... Philippines, Indonesia, Australia, Dubai, Vietnam, Canada, UK and the United States. As a very famous drinks company, Chatime aims to change the tea culture in the country. The use of freshly brewed drinks was first introduced to Malaysians back in October 2010. Chatime Malaysia prepares only hand-made beverages with freshly brewed tea prepared on site. In order to satisfy all customers’ favourite drink, Chatime uses advanced tea and coffee machines to produce the highest quality drinks. This report was finished by three months. Various primary and secondary sources were used in the process. Business Description Chatime establish on October 2005 in Taiwan. On December 2007, Chatime build business relationship with Barbera Group and AJISEN RAMEN. The first Chatime in Malaysia opened on Oct 2010. Now, it has rapidly expanded to over 20 countries with more than 700 outlets worldwide. As the birthplace of pearl milk tea drinks, Taiwan is set to revolutionize the tea brewing industry by catching the attention of fashionable tea lovers in a modern way. Chatime is a very beautiful and clever brand, because it means ‘sun rise’ in Chinese. In addition, the word has a double meaning. The first one is team time, and the other meaning is a place to chat with friends. In order to change the tea culture, Chatime uses the best tea leaves and quality ingredients, and reduce the additives and preservatives. Furthermore, in order to promise they make fresh drinks, every cup of tea is brewed...
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...sses opportunities the business can pursue and threats that could negatively impact it. This type of analysis concludes with a plan on how the business can take advantage of opportunities and either overcome or minimize its threats. In the past 10 years, Chinese government was loosen restriction foreign companies invested in China Market. The general environmental forces that could influence or have influenced McDonald’s development in China Demographic force: * Due to uneven wealth distribution in China, they applied the use of a tier pricing model to sell products at a range of prices for consumers with different purchasing power. Political and government force: * Due to underpaying their part-time employees, the government implicated that the salary needed to be increased, so that they raised their cost at the same time. Technological force: * With its technological know-how, it has developed its own internal supply network, including farms in China to sell to both the domestic and export market, helping it maintain stable and secure supply. Social cultural force: * For teens’ and young adults’ growing appetite for Western food and nightlife, it had begun extending its business hours to 24 per day since the beginning of 2006. * For Changing Chinese lifestyle in the growing popularity of internet shopping among China’s younger generation, it partnered with Chinese online shopping site to attract internet users. * For fast-paced lifestyle...
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...Restaurants may be classified or distinguished in many different ways. The primary factors are usually the food itself (e.g. vegetarian, seafood, steak); the cuisine (e.g. Italian, Chinese, Indian, French, Thai) and/or the style of offering (e.g. tapas bar, a sushi train, a tastet restaurant, a buffet restaurant or a yum cha restaurant). Beyond this, restaurants may differentiate themselves on factors including speed (see fast food), formality, location, cost, service, or novelty themes, such as automated restaurants. Restaurants range from inexpensive and informal lunching or dining places catering to people working nearby, with simple food served in simple settings at low prices, to expensive establishments serving refined food and fine wines in a formal setting. In the former case, customers usually wear casual clothing. In the latter case, depending on culture and local traditions, customers might wear semi-casual, semi-formal or formal wear. Typically, customers sit at tables, their orders are taken by a waiter, who brings the food when it is ready. After eating, the customers then pay the bill. For some time the travelling public has been catered for with ship's messes and railway restaurant cars which are, in effect, travelling restaurants. (Many railways, the world over, also cater for the needs of travellers by providing Railway Refreshment Rooms [a form of restaurant] at railway stations.) In recent times there has been a trend to create a number of travelling restaurants...
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...Winning Global Taste Buds: v Levendary Café v Hillary Tzeng v Table of Contents v Executive Brief 3 Decision Tree 4 Company Overview Product Mix & Global Presence Current Business Model Value Chain Competitive Advantages Growth Imperative 5 6 7 8 9 Country Analysis – China Economic Overview CAGE Analysis Target Consumers Institutional Voids 10 11 12 13 Industry Analysis – Multi-Unit Restaurants Porter’s Five Forces Market Attractiveness Industry Trends Competitor Analysis 14 15 16 17 Recommendations 18 v Executive Brief v To reap the profits derived from possessing a strong brand image, quality customer service, and consistent company practices across its global operations, Levendary Café must enter China as a wholly owned enterprise, focus initially on an aggregation-arbitrage strategy, and reroute its Levendary China operations to a new arm of its managerial hierarchy. Thus far, Levendary China has suffered from a scattered brand reputation. In a rush to open as many stores as possible, Levendary Café in China has relied upon a pure adaptation strategy, which has fragmented its carefully curated company image. If the company wants to regain full control of its branding, it should only consider establishing wholly-owned operations to avoid losing further control. By turning to an aggregation-arbitrage strategy, Levendary Café can turn also around its profitability by creating...
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...1.0 Introduction Marketing strategies plays a crucial role in the process of forming a successful company or organization. A company or organization which has excellent marketing strategies and good strategic planning will perform better than those companies who are using a poor marketing strategies. As Chatime Malaysia was one of the top beverages companies in Malaysia, thus we choose it as our topic of study. Based on this study, we can more understanding and figure out how Chatime Malaysia carry out their marketing activities. The organization can actually know where and how to concentrate their commercial efforts through the marketing strategies which include market segmentation, targeting and positioning (STP). Throughout this strategies planning, the resources of the organization can be effectively and fully utilized in order to avoid of any wastage of the resources. Apart from it, we are also requires to analyzing and do some research for the marketing environment that are currently using by Chatime Malaysia which consists of competitive, technological, demographic, economic, natural, political and legal factors (external environment factors). Lastly, we have to analysis the creation of Chatime Malaysia’s marketing mix which is product, price, promotion and place (internal environment factors). These four marketing mix are able to let the company understand the internal environment with the ultimate aim of capture value from customers effectively. Overall, the ultimate...
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...CONTENTS EXECUTIVE SUMMARY.......................................................3 COMPANY DESCRIPTION...................................................4 CURRENT MARKETING SITUATION..................................5 1 Past and actual success ENVIRONMENTAL ANALYSIS..........................................10 1. Macro analysis : PESTEL 2. Micro analysis: PORTER 5 FORCES TREND..............................................................................14 COMPETITOR ANALYSIS...............................................15 FUTURE GROWTH POTENTIAL....................................16 SWOT ANALYSIS..............................................................17 ASSUMPTIONS................................................................18 MISSION, DIRECTION AND OBJECTIVES....................20 Financial Objectives Marketing Objectives Social Objectives MARKETING STRATEGY..............................................21 MARKETING PROGRAMS............................................23 FINANCIAL PLANS.......................................................26 IMPLEMENTATION AND CONTROL..............................26 1. REFERENCE LIST..........................................................27 2. APPENDIX [A.1] Sales forecast [A.2] Budget marketing plan [A.3]Implementation plan 1. EXECUTIVE SUMMARY ...
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...4357 OCTOBER 24, 2011 CHRISTOPHER A. BARTLETT Documento para uso exclusivo no AESE-SORBONNE 2013 (2013-06-18) ARAR HAN Levendary Café: The China Challenge Levendary Café was spun out from private equity ownership in January 2011, and the following month, Mia Foster was named as its new CEO. The departing CEO, Howard Leventhal, was the beloved founder of the popular chain of 3,500 cafés. He had grown a small Denver soup, salad, and sandwich restaurant into a $10 billion business, but after 32 years was moving on to new interests. This was Foster’s first job as CEO. Previously, the 47-year-old had been president of the U.S. business of a large American fast food company for seven years. She had started her career at a major global accounting firm, leaving to earn an MBA from Wharton. Upon graduation, she had become a consultant at McKinsey before taking a job in product management at P&G, where she worked her way up the ranks. Foster was known for her frank communication style and strong execution. In spite of the promise held by the Levendary brand and Foster’s strong track record, Wall Street was cautious about the stock. While the company’s fundamentals were strong and its performance generally in line with management forecasts, its shares traded at a discount to comparable restaurant stocks. There were two reasons for this. First, analysts were concerned that Levendary’s domestic business was nearly tapped out. Second, given Foster's lack of previous...
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...4357 REV: FEBRUARY 26, 2013 CHRISTOPHER A. BARTLETT ARAR HAN Levendary Café: The China Challenge Levendary Café was spun out from private equity ownership in January 2011, and the following month, Mia Foster was named as its new CEO. The departing CEO, Howard Leventhal, was the beloved founder of the popular chain of 3,500 cafés. He had grown a small Denver soup, salad, and sandwich restaurant into a $10 billion business, but after 32 years was moving on to new interests. This was Foster’s first job as CEO. Previously, the 47-year-old had been president of the U.S. business of a large American fast food company for seven years. She had started her career at a major global accounting firm, leaving to earn an MBA from Wharton. Upon graduation, she had become a consultant at McKinsey before taking a job in product management at P&G, where she worked her way up the ranks. Foster was known for her frank communication style and strong execution. In spite of the promise held by the Levendary brand and Foster’s strong track record, Wall Street was cautious about the stock. While the company’s fundamentals were strong and its performance generally in line with management forecasts, its shares traded at a discount to comparable restaurant stocks. There were two reasons for this. First, analysts were concerned that Levendary’s domestic business was nearly tapped out. Second, given Foster's lack of previous international management experience, they were skeptical of...
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