2. Table of Contents
1. Executive Summary................................................................................................4
2. Company Description.............................................................................................8
Mission and Vision: .................................................................................................11
Critical Success Factors:..........................................................................................11
USP’s: ......................................................................................................................12
Objectives and Targets:............................................................................................15
3. Industry & Market Analysis .................................................................................16
4. Marketing Strategy ..............................................................................................23
Differentiation and Benefits.....................................................................................28
5. PEOPLE................................................................................................................31
General Manager......................................................................................................31
Staff..........................................................................................................................31
Cleaning ...................................................................................................................33
Accounting...............................................................................................................33
Baker ........................................................................................................................34
Training....................................................................................................................35
Management Organisational Chart ..........................................................................36
Wages & Annual Salaries ........................................................................................37
6. Operations.............................................................................................................39
Equipment ................................................................................................................40
Oriental Glass Tea Set * 10..........................................................................................40
Cost of Goods Sold for products (COGS) ...............................................................42
Sales per Unit...........................................................................................................42
COGS for target markets..........................................................................................43
7. Competitors...........................................................................................................44
Primary Research 1: Tea Garden .............................................................................44
Primary Research 2: Wall & Keogh ........................................................................46
Primary Research 3: Clement & Pekoe ...................................................................47
7. Financial Projections ............................................................................................49
Oriental Glass Tea Set * 10..........................................................................................51
Sales Assumptions provided by unit, price segment. ..............................................52
Wages & Salaries.....................................................................................................54
Unit margins and cost of goods sold ........................................................................55
The summary of unit sales for the three years .........................................................56
OVERHEADS .........................................................................................................57
4. .
4
1. Executive Summary
Café Jasmine will be operating in the center of Dublin 2, Dawson Street. This café
though has many other strengths besides its location. This café is a place which will
provide a place of relaxation to its customers as well as enjoyment and an opportunity
to choose a hot beverage from a very large variety of offered teas and coffees. The place
will offer of course soft drinks as well but it is predicted that only a small amount of
people will buy them. To ensure that there is fresh pastry and cakes available every day,
there will be a chef working every day from 06.00-12.00. The place will be decorated
in oriental style and the whole unit will be refurbished as well as its interior as it is does
not satisfy the needs of this sort of café. The required funding for the equipment would
amount to a total of 19029 euros for while the refurbishment and decorations would
cost 17000 euros.
It will focus on offering their customers a large variety of coffees and especially teas
(over 30 types of tea) as well as pastry, oriental cakes and sandwiches from 12.00 to
18.00 every day. The café would have a goal of providing a unique, relaxing atmosphere
while offering unusual but tasty hot beverages in the same time which offer health
benefits. All the teas would be decaffeinated, organic and antioxidant which would be
one more unique selling point which would differ it from most of the similar shops
throughout the center of Dublin and beyond. Freshly made sandwiches would also be
made on a daily basis on every day except Monday when the chef would not work but
there would still be pastry and cakes offered. This place would also have a relaxing
scent which would have an effect of aromatherapy, meaning it would have a relaxing
effect on people and it was discovered that scents as these help people with insomnia.
(Lavender, 2014)
The center of Dublin is mostly occupied by traditional, Irish coffee shops which all
have a similar range of products to offer. This is the reason why cafés who offer
something different, some examples for unique types of coffee/tea shops are: Butler’s
Chocolate Café, Tea Garden and Clement & Pekoe. All three of these shops have
narrowed their target market but have done it successfully enough to become very
popular and amongst the most popular ones in the city center. As people are looking
5. .
5
more and more into experimenting and searching for products with health benefits,
Jasmine proves to be an ideal opportunity for a this type of café which offers both
(health benefits and unique products) in one shop. As there are not many cafés who
offer similar products and atmosphere, the manager should jump on this opportunity
and try to develop this business before other come to that idea.
Jasmine has identified two main primary targets and one secondary which is important
as well. Through observation of the most popular similar café’s, it has been concluded
that tourists are the main customers of such shops with local, working people being
second with a not so significantly lower sales percentage. The third target market,
students, are also a very important part of the sales and account for 20% of the whole
number of sales.
The marketing strategy would be developed in a way that it covers all three of these
target markets and attracts them. An official website, Facebook page, leaflets, Opening
event and advertising through a website which offers Insight and Leisure for tourists
which is globally very popular.
The staff would consist of 2 full-time waiters, 2 part-time waiters, cleaner, accountant,
pastry chef and the manager himself. The full time waiters would be working on 6 hour
shifts per day as part time waiters would be working 4 hours on a daily basis. The pastry
chef would be first to arrive on the working place in order to make it possible for the
customers to enjoy fresh baked pastry and cakes every day. The two workers which
would be outsourced would be the cleaner (who would be working only on Sundays)
and the accountant (working only once per month).
6. .
6
In the table below, the products Jasmine will be offering as well as the cost of goods
sold per unit and margin per unit can be clearly seen. The margin for hot beverages
varies as the price of making a coffee and tea are not the same but both margins go
above 80%. For the cakes, pastry and sandwiches though, the margin would be almost
40% as the manager has identified that margin by conducting an interview with a
waitress in one of the main competitors, Wall & Keogh.
The next chart shows an increase of sales throughout the 3 years. The increase is visible
and the biggest jumps in every year are recorded either in month March, when St.
Patrick’s is celebrated and hundreds of thousands people come to visit the city or in the
other case through the summer months when also the number of tourists increase. This
seems pretty logical as tourists are identified as primary target market and most of the
products and atmosphere of the café is decorated in order to attract as many of them as
possible.
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
Year 1
Year 2
Year 3
Product COGS Per Unit in euros Margin Per Unit in euros
Soft Drink 0.42 2.38
Pastry & Cakes 0.99 2.51
Tea 0.66 3.33
Coffee 0.56 2.24
Sandwiches 1.30 2.70
7. .
7
The net profit, total sales and gross margin figures are summarized in the following
table:
The gross margin is set at 76% in all three years, while the net profit margin 5% in year
one and two and it increases by 4% amounting to 9% in the 3rd, final year. The reason
it stayed same in years one and two is simply because the general manager will receive
a 20000 euro annual salary while in the first year he will not receive it.
8. .
8
2. Company Description
Jasmine is an oriental tea/coffee shop that will be placed in 60 Dawson Street, Dublin
2. Dawson Street is located in the heart of South Dublin City Centre close to one of
Ireland’s premier retail streets, Grafton Street. The unit is close to the historic Trinity
College Campus and the Molly Malone Statue. Leading retailers in Dublin are also
located in the reaching distance. This street is a key tourist destination and the unit is
situated close to the tourist bus drop off point for the City Centre which will make the
café itself pop into their eyes as soon as they have left the bus and leave a picture in
their heads which will be hard to replicate after they are done visiting the attractions of
the city. This might make them come and visit the café after if they resisted coming
inside after the first time they saw it. The map below shows precisely the exact location
of the unit.
9. .
9
The interior of the unit would be decorated in an ancient oriental yet exotic style. The
interior of the café is mostly covered in glass what would allow the passengers to have
a good view and an assumption of what the atmosphere inside looks and feels like.
Jasmine would provide a contrast to most of the traditional Irish ones which seem to be
on every corner of the city center.
The manager’s friend, Semir Imamovic, who is an architect and currently working in
Bosnia, has projected 5 café’s already in Sarajevo. He has made a favor to the manager
and made a sketch of how the inside of the café would look like free of charge. This is
how it looks like:
The fact that it will offer over 20 types of teas (including traditional Irish teas) while
still having all the common types of coffee in its menu, will make it very hard to resist
to a lot of local people and especially the tourists. This oriental coffee/tea house will
have the purpose of creating an exotic and relaxing impact on the customers as soon as
they would enter it. It would have 7 employees including the general manager himself.
10. .
10
All 4 of the waiters who will be working will be obliged to wear a unique outfit which
will blend into the atmosphere. As pastry and cakes seem an ideal combination with an
exotic tea, the Pastry Chef of Jasmine would be first in the café every morning to
prepare and bake fresh pastry and cakes every single morning. Also, the Pastry Chef
would be in charge of baking fresh bread which would then be used for making
sandwiches by the waiters/waitress. Another thing specific for this place will be the
music and the scent inside. The music will be oriental and relaxing at a low pitch as this
would enable it for everyone to have a relaxing chat with their partners, co-workers,
family… As for the scent, there would be candles light throughout the area to create a
unique, enjoying and very comfortable dimension of its own that differs from almost
every single café or tea shop in the entire town.
An interesting fact is that out of the 10 best coffee shops in Ireland, 4 are located in
Dublin 2 what proves that this location is fruitful when it comes to customers interested
in hot beverages. (Irish Times, 2014) Three of the crucial points a coffee shop needs to
have in order to be successful and make profit according to an article in Irish Times are:
feed the eyes of the customers and passengers, differentiate yourself and offer take-
away as well. The fact that Jasmine would offer and fulfill all three of these gives it a
realistic chance to survive in the sea of café’s throughout Dublin.
The benefits offered by this tea shop could be looked at from several aspects. On one
side, there are the numerous health benefits on the consumers’ health when drinking
teas and coffees. When drinking organic and decaffeinated tea, according to herbalist
Marianne Beacon, we might get more benefit from a good organic tea than from a
vitamin pill. Elderberry Herbals "You’re getting the benefits of hydration. There’s the
social element: Tea is something that you can share with people. And when you’re
drinking herbal tea, you get aromatherapy at the same time—and that’s something you
don’t get from a tablet!” said Marianne Beacon.
As proven in University of Maryland Medical Centre, scientific evidence suggests that
aromatherapy may slow the activity of the nervous system, improve sleep quality,
promote relaxation, and lift mood in people suffering from sleep disorders.
(University of Maryland Medical Center) This type of atmosphere which would
11. .
11
Jasmine provide could be seen as ideal from the perspective of working people who
have just finished with their long and tiring shifts at work and this would prove to be
an ideal place for them to find peace, relax and enjoy the unique ambient with an exotic
cup of tea or a regular coffee perhaps if they are more of a traditional type of person.
As for the tourists, the health benefits plus the scent and music would offer a benefit
and an enjoyment in a one-of-a-kind café shop about which they would be talking about
after they returned to their country.
Mission and Vision:
- Mission of Jasmine would be to become the best known tea shop in the area of
Dublin 2 while maintaining the consumer satisfaction higher than 90%.
- Vision: Jasmine shop has the intention to change the way people look at tea
shops and offer them an experience to remember and enjoy from the moment
the customers enter the shop to the moment they leave.
Critical Success Factors:
- Equipment of the shop – as one of the USP’s of the café actually is the
atmosphere and interior of it, it is necessary that the café is well equipped and
unique as well.
- Funding – will be necessary for buying everything mentioned above as well as
trying to attract good, polite, educated and preferably multilingual employees.
Refurbishment will be made in the whole interior and decorations will be
bought to make the atmosphere complete and comfortable.
- Good marketing – making people realize that there will be a specific type of tea
house opening soon and what to expect from it. Through leaflets, a Facebook
12. .
12
page and a website, Jasmine will have a goal of gathering attention from
potential customers which would later on result in a word-of-mouth spreading
of the information and details about the café
- Location – the central location which café Jasmine possesses can be a crucial
point in the way to its success. As it is located 50 meters from Grafton Street,
one of the busiest streets in Dublin, is a huge factor because it will be very
visible and a huge number of passengers will be passing by it in almost every
part of the day. Trinity College is within distance as well as the Molly Malone
Statue what two of the things which attract most of the tourists who come to
Dublin. Leading retailers are also located within a couple of minutes from the
café and a bus stop is just across the café what is a tourist bus drop off point for
the City Centre.
- Research –without a quality research and information about the market, all the
above mentioned factors are irrelevant as they mean nothing if it cannot be
successfully implemented in a certain market focusing on certain target
markets. Through different reports and primary research, the manager should
be able to conclude if such a business is good and would it pay out over a certain
period of time.
USP’s:
The products Jasmine will be offering its customers will be primarily teas and coffee
but a large part of its sales will come from cakes and pastry as well. The exotic teas and
oriental sweet snacks they would be offering would prove as a mouth-watering
combination with which they can’t go wrong. But the unique selling points of Jasmine
wouldn’t entirely depend on its drinks and food but something much wider and
something that could only be described by the people who have visited that location
themselves and have been a part of the atmosphere. The primary USP’s of Jasmine can
be listed as:
13. .
13
- The first and most important point unique selling point is the exotic and the
diversity of over 20 types of teas in offer to their customers.
- Secondly, the relaxing and health-benefitting atmosphere and scent which
would overwhelm all the customers and leave a mark on them by offering them
this atmosphere which cannot be replicated.
- The location of Jasmine is something what other tea café’s throughout Dublin
seem to be missing. As most of them also provide different atmospheres and hot
beverages, they are usually located outside the center and not do not get into
tourists eyesight so easily (Tea Garden, Wall & Keogh) It is clearly seen below
(café will be placed in the unit circled with red colour) that Jasmine will have a
central yet very visible location with a bonus of its exterior being covered in
glass what would make it possible for the potential customers and passengers to
have a peak of the atmosphere and products this particular café has to offer.
- Health benefits which would Jasmine offer through its teas which will all be
caffeine-free, refreshing and high in antioxidants as well.
14. .
14
- The fact that it will have a takeaway option as well. (Although many of
tea/coffee houses throughout offer this as well)
- Freshly made, healthy sandwiches made on a daily basis at a very low price at
4 euros.
Besides that, the demand for hot beverages is consistent during years in the Irish market,
as well as a strong interest in other hot products and innovations. Because of the fact
that Irish consumers are the leading in the number of consumed hot beverages per day
(Mintel, 2011), it will have two primary target markets in tourists and middle-aged,
working local people as well that seem to can’t go a day without such a product. This
means that the regularity of purchase and usage is always high although it may not be
the season of tourists in Dublin. It has been noted that although consumers may be
cutting back in many areas of expenditure, hot beverages continue to be viewed as a
necessity, or an affordable indulgence. (Mintel, 2011.)
The second most popular foodservice establishment that is visited by consumers is
cafés/coffee shops, with 60% of Irish consumers visiting these outlets. Cafés and coffee
shop visits are likely to be fuelled by morning and lunchtime visits, where average
spend per visit is around €4.50 (liminicoffee.co.uk, 2013), with establishments relying
on passing trade.
15. .
15
Objectives and Targets:
The next three years after its opening, the manager of Jasmine has set clear objectives
and targets to be reached in order for the manager and the employees as well to maintain
motivated and hungry for work. Although it is almost impossible it to happen
throughout the first year of its work, the manager will aim to come as close as possible
to achieve that goal with the help of his employees, suppliers and a good marketing plan
as well. It’s target is that after the first three years of opening, Jasmine averages 40-50
satisfied customers on an hourly basis. The main and ultimate objective would to
become the most famous and popular exotic tea house in the area of Dublin 2 and
Dublin 1. As Tea Garden is one of the leading tea shops across Dublin, the objective
would be achieved if Jasmine would manage to achieve to have over 100,000 tourist
customers who visit the shop one year after it has opened.
(Observation, Primary Research, 2014)
16. .
16
3. Industry & Market Analysis
Throughout the last few years, the café and bar industry in Ireland did not seem to be
rising in revenue according to a report by Euromonitor. High costs, mainly the rent,
represented the number one problem for becoming profitable in this market as the
landlords refuse to let or sell their units for a low price which often results in
incapability of the company to be profitable at the end of the year. Another factor is the
large competition, as Insomnia is leading in sales since 2011, Starbucks is keeping track
on them and is not lagging much in sales and then there are other, smaller café’s as
Bewleys which also cover a significant part of the hot beverages market in Dublin
(Euromonitor, 2012). As all the above three mentioned coffee shops and chains are the
traditional ones, Dublin seems to be lagging in creativity and differentiation as there is
a very limited amount of café and tea shops which offer something exotic, and even
something unusual in a positive way what would differ from all the traditional coffees
and teas offered throughout Dublin.
As the most recent studies and reports show, the Ireland market for hot beverages is set
to grow by 16% in value terms, from a forecast €221.2 million in 2011, to a predicted
€257.3 million for 2015. (Euromonitor, 2012) The reason for such a growth in this
segment is driven by price decreases, new shops entering the market and an increase in
the amount of frequency such products are purchased. All hot beverages are set to show
growth up to at least 2015. (Euromonitor, 2012)
As stated in the report, growth is most likely to occur in segments which include
Specialty (the interest in decaffeinated, fruit, green and specialty teas) have reported a
huge rise in interest during the last couple of years. As the specialty of café Jasmine in
fact would be exotic teas and a large variety of coffees this seems to be a perfect for
time to start such a business in a market which is anticipating for a café with such
product diversity and range to fulfill their needs and give them health benefits in the
same time. All the teas which Jasmine will be offering are caffeine-free
(decaffeinated), refreshing and high in antioxidants as well.
(https://www.exoticteapot.co.uk/, 2014)
17. .
17
According to Mintel’s report: “health is one of the top concerns among the Irish
population, with approximately four in every ten consumers concerned about their
health”. This is another fact that indicates that the decaffeinated, high in antioxidants
teas which would be offered as well as decaffeinated tea, would be a hit and something
that not only tourists would be interested in but the Irish population as well. Besides the
hot beverage, the scent of the inside of the café would act as an aromatherapy which is
beneficial in relaxing and helpful for people dealing with insomnia. (University of
Maryland Medical Centre, 2013)
In 2009, it was estimated that 82% of the coffee shops in Ireland were chain outlets.
Also, these chains of coffee shops usually have double the amount of average sales in
comparison to independent coffee shops. (Bordbia, 2009) While in the other hand, it is
recorded that the number of coffee shops has doubled in the period from 2003 to 2008.
(Mintel, 2011)
Socializing in the form of drinking a cup of coffee or tea outside with friends and/or
family plays a significant role of the lifestyle in Ireland but due to recent economic
recession some in almost whole Europe the spending amount on this type and part of
lifestyle has decreased but has been starting to stabilize again in the last year. This has
happened due to the rise of economy and the better GDP in the Republic of Ireland
between 2011 and 2012.
According to a report in Euromonitor, it is forecasted that within the year 2016 that the
value of compound annual growth rate will be -2%what would result in the fall of sales.
Besides this statistic, there is still an enormous amount of people who are interested in
the coffee shop culture and prefer drinking coffees and teas outside of their homes with
different types of company. It has been estimated that six in ten Irish consumers in the
year 2008 visit these coffee shops/cafes regularly (Mintel, 2011).
A study was conducted by Boardbia where 1000 coffee drinking consumers were
examined. The study showed that 1 in 4 consumers are drinking more coffee at home
than in the previous year. This fact was even more obvious and visible with the younger
consumers. The quality of the coffee itself seemed to play a huge factor in will the
customers come back at the place where they have previously tried the coffee. Another
18. .
18
interesting fact was that experimentation was recorded to be very popular as 62% of the
consumers said that they “love to try new types of coffee”. To conclude this study, 74%
of consumers said that “coffee is one of life’s great pleasures”. (Bordbia, 2011) The last
statement proves that coffee plays a very important role in people’s lives at least in the
part of satisfying their needs and giving them a daily pleasure.
Since July 1st 2011, a reduced VAT rate came into power and is considered to stay the
same until 31st December 2013, whereas it will be reviewed once more at that date. The
new VAT rate is 9% and it goes onto all supplies and services when taking into
consideration hot drinks (such as coffee and tea products) or catering services. This is
a positive influence to the café industry, but also this VAT may still be slightly reduced
once it is reviewed after the mentioned date (RTE, 2011).
According to Central Statistics Office, a 6.7% increase of people travelled to Ireland
has been recorded in the period of the three months to the end of August. An astonishing
number of 2.26 tourists have been recorded throughout that short period. The most
significant increase during that time has been from the residents of North America
whose number grew for 19.9% in comparison to year 2012. The number of British
residents visiting Ireland has also increased and residents from European countries as
well but not so significantly. Nearly two million of those have come from Britain, 1.7
million from the rest of Europe and over 800,000 from North America. (www.RTE.ie.,
2013)
So, as the number of tourists visiting Ireland has slowly but steadily been increasing
from 2010 to 2013, this will prove to be a good argument for opening a café shop as
Jasmine so there is a larger group of people (tourists) to target and try to attract to the
magic that this café has to offer them. The number of tourists rising and the fact that the
global recession is in decline and the economy has been growing give encouragement
for opening such a business in a tourist-attracting city as Dublin.
The tourists and the Irish people will not be targeted in the same way as they both come
with different mindsets and criteria when trying to find an ideal place for a cup of tea
or coffee. (Irish Times, 2014) For the Irish people, there are 5 steps which will be
followed:
19. .
19
a) The coffee is very important – having a good coffee is essential for getting loyal
customers as the place alone and the atmosphere might not be enough to make
them come again if they did not like the coffee. As there is a possibility to get a
cup of coffee on every corner of Dublin, it is vital to serve good quality coffee
which differentiates in a good way from the rest.
b) Feed their eyes first – the thing that leaves the first impression and leaves a mark
on the people is the look and exterior of the café shop. The good thing is that
Jasmine’s exterior will be mostly covered in glass and that will enable the
passengers to get a glance of the interior, products offered and make them
wonder of the atmosphere itself inside.
c) Differentiate yourself – as Jasmine already has many USP’s, the manager and
the rest of the team have to work on translating the USP’s to people and reaching
as many people out there. The atmosphere, various teas and cakes with the
location it possesses makes it unique in the center of Dublin.
d) Marketing – leaflets, website, Facebook page, opening event will all be used in
the first month in order to increase the awareness and interest people in the new
café shop in the center of Dublin which seems to offer so much while managing
to be different while keeping their prices pretty low for such a location and
products offered.
20. .
20
The graph above clearly shows that in 2011 tea and coffee combined for 90% share of
the hot beverages market. (Mintel, 2011) As middle-aged Irish working people will be
the second most important target market, there is more than enough evidence why a lot
of money should be expected to come from them. Research from the Centre for the
Promotion of Imports from developing countries for June 2009 noted that Ireland has
one of the highest levels of tea consumption per capita in the world which indicates that
almost 90% of Irish consumers drink tea with an average consumption of an astonishing
four cups of tea per every day. As it seems to be the nation’s favourite drink, the value
of market for tea consumption in-home is predicted to demonstrate continual growth
for the foreseeable future, with an increase of just under 18% between 2011 and 2015.
(Mintel, 2011)
This is very significant and important for opening such a café/tea house in the center of
Dublin as it will offer a large variety of exotic and unusual teas which the consumers
might not be able to find on any other place in Dublin. This could be a reason for
attracting the people who live and work in Dublin and making them loyal to the shop
as they would have no other option if they would want the specific type of tea that no
one else would have to offer. Besides being one of the highest-consuming nations of
tea per capita, there is also a high and consistent demand in other hot beverage products
and innovations in the Irish market. Irish consumers have become more accustomed to
the coffee culture lifestyle.
21. .
21
As mentioned previously, tourists will be targeted and attracted in some different ways
in comparison to the Irish people. Firstly, the location itself offers an attraction for the
tourists as it is literally a minute away from one of the busiest streets in Dublin, Grafton
Street. The second thing is that it is located across the bus stop where tourists are
dropped off what will make them see the café even though they didn’t maybe plan so.
As the café will mostly be covered in glass from outside, this will enable the tourists to
have a look at the atmosphere and products inside what might interest them to have a
cup of tea/coffee, a cake/pastry or perhaps both. The thing Jasmine’s manager will also
be aiming to achieve is to become one of the most famous “unusual and exotic”
tea/coffee shops in Dublin what would mean that by word of mouth, people would be
suggesting this place to tourists if they asked them for something similar to visit for a
cup of tea/coffee or snack. This task couldn’t be achieved in throughout the first year
but would be crucial for the business to sustain and continue to work in profit in the
year 2 and 3.
Besides tourists, Grafton Street and the Temple Bar area which are within 5 minutes
both from the Jasmine, are also very popular with students. Especially the foreign
students which come either on exchange for a semester or two or the ones who decide
to live and study here during their whole education on college. Also, the fact that Trinity
College is within a couple of minutes of walking distance, this proves to be a bonus for
the cafe as it will be located very close to one of the most popular and biggest colleges
in whole Ireland. Although it is not expected from students to be as repetitive as tourists
or local people as most of them are on a budget, this could prove to be a great place for
them while working on projects, reading or just having a relaxing and enjoying cup of
tea or coffee with their friends. The ratio of tourists compared to the foreign students
who came to study was 1 towards 9, meaning that out of all tourists that came to Dublin
22. .
22
in the 2000s, students covered 10% of it.
The graph above also shows that the number of foreign students coming to Ireland and
in particular Dublin is increasing on a yearly basis. The reason behind that are the
prestigious Colleges throughout whole Ireland and Dublin which are getting more and
more acknowledgment in the world what attracts students from the whole world to
come and study here.
As marketing is crucial for the development and putting a mark in the industry,
especially if you are a new company/shop, the manager of Jasmine will be investing on
multiple fronts regarding marketing. Marketing of this new café, located in Dawson
Street, will be most visible and noticeable in the first months of its opening as well as a
month prior to the opening.
23. .
23
4. Marketing Strategy
The overall marketing strategy of Jasmine will be based and orientated on
communicating its product diversity, product benefits and of course its atmosphere
which cannot be replicated. The unique type of relaxing, peaceful yet exotic atmosphere
offered to its customers with a cup of tea/coffee and a cake/pastry would provide a
special place for resting their minds and bodies as well. Jasmine will aim to differentiate
from other regular coffee shops throughout Dublin putting an emphasis on its
atmosphere and products (especially the benefits and large variety of teas offered to the
customers). The whole idea of the marketing plan would be based on opening the eyes
of the passengers, tourists and local tea-lovers that a new coffee/tea shop has opened in
the center of Dublin which seems and promises to offer more and better than their
competitors surrounding it.
Multiple methods will be conducted to trigger and attract many different segments of
the market. As noticed through primary research, that is observing the main
competitors, it has been clearly recognized that the target markets for such a type of
café consist from three markets: tourists, locals/working middle-aged people and
students. The reason for targeting these three segments is clear, all of Jasmine’s main
competitors were observed and the outcome by target segments looked like this:
-Wall & Keogh: 1st target market - tourists, 2nd - locals, 3rd - students;
-Tea Garden: 1st target market - tourists, 2nd - locals, 3rd - students;
-Clement & Pekoe: 1st target market - locals, 2nd tourists, 3rd - students.
The table above clearly shows the target segments which are leading in the main 3
competitors of Jasmine. The only café whose sales aren’t leaded by tourists is café
Clement & Pekoe. This café has a central location but unlike the other two, it offers
more of an Irish atmosphere and a place where working people often meet and enjoy a
talk. The similarity between it and Jasmine is that both offer a large variety of different
teas and pastry as well. Unlike Clement & Pekoe, café Jasmine “has in mind” making
tourists their primary target market as Wall & Keogh and Tea Garden have done also
and have locals and working people on the second place but hopefully not much behind
the tourists in the number of sales.
24. .
24
As there are three clear target customers outlined, it is crucial that each target is
communicated to in a different way and reached so it can give the café a good start
which will then hopefully develop and increase in the number of customers and sale in
each next year.
Dawson Street is located in the heart of South Dublin City Centre close to one of
Ireland’s premier retail streets, Grafton Street. The cafe is in near distance to the
historic Trinity College Campus and the Molly Malone Statue which are one of the
main attractions in this part of Dublin.
As they are going to be the primary target, different ways of communication will be
implemented with them. With the bus station where tourists are dropped off being
exactly across the bus station, the location and placement of the café itself will prove to
play a big role and ease of the communication with the tourists. This said, the tourists
will be having direct eye contact whether they want it or not after leaving the bus and
if they like what they see through the glass of Jasmine, there will not be a better and
easier way to attract and dare them to try the specialties offered to them. In contrast to
all the pubs, nightclubs and Irish café’s through Grafton Street and the area of Temple
Bar, Jasmine will be breathing with different energy and atmosphere which could be
seen through the glass. While inside, the music, scent, and products themselves would
take them on a new level of satisfaction and relaxation.
Another way of promoting and advertising the café to tourists as well as to the locals
would be through leaflets. The leaflets would be A6 dimensions and there would be
40000 of them printed at a price of 191.5 euros (Onlineprinters.ie. 2014). The process
of handing out leaflets to random passengers (except teenagers) would be ongoing for
the first two months. Meaning, 20000 per both of the first two months would be dealt
out, summing up to approximately 4500 per week. Assuming that 1000 of leaflets can
be dealt out for 2 hours, the people who will be paid for this short and easy job will be
working 3 days per week and will be earning 15 euros per hour. To make this job faster
and more interesting for the ones working on it, two people will be dealing leaflets at
the same time which would then require only 4 hours per person three days per week
earning them 60 euros per week for only 4 hours of effective work. For the whole
25. .
25
project with the leaflets, each of the two persons would earn them 540 euros each for
as little as 36 hours all together. This type of job would be ideal for students as it only
requires 4 hours per week.
The same method using leaflets will be used during years 2 and 3 but will not be
conducted in the same month (January). The reason behind the changing of the month
is that during summer, the number of tourists is the highest throughout the whole year
so by this type of advertising tourists who don't know for Jasmine will be targeted and
given information and insight of what this cafe has to offer to them.
Using this method, local people are more likely to be targeted as they will be spread
throughout the first two months of work which are January and February which are not
the two most popular months regarding the number of tourists visiting Ireland and
Dublin in particular. Using the USP’s and the health benefits the products would offer
which would be written on the leaflet, local and working people would be aimed and
attracted with the main goal of making them loyal visitors and customers as well of the
Jasmine café.
Another way through all the three market segments would be aimed at and given
information about the café would be by making a website. The manager decided to take
the Premium offer from http://websitedublin.com/pricing-and-buy.php as that way staff
could focus on their jobs and leave the computer experts the part of handling the website
and decorating it. As it can be seen below, the Premium offer includes training in the
price which the manager would attend so he can gain adequate knowledge to handle the
website himself later on.
26. .
26
This sort of marketing would be the best and most used by locals and students, the
reason for that is because many people would want to check the website after they have
heard about the café either through leaflets or by their friends/family… Here, they will
be able to find the menu and prices of the products as well as pictures of how the café
looks like and some interesting facts on the health benefits the scent and teas have on
their health.
Through the following site http://iwml.com/netincludes/advertising_members.php,
Jasmine’s manager will be looking to advertise the café and invest big as this network
attracts visitors from both Ireland (32%) & abroad (68%) and provides an unequalled
advertising medium for major brands, tour operators, the accommodation sector, visitor
attractions, sport, festivals and events. This Insight Network for tourism and leisure
shows more than 30 million of AdViews per year in 15 zones maximum, this network
is dedicated to promotion of Ireland as a destination and the attractions it possesses
which might be interesting for the tourists, one of the destinations and café’s advertised
will be Jasmine as well. The manager has decided to go with this type of advertising
27. .
27
throughout the whole first year with a Banner 468×60 which is the largest available and
in 4-6 zones offered.
The Facebook page which would also be included in one of the ways of marketing
would be mostly made in order to interact with the students. An interesting fact is that
Irish are the biggest Facebook users in English-speaking world. (Independent.ie, 2014)
Out of the 2.25 million people using Facebook every month in Ireland, most of them
are teenagers and students. This is why the manager has decided to make a Facebook
page as well and give some information and photos of what Jasmine café has to offer
to them.
Emil Hajric, a close friend of the manager Amil is a programmer and has accepted to
make the Facebook page free of charge which the manager will later on update from
time to time and try to entertain the users of Facebook in Ireland.
Last but not least, there would be a special event on the opening day where everyone
would be able to try the hot beverages and pastry/cakes for free. The café would open
at 12 a.m. and work until 8 p.m.. It would open two hours later then it usually will as to
enable the preparation and the projected maximum amount of money spent on this event
is a projected 1500 euros. The manager will be working throughout the whole event
without a break as it is expected that a very large number of people come and try the
28. .
28
products offered for free so it is important that there is as much help to staff as possible
so there wouldn’t be any unpleasant situations and too much waiting.
The manager, AmilSabanadzovic, will take full responsibility and will do marketing as
a part of his every-day job and will do a lot of preparation before the café has actually
opened. Many things as decorating leaflets, websites, the Facebook page will be left to
more skilled people in those segments and experts but the manager will decide when
should which type of marketing be applied and which segments should be targeted in
what period of time. The manager has adequate knowledge as he had Marketing subject
in both of his first years of Bachelor studies.
Differentiation and Benefits
The café and its products will differentiate from almost every single one café
throughout Dublin except its 3 competitors from which only one has similar products
and atmosphere. That café is Tea Garden, although it has a lot of similarities with
Jasmine, Tea Garden’s location is one of its weaknesses as it the fact that it is allowed
to smoke shisha inside the café which can be pretty annoying as I have witnessed
through personal research. As for the other two competitors (Wall & Keogh and
Clement & Pekoe), although they offer similar products the atmosphere is completely
opposite. While these two offer a more Irish and modern interior and music with it,
Jasmine will have an exotic and oriental style of the interior with the music and scent
being relaxing and unique. Also, Wall & Keogh is located in Richmond Street which is
1.5km from the city center which might be a bit too much of walk to only get a cup of
coffee or tea for the tourists especially if they are going by foot.
Key benefits the products in Jasmine would offer would be satisfaction with health
benefits in the same time. As all the teas are also caffeine-free, refreshing and high in
antioxidants as well while in the same time the scent will be offering an aromatherapy-
like effect, this will prove to be a real choice for people who enjoy a relaxing and
healthy hot beverage with a variety of teas, coffees, cakes and pastry to choose from.
Pricing Diagram
29. .
29
Competitors: Wall & Keogh (€) Clement & Pekoe (€) Tea Garden (€)
Products / / /
Coffee 2.80 2.50 3.00
Teas 3.90 2.30 6.80
Pastry and Cakes 3.50 2.50 3.15
Non-alcoholic
beverages
3.00 3.00 4.00
The diagram above shows the average price of products of the main 3 competitors of
Jasmine. It can clearly be seen that Tea Garden has much higher prices but they rely on
their unique atmosphere and durability in this market which made them one of the most
interesting cafe's to tourists in the way they operate.
Marketing summary communications:
30. .
30
Ways of Marketing
Communication
Price in euros
Website 999
Facebook Page /
Leaflets + students who will be
dealing them
1272
Opening event 1500
Internet Advertising 825
Total Cost 4596
The cost of marketing and advertising will reduce through years 2 and 3 as there will
be less need to do so. The reason for that being is that it is expected after a successful
first year of advertising it and working well, the word of mouth will be a bigger and
more important factor of people hearing for this café. Years 2 and 3 will more precisely
exclude the cost of website – as it is once made the manager will handle the website as
he would receive training in the first year which is included in the price of the website.
Internet Advertising will continue to be implemented as this type of source of
advertising is seen by millions of tourists on a yearly basis as stated above. As it is
expected that the amount of customers will rise throughout year 1, the anniversary event
will cost at least 2000 euros meaning 500 more than the opening event did in the first
year.
31. .
31
5. PEOPLE
For the first year, the manager of Jasmine café will be employing two full-time waiters,
a part-time baker, two part-time waiters, a part-time accountant and a part-time cleaner.
Also, the manager himself, AmilSabanadzovic, will be in the café every working day.
General Manager
As AmilSabanadzovic is the founder of Jasmine café, he will be the general manager
as well and be looking to run this business. Amil has previous experience as his father
holds a café in Montenegro named “Blok 5” and he has been helping him with small
things around the business and watching his father operate he has learned a lot of things
which might be helpful for him to run this business successfully. Besides that, Amil has
working experience as a waiter in the restaurant “Luka Sarajevo”
(https://www.facebook.com/pages/Luka-Sarajevo/118187701699165) and will also by
the end of summer have a Bachelor degree in Business studies where he managed to
gain knowledge in business as well as in finance. The duties he will be required to
operate with are: organizing, giving orders, directing, consulting, ordering supplies and
picking them up, checking products quality, promoting and marketing… Amil’s 15
years of living in Bosnia and Herzegovina, Sarajevo will also come in hand as this city
is well known for its oriental café’s and a big number of shisha houses. During the first
year of business, the manager will not be receiving a salary but for the years 2 and 3 he
will be awarded a salary of 20,000 per year. The manager will be working every day of
the week except Friday, but including weekends.
Staff
32. .
32
2 Full time waiters/waitress + 2 Part time waiters/waitress
As the café covers 81 m2, it will be consisted of 8 tables (2 rooms with 4 tables each).
Each table will be surrounded by 4 chairs meaning the capacity of this café will be 32
people. One waiter would actually be a barista in the café as he/she would be in charge
of making drinks and picking out pastry, while the other waiter/waitress would be in
charge of taking and orders, communicating with the customers and then forwarding
them to the barista while afterwards bringing it to the table of the customers who have
ordered the particular products. The waiter/waitress who takes the orders will also have
duties as cleaning the tables, being patient with customers, describing them the products
if they wish so, taking care of the payment of the bill carefully and most importantly
not being arrogant but instead polite and caring with good manners and a smile on their
face. In general the maximum average working hours per week is 48 hours.
(Citizensinformation.ie, 2014) In Jasmine, the workers will be working 41 hours per
week but will be given half an hour breaks per days what would reduce their working
hours beneath 39 hours but they would be fully paid due to covering their colleagues
during their breaks. They would also be working on Saturdays when they will be
earning 1/3 more per hour as stated on Citizenship Information, Employment.
The basic requirements that the waiters/waitresses will have to fulfill to get the job:
- Two years minimum of working experience in a similar environment (café, bars,
restaurants). This is important as there can be many accidents and embarrassing
situations as for example spilling the drinks over the customers or not knowing
how to make a coffee or some basic similar routine things required for this type
of job.
- The two waiters in charge of taking orders and delivering them to the “barista”
will have to know at least one foreign language besides speaking English
fluently.
- Only polite, calm and patient waiters/waitresses would be considered as the
exotic menus and a large variety of different types of teas and shishas can cause
the customers to spend a lot of time in their decision-making when it comes to
33. .
33
taking an order. Also, applicants with conduct or violation history will not be
considered as that may say that they have an aggressive manner.
- The ability to work shifts would also be important as there might be times when
one waiter would have to cover for the other if some unpredicted situation
occurs.
- Ability to work at a high pace and organize their duties properly (when to clean
tables, take deliveries fast and precisely, bring the drinks without too much wait
for the customers…)
Two part-time waiters/waitresses would have the same salary at 10.50 euros per hour
while the two full-time would have 10.50 euros per hour. (Jobs.noel.ie, 2014) The two
full-time workers would work for a total number of 41 hours per week while the two
part-time would be working 28 hours per person. It is important to mention that all
workers will have an increased salary of 30% per hour on Sundays. The two full-time
workers are entitled to a 15 minute break after 4 ½ hours of work but are not allowed
to take the break in the same time. In the other hand, the part-time workers will be
working without a break as their shift doesn’t go over 4 hours of work per day.
Cleaning
This part of business is one of the two which will be outsourced partially. As the
waiters/waitresses will clean through their shift and the last 10 minutes after closing the
café, the part-time cleaner will be in charge of cleaning the café 4 hours on every
Sunday when the café would be closed. Although the average hour payment for a
cleaner is 9.50 euros (Irishjobs.ie, 2014)., this cleaner will be paid more because of the
fact that he/she will be working only on Sundays. The part-time worker would be
earning 12.50 euros per hour (Irishjobs.ie, 2014).
Accounting
34. .
34
Accounting would be the other part of the business that would be outsourced partially.
A part-time accountant would be hired to go through the papers and calculations once
per month. The accountant would have a salary of 24.00 euros per hour. (Morgan
McKinley Ireland. 2014) As the café is pretty small, with the ability to take in 32
customers at the same time, he would be required to work approximately 8 hours on a
monthly basis what would be equal to 192.00 euros per month. The daily
responsibilities of a bookkeeper would be taken by the manager Amil as he possesses
the required amount of knowledge thanks to the 3 years of his Bachelor studies.
Baker
A baker is needed for all the pastry and cakes that will be provided in the café. He/she
would be obliged to come in the early working hours – shift from 6a.m-12p.m. - and
prepare and bake everything for the whole day in advance. It would be required that the
baker has a lot of previous experience (5 years minimum) with baking cakes, cookie
and different sorts of pastries. Besides making cake and pastry, the chef would also
make bread for the sandwiches which Jasmine would offer as well. One of the key
requirements for this job position would also be that the baker knows how to make
baklavas and similar Southwest and Central sweet cakes. The baker would work 6 days
per week, excluding Mondays. Although pastry chefs are usually paid 13 euros per
hour, the chef in this case will be paid more per hour in average as he/she would be
working an hour of night shift per day and would be working on Saturdays as well.
Although in Dublin Pastry Chefs have an annual salary in between 23.000-30.000
(Irishjobs.ie, 2014) the Chef in Jasmine would have an annual salary of 32760 euros
which would be well above the salary of an average pastry chef as he/she would only
be working 6 hours per day. Monthly, this would be 2730 euros for working 36 hours
per week. (Irishjobs.ie, 2014)
35. .
35
Training
The first week of before the opening of the café will consist of two types of trainings.
The first two days – Monday and Tuesday – will be for training regarding the case of
Health and Safety. Workers will be educated on their responsibilities on the issue of
health and safety on the workplace and different aspects of this topic will be covered.
As there are four employees + the manager himself, this would cost 200 euros per
person which would mean that the total price would account into 1200 euros (2 full-
time waiters, 2 part-time, baker and manager).
Also, this would be helpful in case of there is some emergency case in the café. This
training will make them prepared and educated in order some unexpected case scenario
occurs and will make them much calmer and more prepared to react in the right way.
Regarding the equipment handling, there will be no need for any training as every
worker employed will have had previous working experience in similar environments
and with same or similar coffee machines. The coffee manager possesses previous
experience working in coffee shops as well so will not be needing any tutorials and
training regarding usage of the coffee machines and the job as well.
Schedule of working hours per week
Days Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Position
General
Manager
10.00-
14.00
16.00-
20.00
10.00-
14.00
16.00-
20.00
10.00-14.00
16.00-20.00
10.00-
14.00
16.00-
20.00
Off 10.00-
14.00
16.00-
20.00
10.00-
14.00
16.00-
19.00
Full-time
waiters
10.00–
16.00
10.00–
16.00
10.00–16.00 10.00–
16.00
10.00–
16.00
10.00–
16.00
10.00-
15.00
Part-time
waiters
16.00-
20.00
16.00-
20.00
16.00-20.00 16.00-
20.00
16.00-
20.00
16.00-
20.00
15.00-
19.00
Baker Off 06.00-
12.00
06.00-12.00 06.00-
12.00
06.00-
12.00
06.00-
12.00
06.00-
12.00
Cleaner 19.00-
23.00
37. .
37
Wages & Annual Salaries
Staff General
Manager
2 Full-
time
Waiters
2 Part-
time
Waiters
Part-
time
Pastry
Chef
Cleaner Accountant Total Cost
Annual
Salary
/ 22932 x 2
= 45864
15288 x 2
= 30576
32760 2808 2304 104786
As it can be seen above, the number of annual salaries does not amount to the total cost
because of the reason that none of the staff would be working on January. If they would,
the total cost of annual salaries would be 114312 euros.
Annual Leave, Public Holidays and Sick Leave
The café will be opened during all days throughout the year except for 4 public holidays.
Jasmine will not be working on: Christmas, New Year’s Day and Easter. During the
other 6 public holidays, the staff which will be working will have double what they are
supposed to be paid for that day. This results into 6 working public holidays from which
three are Mondays, one is Thursday and one Friday. (6 days x 5 staff x average pay
12.00 x 2 x 10 working hours = 7200) An estimated cost per annum for public holidays
would be 7200 euros.
As all employees are entitled to annual leave and sick days throughout the year which
in total accounts to a 4 week leave per person. During the weeks of annual leave and
sick leave, the part-time workers will cover each other as well as the full-time as none
of them will take annual leave on the same time due to prior agreement. There will be
a total of 5 staff entitled to these four weeks as the accountant only works once per
month and the cleaner works once per week and according to Citizens Information,
Employment Rights and Conditions are not entitled for such a right throughout the year.
These 5 employees (2 part-time waiters, 2 full-time waiters and Pastry Chef) on
average:
38. .
38
- Work 36 hours per week
- Have an average salary of per hour 12.00
After the figures above are multiplied by the 4 weeks each one of five of them takes per
year, it adds to 8640 euros for the first year.
As for Sundays, the cleaner’s payment per hour will not be calculated in this part as
he/she is already getting 12.50 euros per hour instead of approximately 9.00 which was
supposed to be if it he/she was working during business days. Although the Pastry Chef
works on an annual salary and he will also be given bonuses for every working Sunday.
For Sundays, there will be four waiters working as well as the chef (two full-time
waiters and two part-time) and they would all be eligible for this additional bonus. This
sums up to (24 hours of work on Sunday x 52 weeks x 12.00 euros which is an average
salary x 0.33) = 4942 euros per annum.
39. .
39
6. Operations
Premises & Rent
Café Jasmine will be located in Dawson Street, the area cover 81 m2 meant for a
restaurant, bar or for a café of this type to operate. Dawson Street is located in the heart
of South Dublin City Centre close to one of Ireland’s premier retail streets, Grafton
Street. The unit is close to the historic Trinity College Campus and the Molly Malone
Statue. Leading retailers in the immediate vicinity include; Brown Thomas, River
Island, Tommy Hilfiger, Superdry, American Apparel, Avoca Handweavers, Kilkenny
Design and Oasis. Dawson Street is a key tourist destination and the unit is situated
close to the tourist bus drop off point for the City Centre. (George Ross, 2014.)
The manager reached an agreement with the agent George Ross who works for Jones
Lang LaSalle that the annual rent for the first year will be 45,000 euros although stated
50,000 in the pdf file. For years 2 and 3, the price will rise for 5,000 summing it to an
annual rent for years 2 and 3 to 50,000 euros per year. The exterior will not be painted
as most of it is from glass but a sign will be implemented above the door of Jasmine.
Besides the location itself attracting much interest, the interior which will be visible
from outside as well will offer the customers a new dimension and will intrigue them
to come in and take a look to a sort of café they probably haven’t seen similar before.
As the exterior will be giving just partially a hint of what atmosphere the café has to
offer, the interior will be breathing with exotic and oriental scents and decoration which
will leave the customers breathless and relaxed in the same time.
40. .
40
Equipment
Item Cost in euros Supplier
Cashier 115.00 http://www.buycatering.ie/
4 ft 8 “ Menu Board 105.00 http://www.buycatering.ie/
Toshiba Pro 402.00 http://www.laptopsdirect.ie/
Logitech speakers 52.00 http://www.laptopsdirect.ie/
Wi-Fi router 90.00 http://www.buycatering.ie/
Imperial Fridge 560.00 http://www.buycatering.ie/
Water Boiler 430.00 http://www.buycatering.ie/
Coffee Machine 3080.00 http://www.buycatering.ie/
Oriental Glass Tea Set *
10
720.00 http://www.exoticteapot.co.uk/
Dishwasher Duo 2156.00 http://www.buycatering.ie/
LG 50” HD Plasma * 2 1084.00 http://www.laptopsdirect.ie/
Double Bowl Sink 800.00 http://www.buycatering.ie/
Reclaimed Oak = set of
table + 4 chairs * 8
4000.00 http://www.pinesolutions.co.uk/
Napkins, Towels, Table
Cloth
200.00 http://www.buycatering.ie/
Crockery Set * 48 415.00 http://www.buycatering.ie/
Lincat ECO9
Convection Oven
2130.00 http://www.buycatering.ie/
Sandwich Grill 620.00 http://www.buycatering.ie/
Cake Display Cabinet 2070.00 http://www.buycatering.ie/
Total 19029.00
41. .
41
The refurbishment of the café would cost approximately 200 euros per square meter
meaning that as the café Jasmine has 81 m2 it would cost 16200 euros as the whole
place would need to be refurbished and renovated from the floor, painting and walls
inside as well (http://www.inia.ie/media/DrConstantinGurdgievReport.pdf). This
would be necessary as most of the décor and painting inside would have to be re-done
to blend in the atmosphere the café would offer. The decorations would be bought in
the region up to the limit of 800 euros.
The exotic tea which Jasmine would offer to its customers would be ordered and
delivered from https://www.exoticteapot.co.uk/fruit-infusions/. Baskets of teas would
be ordered from which every includes three types of teas per set. For example, one set
includes 3 tins - Turkish Apple (75g), Raspberry infusions (75g) and Exotic Bazaar
(75g). This pack costs 20euros and 30 teas can be made out of every tin (75 grams / 2.5
grams for one cup). (A Better Cup of Tea: Measurements, 2014) There will be 5
different baskets, meaning there will be 24 different types of tea. It’s also important to
mention that all of these teas are organic and offer health benefits as well as a relaxing
feeling and feeling of overall pleasure. All the teas are also caffeine-free, refreshing
and high in antioxidants as well. After the information and description was sent, The
Exotic Teapot has informed the manager that it is possible for them to become the
wholesale supplier which would mean more discounts and free shipping as well.
- Regarding the coffee, it would be ordered from http://www.bristotuk.co.uk/. Bristot is
a famous and highly recognized coffee brand with specific flavors and blends that
cannot be replicated.
- As for the soft drink, http://www.begleys.com/wholesalers.html will be the distributor
as they operate in whole Ireland and are an experienced company with positive feedback
from all other café’s.
- Fresh meat used for sandwiches will be ordered from http://www.mkmeats.eu/. M&K
Meats Ltd is one of the most recognised meat suppliers for catering not only in Ireland
but also throughout the whole UK.
42. .
42
- For the vegetables used also in sandwiches in the other hand, the manager has decided
to go with the Dublin's oldest fresh fruit & vegetable supplier:
http://www.jackieleonards.ie/.
Cost of Goods Sold for products (COGS)
Based on conducted primary research and the secondary research as well, the following
estimations for costs of goods sold in “Jasmine” cafe have been used as follows.
The following margins and COGS have been calculated for product:
Product COGS Per Unit in euros Margin Per Unit in euros
Soft Drink 0.42 2.38
Pastry & Cakes 0.99 2.51
Tea 0.66 3.33
Coffee 0.56 2.24
Sandwiches 1.30 2.70
The figures stated will remain the same for the second and third year of business
operation.
Sales per Unit
The sales per unit was calculated using primary research of two competitors and one
café which is one of the most popular in Dublin and looking at the way it operates and
its customers. In all three of the café’s, observation was conducted in the exact same
number of 50 people as it would take too long for a larger number. Out of the 50 people
of every café, the target markets were identified and counted in order to later sum up
the number of each target market in all three of the café’s and divide it by the number
of café’s conducted in this research which is 3. For example, for the first target market:
(0, 32 + 0, 36 + 0, 34) / 3 = 0, 34.
43. .
43
The number of 0,37 is then multiplied by 100 in order to get the percentage of the sales
per target market which in this case reads that the Target market 1 (Tourists consuming
both: hot beverages and pastry) account for 34% of the total sales.
COGS for target markets
Target market 1 – Tourists who purchase hot beverages and pastry/cakes
Target market 2 – Working people/Locals who purchase only hot beverages
Target market 3 – Students who purchase only hot beverages
Target market 4 – Couples who purchase hot beverages and pastry/cakes
Target market 5 - Tourists/Working people who purchase both, hot beverages and
sandwiches at the same time
Target Market Sales % By
Unit
Cost of Goods
sold per unit
Sales Price per
Unit
Margin per
Unit in euros
Margin per Unit
%
Target market 1 34 (1.22/2 + 0.99)
= 1.60
(6.80/2 + 3.50)
= 6.90
5.30 76.81
Target market 2 26 1.22/2 = 0.61 6.80/2 = 3.40 2.79 82.06
Target market 3 19 1.22/2 = 0.61 6.80/2 = 3.40 2.79 82.06
Target market 4 10 (1.22/2 + 0.99)
= 1.60
(6.80/2 + 3.50)
= 4.795
5.30 76.81
Target market 5 11 (1.22/2 + 1.30)
= 1.91
(6.80/2 + 4.00)
= 7.4
5.49 74.19
44. .
44
7. Competitors
Recognizing competitors and making a research of the market is one of the most
important factors for success. If a specific place is crowded with a lot of similar
restaurants for example which are already working very good, it would be hard for a
new restaurant to steal their customers unless they are offering something special and
unique or their prices are much lower but this could then affect the profitability of the
certain unit. This is why primary research as well as secondary are very important for
this segment as it gives a picture of how do other competitors operate and what makes
them successful. Two types of competitors can be identified:
- Primary – the ones who directly affect our business and have a very similar
product offer range and atmosphere. This type have to be observed and
information about them is very significant as through this way it can be seen
what are their strengths and weaknesses and what would make a certain shop
better than them.
- Secondary – these competitors offer similar or some even maybe same products
but usually do not directly affect and “steal” our customers. The reason for that
might be location, product range, atmosphere or simply the two shops might
have different target markets to which they have adopted.
Primary Research of 3 Main competitors:
Primary Research 1: Tea Garden
This café is recognized one of the three main competitors. The reason behind that is
that it is also built on the idea of an oriental café. Besides the similar atmosphere that
Jasmine is trying to achieve, it also offers a similar range of products: coffees, large
variety of teas including loose teas as well, cakes, pastry and it offers shisha which the
manager of Jasmine has decided to drop out of the product range offered to the
customers. As for the location of Tea Garden, it is located in 7 Lower Ormond Quay
which is in Dublin 1. One of the rooms inside can be seen below:
45. .
45
(Observation, Primary Research, 2014)
Strengths
The strengths of Tea Garden are its ability to sustain on the market for a longer period
while maintaining a high number of customers and gaining more popularity in the same
time. As it is stated on their board in front of the café, it has been visited by more than
120.000 customers. Their other strength, which is the reason for their name as well as
its popularity, is the enormous range of teas offered (counted over 40 during PR). This
is the main reason why this café has been identified as one of the main competitors
although it is located 1.5km from Jasmine.
Weaknesses
The location although in Dublin 1, is not very central and especially not visible and
notable for the ones passing by it. The fact that is basically placed underground makes
it hard for the passengers and interested people to get a feeling of what the coffee offers
and looks like inside. Also, by doing PR I have had much trouble locating it as I have
passed multiple times by it without noticing really its placement and it isn’t written
nowhere where the actual entrance is. The other and maybe biggest weakness of Tea
Garden is their prices. As one customer had left a review on Yelp: “prepare to pay more
almost cocktail prices for an excellent cup of tea.” Out of the 40+ teas offered, more
than half of them cost over 6 euros which seems to be a bit too much for a cup of tea.
46. .
46
This may send a lot of potential customers away from them and to their competitors,
especially people on a budget and students. (Yelp.ie. 2014)
Primary Research 2: Wall & Keogh
This is another café with a speciality of offering a large variety of organic teas. It is
located in 45 Richmond Street South and is covered in glass from the exterior which
makes it easy to locate. Their range of products besides a large variety of tea consists
of: cakes, sandwiches, sushi and coffee. The main reason it is identified as a competitor
is obviously because of the large variety of teas offered and the popularity it gained in
the tea market in Dublin.
Strengths
One of the strengths of Wall & Keogh is obviously the fact that it offers the ability to
the customers to choose which tea they want from a range of over 20 types. The teas
are organic as well although it hasn’t been scientifically proved that organic food and
teas offer health benefits, some customers prefer it that way. Also, their product range
is wider than Jasmine’s as it has sandwiches and sushi as well on their menu.
Weaknesses
Once again, to this café as well, its distance from the center (1.5 km away from Grafton
Street) is one of its main weaknesses. The location of this café may present an obstacle
to many tourists as they would have to walk about 15 minutes out of the center to only
get themselves a cup of tea and snack perhaps. Because of this fact, many tourists who
go by foot will decide to find a substitute cafe for this product somewhere else in the
city. Besides the location, the seating capacity is very limited. Inside of the café there
is 20 available sitting places and in the backyard only 6 persons can take a seat which
is too little for the busiest hours during the day and makes many customers find an
alternative because there is no seat available.
47. .
47
Primary Research 3: Clement & Pekoe
This café has the most central location out of the three main competitors. To be precise,
its exact location is 50 South William Street. This street is located 5 minutes of walk
away from Stephens Green shopping center and even less from Grafton Street. As seen
through Primary Research, the product range is similar to the one which Jasmine will
be offering. It consists of: many types of exotic teas, coffees, pastry and freshly baked
cakes.
Strengths
After conducting Primary & Secondary Research, it is safe to say that many feel as the
coffee this café has to offer is very high in quality and it is rare to find such good coffee
in Dublin especially for as low prices as they offer. Besides the coffee, they offer a wide
range of teas and freshly baked cakes can be found their every day. Location itself is
one of the main strengths of C & P as it is very central and on a very visible place what
means that many passengers could gain interest of trying their products just by passing
by it.
Weaknesses
As for the weaknesses, there aren’t many of them actually. One of the weaknesses is
that there is no Wi-Fi which might repel many young customers as it seems that they
are almost dependent on internet and technology as laptops and smartphones. The other
weakness is that the sitting space seems to be organized just based on one thing, that as
many people can fit as possible. For example, outdoors, there is only one bench which
usually share people who did not come together and have to sit within touching distance
in order to drink their coffee/tea. The situation inside isn’t much different as there are
tables for eight people which make it too crowded in such a small area and too many
noises and voices in the same time might make this usually enjoyable atmosphere rather
annoying and too loud. In order to go to the toilet, a couple of people at least would
have to stand up or move out of the way if the seating capacity indoors is full.
Besides these 3 main competitors, there are more indirect competitors with similar
products offered but aiming different target markets and offering different atmosphere.
48. .
48
Some of these indirect competitors are: Butlers Chocolate Café, Bewley’s, and
Starbucks.
- Butlers Chocolate Café – as well is a small shop located throughout multiple
places in Dublin. They offer a range of teas, coffees as well as sweet snacks
which seem to be pretty popular. Their strength lays in their unique sweet
snacks from which they have a variety of and a range of hot chocolate, lattes
and mochas which are the products mostly ordered there. Their chocolate
products are tasteful and high-quality although their weakness is that they
mainly focus on products basically only containing chocolate and don’t offer a
large variety of hot beverages and teas. Also, two of their café’s visited are very
small with a seating capacity of 15 people and the interior is decorated in a very
“girly” way which might be the reason why there are mostly female students
and older woman sitting inside.
- Starbucks – is located in many places throughout Dublin and there is one as
well in Grafton Street. It is considered as a competitor because of its global
popularity and the fact that it is present in over 50 countries (Starbucks official
website) so a lot of tourists might want to visit it because they have liked it from
their previous experiences. Even though they are globally well known for their
coffee there isn’t a company which doesn’t have weakness so the same goes for
Starbuck. As their products seem a good solution for a takeaway hot-beverage,
their units are mostly crowded and loud what doesn’t make their places
adequate for enjoying a coffee and having a pleasant relaxing chat. Also, the
prices are not relatively low as their average price of coffees is 3.45. (PR)
Besides this, their range of products is too “old school” and they do not offer
any exotic and unique coffees and teas.
- Bewley’s – is a well-known, large café restaurant which offers hot beverages,
soft drinks as well as simple meals and combo offers for breakfasts, lunches
and dinners. Its location is one of its biggest strengths as it is located in the heart
of Grafton Street and it is impossible to go through the street without noticing
it. Through observational work, it has been noticed that it is quite popular and
that a lot of middle aged to old people like to enjoy a traditional Irish breakfast
49. .
49
at the place. Its strength is plays a big part in its weakness although it might
sound strange. This occurs because although they know exactly which products
the Irish people prefer for meals and hot beverages, they do not offer many
international meals and hot beverages which is the reason why their units are
crowded mostly by Irish people. Another weakness is the strong scent the café
has in the breakfast hours as eggs and sausages what might be unpleasant for
people who are there only to enjoy a cup of coffee or tea.
7. Financial Projections
50. .
50
In the following table, the costs of both depreciable and non-depreciable costs can be
seen. As mentioned in the Operations section, the total equipment cost amount to 19029
euros. Also, non-depreciable costs can be seen in this table which haven’t been
mentioned before but which are also significantly important for the café to operate
successfully. The VAT is also calculated and it is important to mention that the VAT
rate for depreciable and non-depreciable (service) differ by 09.5% what can be seen as
well in the last row.
Set-up Costs Price in (€)
Decorations 800
Refurbishment 16200
Music License 606
Internet, TV & Phone 606
Total 18212
Total equipment cost 19029
Depreciable + Non-
Depreciable Costs
37241
VAT (rate is 23% on
equipment & 13.5% on
services)
4189 + 2459 = 6648
As seen above, refurbishment carries most of the non-depreciable costs as the whole
unit of 81 m2 must be redone in the inside. The cost for depreciable is a bit lower than
the non-depreciable and the cost per item can be seen in the table below.
For the year 2 and 3, there will be no depreciable equipment bought, and out of the non-
depreciable costs, only the Internet, TV, phone and music license will be there.
Item Cost in euros Supplier
51. .
51
Cashier 115.00 http://www.buycatering.ie/
4 ft 8 “ Menu Board 105.00 http://www.buycatering.ie/
Toshiba Pro 402.00 http://www.laptopsdirect.ie/
Logitech speakers 52.00 http://www.laptopsdirect.ie/
Wi-Fi router 90.00 http://www.buycatering.ie/
Imperial Fridge 560.00 http://www.buycatering.ie/
Water Boiler 430.00 http://www.buycatering.ie/
Coffee Machine 3080.00 http://www.buycatering.ie/
Oriental Glass Tea Set *
10
720.00 http://www.exoticteapot.co.uk/
Dishwasher Duo 2156.00 http://www.buycatering.ie/
LG 50” HD Plasma * 2 1084.00 http://www.laptopsdirect.ie/
Double Bowl Sink 800.00 http://www.buycatering.ie/
Reclaimed Oak = set of
table + 4 chairs * 8
4000.00 http://www.pinesolutions.co.uk/
Napkins, Towels, Table
Cloth
200.00 http://www.buycatering.ie/
Crockery Set * 48 415.00 http://www.buycatering.ie/
Lincat ECO9
Convection Oven
2130.00 http://www.buycatering.ie/
Sandwich Grill 620.00 http://www.buycatering.ie/
Cake Display Cabinet 2070.00 http://www.buycatering.ie/
Total 19029.00
As it can be seen, all the above items are necessary for a café to operate successfully in
the city center. As the criteria is higher in the center and the competition is tougher, it
is very important that a café is very well equipped in order to produce good products as
well as fulfill most of the needs of the customers regarding the atmosphere, music,
internet, TV… One of the things as well which will be specific for this café is the
52. .
52
Oriental Glass Tea Set from which the customers would be served when they’ve
ordered tea. The total cost of 19029 € for equipment would be pretty high considering
that the unit covers only 81 m2. The depreciation for the equipment is 20% per annum
meaning that the amount of depreciation for first year would be 3806 €.
Sales Assumptions provided by unit, price segment.
First of all, the target markets will be explained and the way in which each percentage
was gotten. By conducting Primary Research in the 3 main competitors of Jasmine
(Wall & Keogh, Tea Garden and Clement & Pekoe), in 2 of those 3 it was obvious that
their primary target market and the largest part of customers were tourists. Although,
in the 3rd competitor it was interesting that the local (Irish) people were the most regular
customers and that the tourists were on number two by the number of sales made and
the students were on number three in all 3 of these competitors. Through primary
research, the number of each target market was counted until 50 customers came in the
café. By sampling the target markets by 50 people in each of the three competitors, it
was easy to see and realize what percentage of sales does each of the 5 target markets
cover in each of the café’s. Afterwards, all the numbers per target market were
subtracted then divided by 3 so a realistic and average number of % sales per target
market could be calculated for Jasmine.
Target Market Sales % By
Unit
Cost of Goods
sold per unit
Sales Price per
Unit
Margin per
Unit in euros
Margin per Unit
%
Target market 1 34 (1.22/2 + 0.99)
= 1.60
(6.80/2 + 3.50)
= 6.90
5.30 76.81
Target market 2 26 1.22/2 = 0.61 6.80/2 = 3.40 2.79 82.06
Target market 3 19 1.22/2 = 0.61 6.80/2 = 3.40 2.79 82.06
Target market 4 10 (1.22/2 + 0.99)
= 1.60
(6.80/2 + 3.50)
= 4.795
5.30 76.81
Target market 5 11 (1.22/2 + 1.30)
= 1.91
(6.80/2 + 4.00)
= 7.4
5.49 74.19
53. .
53
As for the Sales price per unit, observation and an interview with one of the waitresses
in Wall & Keogh gave an insight of how the business operates and what is the margin
approximately for a cup of tea, coffee or pastry.
Regarding the sales per month, the table below shows predicted figures. Firstly to
justify the number of sales which are presented below. Through observation of the 3
main competitors, it was concluded that none of those 3 average less than 20 customers
per hour (either take-away or people who sit inside). In fact, two of those 3 competitors
– Tea Garden and Clement & Pekoe – usually averaged over 30 customers per hour
probably because of the much better location they have and the fact that both of them
are at least double the size compared to Wall & Keogh. As Jasmine will also have more
seating capacity then Wall & Keogh, it is predicted that after half a year of working (in
the summer) when there are more tourists as well, will be able to average 20 customers
per hour which would mean 6300 customers that month. Also, a significant amount of
customers will not only buy one product but more.
The sales will be increasing every year and almost every month. A decrease in sales
will be visible only in April because March is expected to be one of the busiest months
as the number of tourists’ increases drastically due to the holiday St. Patrick’s. Also, a
decrease will be noticeable after the warmest months, starting from September.
54. .
54
Wages & Salaries
Staff Monthly Salary Annual Salary
Full time waiter * 2 3822 42042
Part time waiter * 2 2548 28028
Pastry Chef 2080 30030
Accountant 192 2112
Cleaner 234 2574
General Manager / /
Total 9526 104786
The wages & salaries are explained in detail as how these numbers are gotten. Most of
these salaries were found through secondary research as none of the workers felt
comfortable and refused to give information about their hourly or monthly salaries. The
most complicated part here was calculating the salary of the Chef as obviously his
working hours would start at 6 a.m. every day meaning that he/she would work one
hour of night shift every day. To make things less complicated, the chef would be paid
on an annual basis and the salary would be arranged with him in advance but later the
night shifts and Sundays wouldn’t be accounted in his bonuses as he/she would already
be getting much more than an average Pastry Chef.
55. .
55
Through year 2 and 3, the salaries of the waiters as well as the chef’s will increase. The
salary on an hourly basis of the waiters will increase from 10.50 euros to 11.00 as
acknowledgement for their hard and loyal work as well as because of the reason that
the sales are expected to rise through that period which would mean more work to do.
As for the chef, as he is paid on an annual salary which is agreed before he/she starts to
work, will be rewarded with a 5% increase on his/her annual salary. The salary though
will remain the same throughout year 2 and 3. The monthly and annual salaries of the
staff can be seen below:
Staff Monthly Salary Annual Salary
Full time waiter * 2 4004 48044
Part time waiter * 2 2669 32032
Pastry Chef 2867 34398
Accountant 192 2304
Cleaner 234 2574
General Manager 1667 20000
Total 11633 139590
Unit margins and cost of goods sold
Product COGS Per Unit in euros Margin Per Unit in euros
Soft Drink 0.42 2.38
Pastry & Cakes 0.99 2.51
Tea 0.66 3.33
Coffee 0.56 2.24
Sandwiches 1.30 2.70
After conducting various sources of primary and secondary research, it was concluded
that the cost of goods sold for pastry & cakes is 0.39, for sandwiches it is 0.325 and it
varies for hot beverages as the cost for making a tea and coffee differ but are both below
20%.
56. .
56
The summary of unit sales for the three years
The figure above clearly shows how the sales have grown from year to year. One of the
biggest differences in number of sales per month is in between February and March,
the reason is obvious - St. Patrick's day. The number of tourists on this month increases
enormously due to this Irish celebration. And as tourists are Jasmine's primary target
market, it is expected that the number of sales will jump up but then decrease slightly
in April every year as there will be a significant number of less tourists in April
compared to March. The number of sales is predicted to reach its peak on July and
August of year 3 with 7050 units sold on both of those months. Afterwards the sales
will not be increasing as the number of tourists will decrease through the following
months but the goal is to maintain a high level (above 6500 units sold) every month.
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Year 1
Year 2
Year 3
57. .
57
OVERHEADS
Staff cost
The chart clearly shows the difference in salaries, both monthly and annually, in the
first year compared to the second and third. The monthly salary for all the staff will
increase by 2107 euros per month and annually the salary of the staff will increase by
34804 euros.
58. .
58
Breakdown of overhead costs
The biggest difference in the cost of overheads between year 1 and years 2 and 3 will
be in the staff section. As the manager will be receiving 20000 euros annual salary
starting in year 2 and also the salaries of the waiters/waitresses and the pastry chef as
well will increase 5% on an annual basis. The rent will increase for 5000 euros as it was
agreed with the manager of the unit while the marketing will slightly drop. Depreciation
will stay same throughout all three years as there will be no new equipment bought in
between. The finance, loan to the bank that is will be given back throughout 23 months,
the first two years, and therefore will not be present in year 3.
59. .
59
Net Profit
The Net Profit will increase steadily increase through all years with the most significant
difference between years 2 and 3. The reason the Net Profit difference between the first
two years isn't so noticeable is because in year 2 the manager will start getting his
salary what will increase the expenses and therefore limit the profit at the end of the
year. Also, in year 3 the loan to bank will no longer exist which will cut over 20k
expenses which were present throughout the first two years.
Funding Requirements
The whole project would be impossible without the loan which will be taken from the
bank. The loan is in the amount of 52000 euros and will be repaid throughout year 1
and 2, that is through the first 23 months of the business operating. The Annual
Percentage Rate (APR) is 5.75% and will stay the same throughout the two years. The
set-up costs are 36029 what means that more than half of the funding requirements are
used for the depreciable and non-depreciable costs for the start-up of the business. The
rest would be used for premises, marketing, staff training, general expenses and finance
costs.
60. .
60
Creditors/Debtors
Because this type of business requires immediate payment, the debtor days will equal
zero while the expected time needed to meet the payment to the creditors is set to a
maximum of 60 days.
Profit & Loss
61. .
61
Cash Flow
The first month will be positive of course as the loan from the bank is received and the
sum received is enough to cover all of the set-up costs as well as the premises and rent.
It is important that there is cash left in January so that the rent and bills could be paid
throughout the second month. In February, the Net Cash Flow records a slight increase,
but there are in fact many changes going through it. The staff costs starts to appear from
February as the business has started working, the marketing decreases and there is the
VAT Payable which didn't occur in January as well. The month March is significantly
larger due to the VAT refund given what results in the net cash flow for this month
being so high. Another reason for such a high number in March is the fact that it is the
month with significantly increased number of tourists and as Jasmine's primary target
market are tourists this will have a large effect on the increase of sales through this
month. From April, a new cost is included what results in a lower net cash flow as seen
on the graph. That cost is payment to the creditors. As summer and June arrive, the net
cash flow starts to increase as there are no new costs but the sales are rising steadily
throughout each of these months until September. In September, the sales start to fall
until December. The month of December is so much lower and negative in particular
due to repayment of principal amount at the end of the year which is 30000 euros. The
December figures for the second year since the other 22000 are also repaid on the end
of year 2016.
62. .
62
8. References
Secondary Research:
-BBC. 2014. BBC Two - Business Boomers - The perfect coffee - at home. [online]
Available at:
http://www.bbc.co.uk/programmes/articles/4KYrmjvXqw3KkWPGhxhvFwd/the-
perfect-coffee-at-home? [Accessed: 08 Apr 2014].
-Besthealthmag.ca. 2014. 7 herbal teas that will make you healthier | Health After 40 |
Get Healthy | Best Health. [online] Available at: http://www.besthealthmag.ca/get-
healthy/health-after-40/7-herbal-teas-that-will-make-you-healthy [Accessed: 11 Feb
2014]
-Bord Bia. 2011. Coffee Consumer Research Retail & Foodservice Channels Republic
of Ireland Market. [online] Available
at:http://www.bordbia.ie/industryservices/information/publications/bbreports/Docume
nts/Coffee%20Consumer%20Research%20Republic%20of%20Ireland%20-
%20September%202011.pdf. [Accessed: 30 January 2014].
-Bordbia.ie. 2014. Coffee purchases increase as consumers continue to experiment.
[online] Available at:
http://www.bordbia.ie/industryservices/information/alerts/Pages/Coffeepurchasesincre
aseasconsumerscontinuetoexperiment.aspx?year=2011&wk=44 [Accessed: 12 Jan
2014].
-Citizensinformation.ie. 2014. Public holidays. [online] Available at:
http://www.citizensinformation.ie/en/employment/employment_rights_and_condition
s/leave_and_holidays/public_holidays_in_ireland.html [Accessed: 08 Mar 2014].
-Citizensinformation.ie. 2014. The working week. [online] Available at:
http://www.citizensinformation.ie/en/employment/employment_rights_and_condition
s/hours_of_work/working_week.html [Accessed: 25 Feb 2014].
63. .
63
-Citizensinformation.ie. 2014. Night work. [online] Available at:
http://www.citizensinformation.ie/en/employment/employment_rights_and_condition
s/hours_of_work/night_work.html [Accessed: 05 Mar 2014].
-Dublin.ratemyarea.com. 2014. City Centre (South) | Dublin | Rate My Area. [online]
Available at: http://dublin.ratemyarea.com/areas/city-centre-south-64 [Accessed: 23
November 2013].
-Euromonitor. 2012. Coffee in Ireland. [online] Available
at: http://www.euromonitor.com/coffee-in-ireland/report. [Accessed: 11 Nov 2013].
-Euromonitor. 2012. Tourism Flows Inbound in Ireland. [online] Available
at:http://www.euromonitor.com/tourism-flows-inbound-in-ireland/report. [Accessed:
11 Dec 13].
-Gurdgiev, D. 2014. True Economics: 13/3/2014: Domestic Demand 2013 - A Black
Hole of Booming Confidence.... [online] Available at:
http://trueeconomics.blogspot.ie/2014/03/1332014-domestic-demand-2013-black-
hole.html [Accessed: 10 Feb 2014].
-Independent.ie. 2014. Irish are the biggest Facebook users in English-speaking world
Independent.ie. [online] Available at:
http://www.independent.ie/business/technology/irish-are-the-biggest-facebook-users-
in-englishspeaking-world-29587083.html [Accessed: 10 Mar 2014].
-Irish Times. 2014. US obesity epidemic linked to divide between rich and poor.
[online] Available at: http://www.irishtimes.com/news/world/us-obesity-epidemic-
linked-to-divide-between-rich-and-poor-1.1654186 [Accessed: 04 Mar 2014].
-Irish Times. 2014. Want to open a cafe? Then learn how to express yourself. [online]
Available at: http://www.irishtimes.com/life-and-style/food-and-drink/want-to-open-a-
cafe-then-learn-how-to-espress-yourself-1.1732474 [Accessed: 16 Mar 2014].
64. .
64
-Irish Times. 2014. 10 of the best coffee shops in Ireland. [online] Available at:
http://www.irishtimes.com/life-and-style/food-and-drink/10-of-the-best-coffee-shops-
in-ireland-1.1732466 [Accessed: 22 Mar 2014].
-Mintel. 2009. Attitudes towards food and drink - Ireland - February 2009. [online]
Available
at:http://academic.mintel.com.ezproxy.gcd.ie:2048/display/442931/?highlight=true#hi
t1. [Accessed: 11 Nov 2013].
-Mintel. 2011. Snacks and Food Confectionery - Ireland - July 2011. [online] Available
at:http://academic.mintel.com.ezproxy.gcd.ie:2048/display/595645/. [Accessed: Oct
29 2013].
-Mintel. 2011. Hot Beverages - Ireland - July 2011. [online] Available
at:http://academic.mintel.com.ezproxy.gcd.ie:2048/display/595645/. [Accessed: 10
Dec 2013].
-Mintel. 2012. Irish Lifestyles - Ireland - June 2012. [online] Available
at:http://academic.mintel.com.ezproxy.gcd.ie:2048/display/634288/. [Accessed: 10
December 2013].
-Mintel. 2013.Ready Meals. [online] Available at:
http://academic.mintel.com.ezproxy.gcd.ie:2048/display/595648/ [Accessed: 14 Nov
2013].
-Pinesolutions.co.uk. 2014. Reclaimed Oak 125cm-165cm Dining Table and 4 Chairs
including free delivery (908.599) | Pine Solutions. [online] Available at:
http://www.pinesolutions.co.uk/dining-room-furniture/dining-sets/reclaimed-oak-
small-extending-table-and-4-faux-leather-chairs/ [Accessed: 14 Jan 2014].
65. .
65
-RTE.ie. 2013. Trips to Ireland rose 6.7% between June and August. [online] Available
at: http://www.rte.ie/news/business/2013/0926/476582-travel-tourism-cso/ [Accessed:
17 Jan 2014].
-Socialbakers.com. 2014. Ireland Facebook Statistics by Country. [online] Available
at: http://www.socialbakers.com/facebook-statistics/ireland [Accessed: 17 Mar 2014].
-Teasetc.com. 2014. Decaffeination, Green Tea and Benefits. [online] Available at:
http://www.teasetc.com/tea/article.asp?ID=3 [Accessed: 10 Mar 2014].
-Teaguardian.com. 2014. Tea Guardian: A Better Cup of Tea: Measurements. [online]
Available at: http://teaguardian.com/how-to-make-tea/tea-
measurement.html#.UzbZK_l_uwU [Accessed: 02 Apr 2014].
-University of Maryland Medical Center. 2014. Lavender. [online] Available at:
http://umm.edu/health/medical/altmed/herb/lavender [Accessed: 05 Apr 2014].
66. .
66
Marketing:
-Iwml.com. 2014. Internet Advertising - Rates for Ireland Insight Marketing Groups.
[online] Available at: http://iwml.com/netincludes/advertising_members.php
[Accessed: 07 Mar 2014].
-Iwml.com. 2014. Internet Advertising - Rates for Ireland Insight Marketing Groups.
[online] Available at: http://iwml.com/netincludes/advertising_members.php
[Accessed: 07 Mar 2014].
-Media Sales. 2013. Rates Overview. [ONLINE] Available
at: http://mediasales.ie/rates-overview/. [Accessed 14 March 13].
-Onlineprinters.ie. 2014. Standard Flyers, DIN-A6 at Onlineprinters. [online]
Available at: http://www.onlineprinters.ie/Flyers,-DIN-
A6.htm?websale8=diedruckerei.18-aa&pi=PFLA644&ci=005945 [Accessed: 22 Feb
2014].
-Websitedublin.com. 2014. Website Dublin - Affordable Web Design has arrived in
Dublin!!!. [online] Available at: http://websitedublin.com/pricing-and-buy.php
[Accessed: 17 Feb 2014].
