1. • Agha’s
supermarket
• Agha
M.
Hamza
Pathan
• 6012849
• Riccardo
Benzo
Primary
Research:
First
hand
research
was
conducted
through
a
survey
carried
out
on
Middlesex
Street
and
CULC.
I
also
interviewed
an
employee
of
a
supermarket
on
Middlesex
Street
to
get
to
an
esOmated
number
of
customers
per
day.
Secondary
Research:
Data
was
derived
from
databases
such
as
Mintel,
Passport
Recommended
textbooks
such
as
The
New
Business
Road
Test
by
Mullins,
MarkeOng
Management
by
Proctor,
etc.

2. Business
Model

4. Biz
opportunity
• History
– Caribbean
communiOes
have
been
in
England
since
1948
aVer
WW2.
Post-­‐
colonialism,
Chinese,
Indian
and
Pakistani
people
began
migraOng
to
England
in
hopes
of
beYer
living
standards
and
finding
jobs.
– Locals
have
developed
a
taste
for
foreign
foods
as
well,
which
is
demonstrated
by
ethnic
foods
becoming
mainstream
at
stores
like
Tesco
and
Sainsbury
(BBC
2015).
For
example,
hoummus
which
was
introduced
by
Waitrose
in
the
1960s
is
now
a
common
food
at
supermarkets.
–
As
travel
became
more
frequent
with
the
advent
of
technology
the
tastes
of
people
began
to
grow
as
they
experienced
new
cultures.

5. • Trend
– Forbes
recorded
ethnic
stores
as
one
of
11
most
sizzling
businesses
for
new
companies.
It
comprises
of
retailers
offering
a
socially
assorted
or
specialty
items.
Ethnic
Supermarkets
have
become
enormously
successful
(IBIS
2011).
Barriers
to
entry
are
low
and
capital
intensity
is
medium
(Forbes
2011).
• Gap
– An
ethnic
supermarket
that
provides
Pakistani,
Chinese
and
Afro-­‐Caribbean
ready
made
meals,
snacks
and
ingredients.
The
service
will
be
differenOated
as
well
as
the
products
as
people
who
will
specialize
in
the
products
available
and
be
able
to
assist
consumers
beYer
will
greet
each
customer.
Layout
will
be
easy
to
navigate
and
premium
quality.
• Plans
for
expansion
– This
will
be
developed
into
a
chain
of
stores
so
the
people
who
do
not
live
near
ethnically
concentrated
localiOes
will
have
access
to
the
products
they
need.
All
products
will
be
labeled
in
English
on
the
shelves
to
provide
maximum
informaOon
to
customers
who
might
not
know
the
language
as
they
are
second
or
third
generaOon
BriOsh.

6. Macros:
Drivers
and
Forces
Macro
Industry
• Threat
of
New
Entrants
(Medium)
• Buyer
Bargaining
Power
(Low)
• Threat
of
SubsOtutes
(Medium)
• Supplier
Bargaining
Power
(Low)
• CompeOOve
Rivalry
(Medium)
Macro
Market
Social:
Home
cooking
became
popular
post-­‐
recession
and
3
in
5
people
enjoy
ethnic
food
(Soininen
2011).
Historical:
Caribbean
communiOes
have
been
in
England
since
1948
aVer
WW2.
Post-­‐colonialism,
Chinese,
Indian
and
Pakistani
people
began
migraOng
to
England
with
hopes
of
finding
jobs.
Technological:
This
store
is
going
to
be
interacOve
so
consumers
can
get
informaOon
(incl.
translaOons)
on
a
product
simply
by
taking
a
picture
on
their
phones
with
the
Agha’s
app.
The
presence
of
foreign
cultures
in
London
makes
it
a
compeOOve
market.
People
favour
ethnic
food
so
new
entrants
are
enOced.
Mobile
apps
and
QR
codes
enable
customers
to
check
products.
Suppliers
all
over
the
world
means
suppliers
are
plenty.

7. Strategy
• Market
research
results:
– Primary
• QuesOonnaires,
interview
– Secondary
• Mintel,
Passport,
OneNote,
Forbes,
IBIS,
etc.
• Segment
– London
has
a
very
diverse
populaOon
and
this
is
the
perfect
opportunity
to
cater
to
those
markets.
Tesco,
ASDA,
Sainsbury’s,
Morrison’s
and
others
currently
dominate
the
market
(Euromonitor
2010).
More
than
a
quarter
of
market
share
is
unbranded
and
small
supermarkets
and
Agha’s
can
take
this
share
easily.
• Strategy
selecOon
– Market
PenetraOon
Work
43%
Live
17%
Study
33%
VisiOng
7%
Nature
of
Visit

8. Would
you
like
a
one-­‐stop
soluOon
ethnic
supermarket
on
Middlesex
Street?
Yes
80%
No
20%
Demand
Is
personalized
service
important
to
you?
Yes
73%
No
27%
Personalized
Service

9. Campaign
strategy
• Channels
– TV,
print,
social
media,
search
engine
opOmizaOon
• 4Ps
– Product:
high
quality,
ethically
sourced,
superior
service.
– Price:
Above
average.
– Placement:
In
store
on
Middlesex
Street.
– PromoOons:
Most
popular
channels
covered.

10. Ops
RelaOons
• About
Customers
– The
store
caters
to
professionals,
students
and
residents
who
work,
study
or
live
in
its
vicinity.
– Consumers
can
walk
in
and
buy
products
or
have
a
usual
list
of
products
delivered
to
them
in
one
hour
slots
so
they
do
not
have
to
deal
with
overcrowded
stores
and
save
Ome
and
energy
aVer
a
hard
day
of
work.
– Loyalty
cards
will
monitor
frequent
purchases
and
the
frequency
of
visits
to
ascertain
the
popular
items
and
to
send
reminders
to
customers
(who
can
click
yes
to
the
email)
and
their
usual
grocery
list
will
automaOcally
be
sent
to
them
or
be
ready
for
collecOon.
– Valet
service
will
be
provided
to
customers
to
tackle
the
problem
of
a
lack
of
parking
space
available.
• About
Management
– A
store
manager
will
be
responsible
to
oversee
the
daily
acOviOes
of
the
store.
The
other
employees
will
be
educated
in
Oll
management,
inventory,
and
customer
service
and
store
management.
They
will
be
of
the
same
origins
as
our
products
to
represent
the
majority
of
customers
the
store
will
aYract.
In
the
beginning
I
will
be
supervising
the
store
operaOons
to
make
sure
things
go
as
planned.
IRCAM
IniOal
Set
Up:
£200,000
for
investment.
Leased
shop
on
Middlesex
Street.
hYps://www.aghas.co.uk
will
be
set
up
for
online
sales
and
info.
RegistraOon
as
per
requirements.
RelaOons:
CRM
will
ensure
a
healthy
relaOonship
with
customers
based
on
the
data
collected.
Customers:Customers
will
be
greeted
and
directed
by
the
well-­‐informed
employees
of
the
store.
Customers
will
also
be
informed
of
new
product
offerings
and
asked
for
feedback
on
potenOal
products.
AdministraOon:
Me,
the
director
will
oversee
all
operaOons.
Managers
will
directly
report
to
me
and
Store
Manager
will
manage
floor
staff.
Shopping
assistants
will
be
trained
in
Oll
management,
inventory,
finance,
products,
etc
Management:
The
director
will
approve
the
plans
of
the
managers.
The
store
will
have
a
Finance
Manager,
MarkeOng
Manager,
Store
Manager
and
a
Human
Resource
Manager.
Under
them
are
the
shopping
assistants.

11. Ops
Management
The
director
will
oversee
all
operaOons.
Managers
will
directly
report
to
me,
the
director,
and
the
Store
Manager
will
manage
the
store
staff.
Shopping
assistants
will
be
trained
in
Oll
management,
inventory,
finance
and
provided
apt
knowledge
about
products,
etc.
to
help
customers
effecOvely.
Owner/
Director
Finance
Manager
MarkeOng
Manager
Store
Manager
Shopping
assistant
1
Shopping
assistant
2
Shopping
assistant
3
HR
Manager

12. Finances:
BE
Payback
Capital/Monthly
Income
=
100,000/130,000
=
23
days
The
business
is
comparaOvely
not
very
capital
intensive
and
recovery
of
capital
invested
is
fast.
-500,000.00
0.00
500,000.00
1,000,000.00
1,500,000.00
2,000,000.00
2,500,000.00
3,000,000.00
3,500,000.00
4,000,000.00
4,500,000.00
5,000,000.00
1 2 3 4 5 6 7 8 9 10 11
Dollars
Sales Volume (Units)
Breakeven Analysis Chart
Fixed
costs per
period

13. Finances:
Risks
Principal
risks
• Rent
Increase
• Hygiene
• Quality
• Fire
• Burglary
MiBgaBons
• Get
a
long-­‐term
lease
to
guarantee
rent
rates
for
the
future.
• The
store
will
be
cleaned
regularly
as
need
be.
Staff
will
be
trained
to
be
clean
and
keep
things
clean.
Warehouse
must
also
be
kept
clean
and
pest
free.
• Quality
checks
need
to
be
made
personally
to
check
whether
the
quality
of
products
supplied
is
constant
and
up
to
the
requirement.
Conclusions:
All
foreseeable
risks
will
be
tackled
by
long
term
as
well
and
short
term
strategies.
Any
unknown
risks
will
have
to
be
dealt
with
personally
but
smaller
problems
will
be
dealt
with
by
staff.

14. Conclusions
RecommendaBons:
Agha’s
is
feasible
and
payback
is
less
than
a
month.
Different
locaOons
can
be
researched
for
expansion.
Parking
will
have
to
be
arranged
for
valet
cars.
Delivery
costs
though
minimal
are
unknown.
Overall
a
few
tweaks
can
be
made
to
make
the
supermarket
more
aYracOve
but
all
other
things
have
been
thoroughly
researched.
ReflecBons
Business
plans
are
a
lot
of
work
and
researching
customer
needs
is
not
that
easy
when
opening
a
new
type
of
business.
Details
like
organizaOonal
structure,
trends
and
gaps
are
very
important
to
pre-­‐plan.

15. References
• Euromonitor,
(2015)
Euromonitor
InternaOonal
[online]
available
from
<hYp://www.portal.euromonitor.com/
portal/analysis/tab>
[6
September
2015]
• Anon.
(2011)
Ethnic
Supermarkets
Industry:
Growing
Hispanic
And
Asian
Markets
Have
Kept
Performance
Strong
[online]
available
from
<hYp://www.groceryheadquarters.com/2011/12/ethnic-­‐supermarkets-­‐industry-­‐growing-­‐
hispanic-­‐and-­‐asian-­‐markets-­‐have-­‐kept-­‐performance-­‐strong/>
[16
September
2015]
• Rightmove,
(2015)
Retail
Property
(High
Street)
To
Rent
[online]
available
from
<hYp://www.rightmove.co.uk/
commercial-­‐property-­‐to-­‐let/property-­‐43311346.html>
[16
September
2015]
• Ford,
R.
(2015)
Ethnic
Restaurants
And
Takeaways
-­‐
UK
-­‐
February
2015
[online]
available
from
<hYp://
academic.mintel.com/display/715797/>
[13
September
2015]
• Cargorouter.com,
(2015)
Freight
Shipment
From
Karachi
(Pakistan)
To
London
(United
Kingdom)
-­‐
Cargo
RouOng
SuggesOons
By
Cargorouter.Com
[online]
available
from
<hYp://www.cargorouter.com/freight-­‐shipping/Pakistan/
Karachi/United-­‐Kingdom/London/>
[9
August
2015]
• Chillhire.co.uk,
(2015)
Mercedes
Sprinter
311Cdi,
Long
Wheel-­‐Base,
High
Roof
Refrigerated
Panel
Van
For
Sale
[online]
available
from
<hYp://www.chillhire.co.uk/Fridge-­‐vans-­‐for-­‐sale/Mercedes-­‐Sprinter-­‐311-­‐cdi-­‐chiller-­‐van-­‐
AU58-­‐RZO.htm>
[15
September
2015]
• Datamonitor,
(2009)
Datamonitor
Research
Store
-­‐
UK
Consumers:
Shopping
For
Value,
But
Reluctant
To
Compromise
On
Quality
[online]
available
from
<hYp://www.datamonitor.com/store/News/
uk_consumers_shopping_for_value_but_reluctant_to_compromise_on_quality?producOd=E49760A1-­‐176A-­‐485D-­‐
A0D8-­‐2626A134395D>
[15
September
2015]
• The
Company
Supermarket,
(2015)
Register
A
Company
|
Name
Checker
-­‐
Business
Name
Register
[online]
available
from
<hYp://www.thecompanysupermarket.co.uk/register/>
[9
August
2015]
• Datamonitor,
(2009)
Datamonitor
Research
Store
-­‐
UK
Consumers:
Shopping
For
Value,
But
Reluctant
To
Compromise
On
Quality
[online]
available
from
<hYp://www.datamonitor.com/store/News/
uk_consumers_shopping_for_value_but_reluctant_to_compromise_on_quality?producOd=E49760A1-­‐176A-­‐485D-­‐
A0D8-­‐2626A134395D>
[15
September
2015]