AMT5 Group 1
[Pages:34]
1
2
COFFEE
BEAN
AND
TEA
LEAF
Executive
Summary
This
report
comprises
of
information
regarding
Coffee
Bean
and
Tea
Leaf,
a
coffee
retailer
founded
in
the
US.
The
report
will
begin
with
an
introduction
of
the
company,
discussing
the
origins,
values
and
mission
of
the
coffee
retailer.
This
will
be
followed
by
a
business
canvas
model,
a
detailed
study
of
nine
essential
elements
that
create
an
idealistic
portfolio
of
the
company's
operational
background
and
relationships.
A
further
analysis
will
take
the
form
of
a
Porter
analysis,
which
defines
the
competition
the
company
must
face
as
well
as
external
factors
affecting
the
companies
performance,
such
as
the
threat
of
substitutes,
new
entrants
to
the
market,
and
the
powers
held
by
suppliers
and
buyers.
The
external
analysis
continues
in
the
form
of
a
PESTEL
analysis,
which
focuses
on
the
US
and
factors
within
the
US
that
can
effect
Coffee
Bean
and
Tea
Leaf's
course
of
business.
Finally,
a
SWOT
analysis
will
bring
to
reality
the
strengths,
weaknesses,
threats
and
opportunities
faced
by
the
company.
The
report
will
begin
to
discuss
Coffee
Bean
and
Tea
Leafs
strategy,
bringing
focus
to
the
areas
they
emphasize
to
be
critical
to
their
success.
The
strategy
will
then
be
plotted
on
a
strategy
map
to
outline
the
steps
to
be
made
to
achieve
their
financial
goals.
The
map
comprises
of
4
perspectives,
starting
from
Learning
&
Growth,
then
Internal
Processes,
Customers,
and
finally
the
Financial.
Each
of
these
stages
are
analyzed
individually,
where
the
objectives
of
each
stage
are
recognized
and
a
means
of
measurement
for
each
objective
are
made.
Lastly,
before
the
conclusion,
a
balance
scorecard
will
be
presented
to
portray
a
strategy
map,
objectives
and
measures
that
summarize
the
perspectives
into
a
strategy.
2
Table
of
Contents
Introduction
. .......................................................................................................................
5
Business
Model
Canvas.
...................................................................................................
6
Key
Partners
................................................................................................................................
6
Key
Activities
. ..............................................................................................................................
6
Key
Resources
.............................................................................................................................
6
Cost
Structure
. .............................................................................................................................
6
Value
Proposition
......................................................................................................................
6
Customer
Relationships
. ..........................................................................................................
6
Channels
. .......................................................................................................................................
7
Revenue
streams
. .......................................................................................................................
9
Porter's
Five
Forces
of
Coffee
Bean
and
Tea
Leaf
. ...............................................
11
Threat
of
new
entrants.
..........................................................................................................1
1
The
bargaining
power
of
suppliers
. ...................................................................................1
1
Threat
of
substitute
. ................................................................................................................1
1
Bargaining
power
of
buyers
. ................................................................................................1
2
Rivalry
among
existing
competitors.
.................................................................................1
2
PESTEL
USA
COFFEE
INDUSTRY.
................................................................................
13
SWOT
Analysis.
................................................................................................................
14
Strengths
. ....................................................................................................................................1
4
Weaknesses.
...............................................................................................................................1
5
Opportunities
. ...........................................................................................................................1
5
Threats.
........................................................................................................................................1
5
SWOT
Matrix
....................................................................................................................
16
SO
. ..................................................................................................................................................1
6
ST
. ..................................................................................................................................................1
7
WO
. ................................................................................................................................................1
7
WT
. ................................................................................................................................................1
7
Coffee
Bean
and
Tea
Leaf's
Strategy.
........................................................................
18
Product
Oriented
Strategy
....................................................................................................1
8
Customer
Oriented
Strategy
. ................................................................................................1
8
Financial
oriented
strategy.
..................................................................................................1
9
The
Critical
Success
factors
..................................................................................................1
9
Strategy
Map
....................................................................................................................
21
Learning
and
Growth
....................................................................................................
22
Knowledgeable
Employees
. ..................................................................................................2
2
Nature
of
Organizational
Culture
.......................................................................................2
2
Employee
Productivity
. ..........................................................................................................2
3
Employee
Retention
. ...............................................................................................................2
3
Franchising
Support
. ...............................................................................................................2
3
Social
Responsibility
Process.
..............................................................................................2
3
Internal
..............................................................................................................................
24
Use
the
Best
Ingredients
. .......................................................................................................2
5
Deliver
the
Best
Taste
and
Aroma
. .....................................................................................2
5
Increase
Loyalty.
.......................................................................................................................2
5
Franchising
Opportunities
and
Process
. ..........................................................................2
5
3
4
COFFEE
BEAN
AND
TEA
LEAF
Business
to
Business
Processes
..........................................................................................2
5
Customer
...........................................................................................................................
26
Maintain
and
Increase
Customer
Satisfaction
Level
....................................................2
6
Increase
Customer
Relationships
. ......................................................................................2
7
To
Increase
Brand
Image
and
Reputation
. ......................................................................2
7
To
Increase
Customer
Profitability.
...................................................................................2
7
Financial
. ...........................................................................................................................
28
Increase
Profitability
. .............................................................................................................2
8
Revenue
Growth
. ......................................................................................................................2
9
Balanced
Scorecard
.......................................................................................................
30
Conclusion.
........................................................................................................................
31
Bibliography.
....................................................................................................................
31
Index
. ..................................................................................................................................
34
Business
Model
Canvas
..........................................................................................................3
4
4
Introduction
Coffee
Bean
and
Tea
Leaf
was
first
formed
in
1963
in
Los
Angeles,
California.
This
year
marks
their
50th
anniversary
in
selling
high
quality
coffee
and
tea
around
the
US
and
Asia.
Coffee
Bean
and
Tea
Leaf
strive
to
deliver
the
maximum
satisfaction
to
their
customers,
and
do
so
by
handcrafting
their
beverages
to
the
customer's
preference
(Franchisepool,
2010).
Much
of
their
success
is
due
to
their
well--known
customer
service.
Their
company
vision
and
mission
revolve
around
this
fact.
Their
vision
is
to
be
"simply
the
best
roaster
and
global
retailer
of
coffee
and
tea",
and
their
mission
is
"to
create
a
spirit
within
our
Company
that
inspires
our
Team
Members
to
provide
our
customers
with
a
Total
Quality
Experience:
Quality
of
Product,
Service
and
Environment"
(Franchisepool,
2010).
Coffee
Bean
and
Tea
Leaf
currently
have
over
900
stores
around
the
US
and
Asia.
It
is
the
largest
and
oldest
privately
held
specialty
coffee
and
tea
retailer
in
the
US
with
company
owned
stores
in
California,
Arizona,
Singapore
and
Malaysia.
Their
franchises
are
spread
across
the
US
and
Asia,
with
new
stores
in
Australia,
Egypt,
India
and
Mexico.
Coffee
Bean
and
Tea
Leaf
serve
over
100
million
coffee
and
tea
beverages
every
year
worldwide
(Franchisepool,
2010).
5
6
COFFEE
BEAN
AND
TEA
LEAF
Business
Model
Canvas
Key
Partners
The
key
partners
of
Coffee
Bean
and
Tea
Leaf
consists
of
farms
from
Latin
America,
Asia
Pacific
and
East
Africa
who
supply
the
raw
ingredients
to
Coffee
Bean
and
Tea
Leaf
stores
across
the
US
and
Asia
(Franchisepool,
2010).
Another
key
partner
would
be
the
franchises
across
the
US
and
Asia.
These
stores
collectively
build
the
brands
reputation
and
create
revenue
for
the
brand.
Key
Activities
Coffee
Bean
and
Tea
Leaf
sell
their
products
through
stores
owned
by
franchisers.
They
also
have
an
online
store,
where
customers
can
purchase
coffee
beans
and
coffee
machines
to
enjoy
high
quality
hot
beverages
in
their
own
homes
(Coffee
Bean
&
Tea
Leaf,
2013).
Key
Resources
Coffee
Bean
and
Tea
Leaf
offer
high
quality
products
made
from
the
best
ingredients
they
can
acquire.
Their
key
partners
supply
them
with
the
best
coffee
beans
for
the
best
tasting
coffee,
and
the
best
tea
leafs
from
Sri
Lanka,
Thailand,
India
and
Kenya
to
create
the
perfect
hot
beverage
(Franchisepool,
2010).
Another
key
resource
is
the
dedicated
staff
that
work
in
across
900
stores.
Coffee
Bean
and
Tea
Leaf
put
a
strong
emphasis
in
delivering
great
service
in
their
mission
and
values,
and
keep
the
mission
and
values
relevant
in
all
their
stores,
maintaining
a
strong
work
force
to
represent
the
brand
(Coffee
Bean
&
Tea
Leaf,
2013).
Cost
Structure
Coffee
Bean
and
Tea
Leaf
allocate
their
costs
across
different
sectors
such
as
advertising,
equipment,
ingredients,
human
resources
and
transportation
costs.
Coffee
Bean
and
Tea
Leaf
are
a
value--driven
company,
meaning
that
they
focus
on
maximizing
the
value
of
their
products
and
services
rather
than
focusing
on
minimizing
costs.
Value
Proposition
Coffee
Bean
and
Tea
Leaf
offer
to
their
customers
high
quality
tea
and
coffee
sourced
from
exotic
locations,
as
well
as
delicious
food
and
a
comfortable
environment
for
dining
in
their
stores.
Coffee
Bean
and
Tea
Leaf
distinguish
themselves
from
their
competitors
by
their
unique
recipes,
high
quality
coffee
beans,
and
high
quality
service
(Franchisepool,
2010).
Customer
Relationships
Face
to
face
services
is
the
front
line
of
establishing
a
relationship.
Coffee
bean
and
Tea
Leaf
offer
face--to--face
services
to
frequent
coffee
drinkers
in
local
stores
every
day.
Each
drink
is
handcrafted,
the
stores
are
designed
in
a
comfortable
way
and
possible
gifts
or
accessories
are
given
away
in
stores
with
purchases.
By
offering
face--to--face
service,
the
core
value
of
Coffee
bean
is
assured;
"each
Team
Member
is
able
to
build
bonds
of
trust
with
our
customers
and
their
guests.
By
demonstrating
our
Core
Values
(known
as
FROTH,
or
Friendly,
Respect,
Ownership,
Teamwork
and
Honesty),
we
inspire
all
employees
to
treat
each
other
with
respect
and
to
provide
the
Total
Quality
Experience
our
6
customers
have
come
to
expect
when
they
visit
The
Coffee
Bean
&
Tea
Leaf"
(franchisepool,
2013).
When
expecting
higher
performance
and
revenue,
customer
relationship
management
is
taken
into
account.
For
franchisers,
franchising
support
is
offered.
This
includes
almost
every
activity
from
store
design
to
delivery;
"Our
real
estate
and
development
team
assists
in
store
design,
stores
specifications
and
construction.
Our
support
team
includes
a
dedicated
Franchise
Business
Manager
for
day--to--day
operations
and
ongoing
support,
as
well
as
franchise
trainers
and
training
centers
in
Los
Angeles,
Kuala
Lumpur
and
Singapore"
(coffeebean,
2013).
Meanwhile,
market
entry
strategy
suggestions
are
offered;
"Our
marketing
team
provides
collateral,
resources
and
guidance
to
increase
brand
visibility
and
help
maintain
the
integrity
of
Coffee
Bean
&
Tea
Leaf
name
while
continuing
to
expand
and
strengthen
the
brand
around
the
world"
(coffeebean,
2013).
Home
delivery
is
a
part
of
their
services
as
well,
as
customers
can
order
online
now.
Once
a
total
order
reaches
75$,
the
shipping
is
free.
Meanwhile,
for
taking
care
of
those
customers
who
are
not
familiar
with
online
network,
orders
can
be
made
over
the
phone.
Channels
The
channel
for
distributing
materials
and
other
products
is
done
by
a
third
party
distributor.
By
using
third
party
logistics
distributors,
Coffee
Bean
and
Tea
Leaf
can
focus
on
what
they
do
best
and
leave
the
distribution
part
to
more
professional
parties.
"Our
3rd
party
distributors
are
equipped
with
a
50,000-- square--foot
warehouse
located
in
Compton,
California,
where
our
finished
products
are
sent
for
distribution
and
shipping.
Daily
shipments
to
our
stores
ensure
the
freshest,
most
satisfying
coffee
and
tea
products
available
anywhere.
Our
Customer
Service
department,
which
takes
care
of
all
orders
for
20
countries,
is
also
located
here"
(franchisepool,
2013).
Since
this
integrated
supply
chain
is
used,
Coffee
Bean
and
Tea
Leaf
can
offer
different
solutions
to
different
franchisers
and
customers
in
different
global
markets.
Another
way
of
distributing
is
franchising;
"We
partner
with
qualified
developers
who
share
our
passion
and
enthusiasm
for
the
brand"
(coffeebean,
2013).
Franchising
is
a
good
way
to
take
full
advantage
of
local
elements,
such
as
cultural
differences,
customer
behavior
gaps
and
fluctuating
demand
etc.
Franchisers
will
know
the
local
environment
better
then
Coffee
Bean
and
Tea
Leaf
itself,
thus
by
franchising,
an
adaptive
downstream
supply
chain
is
established;
"We
strive
to
have
stores
everywhere
our
customers
work,
live
and
play.
With
an
ability
to
adapt
to
market--specific
demands
and
location--specific
needs,
we
take
into
consideration
the
environment,
local
community
standards,
cultural
nuances,
customer
habits
and
market
demands"
(franchisepool,
2013).
Local
stores
are
an
excellent
way
of
approaching
glocalization--
think
globally
and
act
locally.
Coffee
bean
have
numerous
local
stores
in
over
20
countries,
and
in
each
local
store
are
the
products
which
fit
local
demand.
Selling
activities
are
designed
in
a
local
way.
For
countries
like
the
US,
where
demand
and
customer
behaviors
differ
from
city
to
city,
local
stores
become
especially
important;
"Stores
?
Each
new
location
becomes
a
part
of
the
community
and
a
welcome
oasis
for
our
customers.
We're
passionate
about
our
product
and
proud
of
our
company's
heritage"
(franchisepool,
2013).
7
8
COFFEE
BEAN
AND
TEA
LEAF
Customer
Segments
There
are
several
different
customers
segmentations.
The
first
is
18--40
year
old
consumers.
Customers
in
this
segmentation
are
most
likely
students,
teenagers,
the
working
class
and
working
parents.
They
value
coffee
and
tea
as
a
part
of
their
lives
and
may
feel
under
pressure
from
working,
living
and
studying.
Yuppies
are
living
a
free
life
style,
in
which
casual
coffee
drinking
is
frequent.
Regular
coffee
drinkers
can
be
working
people
who
need
coffee
for
stress
relief,
and
elderly
people
drink
for
social
gatherings
and
leisure.
Another
segmentation
is
the
business--to--business
market
(B2B),
in
which
there
is
a
high
potential
growth.
Coffee
Bean
and
Tea
Leaf
expressed
that
their
products
are
not
only
offered
in
stores,
but
in
B2B
markets;
"You
can
find
The
Coffee
Bean
&
Tea
Leaf
products
in
grocery
stores,
restaurants
and
offices"
(coffeebean,
2013).
Figure
1;
Segmentation
(Wordpress,
2013)
8
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