Final update)

Bodega de Mendoza“A Luxury Experience”

NINIA ROSCOE, GIULIA GIOVAGNOLI, NICOLA PEARCE,

JAEEUN LEE AND ANNA RUEANSOM

TABLE OF CONTENTSTable of figures....................................................................................................................5List of Tables.......................................................................................................................5

1 Executive Summary.............................................................................................................11.1 Business Overview.........................................................................................................11.2 Financial Overview.........................................................................................................2

1.2.1 Cash Flow................................................................................................................21.2.2 Profit and Loss.........................................................................................................31.2.3 Breakeven...............................................................................................................3

1.3 Nature of the business...................................................................................................41.4 Vision Statement...........................................................................................................41.5 Mission Statement.........................................................................................................41.6 Business Objectives.......................................................................................................51.7 Partnership Agreement..................................................................................................51.8 Product Overview...........................................................................................................6

1.8.1 List the major locations and highlights of your tour.................................................81.8.2 List any third party activities, attractions, entrance fees and inclusions...............11

1.9 Tourism Audit..............................................................................................................121.10 Strengths, Weaknesses, Opportunities and Threats...................................................14

1.10.1 Strengths.............................................................................................................141.10.2 Weakness............................................................................................................151.10.3 Opportunities.......................................................................................................151.10.4 Threats................................................................................................................15

1.11 Exit Strategy..............................................................................................................161.11.1 Best Case............................................................................................................161.11.2 Worst Case..........................................................................................................16

2 Business Summary.............................................................................................................172.1 Business Details...........................................................................................................172.2 Bank Details.................................................................................................................172.3 People Profile...............................................................................................................18

3 Market and Market Strategy...............................................................................................203.1 Customers...................................................................................................................203.2 Market Size..................................................................................................................20

3.3 Trends..........................................................................................................................213.4 Competition Analysis...................................................................................................233.5 Consumer Analysis......................................................................................................253.6 Marketing and Promotional Strategy...........................................................................26

4 Basic Operations................................................................................................................294.1 Business Partners........................................................................................................294.2 Operating Procedures..................................................................................................304.3 Monitoring Staff Performances.....................................................................................314.4 Health and Safety........................................................................................................314.5 Cost Control.................................................................................................................31

5 Operations and Logistics....................................................................................................325.1 Production...................................................................................................................325.2 Delivering to customers...............................................................................................325.3 Payment......................................................................................................................325.4 Suppliers......................................................................................................................335.5 Premises......................................................................................................................335.6 Equipment...................................................................................................................335.7 Transport.....................................................................................................................345.8 Legal Requirements.....................................................................................................345.9 Management and Staff.................................................................................................34

6 Financial Summary.............................................................................................................366.1 Pricing strategy............................................................................................................366.2 Projection of Customers...............................................................................................366.3 Expenses Cost Breakdown...........................................................................................376.4 Cash Flow....................................................................................................................396.5 Profit and Loss.............................................................................................................396.6 Breakeven...................................................................................................................40

7 Legalities............................................................................................................................417.1 Financial Protection.....................................................................................................427.2 Public Liability Insurance.............................................................................................437.3 Customer protection....................................................................................................437.4 Health and Safety........................................................................................................437.5 ABTA (2016).................................................................................................................44

8 Principal Risks and Problems..............................................................................................44

Appendices............................................................................................................................47A. Future Projections.......................................................................................................47B. Assumptions...............................................................................................................47C. Product Literature.......................................................................................................49D. Specific Market Research Methods and Findings........................................................51E. Organisation Charts/Rotas..........................................................................................51F. Minutes of all the meetings.........................................................................................54G. Time Management/Planning.......................................................................................78H. Gantt Chart.................................................................................................................79I. Other Relevant supporting documents.......................................................................81

Bibliography..........................................................................................................................94

TABLE OF FIGURESFigure 1: Cash Flow Forecast...................................................................................................2Figure 2: Profit and Loss..........................................................................................................3Figure 3: Breakeven................................................................................................................3Figure 4 - Business objectives.................................................................................................5Figure 5: Tour Inclusion...........................................................................................................7Figure 6: Business Details.....................................................................................................17Figure 7: Bank Details...........................................................................................................17Figure 8: People Profile.........................................................................................................19Figure 9: Winery Tourists in New Zealand, (2014).................................................................21Figure 10: ProsperAr, (2009).................................................................................................22Figure 11: Projection of Customer.........................................................................................36Figure 12: Cash Flow.............................................................................................................39Figure 13: Profit and Loss......................................................................................................39Figure 14: Breakeven............................................................................................................40

LIST OF TABLES Table 1: Lists of Major Locations and Activities.....................................................................10Table 2: List of third party activities, attractions, entrance fees and inclusions....................12Table 3: Tourism Audit..........................................................................................................14Table 4: Competition Analysis...............................................................................................25Table 5: Expenses Cost Breakdown.......................................................................................38Table 6: Risks and Problems..................................................................................................46

1 EXECUTIVE SUMMARY1.1 BUSINESS OVERVIEW

Bodega de Mendoza is a start-up luxury tour operator based in Manchester, UK; offering luxury food, wine and culture tours, exclusively for couples and small groups aged 30-60 years, visiting different wine routes in Mendoza.

The main location of the tour will be in Mendoza because it is a city in western Argentina, and it is known as the “heart of the Argentinian wine industry”. We aim to attract couples who are looking for a chance to experience luxury wine tours, whether it is to make the most of a romantic getaway or to encounter new love between partners.

The plan of the company is to create and build a strong setting in the local market, due to a growing popularity in offering a luxury service and experience in the region. By focusing on the local producers, we hope to personalise these local market to give our tour operation (Bodega de Mendoza) a unique, exotic and authentic feel.

We have forecasted to achieve an annual net profit of £135,631 by the end of Year 1. Year 2 is forecasted at £279,222.41, and Year 3 at £414, 227.42.

All from an initially planned investment of £40,000.00

We have currently invested £15,000 and are now looking for an additional investment of £25,000 to enable the business to start up.

Bodega de Mendoza is managed by Ninia Liezl Roscoe, Giulia Giovagnoli, Jaeeun Lee, Nicola Pearce and Anna Rueansom working in partnership.

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1.2 FINANCIAL OVERVIEW

By looking to expand the business by approximately 5% each year, we have forecasted strong sales in the first year especially during winter between November to March because this is the forecasted peak season of wine tours in Argentina specifically in Mendoza, following by improving this into year two and three.

Sales for Year 1 are forecasted at £936,000.00

This is based upon the slow development of the business by attracting additional customers each month. These forecasted figures are based on the demand and number of customers wanting to book with us from different areas in the UK. Other factors were considered, such as being able to attract customers from our competition and other countries also.To ensure there is sufficient working capital available in the first year of trading, only the minimum amount is being drawn down from the business.

1.2.1 CASH FLOW

Yr 1/17 Yr 2/18 Yr 3/19£0.00

£1,000,000.00

£2,000,000.00

£3,000,000.00

£4,000,000.00

£5,000,000.00

£6,000,000.00

£7,000,000.00

Cash Flow Forecast

Total Income Total Expenditure Net Cash Flow Bank Balance

Figure 1: Cash Flow Forecast


1.2.2 PROFIT AND LOSS

Yr 1/17 Yr 2/18 Yr 3/19£0.00

£200,000.00 £400,000.00 £600,000.00 £800,000.00

£1,000,000.00 £1,200,000.00 £1,400,000.00 £1,600,000.00 £1,800,000.00 £2,000,000.00

Profit and Loss

Sales Total Expenditure Gross Proft Net Profit

Figure 2: Profit and Loss

1.2.3 BREAKEVEN

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 160

100000

200000

300000

400000

500000

600000

Break-Even

Number of Travellers Fixed costs Variable costsTotal Costs Total Sales Profit/Loss

Breakeven

Figure 3: Breakeven


1.3 NATURE OF THE BUSINESS

Bodega de Mendoza is a small to medium enterprise. This tour operator is equally owned and set up by a team of five. The business will be set up as a limited company, located in Manchester. It will be offering luxury wine tours for couples or small groups of individuals for 10 days, including a 7 - day tour (8-12 people). The package will include; luxury accommodation, excursions, transfers and a breakfast exclusively in Mendoza, Argentina.

1.4 VISION STATEMENT

We believe that by providing a luxury food, wine, and culture tour, and by pricing our product and service competitively, we can offer our customers the unforgettable and the best of both worlds: “quality and value for money”.

By sourcing the best local produce and market we feel we can offer our customers a memorable and authentic wine tour holiday, and also, encourage the customers to interact with locals and support local businesses.

Ultimately, we want to be known as the tour operator that offers unique and authentic wine tours in the UK, and to be known as a tour operator that supports local businesses in Mendoza, Argentina.

1.5 MISSION STATEMENT

At Bodega de Mendoza, we aim to provide our customers with an unforgettable and authentic cultural wine experience, organised by our highly trained and professional team. As an environmentally and socially conscious tour operator, we aim to provide luxury wine tours for couples and small groups of individuals. We are committed to fulfilling our customer’s enjoyment and satisfaction with a locally enriched experience and go beyond their expectations.


1.6 BUSINESS OBJECTIVES

Figure 4 - Business objectives

1.7 PARTNERSHIP AGREEMENTBodega de Mendoza is a private limited company (Ltd.) owned by five partners. The partners will own shares in the business and be liable for their own legal identity. Bodega de Mendoza is a small business and shares will not be sold on the stock exchange. This partnership is equally owned by Ninia Roscoe, Giulia Giovagnoli, Jaeeun Lee, Nicola Pearce and Anna Rueansom. The company is primarily based in Manchester; however, staff will be based in Argentina on a rotation basis. There will be two members of staff located in the destination of Mendoza for two months at a time and then these staff members will be rotated.


Shorterm

Bodega de Mendoza aim is to try and grow the business by5% every year, achieving total sales by the end of the first year of £936,000.00This equates to selling the maximum of 50 tours (25 couples) in a month, by month 12.

MediumFor year two and three, we plan to continuing to grow the business by 5% every year.Aiming to win World Travel Awards or British Travel Awards.

Long-term

Bodega de Mendoza aim is to create a partnership and links with different local businesses within Mendoza, Argentina in order to use their services for supply purposes and the possibility of working together on community projects to create a better business environment and to support local community.Another of Bodega de Mendoza’s long term goals, is to expand the business around Argentina and to open more stores in the UK and in Mendoza.

1.8 PRODUCT OVERVIEW

Tasting and lunch experience perfect for wine lovers. A group tour provided by our professional and experienced staff. Clients get to experience an enchanted brewery and winery as well as picking up to 6 different tastings. Offers luxury wine tours around Mendoza.Provides package tour, which includes: luxury accommodation, wine tasting, transfers and different types of activities.Explore the unforgettable vineyards in Mendoza.Provides the highest quality of services with professional staffs.Explore diverse activities such as mountain climbing, luxury spa, and cooking class etc.

Bodega de Mendoza primarily offer luxury wine and culture tours around Mendoza. The package includes transfers, luxury accommodation, wine tastings and additional activities such as mountain climbing, cooking classes and a luxury spa day. Customers experience an enchanted brewery and winery and have the opportunity to taste a range of different wines and food. The tours and activities are instructed by our professional staff. Extensive training has been undertaken for each activity, to offer an unforgettable experience.


Figure 5: Tour Inclusion


Bodega de MendozaMendoza Luxury Wine Tour Itinerary for 25 couples. All tours are provided by a bilingual guide and a member of Bodega de Mendoza.

Accommodation will be Casa De Uco (www.casadeuco.com)

Mendoza’s international airport, "Gobernador Francisco Gabrielli" (former "El Plumerillo"), is where domestic flights arrive, connecting Mendoza to the rest of the provinces of Argentina, including Buenos Aires which has direct flights from important cities around the world such as New York, Madrid, Miami, London, São Paolo, Paolo, Rio de Janeiro, Los Angeles, Paris, Amsterdam, Sydney, among others. Mendoza’s airport is also a link to the city of Santiago, Chile and, from there, to the rest of the world.Map out the duration, frequency and departure point of your tour

When will your tour depart? Monday AMWhen will your tour return? Monday AMHow often will your tour operate? Once every two weeksWhere will the central departure point be? Casa De Uco Will you offer accommodation pick up? Yes

1.8.1 List the major locations and highlights of your tourDays Highlights and Activities

Saturday

On arrival, guests will be picked up from the airport in a minibus alongside the bilingual tour guide and one member of the Bodega de Mendoza tour company associates. Guests will travel at the accommodation “Casa De Uco” in the district of Vista Flores, Mendoza Argentina. Guests will be welcomed with champagne on arrival and shown around the estate. Guests will then retreat to the suites or lodges of preference.

Sunday

Guests will enjoy a day of rest in the accommodation and be able to settle in and enjoy the surrounding areas. Lunch in the bar will be provided along with 2 for 1 on all drinks, as an arrival offer.

10.00 - Wine Tour in Lujan De Cuyo known as the “Cradle of the Malbec”. This tour begins at the unique winery “Cruzat Winery” which specialises in Argentina's Sparkling wines. This winery has tall stainless steel towers in which a local owner yields the wines.

Monday

13.00 - The Tour will then take guests to Caelum another excellent vineyard which also boasts a pistachio farm. Lunch will be provided at Ojo de Agua winery, one of Mendoza’s premier dining locations. A delicious four-course meal will be provided, with explanations of the food by locals that work the land. In the outdoor restaurant, guests will be able to enjoy the finest Malbec wine alongside the state of the art fine dining.

17.00 - Return to the accommodation for relaxation and evening meal.

13.00 - Culture and City Tour of Mendoza - this 3-hour trip is a sightseeing tour of the city situated at the foot of the Andes mountains. The trip will include visits to major landmarks such as plazas, stadiums, Alameda and General San Martin Park which will allow guests to enjoy Mendoza’s natural beauty and the


Tuesday interesting historic architecture. Cerro de la Gloria, the highest point in Mendoza will allow guests to view the city and the surrounding wine regions. Mendoza’s largest stadium will be incorporated into the tour which will also allow guests to view the 1978 world cup location.

18.00 – In the evening, the guests will go to the frank Romero Day amphitheatre where the guests will learn about the annual vintage wine festival and enjoy the wine based culture.

Wednesday

9.00 - Traditional Family Run Wine Tour/ Horse Riding. The early minibus picks up will take guests southwest of Mendoza towards the town of Tupungato. This experience of wildlife is a friendly, family, romantic experience perfect for couples.

16.00 -The trip incorporates horseback riding in Mendoza with views of the highest mountains and the Tupungato Volcano.

18.00 - This trip will also include a trip to El Marzano Historico, a small village located at the bottom of the mountain. Return to accommodation.

Thursday

10.00 - Food, Cheese, Olive Oil in Maipu tour - this includes a five-hour visit to the Clos de Chacras, to sample three of the wines and a tour of the olive oil factory at Club Tapiz.

15.00 - Local argentine food will be provided as a four-course meal in The Terruno legendary restaurant, an elegant Tapiz meal will be served with regional cuisines such as perfectly grilled steak with goat's cheese and olive oil tapenade.

17.00 - Return to accommodation.

Friday

12.00 - Guests will engage in a traditional Mendoza cooking class led by one of Mendoza’s top chefs in the comfort of her own kitchen. The cooking class will provide barbecue skills and enable guests to create their own salsas, alongside sampling local wines. Personal service provided at all times and free drinks included.



Saturday

10.00 - Wine Tour in Uco Valley, La Azul is the smallest winery in the Uco Valley and provides guests with a romantic, tranquil experience. The winery owned by local Flavia Manterola is a favourite among wine visitors specializing in dark wines. Lunch will be provided after a short talk and demonstration of the wine production.


20.00 - Guests will be picked up and taken into the local town to explore bars, restaurants, and local shops and return to the hotel at midnight.

Sunday

Guests will be able to enjoy the accommodations elite spa, which offers a choice of aromatherapy and monotherapy. The spa treatments will ensure that guests feel revitalised and use only the finest techniques to nourish and hydrate the body. The spring water is extracted from 300 metres underground and will strengthen blood vessels and enhance circulation. The spa includes a wood sauna, steam room, wet sauna, deep soaking baths, treatment rooms and relaxation areas. The spa also boasts a fitness centre for guests to enjoy along with a Jacuzzi, infinity pool and peaceful lagoon.

MondayGuests will be accompanied to the airport and will fly home. Guests will be provided with a goodbye package to read on the flights.

Total Price The seven-days excursion (excluding accommodation) costs £1255 per person

Table 1: Lists of Major Locations and Activities

1.8.2 LIST ANY THIRD PARTY ACTIVITIES, ATTRACTIONS, ENTRANCE FEES, AND INCLUSIONS


Description of activity Supplier – name of company / organisation / government agency

Cost per personIncluded in PriceYES/NO

Distance from location and from Each Destination

Wine Tour in Lujan De Cuyo known as the “Cradle of the Malbec”

Cruzat Winery £130.00 per personYES

£130.00 per person (1 hour and 10 minutes, 57.2 minutes)

Caelum Winery Ojo de Agua winery for Evening drinks and Meal

N/ANO

£110 per person (1 hour 25 minutes, 68.9 miles)

Culture and City Tour of Mendoza

Andes mountains, plazas, stadiums, Alameda and General San Martin Park.Cerro de la Gloria the highest point in Mendoza.The frank Romero Day amphitheatre for the annual vintage wine festival.

£110 per personYES

£175.00 per person (54 minutes, 32.6 miles)

Traditional Family Run Wine Tour/ Horse Riding.

The town of Tupungato and the Volcano.El Manzano Historico.

£175.00 per personYES

(1 hour and 20 minutes, 65.6 miles)

Food, Cheese, Olive Oil in Maipu tour

Clos de Chacras, olive oil factory at Club Tapiz, The Terruno legendary restaurant

price ranges from £70 - £100 per personYES

(1 hour and 20 minutes, 67 miles)


Traditional Mendoza cooking class

Mendoza Town Centre.

£150YES

(1 hour, 50 miles)

Wine Tour in Uco Valley La Azul Winery in the Uco Valley, Mendoza town Centre on the evening.

£150YES

SPA day Casa De Uco YES ON SITETable 2: List of third party activities, attractions, entrance fees and inclusions

1.9 TOURISM AUDIT

Attractions Accommodation

Accessibility Amenities Activities

Downtown:

Municipal AquariumGlory HillPark GatesRuins of San FranciscoMendoza Zoological Park

B&BS Bus Festivals-

The Vendimia Festival

Potrerillos Explorer

Las Heras:

Vaults of UspallataMendoza Cemetery Mount AconcaguaPuente del Inca

Hotels El Trole Food and Drink-

Don Claudio

Don Mario

El Mercadito

Antares

Mendoza City Tour


Azafran Lavalle:

Laguna del Rosario

Luxury Resorts

Metrotranvia Events-

Mendoza international Marathon

Carnival Maravilloso

Rancho Viejo

Malargue:

Pincheira CastleSouthern Pierre Auger ObservatoryRaquil North

Hostels Taxis, remis Museums/Galleries-

Bodega La Rural

Chacras Paradiso

Quintanilla

Mamm

Horse Riding

San Rafael:

Rama FallThe Dunes at NihuilVilla 25 de Mayo

Air B&B Small International Airport

Baccus Biking

Uco Valley:

Tunuyan Drawer Arenales

Apartments

City Bus Cooking Classes

Bodegas, Festivals, Casa de Fader, Central Park, Plaza Espino, Parque San

Live in Homes

Bikes Wine tours


MartinTable 3: Tourism Audit

1.10 STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS

1.10.1 STRENGTHS

Offers a personalised service to all guests.A local tour guide can advise on the best places to visit.A member of staff from Bodega de Mendoza will join each tour, so if any problems do occur they can be resolved quickly.All staff members have extensive knowledge and training about wine tourism and can advise customers as required.The location of Mendoza was chosen because of the excellent transport links with Buenos Aires and the existing wine tourism in the region.

1.10.2 WEAKNESS

The company does not offer a travel agency which customers can drop into if required.The company does not book flights for customers, but can advise on airports and flight times.Only one product is on offer for the customers to buy, however, this can be personalised to an extent.There are no promotions or special offers to entice customers.

1.10.3 OPPORTUNITIES


There is an opportunity in the future when the company expands to offer tours of different lengths to suit customers of different needs.To hire another local tour guide in Mendoza, when more tours are being booked each month to ensure the company remains sustainable and contributes to the local community.To expand the UK offices in Manchester after the first three years as the business also expands.Provide an option to customers with flights included in the tour, so they do not have to book these separately.

1.10.4 THREATS

Competition from tour operators offering similar wine tourism tour packages.The marketing campaigns not being substantial enough to attract customers to book with the company, particularly in the initial months of the start-up business operating.


1.11 EXIT STRATEGY

1.11.1 BEST CASE

As mentioned in our current Business Objectives, our overall intention is to make this online tour operator successfully operating for the next three years. Also, we are hoping to expand and perhaps open a new tour operator around London or outside the country within the next five years.

Assuming the continued success of Bodega de Mendoza, we will be looking to bring more people or partners to the business to help expand the company.

1.11.2 WORST CASE

If ever the company fails to reach the sales targets for the first year of operating, then the viability of the business strategy must be questioned. Activities, operations, and expenditures will be closely monitored on a daily basis. We will review the sales and profit monthly, and will conduct our serious review and company meeting regarding our position in the sixth month, to make sure we are addressing all the points that we are lacking or failing to do so. If we reach the worst scenario and we are significantly under our target sales at that point, we then should re-examine our promotional and marketing strategy to make sure we are generating sales. If changes are made at this point, but still the company does not make any profit by the end of the first trading year, then we will reduce our supply and demand and probably will cease trading. There should be less and minimal outstanding debts at this points.


2 BUSINESS SUMMARY2.1 BUSINESS DETAILS

Figure 6: Business Details

2.2 BANK DETAILS


Bodega de MendozaHigh StreetManchester Lancashire, M41 7BMEngland, UK

Telephone: 0161-123-4567 Fax:Email: [email protected]: bodega.de.mendoza.wix.com/bodegademendoza

VAT Details: 20% of Sales each monthLegal Status: Private Limited CompanyFinancial Year Start Month: January 2017

Bodega de Mendoza Bank AccountHigh StreetTown Lancashire;M41 7DBEngland, UKAccount Manager – Mike Littlewood

Figure 7: Bank Details

2.3 PEOPLE PROFILE

The people profile was developed based on the results of the Belbin Inventory to support each individual’s own areas of strength in relation to the business.


Marketing Manager - Ninia Liezl Roscoe

Graduated from Leeds Beckett University with a Bachelor’s degree of 2:1 in International Tourism Management and a master’s degree in Marketing. With a three years’ experience in a marketing firm in New York and working as a freelance marketing developer for KUONI travel. Previous job includes working as marketing freelance for Royal Armouries and Tour Operator called Sakura who specialises tour in Kyoto, Japan. Previous experience and interest in cultural, food and wine industry with two years travelling around the world mainly, South America, Asia and Europe. Current full-time job role: full-time marketing for online tour operator Bodega de Mendoza. All job roles include experience in: creating marketing plans, developing marketing products to generate sales, creating social media profiles, researching market trends, organising events and managing the marketing budget.

Legal Manager - Giulia Giovagnoli

First class honours degree in Law at Leeds Beckett University and five years’ experience in a Legal Travel Firm based in Manchester. Previous job included: working in a travel organisation dealing with laws and regulations when visiting countries such as, South America and Argentina. Previous employment also includes experience working in a luxury hotel on the Events management department. Current job role includes the legality and regulation management of luxury travel to Argentina, Bodega de Mendoza. Previous experience and interest in the Wine industry with three years travelling Italy, Spain, France and South America on a wine tourism course. Also qualified in food health and safety and first Aid with an interest in preparation and conservation of natural food.

Figure 8: People Profile


Business Manager - Nicola PearceGraduated from Leeds Beckett University with a first class honours degree in International Business. After gaining five years’ experience working as a business manager for a Thomson travel agency in York, the practical knowledge and experience will be beneficial to help set up a new tour operator as the business manager. Following from spending five years working in York, and an ambition to move back to Manchester where she is originally from. This new opportunity to work for a new start-up company, Bodega de Mendoza, is the perfect new challenge to put the skills gained from working at Thomson into practice with the new company. Also has an interest in wine tourism and has been on several holidays in Italy and South America exploring different wineries.

Finance Manager - Jaeeun LeeGraduated from Leeds Beckett University with International Tourism Management Bachelor’s degree and Master’s degree in International Business. Three years’ experience from previous international travel agency as a finance manager and the company provided luxury tour package products for customers, and the company was located in Manchester, UK. Also Jaeeun managed travel and other budgets mainly for South America and Europe area. While experiencing the travel company as a finance manager, Jaeeun obtained diverse skills, especially practical management skills, interaction skills and financial skills as well. Additionally, Jaeeun travelled Spain, France, Czech Republic, New Zealand, Australia and South America to explore various activities and to experience foods, wines and different cultures. Jaeeun is currently working as a full-time finance manager for Bodega de Mendoza which offers luxurious food, wine and cultural tours for customers who are interests in these type of tours

Operations Manager - Anna Rueansom

Graduated from Leeds Beckett University with International Tourism Management bachelor’s degree. Previously worked in Argentina for a year, for her placement and has gained experience working for a wine tour company for 3 years as a manager

3 MARKET AND MARKET STRATEGY3.1 CUSTOMERS

Our target market includes baby boomers who are looking for a romantic getaway with their partner, or for a way to reconnect with one another. Therefore, it is useful to note that in a study of consumers aged 45+ who have been on a romantic holiday recently, 63% chose to visit either the Caribbean or South America (Kulwicki, 2015). This shows that South America is growing in popularity as a destination, and our company can offer this target market the chance to rekindle a relationship and spend quality time together by participating in activities such as wine tasting, cooking classes, and city sightseeing tours.Although older baby boomers drink more wine, generation Y began to show an interest in wine from the early adulthood years and so both are target markets which Bodega de Mendoza wish to pursue. Females interested in wine tourism tend to be younger in comparison to males, and half of the females involved in a survey of age and gender differences in wine tourism were aged between 25-39 (Carlsen and Getz, 2006). Our company targets couples and small groups of friends and individuals, who are more than often female friend groups or female solo travellers who are looking for an enjoyable, and social experience.

3.2 MARKET SIZEWine is the most promotable beverage in the UK, and most pubs are promoting and offering low price of their house wine or “buy 2 glasses, get the bottle free” (Bibendum, 2014). According to Bibendum report (2014), UK trades wines mainly from South Africa and Argentina which are increasing ahead with annual volume growth of +15% and +20% respectively in 2014. Australia is the following wine trading destination that illustrates with +4% in annual growth. Interestingly, in 2014, France, USA, Chile and Spain’s annual growth were declined between -3% to -5% compared to 2013 (Bibendum, 2014). The biggest decline was New Zealand (-19%), Italy (-11%) and German (-12%).


Figure 9: Winery Tourists in New Zealand, (2014)

From the international tourist’s perspectives, figure 1 shows that the volume of UK winery tourists in New Zealand presents high proportion (20,700) from 2009 to 2013 (New Zealand Tourism, 2014).

3.3 TRENDS

Wineries tourism has become more popular than ever. Wine tourism is one of the most dynamic activity in the winery. According to the estimates by Bodegas de Argentina in 2015, there were more than 1.5 million people who have visited wineries in Argentina (Decanter, 2016). In 2008, the worldwide wine production has reached over 269.4 million hectolitres, which indicates a slight increase of one million hectolitres compared to 2007 (ProsperAr, 2009). In figure 1 it shows the ranking of wine producing in numerous of countries, Argentina has ranked 5. 4 (ProsperAr, 2009).


Figure 10: ProsperAr, (2009)

Argentina has an outstanding and rich natural resources which represent agro-ecological conditions for growing wine grapes and also highly qualified workforce lead Argentina as a one of the world’s top wine tour destinations (Invest in Argentina, 2012). In 2015 has produced around 1.5 billion litres of wine, which was produced 1.1 billion in Mendoza. There are approximately 26, 00 vineyards registered in Argentina (Businesscoot, 2016)Argentina is the fifth largest wine producer in the world with almost 218,000 hectares of vineyards. Meanwhile, the province of Mendoza is home to three-quarters of the domestic wine output (Invest in Argentina, 2012). The number of employees who work in winemaking fields is over 130,000. Last few decades, creating a new generation of agricultural engineers, sommeliers, oenologists and technical experts, in addition to wine entrepreneurs (Invest in Argentina, 2012).The current trends of wine tourism in Argentina is on developing process as building partnerships between international investors and local companies. (Invest in Argentina, 2012).The variation of wines has been produced by over 950 national and international companies. The wineries approximately produce one-third of fine wines under some 3,400 different labels, including boutique wineries (Invest in Argentina, 2012).According to Bodegas de Argentina’s Tourism Department, it has been revealed that about 569,226 tourists went to the Mendoza wineries, with an increase of 68% compared with the same period of time in 2009 and a 10.5% more that the national average (Anuvawines, 2016).Mendoza is named to be one of the best local tourism according to the Great Wine Capitals Global Network (2014). The province is also highlighted to give its fame destination. The National Deputy secretary for tourism promotion, Patricia Vismara indicated that wine tourism has helped uplift the economy in the region as well as promote domestic and foreign markets, adding value in argentine ecotourism, (GWCGN, 2014).


3.4 COMPETITION ANALYSIS

Our Business - Bodega de Mendoza

Competitor A - Mendoza Wine

Camp

Competitor B - Uncorking Argentina

Product and Services

- Fly to Mendoza for 10 days, with a 7-day wine and culture tour.- Airport meet and greet and private transport throughout the tour.- Accommodation provided.- Bilingual guide

- 1 day / 3 day / 5 day / 7 day tours- Reserves accommodation for guests- Airport meet and greet

- Wine tours in different regions of Mendoza.- Accommodation to suit the customer's preferences.- Private transportation- Bilingual guide

Price 10-day tour - £5,999.00 per couple.

7-day tour - U$ 1800 per person excluding accommodation

- Prices range depending on group size and wineries visited.- A sample itinerary for a 1-day tour for a group of 2 people costs U$ 235 per person, compared to U$ 145 per person for a group of 6 people.

Availability Tours run all year round.

- Tours run all year round.- November - May is the most popular time period.

Tours are available all year.

Delivery Online at ‘bodegademendoza.com’, via email, telephone and

Online at ‘mendozawinecamp.com’ or customers can visit

Online at ‘uncorkingargentina.com’, via email or telephone.


social media (Facebook, Instagram, twitter).

the office in Buenos Aires.

Location Mendoza Mendoza MendozaSpecial Offers N/A - 3 nights for the

price of 2 in Hotel Bohemia when booking the 3-day tour.

N/A

After Sales Service

- Goodbye, the package including photos, information and discount vouchers for their next booking.- A phone call up to 5 days after customers returns to the UK to ensure their trip was above satisfactory.

N/A N/A

Strengths The tour includes a variety of activities and wine tours to keep customers interested and ensure the experience is enjoyable and unique.

Can create tailor made tours for individuals and groups to suit their own needs. Will also arrange additional activities which guests may want to partake in whilst in Mendoza.

Offers customers the opportunity to explore wineries, restaurants and other amenities run by locals in the area.

Weaknesses As a start-up business, only one tour is on offer, but as the business grows a wider choice of tours will become available.

Offers a range of 1-day tours but only a choice of one tour on the 3, 5 and 7-day tours.

Sample itineraries only show options for 1-day tours.

USP A member of staff from Bodega de Mendoza will join the customers in

Tours created and tested by a couple who have been living in Mendoza

Custom built wine tours for each and every customer.


Mendoza to act as a tour guide and the appointed manager for guests to speak to if a problem occurs.

since 2005 and have an array of local knowledge.

Table 4: Competition Analysis

3.5 CONSUMER ANALYSIS

Long-haul holidays are becoming more accessible for young people and in the last five years, 46% of consumers aged 16-34 have taken a long-haul holiday (Mintel, 2015). A desire to travel to long-haul destinations is becoming more common among young people, which gives our company an advantage when targeting our marketing materials towards this age group, as we offer a unique holiday package to a destination which has plenty on offer.

There is a growing trend for consumers to want to connect with local people while on holiday, and 30% of luxury travellers would be willing to pay extra for a local tour guide at the destination (Mintel, 2015). At Bodega de Mendoza, the cost of a local tour guide is included in the price of our package holiday. This allows each customer to experience an authentic holiday with the local knowledge of the destination, without incurring any additional costs.

Furthermore, generation Y customers are more connected with social media and consider it to be an essential component for brands. The majority of generation Y customers also suggest that they would be more loyal to brands which engage with them through social networks (Forbes, 2015). They are looking for a personalised experience and the brands which offer this type of service are more likely to receive the custom from this target market. Our company has social media accounts for Facebook, Instagram, and Twitter and we are looking to reach out to our followers and engage with them. By offering a personalised service from the moment customers are considering booking a holiday with us, through to customers returning from their holiday, we will build strong connections and create loyal customers by doing so.


3.6 MARKETING AND PROMOTIONAL STRATEGYThe main marketing framework that Bodega de Mendoza will be using to connect with our target market and manage our sales will be the marketing theory of 7 P’s (Marketing Mix: Price, Promotion, Product, People, Process, Place and Physical Evidence).

ProductThe products and services offered by Bodega de Mendoza will be a luxury package holiday of wine, culture, and food within Mendoza, Argentina. This package tour will be offering a high quality and personalized tour exclusively for couples with no kids (DINKs), and groups of individuals aged 30+. The package tour consists of flights to and from Mendoza, high-end accommodation (but locally run and owned by Argentinian), transfers to and from the airport (accompanied by one of our team), seven-days excursions around Mendoza, and travel insurance (this will be an optional product that we offer to our customers, however, it is a requirement that customers have a travel insurance policy before travelling to Argentina). Within the next five years, we are planning on expanding and merging our target markets and the products and services that we are offering to more than one market. We are also considering opening a store in the UK in high populated areas (offering different types of package tours) for example, London.

PriceAs we are a tour operator offering luxury package tours, our prices are set at that standard. The transfers to and from the airport are provided by our company, as this will be a privately owned minibus, the cost will be included in the package deal. The price of the accommodation and breakfast will also vary according to low and high season cost a minimum of £…….. The minimum total for the package holiday per person is £3,000. This price does not include additional or extra costs (for example travel insurance and the type of room they book). The dinner or lunch in the hotel will also cost extra depending on the chosen night (some dinners will be included in the price depending on the day of the tour). Deposit per couple will be £2000 which is 33.33% of the total price. This will be non-refundable from 30 days before the departure date if they decide to cancel the holiday.

PlaceOur company will be operating as E-commerce because we do not want to have a travel agency. However, our company will have an online website, in which all customers from different parts of the country will have access to.


Also, on our online website customers will find contact details for email and telephone.

PromotionIn order to communicate with our potential customers, our company has decided to create a website. The website will help us demonstrate to our customers the message, products, and services that we offer. We chose to create a website because it can be updated more easily and quickly, whilst also being more cost-effective, convenient and allowing sales to be processed 24/7. It is more credible and flexible compared to brochures, where the information is fixed once it has been printed (Doguilindigital.com, 2016). Since there are a massive growth and trend to use social media, our company have agreed to join Facebook, Twitter, and Instagram to enable customers to gain an awareness of our new company. The Facebook page is where we going to put our latest deals and offers. This page also has a link to our company website so that our potential customers can look further at the products and services that we offer. Also, customers are able to send messages to us if they have any questions and enquiries through Facebook and do not have sufficient time for a phone call. On our Instagram page, we are going to post photos and information of the products and services that we are offering, as well as the daily deals and offers. Using social media is essential for our business and is cost-effective as it is either free or cheap to use. Also, this is effective for our target market which is the Baby Boomers and generation Y (DINKs). Furthermore, this will help us to gain a larger market share as consumers will share and like our page, they will also able to re-tweet online increasing awareness to the target market. We are also considering making a travel blog to help us promote the products and services we are offering.

PeopleThe five partners who equally own the business will be the people who are involved in decision making and building a development of the organization. Also, they are the main human resources who run the business. There are specific roles that have been given out to each of the members such as finance, law (legislation), business, operations, and marketing. All the members will be responsible for the decisions within their role, however, other partners will be on hand to help if needed. The organization will be hiring a local Argentinian, which role is to be the local tour guide and driver, this employee will work all year round for our company. The company will be using the initial customers to be part of the advocate marketing strategy. The company will ask them to describe or blog/give reviews of their experiences whilst they are in Mendoza. The blog will be posted on the company website or social media (such as: Facebook, Instagram and twitter).


ProcessOur company is aiming to provide the best customer service to keep the consumers satisfaction high. We planned to use a user-friendly company website with access to our email address, telephone number and social media links (such as Facebook, Instagram and twitter), so customers can contact us when they have enquiries about the holiday and when they decide to book the package tour. They will not be able to book the package holiday on the website because we prefer to be contacted via telephone, this is done to give that feeling of providing a more personalized process when booking and to build the trust between us and our customers. Also to give a reassurance that they are buying their holiday to a reputable and ‘authentic’ tour operator. This also welcomes the opportunity for repeat business in the future. When the customers contacted us via email, we will make sure that we respond within 24-48 hours. Customers can have the choice if they want to receive emails or alerts about the special offers and latest deals on holiday that we provide. For the complaints, there will be a voice mail box that they could contact past the operation hours, when this is set up there will be no recorded message to avoid the hassle of waiting to speak to somebody.

Physical EvidenceOur company will not have any designed brochure or leaflets as all the advertising will be done online. However, customers will receive emails with the attachments of fully detailed itineraries or a short video clip of the excursions that they are going to be doing in Mendoza. Also, we will ask for some feedback from our previous customers to develop our reference materials. The testimonials will be then put onto our website so our potential customers can see these. This will help them purchase our products and services with confidence as the previous customer’s feedbacks and views do not come from within our company. Furthermore, this will add an element of authenticity to our website and show that we are providing a high customer service.

4 BASIC OPERATIONS


4.1 BUSINESS PARTNERS

Bodega De Mendoza is structured by five partners. Each partner specialises in different sectors of the organisation ensuring that the business is operating successfully and efficiently.

The marketing manager is (Ninia Roscoe) in charge of all the marketing and promotional activity of the business. The marketing manager will be in charge of how the business is advertised to attract our potential target audience. The marketing manager will also keep up to date with market changes and trends and ensure that we are keeping up with our competitors and up to date with the needs of our clients.

The legal manager is (Giulia Giovagnoli) in charge of all the legal requirements of the business and to ensure that the business is operating within the laws in both the UK and in Argentina. The legal structure of the organisation is essential and it is important that issues such as global impacts and internal impacts are assessed and fully complied with.

The finance manager (Jaeeun Lee) is in charge of all the financial documents and issues making sure that all of the financial segments are dealt with and are up to date. This manager is also in charge of providing the rest of the managers, with financial support and the overall budgeting of the organisation.

The business manager (Nicola Pearce) is in charge of the overall business side of Bodega De Mendoza. The business manager is in charge of dealing with all the partnership agreements and the mission, aims, and objectives of the organisation. The business manager is also in charge of communications between all of the partners, shareholders and with the host community in Mendoza and Manchester.

The operations manager (Anna Rueansom) is in charge of the company’s operations and the main issues and all the employment. The operations manager will also be in charge of how different sectors of the organisation will be dealt with and overlook the main sectors of each manager to ensure that the business of the organisation is running smoothly.

4.2 OPERATING PROCEDURES


Bodega de Mendoza is a small and medium sized travel company and its structure is categorised into five different departments: Business, Finance, Marketing, Operation, and Legal. The company provided a risk assessment for each department to make sure that they pursue same aims and purposes as a team. Each department operates different performances which are:

Business department Focuses on employing new staffs and provides an overall business plan for them such as employee orientation, corrective action and discipline and performance review etc. Additionally, it manages to create job and company description.

Finance departmentControls overall travel budgets for luxury wine tourism in Mendoza, Argentina. Each department will manage their own costs however, the finance department has an authority to control and finalise the budgets of the tour products. Also in charge of billing and collections process; maximise cash flow while meeting all payment deadlines

Marketing departmentManages sales such as promotion and advertisement of Bodega de Mendoza’s tour package products for the customers by creating online websites and social media through external communications. Additionally, the marketing department is responsible for customer service which engages with acknowledgement and resolution of customer’s complaints, comments, and suggestions for our company and tours.

Operation departmentOperation department deals with productions, equipment maintenance, and new employee training. For example, as soon as business department hires new employees, operation department trains them such as health and safety, guidelines of emergency and basic guide training programme.

Legal departmentEnsures privacy issues of the company and be aware of various regulations in the destination for the company, customers: an explicit privacy policy is required. Also, legal department should protect customer’s profile and


specify what information they will collect, the reasons why they collecting it, how it will be used, and how long the company will keep the information on file.

4.3 MONITORING STAFF PERFORMANCES

Monitoring Staff Performances are necessary for evaluating employees’ achievements and assess whether their performance influence to the company or not. Also, their satisfaction of working conditions in the company.Bodega de Mendoza sets an evaluating programme for employees to identify how they are doing in the company. By assessing the staff’s performances, it can improve employee’s communication and interaction skills within the company. Also, the company has to care about the employees’ welfare whilst improving and developing the company’s reputation.

4.4 HEALTH AND SAFETY

As health and safety are one of the most crucial and fundamental elements for employees in the company, Bodega de Mendoza provides health and safety training for the employees. For example, basic guide training programme and emergency training for the tour guides which they should be aware of in Mendoza, Argentina. Also, the company will check their awareness of the health and safety issues monthly to improve their achievements. In addition, Bodega de Mendoza will be produce two separate risk and accident record books for both the employees and the customers.

4.5 COST CONTROL

Bodega de Mendoza controls the budget mainly within the finance department, however as each department have different budget planning, the cost will be managed by each department and afterwards, these will be finalised in the finance department. Moreover, as aforementioned, the finance department administrate billing and collections process.


5 OPERATIONS AND LOGISTICS5.1 PRODUCTION

As the product we are offering is not a tangible service, it does not have to be produced as such. However, there is extensive planning involved to ensure the accommodation and tours are booked, the flight itineraries of all the customers are up to date and correct and the package holiday operates as planned. The company will not be producing any brochures for customer use, instead, the holiday information is available online via the website, Facebook and Instagram accounts. Customers are also encouraged to email or telephone Bodega de Mendoza to make an enquiry and book their holiday. This holiday package is only available to customers booking in couples, due to the nature of the holiday and the planned activities in Mendoza. A deposit of £1000 per person is required at the time of booking, and as customers will be booking the holiday in couples this total deposit required per couple is £2000. The remaining £3999 per couple for the package holiday will be required to be paid one month before the departure date.

5.2 DELIVERING TO CUSTOMERS

The only items which will need to be delivered to our customers is a copy of the itinerary, booking confirmations and tickets. As these documents can be delivered with only a minimal cost to the company for the envelope and stamp, the customers will not be charged for this service. The postage cost will be included in the cost of the holiday.

5.3 PAYMENT

Customers can pay for the holiday by credit card, debit card or cheque. Payments will not be able to be made by cash as the company does not have premises which customers are able to visit in person and posting large sums of cash to the business premises is not a secure method of payment. The company has chosen to use ‘Payline’ as the merchant service provider in order to process credit and debit card payments. This service provider offers a small monthly payment fee and small charges per transaction whilst providing a simple and effective method of payment to our customers. When outlining our expenses in the cash flow forecast we have also calculated the cost of using an accountant each month to ensure our bookkeeping is completed correctly.


5.4 SUPPLIERSOur suppliers include the accommodation which our customers will be using in Argentina, and the wineries and other components of the tour. These suppliers will be paid within 30 days of booking the product/ service. This is to ensure sufficient funds are available in the business bank account as the company is a start-up business.

5.5 PREMISES

The company premises are to be based in Manchester. This location was chosen as the company base because it has a vibrant and large city centre with many attractions and places of interest to visit. Manchester also has many upmarket wine bars and restaurants, and as the nature of our business is to offer luxury wine and culture tours in Argentina, we decided that the base for our company in the UK should reflect the same values. Excellent transport links also run throughout the city to enable easy accessibility for staff members to reach the office. The premises are called Beehive Lofts and offer space for 65 desks, covering 8,000 so. ft. of floor space. The entirety of this space will not be exclusive to Bodega de Mendoza, however, the company will have access to a cluster of 5 desks and computers, and bills are included in the monthly rent with broadband and insurance. The cost to rent this office space is £250 per month, which is a competitive price for premises based in Manchester city centre with the facilities provided. The company has signed up for a 12 months’ contract and so if circumstances change after the first 12 months of trading and different facilities and office space is required, there is no obligation to renew the contract and stay within these premises. However, it is planned that the company will remain within these premises for the first three years of trading.

5.6 EQUIPMENT

The equipment which will be needed by the company includes five computers, a printer, and a telephone. The computers are provided at the premises and the price for this is included in the monthly rent. The company will need to buy a printer and a telephone in order to operate as a tour operator and to stay in contact with customers and suppliers. The total cost of a printer and telephone will be £100 and these items are available from stationary merchants such as ‘Staples’.


5.7 TRANSPORT

Bodega de Mendoza, will not need any transportation vehicles in the UK, as stock such as stationary can be delivered to the office premises in Manchester. The company is also not required to meet any customers in person whilst in the UK, as contact with customers will primarily be via the telephone and email. However, the company will require a minibus in Argentina to transport customers on the tours and to collect and drop off customers at the airport at the beginning and end of their holiday with Bodega de Mendoza. As a start-up business, the decision was made to buy a second-hand minibus which is still in good condition and ensures it is clean and tidy before our customers start to use it. The company looked at a range of options before making this decision such as, renting a minibus for the first year or buying a brand new minibus however these options were considerably more expensive. After three years of trading, the company will reconsider its options to buy a new minibus. The tour guide we are employing in Argentina will also be required to hold a valid driving license as they will be responsible for driving the vehicle too.

5.8 LEGAL REQUIREMENTSInsurance

The company will be required to have public liability insurance, employers’ liability insurance, and premises insurance. The premises insurance is included in the monthly rent price.

5.9 MANAGEMENT AND STAFF

Bodega de Mendoza has five equal partners: Giulia Giovagnoli, Jaeeun Lee, Nicola Pearce, Ninia Roscoe and Anna Rueansom. The partners will be working together to ensure the successful running of the tour operator. A local tour guide will also be employed in Argentina as they will also be able to offer a unique experience to guests and provide local knowledge of the best restaurants and wine bars to visit during their stay. This staff member will also be responsible for driving the minibus, and so will be with the customers throughout their entire holiday with Bodega de Mendoza. This will allow the staff member to build a rapport with each individual customer and offer a personalised service. Accompanying the local tour guide each month will be two of the company partners. The staff which is sent to Argentina to


help out with the tour and accompany the customers will be rotated every two months, to ensure each member of staff completes an equal amount of time working in the office in the UK and in Argentina working away from home. The remaining staff in the UK will be working in the Manchester office to book new customers onto the tours, arranging business with suppliers, completing marketing work and ensuring the company finances are up to date.


6 FINANCIAL SUMMARYThe final price of the product is £2,999.00. This is the based on the cumulated prices from different business competition. In the price, accommodation, transfers and tours are included. The duration of the holiday is 10 days, however, the tours only operate for seven days.

6.1 PRICING STRATEGYThe pricing strategy that Bodega de Mendoza will be using is the Odd Pricing (Psychological). As based on the theory, this type of pricing strategy has a psychological impact on customers and it influences their decision making (Holdershaw, 1997).

6.2 PROJECTION OF CUSTOMERS

Figure 11: Projection of Customer

The projection of customers has been predicted over the first three years of the business operation. The graph presents a steady number of growth of customers increasing as the business become more established. It also starting to show a customer loyalty as the number of the customer is gradually increasing which build up the product recognition within the


AUG '17

OCT '17

DEC '17

FEB '1

8

APR '1

8

JUN '18

AUG '18

OCT '18

DEC '18

FEB '1

9

APR '1

9

JUN '19

AUG '19

OCT '19

DEC '19

40

42

44

46

48

50

52

54

Projection of Customers

industry. Obviously, because the business is just starting to recognize the intake of customers will be slow as the demand of the products often based on the peak and low season.

6.3 EXPENSES COST BREAKDOWN

Variable costs Fixed costsFlight fees£500 - £1600

(When the tour starts 2 staff members will be flying out every 2 months)

Minibus£10,223.66Mini bus taxes £999.00

Accommodation fees in Argentina for customers£700.00 per person

Staff wagesYR 1: £5,987.50 per monthYR 2: £6,840.63 per month (15% increase for five partners)YR 3: £8,148.75 per month (20% increase for five partners)Tour guide wages£300 per month

Staff training£89.70 (Jan, April, July, Oct)

Tour costs (entrance fee, cooking class, and wine tasting etc.)£1,255 per person

TOMS VAT (20% of sales each month) £8,800 - £29,595 per month (YR 1)

Petrol£250 - £500 per month

Premises (rented every month - office/ bills included)£250

Marketing campaign fees£300 - £500 per month

Insurance (Public Liability insurance, Employers Liability insurance, and Premises insurance)£984.51 per year

Repairs and maintenance fees£500 every six months

Loan Interest£767.33 per month (to be repaid over a 3 year period)

Printing and postage Banking service fees


£20 - £50 per month £0.00 (for the first 18 months, £40 per month after)

Health and safety training fees for employees£14.95

ABTA Membership£2855

Booking system software £41.17 per month (once bookings begin to be taken in May YR 1)Professional fees (Accountant)£78 per monthStationery £50-£200Credit/ debit card processing fees£15.60 (once bookings begin to be taken in May YR 1)Telephone (BT installation fee + line rental)£354.28

Table 5: Expenses Cost Breakdown

6.4 CASH FLOW


Yr 1/17 Yr 2/18 Yr 3/19£0.00

£1,000,000.00

£2,000,000.00

£3,000,000.00

£4,000,000.00

£5,000,000.00

£6,000,000.00

£7,000,000.00

Cash Flow Forecast

Total Income Total Expenditure Net Cash Flow Bank Balance

Figure 12: Cash Flow

6.5 PROFIT AND LOSS

Yr 1/17 Yr 2/18 Yr 3/19£0.00

£200,000.00 £400,000.00 £600,000.00 £800,000.00

£1,000,000.00 £1,200,000.00 £1,400,000.00 £1,600,000.00 £1,800,000.00 £2,000,000.00

Profit and Loss

Sales Total Expenditure Gross Proft Net Profit

Figure 13: Profit and Loss

6.6 BREAKEVEN


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 160

100000

200000

300000

400000

500000

600000

Break-Even

Number of Travellers Fixed costs Variable costsTotal Costs Total Sales Profit/Loss

Breakeven

Figure 14: Breakeven

7 LEGALITIESSetting up Bodega De Mendoza as a new business it is essential that you ensure that the organisation complies with all UK and Argentinian Laws. Setting the company up as a Private Limited Company it is important to understand the risks and benefits and this then creates the legal structure and the business is also able to register for tax and start trading.

This includes:- the amount of financial risk you’re taking on the way you’ll need to pay

tax, and report to HM Revenue and Customs (HMRC), and Companies House for limited companies and some types of partnership how much control you have over how your business is run

The GOV website (2016), states how Employing people also comes with complications as when you employ new employees it is essential to ensure that the business can deal with the specific skills including pay, tax, and insurance to cover all legal responsibilities this also includes registering as an employer with HMRC. Other responsibilities include having insurance for


the business and finding an authorised insurer which is registered with the British Insurance Brokers (BIBA). There is also a need to have various different licenses and permits and this mostly depends on the nature of the business such as the advertising permits and accountant fees. Accountants help with financial advice and with the possible issues of managing growth and ensuring that your company is growing and expanding as you would expect.

Overview of requirements of Bodega de Mendoza

To set up a private limited company you need to register with Companies House. This is known as ‘incorporation’. You need:

a company name - there are rules on what it can and can’t includean address for the companyat least one directorat least one shareholderthe agreement of all initial shareholders (‘subscribers’) to create the company - known as a ‘memorandum of association’

details of the company’s shares and the rights attached to them - known as a ‘statement of capital’written rules about how the company is run - known as ‘articles of association’ (GOV, 2016).

Travel Gov (2016) states some important facts on rules of regulations when visiting Argentina. U.S Embassy Buenos Aires states:

Passports must be valid at time of entryOne passport page must be blank for stamp at point of entryThere are no current restrictions for entry in 2016A tourist visa is required if the tourist wishes to stay longer than 90 days and there is a £160 reciprocity fee to pay at point of entryNo vaccinations are required

7.1 FINANCIAL PROTECTION

Financial Protection is essential for an organisation like Bodega De Mendoza and ensuring that the company is under the correct regulations ensures


customer financial protection. Mercator Enterprises Ltd (2016) is a fully regulated, ATOL- protected for UK tour operators. This can be done by certain protections such as ATOL bonding, Financial Failure Insurance, ABTA membership, LATA membership. In accordance with “The package Travel, Package tours regulations 1992”. Clients booking without flights included will be declared on a monthly basis to Travel and General Insurance Services Limited and calculated depending on the amount of clients attending the tours (Argentina Revealed, 2016).

Financial Protection

Is the right of protection of personal data which is stated in section 43 of the Argentine National Constitution? Current legal framework of the Argentine Data Protection Regulations (ADPR) is made up of the Constitution and the:Personal Data Protection Law No. 25,326 (PDPL). Regulatory Decree of the PDPL No. 1558/2001 (DP Decree). "Do Not Call" National Registry Law No. 26,951; on the possibility of the data owner to opt-out of marketing and/or advertising campaigns carried out by telephone. Provisions issued by the National Directorate for Personal Data Protection (NDPDP) (for example, Provision NDPDP 4/2009).

7.2 PUBLIC LIABILITY INSURANCE

Public Liability Insurance is a compulsory form of cover in Argentina and it protects from claims for negligence, death, injury and loss or damage to a property. It will also protect against economic of financial loss. It is essential as it protects your business and it is used as a fundamental protection and management of the business in Argentina. Setting up a business in Argentina as a foreign owner you are liable for infractions, accidents, and disasters which are not the same as the United Kingdom (Start-up Overseas, 2016). Public liability insurance includes regulation 15 which has proper provisions of a consumer contract, liability for supplier’s negligence and tour operations liability insurance policy.

7.3 CUSTOMER PROTECTION

A customer with Argentina Revealed provides all of the below details. “The scheme is arranged by ABTA and administered independently. It is a simple and inexpensive method of arbitration on documents alone with restricted


liability on you for costs. The upper limit on claims is £5,000 per person and £25,000 per booking form. The scheme doesn’t apply to claims which are solely in respect of physical injury or illness or their consequences. It can, however, deal with claims which include an element of minor injury or illness subject to a limit of £1,500 on the amount the arbitrator can award per person in respect of this element. Your request for arbitration must be received by ABTA within eighteen months of the date of return from holiday. For injury and illness claims, you can request the ABTA Mediation Procedure and we have the option to agree to mediation” (Argentina Revealed, 2016).

7.4 HEALTH AND SAFETYAre imperative to a travel organisation as there are many situations which can cause potential safety issues (Travlaw, 2016). Ensuring that Bodega De Mendoza has the specific audits which help the organisation ensure that it has the correct legal liability as developed by the Corporate Manslaughter Act, the package Travel Regulations, and the case law which ensure that the organisation's health and safety policies and current procedures (Travlaw, 2016).

7.5 ABTA (2016)

Works with a code of conduct which ensures that clients can expect a high code of conduct and that the organisations protect you financially. ABTA supports the organisation in the unlikely event that Bodega De Mendoza goes out of business, ABTA also protects hotels and other tour operator segments.


8 PRINCIPAL RISKS AND PROBLEMS

Risks Likelihood Solution

Plane crash and Death Very Low In the unlikely event of this happening, ensure that the correct measurements are in place to deal with fees and getting the body back to the UK. Also contacting family and friends for any serious incidents.

Lose of passport Low Ensure guests are aware of the implications when losing a passport, such as visiting the Embassy and ensure that the passport is covered by the insurance.

Illness from food poisoning/ food allergies

Medium Have the correct procedures in place when guests are feeling unwell. Contagious illnesses need to be dealt with as soon as guests show symptoms. Ensure that the guests’ insurance covers all illness issues and that guests are aware of


vaccinations before travelling to Argentina. Also, ensure that one member of the Bodega de Mendoza team is trained in Health and safety as well as being aware of illnesses in the country.

Road accident. Low Make sure every single guest has insurance covering accidents.

Road journey: risk of travel sickness.

Low Bring plastic sick bags and ensure that the guests have already taken precautions as to sickness if they are aware that they have these issues.

Mugging/Theft or personal belongings.

Low Make sure that all valuables and important documents belong to guests are covered by the insurance and in a safe place at all times.

Weather conditions when visiting the Wineries and other outdoor activities.

Medium (uncontrolled variable also dependant on the time of the year)

Specify the correct clothing for the activities and ensure that all guests are dressed appropriately for all excursions. Do not participate in any tours if it is unsafe and ensure than another activity can


take place if an excursion is cancelled or rearranged.

Table 6: Risks and Problems


APPENDICESA. FUTURE PROJECTIONS

1 Year Projections: To create links with the local businesses and expand the company by hosting a local event to make the public more aware of our organisation.Offer more choice of activities for customers such as visiting Mendoza Zoo, boat tours, and water rafting. Raise the wages for the staffs

3 Year Projections:Expand the company by providing more options for the location tour such as having a tour in Buenos Aires as well as being able to provide flights and accommodation packages to customers.

5 Year Projections: To gain more profit and have more branches in the UK and employ new staffs in the UK as well as in Argentina.

B. ASSUMPTIONS

Product or Service

The company has undertaken market research to ensure the product and service on offer are in demand. Wine tourism is a growing form of tourism and as the competition analysis and SWOT analysis show, the service we offer is unique and personalised to each customer, which will allow us to gain a ___% of the overall market share for wine tourism in Mendoza.

Sufficient Customer Base

Advertising online via the company website and social media accounts, allows the company to gain access to a wider customer base, by not being limited to the physical surroundings. We have outlined a sufficient marketing


budget for the first months of trading, as the business will need to account for more money and time spent initially to get the business started, and also to allow people to hear about the company and the products on offer.

Profitability

The finance manager has created a cash flow forecast for the first 3 years of trading to demonstrate the breakeven point in the first year and when the company begins to make a profit. The company has been realistic when budgeting for all of the expenses, to ensure the business is viable and the correct pricing strategy was chosen for our business. Profit and Loss accounts also aid in demonstrating the financial capabilities of the company.

Management ExpertiseThe company has hired managers for the following areas: business, finance, marketing, operations and legal. The hired people have the necessary skills and expertise required for their job role. This has been thoroughly demonstrated by their previous job roles and university education. Employing people with expert knowledge in all five of these areas ensures that the business is able to operate effectively on a day-to-day business.

Adequate CapitalisationThe company has shown in the cash flow forecast that it will start to make a profit by May, this is the fifth month of trading in the first year and the total profit for year 1 is £92,543.96. A £25,000 loan was agreed by the bank and it will be repaid in instalments each month, taking a total of three years to be repaid in full plus interest. As each partner agreed to put forward £3000 as an initial investment, the total loan needed from the bank was reduced considerably allowing the company the necessary time to repay the loan in smaller instalments.

C. PRODUCT LITERATURE


Website- WIXBodega de Mendoza have created a website which is used to book the online packages. The website features various pages which include the Itinerary and Tours as well as showing the clients the accommodation which they can stay in and the rooms. The website is easy to use and provides clients with a wide range of information on the whole holiday as well as the destination. Statistics now prove that over 16 million businesses use website pages for businesses. The use of websites for a business increases the market share and attracts a wider range of customers (Noyes, 2016).

Social MediaBodega De Mendoza also have various different social media sites which allow existing and potential customers to contact the organisation and ask important questions. Social media is used as an informal way of


communication to ensure that clients are happy with the product and they can leave feedback for future clients. Worldwide statistics show that there are over 1.59 billion monthly active Facebook users which are also a 14% increase year on year. Facebook has become far too big to ignore and business now receives 55% more web traffic as many potential customers now look on the internet for businesses to also compare prices (Kagan, 2016). A number of marketers also say that Facebook is now an essential part of any business and it is critical as it has increased revenue by 83% in just two years, it is no longer seen as experimental because of the proved increase in sales (Kagan, 2016).

InstagramBodega de Mendoza has also created an Instagram page which is used to show pictures of customers enjoying the tours and the accommodation to encourage and attract potential customers to future bookings. Instagram (2016) has been described as a highly engaged global community which now boasts a community of 400 million active accounts (Kagan, 2016). The Instagram society is based on visual inspiration and the simple design of the site encourages all ages to get involved in the Instagram advertising. The visual languages used by Instagram allows businesses to inspire people to view business and marketing campaigns in a different way (Kagan, 2016).

D. SPECIFIC MARKET RESEARCH METHODS AND FINDINGS

Bodega de Mendoza offers luxury food, wine, and cultural tour packages particularly targeted couples. There are various findings in terms of the wine tourism trends both in the UK and Argentina. We looked at several reports: ProsperAr, Invest in Argentina and Bibendum etc. Through these reports, we discovered the main findings with regards to the current market size and trend of the wine tourism, UK people’s perspectives in terms of the wine tourism, and also the current wine trading between the UK and the other winery destinations such as France, Argentina, Spain and New Zealand etc. Additionally, also focused on researching the wine tourism trend and its reputation in Mendoza, Argentina.

E. ORGANISATION CHARTS/ROTAS

Year Ninia Giulia Nicola Jaeeun Anna


1JAN Conducting

market research on our target markets.

Ensuring all legal requirements are met for a start-up tour operator.

Creating the website and social media accounts.

Getting prices and quotes for the tour.

Ensuring staff is trained and knowledgeable on wine tourism in Argentina.

FEB Fly to Argentina (checking suppliers and accommodation quality).

Communicating with suppliers in Mendoza and the host community.

Managing payments and financial requirements.

MAR Updating social media and the website. Keeping up to date with competitors and market trends.

Communicating with suppliers in Mendoza and the host community.

APR Managing the marketing campaign.

Fly to Argentina (checking suppliers and accommodation are ready for an intake of customers).

Conducting staff training sessions

MAY Keeping up to date with competitors and market trends.


Taking bookings for the first tour.

JUN Taking bookings for the tour

Managing payments and financial

Taking bookings for the tour


operator and communicating with the host community in Mendoza.

requirements.

operator.

JUL Managing the marketing campaign.


Fly to Argentina to be with the customers.


Taking bookings for the tour operator and conducting staff training sessions.

AUG Updating social media and the website. Keeping up to date with competitors and market trends.


In Argentina with the customers on the tours.


Taking bookings for the tour operator.

SEP Fly to Argentina to be with the customers.

Ensuring all legal requirements are up to date.

Taking bookings for the tour operator



OCT In Argentina with the customers on the tours.

Taking bookings for the tour operator and ensuring health and safety training for employees is complete.

Managing the marketing campaign



NOV Updating social media and the website.



Managing payments and financial requirement



s.

DEC Keeping up to date with competitors and market trends.






F. MINUTES OF ALL THE MEETINGS

“The LUXURY taste”Team Agreement

ContractBehavior and Expectations

Everyone needs to be at all meetings. If you are not able to make it to a meeting, be sure to tell your team members ahead of time with appropriate contact information.

Give it your all, full input and practice where required.

Help your other team members if they are struggling with something.


Team members have the right by consensus to approach a team member who is not participating and ask them to improve it the possibility may arise that they may leave the team at his/her loss.

As a member of the team, I agree to meet the following criteria until the teamwork is complete and all written work is submitted.

1. GeneralTreat the beliefs and opinions of the other team members with respect.Demonstrate excellent personal organisational skills and timekeeping.Have an unbiased relationship within the team.Communicate effectively with the rest of the team; this includes any problems with the allocated work or completion of tasks.Show an understanding of ethical issues relating to the project (University Code of Conduct and Ethics).Where agreed costs are incurred they will be shared equally between all members of the team.

2. Meetings

Attend all team meetings and study sessions. The exemption is with express permission from three team members (minimum) or through mitigating circumstances.

o Note: Failure to do so is a direct breach of contract. Personal issues should be brought to the attention of the module leader.

Attend all team meetings at the agreed time and for the complete duration of the project. (See 2.1)Attend the team meetings with a pro-active attitude with the aim of contributing positively towards the meeting. This requires full commitment and the turning off of all phones and pagers.Complete, by agreed deadlines, all allocated work, and action points agreed at the meeting and report back to the team by the agreed dates. Utilise your Gantt chart for this.

3. Project WorkContribute equally towards the project compared with other team members. This contribution may be in the form of written work or research but must be agreed as an equal part of other team members.Complete all tasks to the highest possible standard through the use of primary and secondary research.Use a wide variety of research sources.Aim to develop a deep understanding of the topic area and any specific areas allocated by the team. Many areas of research undertaken require the team as a whole to be aware of the input, not just the


individual. This is extremely important with reference to any required presentations.Present all written work in an appropriate format with full references and to be aware of the rules and regulations in relation to plagiarism.Show an understanding and knowledge of the criteria and requirements of the work being undertaken and if in doubt gain clarification from the module tutor. With regards to presentations, make an effort to look respectable and be professional in every respect.In any communication with an organisation act in a professional manner, as you are representing the University.Be honest in details recorded in personal logs and when involved in peer assessment and self-appraisal. Remember personal logs are confidential between your tutor and yourself.

4. Grievance Procedure

Think like a good manager, be proactive, avoid going to the grievance stage in the first place, try and “nip any issues in the bud” If not possible, raise any grievances that may be held with other team members during a chaired and minuted meeting.Have an unbiased attitude to decisions made regarding any grievancesAcknowledge that any single member of the team may raise grievances if a breach of contract has occurred. Understand the disciplinary procedure following a breach of contract to be:

STAGE 1 Minutes of meetings must be taken to provide evidence of problems as they arise and attempts to mediate are developed.

STAGE 2(or situation unresolved)

Students will discuss any issues of non-attendance/low performance within the team and with the person concerned. A verbal warning should be given.


1st Written Warning from team and notification to the module leader

STAGE 4 2nd Written Warning Student teams should discuss significant problems with the module tutor and notify the member of


(or situation unresolved)

staff when a written warning is about to be issued to a student who is not performing. Evidence of non-performance needs to be submitted. YELLOW CARD issued


If no improvement is made the student team and module leader will write to the individual concerned outlining the course of action that they intend to take. Typically, this will be that the student is "sacked" from the team and has to contact the module leader to explore how they can complete the activity as an individual. RED CARD issued

In order to issue a warning or to take further action, the rest of the team members must be in agreement.In the event of an unreconcilable dispute and somebody has been asked to leave a team that person, should they feel their exclusion be unjustified, will have recourse to a tribunal. The tribunal will be made up of students and staff and Chaired by the Module Leader. The tribunal will hear the case for and against and if reinstatement is not an option the excluded student will be offered an opportunity to complete the module by producing a substantial individual assignment. If inadequate individual assignment submitted a fail maybe recorded. In the event that the document is sufficiently discerning and detailed the student will be given a PASS mark only.Where team presentations from 20% or more of the final mark at Level 5-6 they should normally be moderated by staff and normally recorded on video to facilitate moderation

Declaration

I have read the attached contractual terms for the completion of this team piece of work. As a member of the team, I agree to be bound by its terms and conditions.

I understand that the team may take further action if it is perceived that I have been in breach of this contract.

NAME CONTACT DETAILS SIGNATURE DATE


Ninia Roscoe 07944739606 N.L.R 02/02/16

Giulia Giovagnoli 07534947631 G.D.G 02/02/16

Jaeeun Lee 07526961816 J.L 02/02/16

Nicola Pearce 07780858483 N.P 02/02/16

Anna Rueansom 07561144487 A.W.R 02/02/16


“The LUXURY taste”

Weekly Meeting Rota

Week Chairman Minute Taker

1 Ninia Roscoe Jaeeun Lee

2 Jaeeun Lee Nicola Pearce

3 Nicola Pearce Giulia Giovagnoli

4 Giulia Giovagnoli Anna Rueansom

5 Anna Rueansom Ninia Roscoe

6 Ninia Roscoe Giulia Giovagnoli

7 Giulia Giovagnoli Nicola Pearce

8 Nicola Pearce Jaeeun Lee

9 Jaeeun Lee Anna Rueansom

10 Anna Rueansom Ninia Roscoe

11 Ninia Roscoe Jaeeun Lee

12 Jaeeun Lee Giulia Giovagnoli



Minute Meeting Week 1

Date: 01/02/16 Time: 14:00 - 16:00 Location: DT 106

Meeting Called by Ninia Liezl Roscoe Type of Meeting: Informal MeetingMinute Taker: Jaeeun LeeAttendees: Ninia Roscoe, Jaeeun Lee, Giulia Giovagnoli, Nicola Pearce & Anna RueansomApologies: None Absent: None

MinutesAgenda Objectives: To establish the tasks to each and every member of the team about the background of Argentina and the products and services that they offer in related to tourism.Please read: Week 2 tutorial context on module handbook (p.4)Discussions: The meeting started with the discussion on general information about Argentina.


The group has accessed online information on Argentina’s facts and figures in general, and then narrowing all the information down to the most important data that are related to tourism to get initial ideas on what Argentina could offer as a tourist destination. Further to this discussion, the team has gathered different types of analysis such as PESTEL, SWOT and 5 A’s of tourism to make the research become more specific which is set to be developed over a week by each member.

Each member is set to prepare a set of information of their designated areas such as:

Action Items Person ResponsibleDeadlines

1. Political & Attractions Ninia Roscoe08/02/16

2. Economical & Amenities Nicola Pearce 08/02/163. Social & Activities Anna Rueansom 08/02/16 4. Environmental & Accessibility Jaeeun Lee 08/02/165. Legal & Accommodation Giulia Giovagnoli 08/02/16

ConclusionAs agreed, the team have decided to get back together on Monday 8th February 2016 to present our findings on Argentina. An initial research was carried out in the seminar to get a general information in regards to the facts and figures of Argentina. The tasks that have been set out for Monday will allow all team members to carry out a wider and deeper understanding on Argentina in related to tourism. Furthermore, the team has not yet got the name but this will be decided later on the week along with company aims, objectives, and mission statement. Additional InformationTeam business contract will be prepared to everyone on next meeting. This will be the prepared by Ninia Roscoe and brought to the meeting on Monday 08/02/2016. The agreement of roles within the company will be allocated on next meeting.





Meeting Called by: Jaeeun Lee Type of Meeting: Informal MeetingMinute Taker: Nicola PearceAttendees: Ninia Roscoe, Jaeeun Lee, Giulia Giovagnoli, Nicola Pearce & Anna RueansomApologies: None Absent: None

MinutesAgenda Objectives: Overall discussion of tourism business in Argentina and discover the essential conditions of starting the new business.Please read: Week 3 tutorial context on module handbook (p.4)

Discussions: In this session, our group will discuss the initial tourism business start-up in Argentina. Group members will start researching destinations in Argentina where is sustainable and attractive for customers. Also, we will have discussed about the destinations that we select, and then


we will present the tourism product’s its own unique selling points. After that process, the decision-making process will be made within the group.


1. Organise a next meeting All members of the team 15/02/16

2. Look at My Beckett (Week 3) All members of the team 15/02/16

Conclusion After consideration and research from all members, we selected the destination called ‘Ushuaia’ in Argentina. However, we will consider the other tourist destinations which have more sustainability and find out more specific details to satisfy the customers. Additional InformationNone





Meeting Called by Nicola Pearce Type of Meeting: Informal MeetingMinute Taker: Giulia GiovagnoliAttendees: Ninia Roscoe, Giulia Giovagnoli, Jaeeun Lee, Nicola Pearce & Anna Rueansom Apologies: None Absent: None

MinutesAgenda Objectives: Overall discussion on the type of product provided in Argentina and final presentations and Audits on ideas of a final package holiday. Please read: Week 4 tutorial context on module handbook (p.4)

Discussions: In this session, our group discussed the overall tourism businesses in Argentina. Each member contributed to the decision making of the final product that our tourism organisation will provide. Each member of


the group gave a short presentation on different locations in Argentina and discussed why they have chosen that particular destination. Decision to be made on interests of all the members of the group, trends in the current tourism market, strengths and weaknesses of the destination and the final product offered. NLR- Wine and festival tourism in Mendoza, NP- Wildlife tourism in Patagonia, AR- Backpacking, small adventure tourism in Santa Cruz, GG- Wine, culture festival in San Rafael, JL- Summer and Winter Activities in San Carlos de Bariloche.

Conclusion After consideration and research from all members the wine tourism in Mendoza was chosen as the strongest package product. Further discussion allowed the team to produce a name for the organisation (Bodega de Mendoza- A Luxury Experience) and an overall target audience of couples 25 years old and above. Additional Information





Meeting Called by: Giulia Giovagnoli Type of Meeting: Informal MeetingMinute Taker: Anna RueansomAttendees: Ninia Roscoe, Jaeeun Lee, Nicola Pearce & Anna Rueansom Apologies: Giulia GiovagnoliAbsent: None

MinutesAgenda Objectives: Please read: Week 3 tutorial context on module handbook (p.4)

Discussions: Discussed and go through the business plan to further have a better understanding of our business structure.



1. Business objectives All members of the team 29/02/162. Mission Statement All members of the team 29/02/163. Nature of business All members of the team 29/02/164. Research: Market trends, potential competitors 29/02/16Conclusion After the discussion, the team agreed on their role on the people profile. Finance Manager - Jaeeun LeeOperational Manager - Anna RueansomMarketing Manager - Ninia RoscoeBusiness Manager - Nicola PearceLegal Manager - Giulia GiovagnoliAdditional Information





Meeting Called by Anna Rueansom Type of Meeting: Informal MeetingMinute Taker: Ninia RoscoeAttendees: Ninia Roscoe, Giulia Giovagnoli, Jaeeun Lee, Nicola Pearce & Anna Rueansom Apologies: NoneAbsent: None

MinutesAgenda Objectives: Planning a tour operator’s package. To establish the tour operator products and services as well as itineraries available for the target market. Please read: Week 3 tutorial context on module handbook (p.4)

Discussions: The meeting started with the discussion on general information about the previous meeting on the 22nd February 2016.


The group has accessed online information on the business competitors and the products and services that they offer, and then, narrowing all the information down to the most important data that are needed for the business plan. Further to this discussion, the team has agreed on the itineraries for the chosen target market, including the capacity size of customers, duration of the holiday. The team has also agreed to look at different types of trends in the market to make sure that it is summarised and ready to add to the business plan which is set to be developed over a week by each member.

Each member is set to prepare a set of information of their designated areas such as:

Action Items Person Responsible Deadlines 1. Gantt Chart, trends, competition Ninia Roscoe 07/03/162. Start the business plan Nicola Pearce

07/03/163. Trends, competitors itinerary Anna Rueansom

07/03/164. Trends, competitors, and finance Jaeeun Lee 07/03/165. Itineraries and Accommodation Giulia Giovagnoli 07/03/16Conclusion As agreed, the team have decided to get back together on Monday 7th March 2016 to present our findings and given task. An initial research was carried out in the seminar to get a general information in regards to the competitor’s itineraries. The tasks that have been set out for Monday will allow all team members to carry out a wider and deeper understanding of what the competitors do offers.Additional Information





Meeting Called by Ninia Liezl Roscoe Type of Meeting: Informal MeetingMinute Taker: Giulia GiovagnoliAttendees: Ninia Roscoe, Jaeeun Lee, Giulia Giovagnoli, Nicola Pearce & Anna RueansomApologies: NoneAbsent: None

MinutesAgenda Objectives: Making sure the team is up-to-date on the business plan. To start to think about the finance, pricing, pricing financial resources, budgets, and legal.Discussions:

All members talked about the overall business plan and ways to improve this for next week. Discussions on a change of logo to make it much better.


Agreed that the team is missing market share and strategy which needs to be completed for next meeting. All members to complete a-f in the module handbook and look at different markets and find out trends for couples.

Action Items Person Responsible Deadlines

1. Customers and Consumer Analysis Nicola Pearce10/03/16

2. Market size and trends AR and JL10/03/16

3. Estimated Market Share AR and JL 10/03/164. Marketing Strategy NR and GG 10/03/165. Create a website, Facebook and online advertising methodsConclusion

The team agreed to meet in the week to discuss various other sections such as finance, all members set certain tasks to complete for the following week. The tasks that have been set out for Monday will allow all team members to carry out a wider and deeper understanding of what the competitors do offers.Additional Information





Meeting Called by Giulia Giovagnoli Type of Meeting: Informal MeetingMinute Taker: Nicola PearceAttendees: Ninia Roscoe, Giulia Giovagnoli, Nicola Pearce & Anna RueansomApologies: Jaeeun LeeAbsent: None

MinutesAgenda Objectives: To discuss the financial aspects of the company and decide a price for our tour to make a profit. To further discuss legalities and the risk assessment for the tour operator.Discussions: All attendees discussed the finances of our company and calculated the cost to us for the package and decided on the price to charge customers in order to make a profit. The cost for our company for the tour and accommodation is £3910 per couple and we have decided to charge our


customers the price of £5000 per couple. We also discussed how many tours we needed to complete each month to break even and make a profit and we have decided to book two tours each month consisting of a maximum of 12 people each time. Additional costs and expenses for our company were also discussed such as minibus rental, UK premises, trade association memberships and insurance fees. It was agreed that two members of the team would finalise all of the financial details by the end of the Easter break. The risk assessment and legalities of our company were also briefly discussed and we outlined some of the risks and main legal issues our company would be subject to. Three members of the team will work together to have this information completed by the end of the Easter break.


1. Finance - All costings outlined, NR and NP 04/04/16Cash Flow, Break-even, Forecasting/ Profit and Loss2. Create a website Giulia Giovagnoli 04/04/163. Risk Assessment Anna Rueansom

04/04/164. Legalities JL, GG, AR

04/04/16Conclusion

The team agreed to meet on Monday 04/04/16 when we return from Easter break to present our findings. The tasks which have been set out for all of the team members allow the team to ensure that our company will make a profit and are complying with all of the legal issues which apply to a tour operator.Additional Information





Meeting Called by Jaeeun Lee Type of Meeting: Informal MeetingMinute Taker: Anna RueansomAttendees: Ninia Roscoe, Jaeeun Lee, Giulia Giovagnoli, Nicola Pearce & Anna RueansomApologies: NoneAbsent: None

MinutesAgenda Objectives: To discuss what we have done and what needs to be completed in order to keep on track and complete our report. Discussions: All the members went on to the checklist in the module handbook to check what we have completed and what things need to be added in and completing. The team agreed to complete their people profile by the next meeting.



1. Competition analysis All members18/04/16

2. People profile All members18/04/16

3. Market size and trend AR and JL 18/04/16

4. Marketing objectives Ninia Roscoe 18/04/165. Marketing budget All member

18/04/166. Legal GG

18/04/167. Finance NR and NP 18/04/168. Formatting the report Ninia Roscoe

18/04/16Conclusion

Team agreed to meet more often to discuss on unfinished tasks and get together to do work in order to keep on track, and have most of the tasks done by next week. Additional Information





Meeting Called by Ninia Liezl Roscoe Type of Meeting: Informal MeetingMinute Taker: Ninia Liezl RoscoeAttendees: Ninia Liezl Roscoe, Nicola Pearce, Giulia Giovagnoli, Jaeeun Lee, Anna RueansomApologies: NoneAbsent: None

MinutesAgenda Objectives: To finalise the business plan and to make sure all the information and details needed are complete.Discussions: The team have agreed to finalise the business plan by this week and are hoping to start the presentation for week 11. Everyone have been allocated their tasks, such as: Action Items Person Responsible Deadlines 1. Business Plan Format Ninia Roscoe

25/05/16


2. Finance Summary Ninia Roscoe and Nicola25/05/16

3. Market Size Anna Rueansom 25/05 164. Assumptions Nicola Pearce 25/05/165. Project Literature Giulia Giovagnoli 25/05/16Conclusion The team has agreed to meet as much as possible to discuss the unfinished tasks, to ensure all the sections of the business plan are complete to enable the team to start and move to the presentation next week. The team has also decided to get together next to finally start the presentation. All members have been allocated some tasks to do for next week.


G. TIME MANAGEMENT/PLANNINGTasks WK1 WK2 WK3 WK4 WK5 WK6 WK7 WK8 WK9 WK10 WK11 WK12WK1 Minute Meeting Belbin Inventory Team Contract Change of Contact

Quick Research on Argentina All members

WK2 Minute Meeting NRPolitical and Attractions Legend JLEconomical and Amenities GGSocial and Activities NPEnvironmental and Accessibility ARLegal and Accommodation WK3 Minute Meeting Gantt Chart Ideas on the type of business Logo Strapline Type of organisation Location of the Business Company Name Customer ideas WK4 Minute Meeting Destination Overview Tourism Audit WK 5 Minute Meeting Itinerary Duration of the tour WK6 Minute Meeting Market Research Market Analysis Market Trends Competition Analysis Estimated Share Market Strategy WK 7 Minute Meeting Basic Operations Legalities Risk Assessments Business Plan WK 8 Minute Meeting Finance WK 9 Minute Meeting


Business Plan Final Draft

H. GANTT CHART

Task Start Date Days to CompleteTeam Business Contract 01/02/2016 3Destination Research 01/02/2016 7PESTEL and 5 A's 08/02/2016 7Business Ideas and Research 08/02/2016 10Tourism Audit of Argentina as a whole 15/02/2016 7Company Name 15/02/2016 2Research Trends 15/02/2016 14Logo 22/02/2016 7Executive Summary 22/02/2016 21Mission Statements 22/02/2016 14Nature of the business 22/02/2016 14Partnership Agreement 22/02/2016 7People Profile 22/02/2016 7Product overview 22/02/2016 14Tourism Audit 29/02/2016 14Itinerary 29/02/2016 7Customers 07/03/2016 4Market Size and trends 07/03/2016 4Competition Analysis 07/03/2016 4Estimated Market Share 07/03/2016 4Consumer Analysis 07/03/2016 4Market strategy 07/03/2016 4Price of the Package holiday 10/03/2016 21Law (Legalities) 10/03/2016 21Cost 14/03/2016 14Financial Forecast 14/03/2016 21Basis of Operation 25/04/2016 14Financial Information 02/05/2016 21Principal Risk and Problems 02/05/2016 21



Team Business ContractPESTEL and 5 A's

Tourism Audit of Agentina as a wholeResearch Trends

Executive Summary Nature of the business

People Profile Tourism Audit

Customers Competition Analysis

Consumer Analysis Price of the Package holiday

CostBasis of Operation

Principal Risk and Problems

2/1/2016 3/22/2016 5/11/2016 6/30/2016Projecct Management

Start DateDays to Complete

I. OTHER RELEVANT SUPPORTING DOCUMENTSReport: Cash Flow ForecastYear One 2017


Year Two 2018


Year Three 2019


Report: Profit and LossYear One 2017Profit and Loss StatementFor the Year Ending December 2017

Sales £936,000.00Cost of Sales £543,490.00Gross Profit £392,510.00

LESS EXPENSESTelephone £354.28Mini-Bus Taxes £999.00Mini-Bus [1] £10,223.66ABTA Membership £2,855.00

TOMS VAT £187,200.00Insurance £984.51Premises (Bills Included) £3,000.00Professional Fees £936.00Staff Training £358.80Stationery £350.00Petrol £3,500.00Wages £71,850.00Staff flights £6,000.00Marketing Campaign Fees £1,600.00Repairs & Maintenance Fees £500.00Printing & Postage £360.00Banking Fees £0.00Credit/ Debit Card Processing Fees £124.80Loan Interest £8,440.63Booking System Software £329.36 £299,966.04

Net Profit/ Net Loss £92,543.96


Year Two 2018

LESS EXPENSESTelephone £244.28Mini-Bus Taxes £999.00ABTA Membership £2,855.00

TOMS VAT £351,141.40Insurance £984.51Premises (Bills Included) £3,000.00Professional Fees £936.00Staff Training £358.80Stationery £260.00Petrol £6,000.00Wages £82,087.56Staff flights £8,200.00Marketing Campaign Fees £1,800.00Repairs & Maintenance Fees £1,000.00Printing & Postage £360.00Banking Fees £280.00Credit/ Debit Card Processing Fees £187.20Loan Interest £9,207.96Booking System Software £494.04 £470,395.75



Year Three 2019Profit and Loss StatementFor the Year Ending December 2019

Sales £1,823,696.00Cost of Sales £1,188,640.00Gross Profit £635,056.00

LESS EXPENSESTelephone £244.28Mini-Bus Taxes £999.00ABTA Membership £2,855.00

TOMS VAT £364,739.20Insurance £984.51Premises (Bills Included) £3,000.00Professional Fees £936.00Staff Training £358.80Stationery £260.00Petrol £6,600.00Wages £97,785.00Staff flights £8,200.00Marketing Campaign Fees £1,300.00Repairs & Maintenance Fees £1,000.00Printing & Postage £420.00Banking Fees £480.00Credit/ Debit Card Processing Fees £187.20Loan Interest £9,207.96Booking System Software £494.04 £500,050.99


Summary of Profit and Loss


Revenue YR1 £936,000.00Expenditure YR1 £843,456.04Net Profit YR1 £92,543.96

Revenue YR2 £1,755,707.00Expenditure YR2 £1,612,115.75Net Profit YR2 £143,591.25

Cost per Person BreakdownFixed costs

Fixed costs per person

Variable costs per person Note

Minibus£15,222.6

6 £26.43

The cost of the minibus includes the overall operating costs for the mini bus for a year. Cost per person is divided by 12 months and the number of people per month

Accommodation £700.00

Cost of 10 days accommodation per person in luxury 5* accommodation

Tour Cost £1,255.00

The cost of the tour includes access to all wineries and vineyards,wine tastings and lunch at wineries and activities such as cooking classes, horse riding and city sightseeing tours.


Total per person £1,981.4335% for admin costs and profit £693.50

Minimum selling price to customers £2,674.93

This will be the minimum pricing for customers if we decide to put on any special offers during the less busy periods.

Actual selling price to customers £2,999.50

This is the price we will charge per person as the product on offer is a high-end luxury tour.


Tourism Audit“Bodega de Mendoza”

(A Luxury Experience)

AttractionsDifferent types of attractions throughout the Province of MendozaDowntown of MendozaMunicipal Aquarium - this opened on 25th May 1945. The aquarium has local and exotic species of freshwater and saltwater. Some of the species available in this aquarium are from Parana River, one of the species that it has is a sea turtle (about 90 years and 15 years in captivity). Glory Hill - this is one of the historical Monument which was built in honour of General San Martin and the Army of the Andes. The base of the monument is made of stone from the mountains. Around the pedestal, there are three major friezes depicting scenes from the preparation of the crossing of the mountain range. Park Gates - Acquired in Scotland casting “Walter Macfarlaine & Co” by the government of Mendoza, to frame the access to General San Martin Park. The gate is made of cast iron. Ruins of San Francisco - this is one of the ancient National Historic Landmark. Mendoza Zoological Park - is located on the east side of the hill of the Gloria. It is one of the most important attraction in Latin America. The current species population is 1100 animals, including some of the endangered species, (welcometomendoza.com, 2016). Las HerasVaults of Uspallata - this attraction is one of the oldest buildings in Mendoza. It was built in the eighteenth century. This attraction has three vaulted domes (built of mud, covered with lime and stone foundations).Mendoza Cemetery - this is the cemetery walking capital of Mendoza. this attraction is full of local history tracks.Mount Aconcagua - this mountain is surrounded by eternal glaciers and this is ideal for tourists wanting adventure excursions. Puente del Inca - this is located at 2,700 metres above sea level, on the Andes among Banderita North and South Banderita hills, Department Las


Heras district Las Cuevas. It is about 183 km from the city of Mendoza. The main entrance of this place is in Aconcagua Provincial Park, (welcometomendoza.com, 2016). LavalleLaguna del Rosario MalarguePincheira Castle - it is known for its natural beauty without having any alterations of the human. The rock’s formation shows the majestic shape and incredible history. Southern Pierre Auger Observatory - this is an Astrophysical Observatory, a place where cosmic rays from outer space are studied.Raquil North, (welcometomendoza.com, 2016).Potrerillos - it is located 60 km from the city of Mendoza and 15 km from the wine roads. It is situated where the main wineries are. Potrerillos is an ideal place for relaxation and for someone who like to undertake mountain hiking, (welcometomendoza.com, 2016).San RafaelRama Fall - this is located in the south city of San Rafael. This is known as Fall Branch. The Dunes at Nihuil - it is located 85 km from San Rafael. The Dunes Nihuil is a part of 30,000 hectares desert. It is hidden, the slopes are measured up to 200 metres high. This is ideal for adventure activities. Villa 25 de Mayo - it is located 25 km from Mendoza. It is considered by Argentine as a real museum village inhabited with adobe and streets lined with ancient Carolinians, (welcometomendoza.com, 2016). Uco Valley/ TunuyanDrawer Arenales - Los Arenales is the largest climbing area in Mendoza. This area has over 150 routes with a variety of walls, towers and spires of a great pink granite that create a great natural beauty, (welcometomendoza.com, 2016). Bodegas - offers wine tours. Festivals - often free of charge. The harvest festival at the end of February is the most and major event in Mendoza, (wikitravel.org, 2016). Casa de Fader - A historic house museum. This is available for any types of tourists as it free to visit, (wikitravel.org, 2016). Central Park - this is a more modern park compared to Parque San MartinPlaza Espana - the most beautiful square of the city. It is decorated with typical Andalusian and Spanish motifs.


Parque San Martin - a huge park ideal for walking and biking around. The park has zoo located at the north-west corner of the park with animals in small cages. Behind the zoo begins a path up to Cerro de la Gloria where there is a large statue and nice view over the city and of the mountains - particularly pleasant at sunset, (wikitravel.org, and 2016).ActivitiesPotrerillos explorer - A company that specialised in outdoor activities. They have a range of activities such as Lake Kayak, Fishing, trekking, Horse riding, Zipline etc. (potrerillosexplorer.com, 2016).Mendoza City Tour - The official site seeing city tour bus perfect for every type of visitors and it’s a great way to take a quick look around the city. The full tour last about 2 hours long. The tour is also based on 15 stops to different part around different sides of the capital and also around Mendoza (Mendoza City Tour, 2016).Rancho Viejo Horse riding - Offer a fun horse riding from 1 to 5 hours for people with little experience and to experts this experience will enable tourists to see the beauty scenic (rancho-viejo.com, 2016).Baccus biking - Offer a fun biking with alternative tours through the streets of Chacras de Coria and Vistalba as such as visiting wineries (baccusbiking.com, 2016).

AccommodationThere is a vast range of accommodation available in Mendoza from five-star luxury hotels, city centre apartments to hostels and B&B. Mendoza is extremely popular for Wine Tourism and also provides accommodation which is inspired by traditional wine practices. A popular accommodation among luxury travellers is the Mendoza wine lodges, the personal experience and service are idyllic for couples and honeymooners. Based in San Jose an extremely popular province of Mendoza the lodges have been created for the enjoyment and tranquillity of the perfect landscapes. The spectacular view of the Andres Cordillera is the essential part of any Argentinian romantic escape. The lodges are not only set on vineyards but boast family runs restaurants, bars and a state of the art outdoor spa area. The sun, peace and amazing climate what attracts many wine lovers to the accommodation. The atmosphere encourages guests to explore the surrounding areas, the valley as well as relax and enjoy the real Argentina. The wine lodges feature five guest rooms and nine suites with private terraces and 180-degree panoramic views. The accommodation also provides ten lavish bungalows with inner courtyards, rooftop terraces and spa facilities. All of the accommodation uses solar energy to provide hot water, electricity, and heating (Welcome to Mendoza, 2016). Another accommodation provided is ‘The vines Resort and Spa’, in the Uco Valley Argentina's renowned winemaking region. It is extremely popular to


explore horseback in the beautiful surroundings of mountain and countryside. Relax in the sun in this beautiful resort and enjoy the Argentinean culture (Welcome to Mendoza, 2016).

AccessibilityBus: Big bus terminal is close to city centre in Mendoza and there are daily bus connections to all major destinations including Bariloche and Santiago de Chile.Transportation vanEl TroleMetrotranviaTaxis/Remis (private taxi): Readily available (US$ 3-4 to the centre), or it takes about 15 minutes’ walk (not recommended at night, the centre area’s border is in the red light district).Small International Airport: There is a small international airport called El Plumerillo (MDZ) airport is available with flights to Buenos Aires and Santiago de Chile.City bus (collective): It takes visitors to downtown, however, it comes only every 40 minutes and takes an hour to make its way to downtown (exact coins only).Mendoza is a travel hub of sorts for Argentina. If coming from Santiago, you will now have to pay the Argentine reciprocity fees paid by USA, Canada and Australia passport holders (if you book your bags through at Santiago, you will not have to pay the similar fees for Chile payable only for entry at the Santiago airport immigrations, not for land entry into Chile. As of February 2014, Chile was added to the US Visa Waiver Program and no longer charges a reciprocity fee for entry at any port, (Wikitravel, 2016 & Welcome to Mendoza, 2016).AmenitiesFestivals:The Vendimia Festival - a Grape Harvest Festival held in Mendoza each year and also one of the most popular events to take place in Argentina (welcomeargentina, 2016). The events which include: traditional cuisine, song and dance and the main event of a beauty contest to choose the ‘Queen of Vendimia’ begin in January and February and end in March (wander-Argentina, 2016).Events:Mendoza International Marathon - This event is held annually in May, with 10,000 participants running in either a full marathon, half marathon or 10K.


Carnaval Maravilloso - This annual street party involves plenty of costumes and folk dancing.(experiencemendoza, 2016)Food and Drink:Don Claudio - A casual cafe, which offers traditional Argentine cuisine.Don Mario - A steak house restaurant in Mendoza, offering many different cuts of meat served from a traditional Argentine Asado (barbeque).El Mercadito - A friendly bistro with the addition of an outdoor garden area. The menu includes salads, burgers and life de chorizo.Antares - Beer is homemade and brewed on the site and they offer half a dozen ales which can be tasted in a ‘degustation’ similar to a wine tasting. They also offer standard pub food and entertainment.Azafran - Often referred to as Mendoza’s most upmarket restaurant, they use local, quality produce to serve a menu inspired by cuisines around the world. The food is also complemented by an extensive wine list.(experiencemendoza, 2016)Museums/ Galleries:Bodega La Rural - A wine museum which guides visitors through the history of winemaking at La Rural and showcases 4500 artifacts including machinery, carriages, and presses. The museum’s wine bar also offers wine tastings.Chacras Paradiso - An art gallery which displays between two to four Mendocinian artist’s works each year. Quintanilla - An artistic centre with the capacity to seat 200 people, it features, music, theatre, dance and puppet shows.Mamm - A small art museum displaying modern art by local individuals.(experiencemendoza, 2016).


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Bodega de Mendoza (Final update)

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