...Café de Coral: Being Happy Together Across the Globe? 1. Introduction As Mr. Michael Chan, Chairman and CEO of the Café de Coral group, thought about the directions his company should take, he felt a bit uncertain. The company, clearly the most popular Chinese Quick Serve Restaurant (QSR) in Hong Kong and a local success, had just celebrated twenty years as a public company. This success and longevity in the cut-throat world of fast food was remarkable, but Mr. Chan did not want the company to rest on its laurels. At his meeting this afternoon with senior management, Mr. Chan planned to suggest that the company needed to move outside of Hong Kong and follow a much more aggressive plan than it had followed when it had moved slowly into China (with both Café de Coral outlets in neighboring Guangdong Province and recently New Asia Dabao in Shanghai) and also into North America (by buying into and then purchasing outright the Manchu Wok chain) over the last several years. He knew that the company needed a very clear globalization strategy in order to move to the next level of growth and to find sustainable growth opportunities away from Hong Kong. Mr. Chan had no clear plan at this point and he needed input from his managers and the Board. Mr. Chan reflected on how Café de Coral was a household name in Hong Kong and was the most popular QSR in its home market. The company dominated the market in Hong Kong and continuously improved its brand image through innovations in food preparation...
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...http://www.termpaperwarehouse.com/essay-on/Hong-Kong-Fast-Food/125175 Hong Kong Fast Food Hong Kong-style fast food is either served in fast-casual restaurants such as Café de Coral, Maxim's and Fairwood or in food courts typically attached to malls or supermarkets such as CitySuper. The food offered is a mix of Canto-Western cuisine, Cantonese fares, and increasingly Asian food from outside China. Fast food industry faces a challenging and volatile environment. Food is a fast-moving consumer products and companies must be swift and agile to compete globally. The sector is highly vulnerable to changes in consumer demand and commodity price shifts. Porter's five forces analysis is a framework for industry analysis and business strategy development. The followings are the factors of Porter’s five forces: 1) Threat of New Entrants Economies of Scale Large chains do see some advantages of economies of scale which new entrants are not easy to obtain. For example, Café de Carol has adopted centralize kitchen and large-scale advertising program (Appendix 1). Product Differentiation While differentiation is a large and necessary expense for the large fast food chains in the industry, it is not difficult for private startups to overcome and thus not a significant barrier to market entry. Capital requirements will quell the formation of new, national competitors, but is not a significant barrier to private startups. Cost disadvantages stem from the fact that established companies...
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...Hong Kong-style fast food is either served in fast-casual restaurants such as Café de Coral, Maxim's and Fairwood or in food courts typically attached to malls or supermarkets such as CitySuper. The food offered is a mix of Canto-Western cuisine, Cantonese fares, and increasingly Asian food from outside China. Fast food industry faces a challenging and volatile environment. Food is a fast-moving consumer products and companies must be swift and agile to compete globally. The sector is highly vulnerable to changes in consumer demand and commodity price shifts. Porter's five forces analysis is a framework for industry analysis and business strategy development. The followings are the factors of Porter’s five forces: 1) Threat of New Entrants Economies of Scale Large chains do see some advantages of economies of scale which new entrants are not easy to obtain. For example, Café de Carol has adopted centralize kitchen and large-scale advertising program (Appendix 1). Product Differentiation While differentiation is a large and necessary expense for the large fast food chains in the industry, it is not difficult for private startups to overcome and thus not a significant barrier to market entry. Capital requirements will quell the formation of new, national competitors, but is not a significant barrier to private startups. Cost disadvantages stem from the fact that established companies already have product technology, access to raw materials, favorable sites, advantages...
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...arising from or in reliance upon the whole or any part of the contents of this announcement. CAFÉ DE CORAL HOLDINGS LIMITED 大 家 樂 集 團 有 限 公 司 (Incorporated in Bermuda with limited liability) Website: http://www.cafedecoral.com (Stock Code: 341) INTERIM RESULTS ANNOUNCEMENT FOR THE SIX MONTHS ENDED 30 SEPTEMBER 2013 HIGHLIGHTS ◆ The year 2013 marks the Group’s 45th anniversary. The Group continues to focus on serving our customers and the community and sustaining business growth. The Group’s disciplined implementation of business plans and multi-branding initiatives brought solid growth in the interim period despite challenging operating environment. Revenue for the half year increased by 8.7%, reaching HK$3.41 billion. Profit attributable to shareholders for the half year increased by 9.8% to HK$243 million. Interim dividend of 17 HK cents per share (2012: 17 HK cents per share) was declared to shareholders. ◆ ◆ ◆ ◆ -1- OPERATIONAL REVIEW INTRODUCTION The year 2013 marks the Café de Coral Group’s 45th anniversary. Entering this milestone year, we have constantly reminded ourselves of the vision held by our founders when they first started the business, as well as the fine traditions and values that have kept us moving forward on this long journey. The first six months of FY2013/14 witnessed continuous growth for the Group across its key business platforms. At the same time, however, we have faced constant pressure from rising rental costs...
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...Consumer Analysis * Segmentation &Targeting Source: Statistics and Census Service(http://www.dsec.gov.mo/default.aspx?lang=en-US) Source: Statistics and Census Service(http://www.dsec.gov.mo/default.aspx?lang=en-US) Just as we mention before, Vapiano is an Italian restaurant emphasizes on relaxed life style, it is the perfect setting for a leisure lunch, an afternoon break, or a pleasant dinner with friends or family. We divide the market into 7 different age groups, and our target consumer will be the people age from 15 to 34. Nowadays, young people like go dutch when they enjoy dinner with friends, so the consume style of Vapiano is unique and convenient for them. And with the development of Macau, the income level of Macau citizen is gradually increasing. And Macau people have easy-going and relaxed life style. They usually spend their spare time on having afternoon tea or small snack with friends. Therefore, Vapiano is the best place for young people to have a meeting with friends or families. On the other hand, Macau is a developed and international city, it attracts thousands of tourists every year. We can see from above chart, Per-capita spending of visitors is increasing year by year. Those visitors are not only the major consumers for gambling industry but also the major consumers for shopping center and food industry. So, our target consumers are those young Macau citizens and tourists. * Positioning Even though Vapiano is a fast food restaurant...
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...industry. McDonald’s and other global competitors also face different scale of tax and revenue measurement in different countries. International currency fluctuations especially in global food distribution are also a factor. Social Factors: Current customers are much more health conscious than previous generations and thus are switching to healthier and greener food like salads. In addition, customers are trying to associate themselves with good organizations that they feel are concerned for the environment. Fast food shops are now trying to improve their brand image by portraying their concerns for the environment. Political Factors: Even in stable countries with no political unrest, political trends may have a significant impact on business (Jain, 2004). Different governments may focus on separate laws and enforce them more than other countries. New legislation has also played a major role in the fast food industry. There are many laws and regulations in force for the food industry. The FDA continues to monitor food quality closely. Also, the fast food shops have to maintain a minimum level of hygiene, number of staff, customer service, payments to staffs, and storage of unused...
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...CHAPTER 3 Why People Travel LEARNING OUTCOMES After reading and studying this chapter, you should be able to: 1. List reasons why people travel. 2. Describe the sociocultural impact of tourism. 3. Describe sustainable tourism and ecotourism. 4. Explain cultural, heritage, and nature tourism. [pic] [pic] [pic] [pic] [pic] 67 68 Chapter 3 Why People Travel " There are many reasons why people travel. It could be for business or personal purposes. Regardless, it provides the traveler with an opportunity to _ encounter somewhere or something new and hopefully exciting! " Joseph Charles, Charles Street Cafe & Catering, Boston,MA Have you ever been dying for a break? Have you ever caught jyeursel] day- dreaming about where you would go if you only had the time, t ~ money, and the opportunity? Are you curious about the world and want to explore it~ Well, you are not alone! From the beginning of time, people all over the world have felt the urge to get out there and explore, conquer, and find enlightenment. Though hopefully a little more peaceful, the weary student heading off on spring break, to Europe for the summer, or even for a semester abroad, is not too dif- ferent from the adventurous Viking seeking greener pastures. Fantasies aside, why do people travel? Today, there are many reasons (maybe ...
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...COMMITMENT 4 VISION AND MISSION 5 HISTORY 6 LOYALTY PROGRAM 6 FINANCIAL PERFORMANCE 9 FINANCIAL POSITION 9 FINANCING ACTIVITIES 11 EXTERNAL ENVIRONMENT 11 GENERAL ENVIRONMENT 12 EXTERNAL ENVIRONMENT ANALYSIS 41 INDUSTRY ENVIRONMENT ANALYSIS 44 1. Porter's 5 forces model 44 COMPETITOR ANALYSIS 65 INTERNAL ENVIRONMENT 68 COMPETITIVE ADVANTAGE 90 VALUE CHAIN ANALYSIS 92 IMPORTANT ENVIRONMENTS THAT ETIHAD NEEDS TO BE AWARE OF: 108 ARE THE VISIONS AND MISSIONS CLEAR AND MEASURABLE? 110 REFERENCES 111 INTRODUCTION Strategic management is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization. Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change (Dess, Gregory G., G.T. Lumpkin and Marilyn L. Taylor, 2005). Our group decided to work upon Etihad Airways, the flag carrier airline for United Arab Emirates. The name ‘Etihad’ is derived from an Arabic word which means ‘union’. In addition to its main activity of passenger transportation, Etihad controls Etihad cargo and holidays. Aside from that, they have stakes in many other airlines as well. Some examples include Air Berlin, Air Seychelles, Jat airways (Serbian national airline) and...
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...500 extraordinary islands G R E E N L A N D Beaufort Sea Baffin Bay vi Da i tra sS t a nm De it Stra rk Hudson Bay Gulf of Alaska Vancouver Portland C A N A D A Calgary Winnipeg Newfoundland Quebec Minneapolis UNITED STATES San Francisco Los Angeles San Diego Phoenix Dallas Ottawa Montreal ChicagoDetroitToronto Boston New York OF AMERICA Philadelphia Washington DC St. Louis Atlanta New Orleans Houston Monterrey NORTH AT L A N T I C OCEAN MEXICO Guadalajara Mexico City Gulf of Mexico Miami Havana CUBA GUATEMALA HONDURAS b e a n Sea EL SALVADOR NICARAGUA Managua BAHAMAS DOMINICAN REPUBLIC JAMAICA San Juan HAITI BELIZE C a r PUERTO RICO ib TRINIDAD & Caracas N TOBAGO A COSTA RICA IA M PANAMA VENEZUELA UYANRINA H GU C U G Medellín A PAC I F I C OCEAN Galapagos Islands COLOMBIA ECUADOR Bogotá Cali S FR EN Belém Recife Lima BR A Z I L PERU La Paz Brasélia Salvador Belo Horizonte Rio de Janeiro ~ Sao Paulo BOLIVIA PARAGUAY CHILE Cordoba Santiago Pôrto Alegre URUGUAY Montevideo Buenos Aires ARGENTINA FALKLAND/MALVINAS ISLANDS South Georgia extraordinary islands 1st Edition 500 By Julie Duchaine, Holly Hughes, Alexis Lipsitz Flippin, and Sylvie Murphy Contents Chapter 1 Beachcomber Islands . . . . . . . . . . . . . . . 1 Aquatic Playgrounds 2 Island Hopping the Turks & Caicos: Barefoot Luxury 12 Life’s a Beach 14 Unvarnished & Unspoiled 21 Sailing...
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...rtYTL CORPORATION BERHAD 92647-H www.ytl.com.my www.ytlcommunity.com YTL CORPORATION BERHAD 92647-H 11th Floor Yeoh Tiong Lay Plaza 55 Jalan Bukit Bintang 55100 Kuala Lumpur Malaysia Tel • 603 2117 0088 603 2142 6633 Fax • 603 2141 2703 the journey continues... YTL CORPORATION BERHAD 92647-H sustainability report 2011 sustainability report 2011 This report is printed on environmentally friendly paper. YTL CORPORATION BERHAD 92647-H Table of Contents 2 10 12 20 38 102 114 116 Managing Director’s Review Corporate Responsibility Promotion Of Arts & Culture 14 Starhill Gallery Arts Festival 15 The Kuala Lumpur Performing Arts Centre (KLPac) 17 Singapore Dance Theatre 17 The Actor’s Studio at the Rooftop, Lot 10 17 A Midsummer Nights Feast at Starhill Gallery 18 Feast Village Junior 18 Hutong – A Gourmet Heritage Village at Lot 10 19 YTL Concerts of Celebration Supporting Education & Community Development 22 Education Initiatives 28 Community Support & Development Initiatives 36 Employee Welfare Protection of the Environment 40 The YTL Group’s Environmental Vision 42 Utilities 61 Cement Manufacturing 65 Express Rail Link 68 Property Development & Sustainable Design 85 Hotels & Resorts 87 Carbon Credit Consultancy Services 88 Biodiversity & Nature Conservation Programmes & Collaborations 102 Earth Hour 2011 105 Ongoing Outreach Through Climate Change Week 106 National Geographic Store, Kuala Lumpur 108 The Copenhagen Communiqué on Climate Change...
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...Losing Magic in the Middle Kingdom Brandusa Borza Chiara Iacaponi Alfred Mense Sandor Olti Ramona Pavel Giulia Sgambati Table of Contents 1. 2. 3. INTRODUCTION .......................................................................................................................................................3 PROBLEM STATEMENT .......................................................................................................................................3 ALTERNATIVES .......................................................................................................................................................3 3.1. 3.2. 3.3. ALTERNATIVE PIXAR: BUILDING NEW ZONE WITH IMPORTING IDEAS FROM DISNEY GLOBAL..................................... 4 ALTERNATIVE THE PIRATES OF THE CARIBBEAN: BUILDING BRAND NEW THEME ON A GLOBAL LEVEL ......................... 4 ALTERNATIVE HOME OF MULAN: CREATING A BRAND NEW THEME TARGETING SPECIFICALLY THE LOCALS ................ 4 4. 5. 6. 7. CSR INITIATIVES ....................................................................................................................................................5 GENERAL OPERATIONAL UPGRADE ............................................................................................................5 CONCLUSION ............................................................................................................................................................6 APPENDIX .........
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...Restaurant Industry in India - Trends and Opportunities Restaurant Industry in India - Trends and Opportunities HVS International (India), Mr. Navjit Ahluwalia, Associate Director and Mr. Dushyant Singh, Consulting & Valuation Analyst Research, Report Writing Mr. Shyam Suri, Secretary General, FHRAI Editing, Report Fianlisation Mr. Pooran Chandra Pandey, Assistant Secretary General (Research), FHRAI Hotel Questionnaire & Co-ordination Mr. Raj Rajeshwar Sharma, Computer Data Assistant Design, Graphics, Pre-press & DTP Printed by : Published in April 2004 by: Secretary General, Federation of Hotel & Restaurant Associations of India B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg, New Delhi - 110 001 Phones : (011) 23318781, 23318782, 23322634, 23322647, 23323770 Fax : (011) 23322645 E-Mail : fhrai@vsnl.com Website : www.fhrai.com © Federation of Hotel & Restaurant Associations of India (FHRAI), 2004 Price: One copy free to concerned FHRAI members. (Additional copies at Rs. 400.00 for FHRAI members and Rs.600.00 for Non-Members.) US$50.00 for foreign dispatches 2 Contents Table of Contents 1. 2. 3. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Background Scenario and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Analysis of Questionnaire Responses 3.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...Restaurant Industry in India - Trends and Opportunities Restaurant Industry in India - Trends and Opportunities HVS International (India), Mr. Navjit Ahluwalia, Associate Director and Mr. Dushyant Singh, Consulting & Valuation Analyst Research, Report Writing Mr. Shyam Suri, Secretary General, FHRAI Editing, Report Fianlisation Mr. Pooran Chandra Pandey, Assistant Secretary General (Research), FHRAI Hotel Questionnaire & Co-ordination Mr. Raj Rajeshwar Sharma, Computer Data Assistant Design, Graphics, Pre-press & DTP Printed by : Published in April 2004 by: Secretary General, Federation of Hotel & Restaurant Associations of India B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg, New Delhi - 110 001 Phones : (011) 23318781, 23318782, 23322634, 23322647, 23323770 Fax : (011) 23322645 E-Mail : fhrai@vsnl.com Website : www.fhrai.com © Federation of Hotel & Restaurant Associations of India (FHRAI), 2004 Price: One copy free to concerned FHRAI members. (Additional copies at Rs. 400.00 for FHRAI members and Rs.600.00 for Non-Members.) US$50.00 for foreign dispatches 2 Contents Table of Contents 1. 2. 3. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Background Scenario and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Analysis of Questionnaire Responses 3.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...Restaurant Industry in India - Trends and Opportunities Restaurant Industry in India - Trends and Opportunities HVS International (India), Mr. Navjit Ahluwalia, Associate Director and Mr. Dushyant Singh, Consulting & Valuation Analyst Research, Report Writing Mr. Shyam Suri, Secretary General, FHRAI Editing, Report Fianlisation Mr. Pooran Chandra Pandey, Assistant Secretary General (Research), FHRAI Hotel Questionnaire & Co-ordination Mr. Raj Rajeshwar Sharma, Computer Data Assistant Design, Graphics, Pre-press & DTP Printed by : Published in April 2004 by: Secretary General, Federation of Hotel & Restaurant Associations of India B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg, New Delhi - 110 001 Phones : (011) 23318781, 23318782, 23322634, 23322647, 23323770 Fax : (011) 23322645 E-Mail : fhrai@vsnl.com Website : www.fhrai.com © Federation of Hotel & Restaurant Associations of India (FHRAI), 2004 Price: One copy free to concerned FHRAI members. (Additional copies at Rs. 400.00 for FHRAI members and Rs.600.00 for Non-Members.) US$50.00 for foreign dispatches 2 Contents Table of Contents 1. 2. 3. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Background Scenario and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Analysis of Questionnaire Responses 3.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...Directory Introduction P 2-3 Elaborate Topic P 4–5 Local Advertising P 6–25 Global Advertising P 26–36 Conclusion P36-39 Effective advertisement global or local? Advertisement, every time we turn on TV or radio, surf the Web, check the mail or drive to the supermarket, we are subjected to multiple, and sometimes simultaneous--advertising messages. With that kind of saturation, and the high cost of running an ad campaign, advertisers need to make their ads stand out. Of course, advertising needs to do more than get noticed. It needs to be focused, memorable and ultimately compelling enough to move customers to choose their product or service over all the others fighting for attention. Before we define an effective advertisement is global or local, we should know one thing first . what is the meaning of an effective advertisement? What is the factor to construct a successful advertisement ? effective advertising is advertising that changes the behavior of the consumer of that one thing and also effective advertising, is advertising that makes people feel a certain way about a brand mean it’s all about the brand and how people allow that brand to influence their lives, effective advertising is there is a lot of ways to measure advertising these days, but the over view of what makes an add effective is to people remember and they motivated by is it to the consumption...
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