Analyzed the entry strategy of a mock American fast-food chain into China from a brand manager's perspective, analyzing it's performance and suggesting business restructuring recommendations.
Mia Foster is the new CEO of Levendary Café, replacing the founder. Levendary Café is a 3,500 location quick casual restaurant chain that is publicly traded. It has been successful in the US market but is now looking to expand internationally, starting in China. There are several challenges Foster faces in China, including differing tastes and business practices compared to the US. She will need to make changes to the company's structure and operations in China to better adapt to the local market and manage the independent business practices of Louis Chen, who operates Levendary Café locations in China. Foster is developing an action plan to standardize practices while allowing flexibility, establish better oversight of Chen, and continue the company's growth strategy in
This document discusses Levendary Cafe's consideration of expanding into China. It provides background on Levendary Cafe, an overview of the multi-unit restaurant industry in the US and China. It analyzes China's market growth and industry trends. It also discusses Levendary Cafe's critical success factors in the US, Porter's Five Forces analysis of China's industry, segmentation and targeting options, and the dilemma the CEO faces in deciding how to structure the company's expansion into China.
The document summarizes the challenges facing Mia Foster, the new CEO of Levendary Café, in their expansion into the Chinese market. Key issues include a lack of international management experience overseeing the China division, differences between Chinese and American tastes, and the independent actions taken by the China President Louis Chen. The document analyzes Levendary's markets and competitors in China and the US, identifies costs and revenues between the two regions. It recommends Foster meet with Chen to establish transparency and train local employees to follow proven American restaurant expansion models. The summary concludes Foster remains confident about resolving issues through a flexible strategy that satisfies all stakeholders.
Mountain Man Beer Company (MMBC) is a legacy brewer in West Virginia that has been family owned for almost 50 years. While it dominates the premium beer market, it has seen a 2% decline in revenue as the light beer segment grows 4% annually due to youth preferences. To capture this market, MMBC is considering introducing a light beer under its own brand or a new brand name. Introducing a light beer under the Mountain Man brand could increase revenue but risks brand dilution and losing core customers. A new brand name avoids this risk but would have much higher advertising costs. Based on market research, MMBC estimates it could break even after 3 years and become profitable if it captures just 0.25
1. GE Medical Systems (GEMS) is evaluating strategic alternatives to address changing market conditions and remain competitive as the medical imaging industry evolves.
2. The alternatives considered targeting developing nations, maintaining existing technology, or focusing on developing nations while investing in new bio-tech research.
3. The recommended strategy emphasizes improving secondary markets and relationships in developing nations in the short-term, while monitoring trends and educating markets on personalized medicine long-term.
Coffee wars in India : CCd taking on the global brandssampriti1991
This document discusses the coffee shop market in India and provides a comparison between Café Coffee Day (CCD) and Starbucks. Some key points:
- CCD is the market leader in India with over 1500 outlets across the country, while Starbucks only has around 75 outlets and higher prices.
- The document analyzes the segmentation, targeting, positioning, marketing mix and supply chain of CCD and Starbucks. It also provides blueprints of their service processes.
- Recent challenges for both companies are discussed, including the need for CCD to improve customer service and Starbucks to expand more aggressively in India. The document concludes with strategies for each company to strengthen their operations and customer experience.
Crown Cork & Seal experienced financial problems in the 1950s leading to bankruptcy but was turned around by John Connelly in 1957 through modernization and restructuring. In the late 1980s, the company pursued acquisitions and international expansion, purchasing Continental Can's operations and expanding into plastics and new markets globally. By the 1990s, Crown Cork & Seal was the largest metal container supplier through restructuring and strategic acquisitions under CEO William Avery.
El Bulli restaurant is known for innovation in molecular gastronomy and creating surprising new dining experiences for customers. It has a limited capacity and operates only part of the year to focus on research and development. The creative team of 8-9 minds works to develop new tastes, textures, and ways to awaken the senses. Their goal is to achieve the unthinkable through creativity in cooking and introducing emotions through food. They use high-tech equipment and their research laboratory to completely reinvent the menu each year.
Mia Foster is the new CEO of Levendary Café, replacing the founder. Levendary Café is a 3,500 location quick casual restaurant chain that is publicly traded. It has been successful in the US market but is now looking to expand internationally, starting in China. There are several challenges Foster faces in China, including differing tastes and business practices compared to the US. She will need to make changes to the company's structure and operations in China to better adapt to the local market and manage the independent business practices of Louis Chen, who operates Levendary Café locations in China. Foster is developing an action plan to standardize practices while allowing flexibility, establish better oversight of Chen, and continue the company's growth strategy in
This document discusses Levendary Cafe's consideration of expanding into China. It provides background on Levendary Cafe, an overview of the multi-unit restaurant industry in the US and China. It analyzes China's market growth and industry trends. It also discusses Levendary Cafe's critical success factors in the US, Porter's Five Forces analysis of China's industry, segmentation and targeting options, and the dilemma the CEO faces in deciding how to structure the company's expansion into China.
The document summarizes the challenges facing Mia Foster, the new CEO of Levendary Café, in their expansion into the Chinese market. Key issues include a lack of international management experience overseeing the China division, differences between Chinese and American tastes, and the independent actions taken by the China President Louis Chen. The document analyzes Levendary's markets and competitors in China and the US, identifies costs and revenues between the two regions. It recommends Foster meet with Chen to establish transparency and train local employees to follow proven American restaurant expansion models. The summary concludes Foster remains confident about resolving issues through a flexible strategy that satisfies all stakeholders.
Mountain Man Beer Company (MMBC) is a legacy brewer in West Virginia that has been family owned for almost 50 years. While it dominates the premium beer market, it has seen a 2% decline in revenue as the light beer segment grows 4% annually due to youth preferences. To capture this market, MMBC is considering introducing a light beer under its own brand or a new brand name. Introducing a light beer under the Mountain Man brand could increase revenue but risks brand dilution and losing core customers. A new brand name avoids this risk but would have much higher advertising costs. Based on market research, MMBC estimates it could break even after 3 years and become profitable if it captures just 0.25
1. GE Medical Systems (GEMS) is evaluating strategic alternatives to address changing market conditions and remain competitive as the medical imaging industry evolves.
2. The alternatives considered targeting developing nations, maintaining existing technology, or focusing on developing nations while investing in new bio-tech research.
3. The recommended strategy emphasizes improving secondary markets and relationships in developing nations in the short-term, while monitoring trends and educating markets on personalized medicine long-term.
Coffee wars in India : CCd taking on the global brandssampriti1991
This document discusses the coffee shop market in India and provides a comparison between Café Coffee Day (CCD) and Starbucks. Some key points:
- CCD is the market leader in India with over 1500 outlets across the country, while Starbucks only has around 75 outlets and higher prices.
- The document analyzes the segmentation, targeting, positioning, marketing mix and supply chain of CCD and Starbucks. It also provides blueprints of their service processes.
- Recent challenges for both companies are discussed, including the need for CCD to improve customer service and Starbucks to expand more aggressively in India. The document concludes with strategies for each company to strengthen their operations and customer experience.
Crown Cork & Seal experienced financial problems in the 1950s leading to bankruptcy but was turned around by John Connelly in 1957 through modernization and restructuring. In the late 1980s, the company pursued acquisitions and international expansion, purchasing Continental Can's operations and expanding into plastics and new markets globally. By the 1990s, Crown Cork & Seal was the largest metal container supplier through restructuring and strategic acquisitions under CEO William Avery.
El Bulli restaurant is known for innovation in molecular gastronomy and creating surprising new dining experiences for customers. It has a limited capacity and operates only part of the year to focus on research and development. The creative team of 8-9 minds works to develop new tastes, textures, and ways to awaken the senses. Their goal is to achieve the unthinkable through creativity in cooking and introducing emotions through food. They use high-tech equipment and their research laboratory to completely reinvent the menu each year.
General electric medical systems, 2002Sahil Chopra
This document provides an overview of healthcare systems and medical equipment companies globally. It then focuses on General Electric Medical Systems (GEMS):
- GEMS is a $8 billion division of GE and the largest medical equipment company with 50% market share. It grows around 16% annually.
- 60% of GEMS' revenue comes from equipment sales and 40% from services. It spends 7-9% of sales on R&D and has an operating margin of 18%.
- The document also discusses various models of international organization structures and the characteristics of multinational, global, international, and transnational companies.
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
SUNDAY Communication is a Hong Kong telecommunications company established in 1994. It faces intense competition in the mobile phone market from larger competitors that have 80% market share. SUNDAY's marketing strategy focuses on product diversification, branding through additional services, and a lifestyle concept to differentiate itself. However, it has marketing issues like a limited distribution network and confusing advertising. The presentation analyzes SUNDAY's products, does a SWOT analysis, and suggests improving brand loyalty, expanding distribution, and utilizing more advertising channels.
Organizational Structure comparision | Proctor & Gamble and UnileverPRIYAJNVCTC
Group 8 analyzed the organizational structures of P&G and Unilever over time. P&G transitioned from a matrix structure to global business units to a hybrid structure. This caused issues like lack of results, reduced morale, and stock price declines. Unilever decentralized but then centralized in response to EU integration. Both companies now aim to integrate global scale benefits locally while focusing on customers. Group 8 evaluated their change approaches and provides recommendations like improving communication, culture, resources, and focusing on value, emerging markets, and maintaining standards.
The document discusses Land Rover's brand identity and positioning in the UK and North American markets. In the UK, Land Rover is seen as rugged and practical while Range Rover is a luxury off-road vehicle. When it entered the US, Range Rover emphasized its British heritage, luxurious styling, and off-road capability. It targeted luxury car buyers, positioning itself as the vehicle driven by the Queen. The document also discusses Land Rover's competitors in the 1990s SUV market and decisions around Discovery's positioning, marketing mix, and retail strategy.
Wal-Mart was able to achieve a sustainable competitive advantage through efficient and lean operations across their entire value chain. They implemented new technologies to better communicate internally and externally. Wal-Mart also capitalized on expanding to new markets before competitors. Leveraging their size, they negotiated lower prices from vendors while keeping overhead costs low. These tightly integrated operations made it difficult for other discount retailers to compete.
UWMCC Montreaux Case - First Place by AdrianAdrian Nguyen
The document discusses launching a new chocolate product called Euphoria Pomegranate by Healthy Cravings in the American market. It considers branding, target customers, distribution channels, and sales projections. A regional rollout is selected as the launch plan to gather market insights before a full national launch. The goal is $115 million in annual sales and 0.6% market share by 2015.
Lenovo acquired IBM's personal computer business in 2005 in order to globalize and expand beyond its success in China. This gave Lenovo the ThinkPad and ThinkCentre brands to leverage. However, it also introduced challenges in merging cultures and establishing Lenovo's brand identity globally against strong competitors like HP and Dell. Lenovo addressed this by focusing on a master Lenovo brand, restructuring to integrate IBM and Lenovo teams, and a phased branding strategy that transitioned awareness from IBM/ThinkPad to the Lenovo brand over time. By 2014, Lenovo had become the largest personal computer manufacturer in the world with 19.2% of the global market.
The document provides a strategic plan for expanding the global operations of Grolsch, a subsidiary of SAB Miller. It analyzes Grolsch's current situation, issues, and options. It recommends entering new markets in South Africa, Brazil, and China using different entry strategies tailored for each market. For South Africa, it proposes utilizing SAB Miller's existing facilities and distribution channels. For Brazil, it recommends licensing production to a local company and providing promotional support. For China, it suggests leveraging SAB Miller's joint venture with a local brewer for distribution and promoting in high-quality locations. Financial projections through 2017 show increasing sales volumes and profits in each market, with the overall plan achieving a positive cumulative cash flow and
The document discusses growth strategies for Porcini's, an Italian restaurant chain. It considers launching a new concept called Porcini's Pronto, targeting travelers. Three options for growing Pronto are evaluated: company owned-and-operated, franchising, and syndication. Company owned-and-operated is recommended as offering the highest long-term returns with least risk. A pilot test of 2 Pronto locations is suggested to determine the concept's potential before broader expansion.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
The document discusses Eurobrand Challenge's proposal to launch Healthy Berry Crunch cereal as a Eurobrand across Europe. It summarizes UC's current European operations, competitors, key issues, and proposed solutions. The proposal recommends a staged launch in France, UK, and Germany first. A pro forma financial statement projects sales growth of 3.5% annually and SG&A savings of 10-15% by year 3, increasing net profit 65.57-78.68%. The recommendation is to launch Healthy Berry Crunch as a Eurobrand to cut costs while maintaining country manager authority and lean operations.
Atlantic Computer manufactures servers and high-tech products. It dominates the traditional server market but seeks to enter the growing basic server market. It developed the Tronn server and PESA software to accelerate Tronn's speed by 4 times. Atlantic must determine pricing for the Tronn-PESA bundle. Four options are analyzed: 1) include PESA for free 2) price competitively against main rival Ontario 3) use cost-plus pricing 4) value-in-use pricing sharing savings. The analysis recommends value-in-use pricing to demonstrate value to customers while allowing for potential profit sharing that benefits both parties.
The document provides an analysis of the fast food restaurant industry. It begins with an overview of the history and growth of the industry. It then discusses key features such as segments, production and distribution systems, and demand determinants. Porter's Five Forces model is applied to analyze industry competition. Financial data on industry revenue from 2010-2015 is presented globally and for the United States. The document also includes analyses of specific companies Chipotle, Papa Johns, and Starbucks.
Whole Foods Market is an organic and natural foods supermarket chain. As of 2009, it operated 289 stores across North America. While Whole Foods differentiates itself through its high-quality organic and natural products, it faces increasing competition in this space. To maintain its leadership position, the company's strategy focuses on expanding its store base internationally and introducing lower-priced store concepts while continuing to emphasize its strong brand and mission.
General electric medical systems, 2002Sahil Chopra
This document provides an overview of healthcare systems and medical equipment companies globally. It then focuses on General Electric Medical Systems (GEMS):
- GEMS is a $8 billion division of GE and the largest medical equipment company with 50% market share. It grows around 16% annually.
- 60% of GEMS' revenue comes from equipment sales and 40% from services. It spends 7-9% of sales on R&D and has an operating margin of 18%.
- The document also discusses various models of international organization structures and the characteristics of multinational, global, international, and transnational companies.
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
SUNDAY Communication is a Hong Kong telecommunications company established in 1994. It faces intense competition in the mobile phone market from larger competitors that have 80% market share. SUNDAY's marketing strategy focuses on product diversification, branding through additional services, and a lifestyle concept to differentiate itself. However, it has marketing issues like a limited distribution network and confusing advertising. The presentation analyzes SUNDAY's products, does a SWOT analysis, and suggests improving brand loyalty, expanding distribution, and utilizing more advertising channels.
Organizational Structure comparision | Proctor & Gamble and UnileverPRIYAJNVCTC
Group 8 analyzed the organizational structures of P&G and Unilever over time. P&G transitioned from a matrix structure to global business units to a hybrid structure. This caused issues like lack of results, reduced morale, and stock price declines. Unilever decentralized but then centralized in response to EU integration. Both companies now aim to integrate global scale benefits locally while focusing on customers. Group 8 evaluated their change approaches and provides recommendations like improving communication, culture, resources, and focusing on value, emerging markets, and maintaining standards.
The document discusses Land Rover's brand identity and positioning in the UK and North American markets. In the UK, Land Rover is seen as rugged and practical while Range Rover is a luxury off-road vehicle. When it entered the US, Range Rover emphasized its British heritage, luxurious styling, and off-road capability. It targeted luxury car buyers, positioning itself as the vehicle driven by the Queen. The document also discusses Land Rover's competitors in the 1990s SUV market and decisions around Discovery's positioning, marketing mix, and retail strategy.
Wal-Mart was able to achieve a sustainable competitive advantage through efficient and lean operations across their entire value chain. They implemented new technologies to better communicate internally and externally. Wal-Mart also capitalized on expanding to new markets before competitors. Leveraging their size, they negotiated lower prices from vendors while keeping overhead costs low. These tightly integrated operations made it difficult for other discount retailers to compete.
UWMCC Montreaux Case - First Place by AdrianAdrian Nguyen
The document discusses launching a new chocolate product called Euphoria Pomegranate by Healthy Cravings in the American market. It considers branding, target customers, distribution channels, and sales projections. A regional rollout is selected as the launch plan to gather market insights before a full national launch. The goal is $115 million in annual sales and 0.6% market share by 2015.
Lenovo acquired IBM's personal computer business in 2005 in order to globalize and expand beyond its success in China. This gave Lenovo the ThinkPad and ThinkCentre brands to leverage. However, it also introduced challenges in merging cultures and establishing Lenovo's brand identity globally against strong competitors like HP and Dell. Lenovo addressed this by focusing on a master Lenovo brand, restructuring to integrate IBM and Lenovo teams, and a phased branding strategy that transitioned awareness from IBM/ThinkPad to the Lenovo brand over time. By 2014, Lenovo had become the largest personal computer manufacturer in the world with 19.2% of the global market.
The document provides a strategic plan for expanding the global operations of Grolsch, a subsidiary of SAB Miller. It analyzes Grolsch's current situation, issues, and options. It recommends entering new markets in South Africa, Brazil, and China using different entry strategies tailored for each market. For South Africa, it proposes utilizing SAB Miller's existing facilities and distribution channels. For Brazil, it recommends licensing production to a local company and providing promotional support. For China, it suggests leveraging SAB Miller's joint venture with a local brewer for distribution and promoting in high-quality locations. Financial projections through 2017 show increasing sales volumes and profits in each market, with the overall plan achieving a positive cumulative cash flow and
The document discusses growth strategies for Porcini's, an Italian restaurant chain. It considers launching a new concept called Porcini's Pronto, targeting travelers. Three options for growing Pronto are evaluated: company owned-and-operated, franchising, and syndication. Company owned-and-operated is recommended as offering the highest long-term returns with least risk. A pilot test of 2 Pronto locations is suggested to determine the concept's potential before broader expansion.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
The document discusses Eurobrand Challenge's proposal to launch Healthy Berry Crunch cereal as a Eurobrand across Europe. It summarizes UC's current European operations, competitors, key issues, and proposed solutions. The proposal recommends a staged launch in France, UK, and Germany first. A pro forma financial statement projects sales growth of 3.5% annually and SG&A savings of 10-15% by year 3, increasing net profit 65.57-78.68%. The recommendation is to launch Healthy Berry Crunch as a Eurobrand to cut costs while maintaining country manager authority and lean operations.
Atlantic Computer manufactures servers and high-tech products. It dominates the traditional server market but seeks to enter the growing basic server market. It developed the Tronn server and PESA software to accelerate Tronn's speed by 4 times. Atlantic must determine pricing for the Tronn-PESA bundle. Four options are analyzed: 1) include PESA for free 2) price competitively against main rival Ontario 3) use cost-plus pricing 4) value-in-use pricing sharing savings. The analysis recommends value-in-use pricing to demonstrate value to customers while allowing for potential profit sharing that benefits both parties.
The document provides an analysis of the fast food restaurant industry. It begins with an overview of the history and growth of the industry. It then discusses key features such as segments, production and distribution systems, and demand determinants. Porter's Five Forces model is applied to analyze industry competition. Financial data on industry revenue from 2010-2015 is presented globally and for the United States. The document also includes analyses of specific companies Chipotle, Papa Johns, and Starbucks.
Whole Foods Market is an organic and natural foods supermarket chain. As of 2009, it operated 289 stores across North America. While Whole Foods differentiates itself through its high-quality organic and natural products, it faces increasing competition in this space. To maintain its leadership position, the company's strategy focuses on expanding its store base internationally and introducing lower-priced store concepts while continuing to emphasize its strong brand and mission.
Nathu Sweets is a well-known sweet shop in Delhi with 13 branches. However, rising costs have negatively impacted profits. An analysis found issues with production processes and inefficiencies. Recommendations included cost-cutting methods like just-in-time production, discounts in festive seasons, and motivating employees. A SWOT analysis showed strengths in quality, heritage and distribution but challenges from competition, changing tastes, and addressing new customer segments. With changes to production and marketing, Nathu Sweets aims to maintain quality while increasing profits.
This case study proposes a local food marketing program for Fresh Encounter Supermarkets. It defines local food based on research and recommends targeting two customer types - heavy local users and mainstream shoppers. For heavy users, the program demonstrates expertise, offers a variety of local products, and builds supplier legitimacy. For mainstream shoppers, it defines and promotes local foods, demonstrates quality and taste, and consistently presents the local brand. Tactics include local product displays, sampling, recipes, and a "Local Fresh Encounters" brand. Research found consumers will pay more for local foods and expect them in key departments. The program is expected to increase sales by 20-35% annually based on a case study of similar retailers.
Business Proposal & Proof of Concept for a Restaurant for a Leading Shopping ...Surya Adavi
The document presents a business plan for a new fast casual juice and smoothie restaurant in Minneapolis. The plan outlines the restaurant concept, which will focus on fresh, cold-pressed juices, smoothies, acai bowls, and other healthy options. Financial projections estimate that the restaurant will become profitable within 3 years. A SWOT analysis identifies strengths such as a lack of competition, while weaknesses include lack of brand recognition. The unique selling points of the concept are its focus on nutrition, competitive pricing, and potential for expansion.
The document presents a business plan for a new fast casual juice and smoothie restaurant in Minneapolis. The plan outlines conducting market research on consumer trends favoring healthy, fresh foods. It proposes a concept serving cold-pressed juices, smoothies, acai bowls and coffee. Financial projections estimate the restaurant will break even in its third year of operation and become profitable thereafter. A SWOT analysis identifies strengths in health-conscious customer base but also weaknesses of limited brand awareness and budget. The unique selling points are positioned as fast, nutritious options with competitive pricing and a loyalty program.
The document provides information about Whole Foods Market, the largest supermarket chain specializing in organic foods. It discusses Whole Foods' industry definition, activities, drivers, performance metrics, business locations, barriers to entry, competitors, introduction, SWOT analysis, values, competitive strategies, corporate and store structure, recruitment, training, development, performance management, team control, compensation, on-site HR, and succession planning.
This is our analysis by comparing KFC and McD in their Strategic Management.
We are group study in Strategic Management class
Group member are: Jenny, Krysta, Roddy, and Sheby
IMBA CLASS. National Kaohsiung University of Science and Technology.
New Product Development Project - Meal kitChau Pham
The document outlines a market analysis and business plan for a new meal kit product called Pure Creations. It found that women aged 24-34 with high incomes and careers are the primary target segment as they value convenience and healthy options. The meal kits will provide organic, pre-portioned ingredients for exotic dishes in single-serve packets. Financial projections estimate over $100,000 in monthly sales within a year of launching through guerrilla marketing events and social media campaigns targeting busy professional women.
This document discusses the relaunch of Candia Milk in Pakistan. It analyzes the causes of failure for the previous launch, including poor advertising, unawareness among consumers, high prices, poor packaging. It evaluates competitors in the market and identifies Nestle and Olper's as the top competitors. Finally, it proposes the marketing strategy for relaunch, including segmentation of urban consumers, positioning based on healthy living, and promotion through advertising, social media, and community events.
Cross Cultural Should Be Considered In Fast Food Restaurant Operation (Presen...Afifah Nabilah
This the presentation slide for the research paper for course LE 4000 (English for Academic Writing). Te main purpose of this paper is to show the ability of the students to write an academic research paper where the topics are chosen randomly by the students.
McDonald's and Subway are analyzed. For McDonald's, strengths include localized products in India and marketing strategies, while weaknesses are unhealthy menu, high employee turnover, and franchisee dissatisfaction. Subway strengths are healthier choices, product innovation, and low costs, while weaknesses are inconsistent service, outdated franchises, and franchisee control issues. Opportunities for both include home delivery, expanding customer groups, and demand for healthier options, while threats include increased competition, local chains, and trends toward healthy eating.
K&N's is Pakistan's leading poultry brand with a 70% market share. It conducted market research finding customers want healthy and affordable lunch options. It is considering two new offers: 1) delivering freshly made meals to workplaces or 2) expanding into frozen foods. K&N's has strong brand recognition but is currently only available in urban areas. Its strengths include quality, nutrition, and distribution but it is expensive and lacks rural presence. It is considering opportunities like ready-to-eat foods, door-to-door delivery, and entering new markets while managing threats like rising costs and competition.
Just a Spoonful of Sugar plans to open a healthy quick casual restaurant in West Reading, PA. The restaurant will offer familiar foods with a healthy twist to meet the growing demand for healthier options. The management team has experience in various industries and will play an active role. The marketing plan targets local health-conscious consumers and seniors looking for convenient, great tasting meals. Operations and production plans are in place to efficiently serve customers and ensure food quality. Risks include the restaurant not being profitable or facing increased competition in the niche healthy food market.
This document outlines a marketing plan for a new vegan and organic food company with 4 phases: startup, presales, full operations, and recap/planning. Phase I establishes the company infrastructure. Phase II focuses on presales to generate early cash flow. Phase III centers on selling through various retail channels like farmers markets and online. The plan details target markets, product lines, events, and timelines to launch the business and drive growth.
The document outlines the marketing mix strategies of Reckitt Benckiser (RB) and The Coffee Bean & Tea Leaf. [1] RB uses a mass marketing approach with distributors to widely distribute products like Dettol and Harpic across multiple countries. [2] The Coffee Bean focuses on high foot traffic locations for its cafes and uses franchising to expand across Asia and the Middle East. [3] Both companies employ various promotional activities like television advertisements, print media, and in-store promotions.
This document discusses plans to introduce sous-vide cooking to employees in Silicon Valley. It aims to target the 250,000 employees of 25 major companies in the first year by partnering with cafeterias to offer sous-vide meals. The goal is to expand to 650,000 customers in the Valley within 5 years. The document outlines market research showing demand for high quality, convenient ready meals and profiles the target customer as a busy professional interested in health and nutrition.
Similar to Levendary Cafe China Entry Evaluation & Brand Strategy (20)
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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2. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
Similarities in Operating Conditions for the U.S. and China Markets
Growing emphasis on healthy lifestyle trend,
especially appealing to white collar workers and middle class women
Restaurants operate on razor thin margins in both countries
People in different states or regions have different taste preferences
MARKET
TREND
INDUSTRY
PROFITABILITY
TASTE
VARIATION
THE UNITED STATES CHINA
3. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
Uniqueness in Operating Conditions for the U.S. and China Markets
MARKET
CONDITIONS
Highly fragmented
across all segments
Food industry is growing,
especially in quick service segment
Customers are willing to
pay more for healthy food
Customers are willing to
pay more for foreign fare
Labor cost is the
major cost
Materials or Occupancy
are the major costs
THE UNITED STATES CHINA
CUSTOMER
BEHAVIOUR
MAJOR
COST
No network can be used to
facilitate operating processes
Chen’s network of contacts helped
speed up certain processes
GUANXI
4. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
1
Lack of symmetry with the traditional Levendary
Café model back in the U.S
Overly localized menu, deviated from original core values2
3 Brand Identity suffers: No clear positioning
4 Short-term growth only – not optimized for the future
Explosive growth in presence
Failed to breakeven
Evaluating Levendary Café’s entry and performance in China thus far
CHEN’S ENTRY STRATEGY
- No clear long term strategy
- Respond flexibly to market needs
- Utilize real estate knowledge to seek
suitable location for new stores
- Utilize network to facilitate expansion
Lower gross margins than in the U.S
5. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
Adopting the Franchise Business Model as a Growth Strategy
STRONG AND RECONGIZABLE
BRAND IDENTITY
1
CLEAR STANDARDIZED
OPERATION PROCEDURES
2
Known for its fried chicken offering
Localized fried chicken seasoning but still
managed to maintain their brand
Clear food-prep steps for all stores to follow
Ensured that customers’ dining experience
and food quality is consistent at all stores
RECOMMENDED GROWTH STRATEGY
To develop a franchise business model and grow by franchising outlets in China
6. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
Establishing the Wholesome Brand Identity in China
STORE
DECORATION
Aligning all store designs
back to original earthy tones
Revert back to using classic wooden
framed upholstered chairs
PRODUCT
OFFERING
Introduce core wholesome menu
items for every store in China
Add localized product offerings that
use wholesome ingredients
Help Levendary Café
build a consistent
brand that is known
for selling high
quality healthy food in a
chic natural environment
DESIRED OUTCOMETACTICS
7. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
INDIVIDUAL STORES
Customer Journey In-store Operations
Order and
Check Out
Food
preparation
Seated
Enjoy
Serve
Standardizing Operation Procedures for Levendary Café China
8. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
COUNTRY-LEVEL OPERATIONS
Hire international accounting firm to ensure GAAP financial reporting symmetry
In-store Operations
Standard Operating
Procedures
Store Opening and Closing
Hygiene
Food Preparation
INDIVIDUAL STORES
Customer Journey
Order and
Check Out
Seated
Enjoy
Standardizing Operation Procedures for Levendary Café China
9. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
• Stronger brand identity in China
• Lower material cost due to standardized
offerings
• Organic growth through franchising
• Standardized and aligned operations
• Consistency and ensured food/service quality
• Easier to measure performance in China
• Raise shareholder confidence
• Unified global brand
Positive Impact Created Across All Levels of Levendary Café China
10. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
• Stronger brand identity in China
• Lower material cost due to standardized
offerings
• Organic growth through franchising
• Standardized and aligned operations
• Consistent and ensured food and service quality
• Easier to measure performance in China
• Raise shareholder confidence
• Unified global brand
Positive Impact Created Across All Levels of Levendary Café China
11. SITUATION ANALYSIS CREATE BRAND IDENTITY STANDARDIZE OPERATIONS IMPACT
• Stronger brand identity in China
• Lower material cost due to standardized
offerings
• Organic growth through franchising
• Standardized and aligned operations
• Consistent and ensured food and service quality
• Easier to measure performance in China
• Raise shareholder confidence
• Unified global brand
Positive Impact Created Across All Levels of Levendary Café China