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    JULY 2010 - MAREYS DOUGHNUT AND COFFEE HOUSE

    EXECUTIVE

    SUMMARY

    WBD 10102- Introduction to Entrepreneurship 1

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    EXECUTIVE SUMMARY

    MAREYS DOUGHNUTS AND COFFEE HOUSE

    Mareys Doughnuts and Coffee House (MDC) is a start-up coffee and bakery retail

    establishment located in southwest Kuala Lumpur. MDC expects to catch the

    interest of a regular loyal customer base with its broad variety of coffee and pastry

    products. The company plans to build a strong market position in the town, due to

    the partners' industry experience and mild competitive climate in the area. MDC

    aims to offer its products at a competitive price to meet the demand of the middle-

    to higher-income local market area residents and tourists.

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    1.0

    Product and service

    description

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    PRODUCT AND SERVICE DESCRIPTION

    MDC offers a broad range of coffee and espresso products, all from high quality

    Columbian grown imported coffee beans. MDC caters to all of its customers by providingeach customer coffee and espresso products made to suit the customer, down to the

    smallest detail. The bakery provides freshly prepared bakery and pastry products at all

    times during business operations. Six to eight moderate batches of bakery and pastry

    products are prepared during the day to assure fresh baked goods are always available.

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    2.0

    Technology description

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    Technology Description

    Management Team

    MDC is leading by Mr Muhammad b Mahzan who has extensive experience in

    sales, marketing, and management, and was vice president of marketing with both

    Marianna & Mariani and Burper Foods. Mr Remy bin Zupli brings experience in

    the area of finance and administration, including a stint as chief financial officer

    with both MUMs Roasters and the national coffee store chain, KopitiamCups.

    MDC uses equipment supplied by APV Bakers to handle the initial mixing,

    dividing and proving of dough. The equipment are bakery dough dividing and

    proving and baking machine.

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    3.0Market & competition

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    The Market

    The retail coffee industry in the Malaysia has recently experienced rapid growth.

    The climate in Malaysia stimulates consumption of hot beverages throughout the

    year. MDC wants to establish a large regular customer base, and will therefore

    concentrate its business and marketing on local residents, which will be the

    dominant target market. This will establish a healthy, consistent revenue base to

    ensure stability of the business. In addition, tourist traffic is expected to comprise

    approximately 35% of the revenues. High visibility and competitive products and

    service are critical to capture this segment of the market.

    MARKET AND COMPETITION

    Market Analysis :

    MDC's focus is on meeting the demand of a regular local resident customer base, as

    well as a significant level of tourist traffic from nearby highways. The marketing

    will considering these 4ps as below:

    The Four Ps of Marketing

    As we implement the above steps and develop a marketing plan, we need to think

    about the basic components of any marketing strategy. There are four elements of

    our business that we should always keep in mind. The following four Ps of

    marketing, which make up the marketing mix, were identified by Harvard

    professors in the 1960s, and since then they have become a standard model for

    developing marketing techniques:

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    Product

    The product is more than just the food and drink. The product is everything that we

    are selling, and in MDC that includes the menu items, merchandise, service,

    atmosphere and the whole experience of dining out.

    Price

    Simply put, the price refers to how much the product and merchandise cost. Pricing

    is extremely important in marketing because, along with quality of product, it

    influences theperceived value of what we offer to our customers.

    Place

    Place refers to not only the location of our restaurant, but to the characteristics and

    demographics of the trading area and all of the people and competition that exist

    inside of it. Place should be constantly evaluated with an environmental analysis.

    Promotion

    The promotion includes all of the marketing techniques weuse to sell our product.

    This can include coupons, specials, contests, public relations, merchandising,

    advertising, personal selling and word of mouth.

    Service marketing, which is always an essential aspect of food service, traditionally

    looks at three more Ps: people, process and physical evidence. However, it may be

    simpler to consider the service as part of the overall product.

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    We should constantly be tweaking our price and product in order to better promote

    our restaurant in the place where you do business. This may involve taking risks,

    but in the competitive world of food service, risks should be considered necessities

    for success. If we can constantly reevaluate the four Ps of marketing, we will

    establish the right mindset to develop a truly remarkable marketing plan that will

    pay off.

    Market Needs

    Because Malaysia has a cool and wet climate for two months out of the year, hot

    coffee products are very much in demand. During the remaining warmer ten

    months of the year, iced coffee products are in significantly high demand, along

    with a slower but consistent demand for hot coffee products. Much of the day's

    activity occurs in the morning hours before ten a.m., with a relatively steady flow

    for the remainder of the day.

    Competition and Buying Patterns

    Competition in the local area is somewhat sparse and does not provide nearly the

    level of product quality and customer service as MDC . Local customers are

    looking for a high quality product in a relaxing atmosphere. They desire a unique,

    classy experience.

    Leading competitors purchase and roast high quality, whole-bean coffees and,

    along with Italian-style espresso beverages, cold-blended beverages, a variety of

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    pastries and confections, coffee-related accessories and equipment, and a line of

    premium teas, sell these items primarily through company-operated retail stores. In

    addition to sales through company-operated retail stores, leading competitors sell

    coffee and tea products through other channels of distribution (specialty

    operations).

    Larger chains vary their product mix depending upon the size of each store and its

    location. Larger stores carry a broad selection of whole bean coffees in various

    sizes and types of packaging, as well as an assortment of coffee- and espresso-

    making equipment and accessories such as coffee grinders, coffee makers, espresso

    machines, coffee filters, storage containers, travel tumblers and mugs. Smaller

    stores and kiosks typically sell a full line of coffee beverages, a more limited

    selection of whole-bean coffees, and a few accessories such as travel tumblers and

    logo mugs. During fiscal year 2000, industry retail sales mix by product type was

    approximately 73% beverages, 14% food items, eight percent whole-bean coffees,

    and five percent coffee-making equipment and accessories.

    Technologically savvy competitors make fresh coffee and coffee-related products

    conveniently available via mail order and online. Additionally, mail order catalogs

    offering coffees, certain food items, and select coffee-making equipment and

    accessories, have been made available by a few larger competitors. Websites

    offering online stores that allow customers to browse for and purchase coffee, gifts,

    and other items via the Internet have become more commonplace as well.

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    Strategy and Implementation

    NDC will succeed by offering consumers high quality coffee, espresso, and bakery

    products with personal service at a competitive price.

    Sales Strategy

    The sales strategy is based on the SWOT Analysis as below :

    SWOT Analysis

    Strengths

    Strong relationships with vendors that offer high-quality ingredients andfast/frequent delivery schedules.

    Excellent staff who are highly trained and very customer attentive.

    Great retail space that is bright, hip, clean, and located in an upscale mall,

    suburban neighborhood, or urban retail district.

    High customer loyalty among repeat customers.

    High-quality food offerings that exceed competitors offerings in quality,

    presentation, and price.

    Weaknesses

    Nina Doughnut's name lacks brand equity.

    A limited marketing budget to develop brand awareness.

    The struggle to continually appear to be cutting edge.

    Opportunities

    Growing market with a significant percentage of the target market still not

    aware that Mareys Doughnut and Coffee exists.

    Increasing sales opportunities in take out business.

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    The ability to spread overhead over multiple revenue centers. MDC's will be

    able to spread the management overhead costs among the multiple stores,

    decreasing the fixed costs per store.

    Threats

    Competition from local restaurants that respond to MDC's

    superior offerings.

    Gourmet pasta restaurant chains found in other markets coming to Eugene.

    A slump in the economy reducing customer's disposable income spent on

    eating out.

    Competition

    National Competition

    Doughnutybilities: offers consumers their choice of doughnuts, and coffee,

    allowing the customer to assemble their dish as they wish. Food quality is average.

    DoughnutFresh: has a limited selection but the doughnuts are assembled with

    high-quality ingredients. The price point is high, but the food is quite good.

    Doughnut Works: offers doughnut that is reasonably fresh, reasonably

    innovative and at a lower price point. The company was sold a few years ago, and

    consequently the direction of management has been stagnant lately and has resulted

    in excessive employee turnover.

    Perfect Doughnut: has medium-priced doughnut that use average ingredients,

    no creativity, and less than average store atmosphere. NDC's is not sure how this

    company has been able to grow in size as their whole product is mediocre at best.

    Local Competition

    Restaurant A: This is an upscale Malaysian restaurant that has a limited

    selection of doughnuts and coffee. Although the selection is limited and pricey, the

    dishes are quite good.

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    Restaurant B: A Malaysian restaurant with a decent doughnut and coffee

    selection, however quality is inconsistent.

    Restaurant C: An upscale restaurant with a large doughnut and coffee

    selection. Everything else is mediocre at best and over-priced. Service can often be

    poor.

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    4.0

    Business model

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    MDC is using the Locust Model. The Locust is the business model that sells to

    the consumer market. Nearly all retailers are Locusts. Restaurants are Locusts.

    Businesses that transport people are Locusts. The Locust business needs expensive

    infrastructure to service, process, and manage an enormous number of customers

    and transactions. These fixed assets make Locusts highly vulnerable to small

    swings in capacity utilization. A 1 percent drop in customer traffic can be the

    difference between profit and loss.

    The Company

    MDC is incorporated in Kuala Lumpur, Malaysia. It is equally owned and

    managed by its two partners. Mr Muhammad bin Mahzan has extensive experience

    in sales, marketing, and management, and was vice president of marketing with

    both Mariana & Mariani and Burper Foods. Mr Raimi bin Zupli brings

    experience in the area of finance and administration, including a stint as chief

    financial officer with both Mums Roasters and the national coffee store chain,

    KopitiamCups. The company intends to hire two full-time pastry bakers and six

    part-time baristas to handle customer service and day to day operations.

    This business plan offers financial institutions an opportunity to review our vision

    and strategic focus. It also provides a step-by-step plan for the business start-up,

    establishing favorable sales numbers, gross margin, and profitability. This plan

    includes chapters on the company, products and services, market focus, action

    plans and forecasts, management team, and financial plan.

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    Objectives

    1. Sales approaching and surpassing RM1.9 million by the end of the first year.

    2. Targeting and maintaining a net profit of at least 14% by the second year.

    3. To cultivate monthly sales to reach RM167,000 by the end of the fourth

    month of operation, and RM220,000 monthly by the end of the first year of

    operation.

    1.2 Mission

    The MDC concept is built upon the success stories of Dungkin's Dounghnut and

    Bistro many casual dining and coffeehouse venues. Located in the heart of Kuala

    Lumpur that is residential loft development, The MDC will provide accessible and

    affordable high quality food especiall the doughnuts, coffee-based products, and

    entertainment to the thousands of residents and hotel visitors located within a five-

    mile radius. In time, The MDC will establish itself as a "destination" of choice to

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    the many residents of the greater Kuala Lumpur metropolitan area, as well as

    numerous out-of-town visitors.

    The establishment will provide a "complete, high-quality" evening experience for

    those searching for something that is rapidly becoming popular among Malaysians

    diners. Not only will patrons be able to dine on "comfort" food based upon time

    honored recipes from the world over, they will do so in a facility containing ample

    patio space for a favorite pastime of Kuala Lumpur's residents. Patrons will also

    have the option of enjoying coffee, desserts, and live entertainment in The MDC's

    coffeehouse or, a relaxed game of bocci in the gardens located adjacent to the patio

    space.

    The cafe's aim is simple. It will provide a completely sophisticated, sensual, yet

    casual dining and/or coffeehouse experience for the many Malaysians and visitors

    who frequent the city's casual dining spots and entertainment venues. It will be an

    affordable venture for patrons, one that will encourage them to return on many

    occasions. The menu will feature hearty fare of the type that is frequently out of the

    reach of the typical young professional...out of reach because time frequently

    prevents her/him from cooking hearty meals like those featured on our menu.

    Keys to Success

    The keys to success in this business are:

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    1. Product quality: Food especially based on doughnuts, coffee-based beverages,

    and entertainment are our products. They must be of the high quality and value.

    2. Service: Our patrons are paying to have a good time. Their experience will

    suffer if service is not of the highest caliber. Each member of the staff will be

    courteous, efficient, and attentive.

    3. Marketing: We will need to target our audience early and often. While the

    business is located in a central and accessible location, many people will have to be

    re-introduced to the neighborhood surrounding Kuala Lumpur.

    4. Management: We will need to have a firm grasp on food, beverage, and labor

    costs. The dining/entertainment/coffeehouse experience must be delivered in a

    fashion that will not only inspire repeat business, but encourage word-of-mouth

    recommendations to others. Proper inventory, employee management, and quality

    control is key.

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    Appendices

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    APPENDIX 1: FLYERS

    ocation Map03-2234677

    03-2234678 (fax)

    Welcome to the Mareys Doughnuts & Coffee House!

    Nestled in the Jalan Tun Razak, Kuala Lumpur Mareys

    Doughnuts & Coffee House offers a wide selection of fresh,

    delicious doughnuts, and coffee & espresso drinks, at modesprices. For more than 3 years, our charming location and

    exceptional food have been attracting locals and tourists alike

    As a family-owned-and-operated caf and bakery, we care abo

    the quality of our food and our reputation among our patrons,

    we take pride in offering baked-on-the-premises breads andpastry and freshly ground and brewed coffee.

    For mouth-watering food and drink, come to our Malaysian s

    caf and bakery!

    WBD 10102- Introduction to Entrepreneurship 21

    MAREYS

    DOUGHNUTS

    AND

    COFFEE HOUSE

    NINAS DOUGHNUTS

    & COFFEE HOUSE WELCOME

    HOURS OF PERATION:

    10 AM 12.00 AM EVERYDAY

    http://www.expresscafeandbakery.com/default.asphttp://www.expresscafeandbakery.com/default.asphttp://www.expresscafeandbakery.com/default.asphttp://www.expresscafeandbakery.com/default.asphttp://www.expresscafeandbakery.com/contactus.asphttp://www.expresscafeandbakery.com/catering.asphttp://www.expresscafeandbakery.com/menu.asphttp://www.expresscafeandbakery.com/default.asphttp://www.expresscafeandbakery.com/default.asp
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    APPENDIX 2 : LOCATION MAP

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    Borang A

    Rujuk Fail

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    Kelulusan nama perniagaan

    Rujuk Fail

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    BIBLIOGRAPHY

    www.hsbc.com.my/1/PA_1_1_S5/content/website/pdf/commercial/sme_biz_plan

    www.business.gov.au/.../How-

    to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.

    htm

    www.businesslink.gov.uk/bdotg/action/layer?topicId

    Ab.Aziz Yusof. (1998). Asas-asas Keusahawanan, Petaling Jaya : Prentice Hall

    Badaracco, J. (1991). The Knowledge Link: How firm compete Through Strategic

    Alliances. Cambridge: Havard Business School

    Cole, A. (1969). Definition of Enterpreneurship,In J.Komives eds., Karl.A.

    Bostrum Seminar in the Study of Enterprise, pp.10-22

    WBD 10102- Introduction to Entrepreneurship 25

    http://www.hsbc.com.my/1/PA_1_1_S5/content/website/pdf/commercial/sme_biz_planhttp://www.hsbc.com.my/1/PA_1_1_S5/content/website/pdf/commercial/sme_biz_planhttp://www.hsbc.com.my/1/PA_1_1_S5/content/website/pdf/commercial/sme_biz_planhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.businesslink.gov.uk/bdotg/action/layer?topicIdhttp://www.businesslink.gov.uk/bdotg/action/layer?topicIdhttp://www.businesslink.gov.uk/bdotg/action/layer?topicIdhttp://www.businesslink.gov.uk/bdotg/action/layer?topicIdhttp://www.hsbc.com.my/1/PA_1_1_S5/content/website/pdf/commercial/sme_biz_planhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.business.gov.au/.../How-to+guides/Thinking+of+starting+a+business/How+do+I+write+a+business+plan.htmhttp://www.businesslink.gov.uk/bdotg/action/layer?topicId
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