Sample of assignment: Business plan for Old Town White Coffee (full text)

By | May 18, 2013

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Content Page

 

1.     Introduction……………………………………………………………………………………………… 5

2.     Country analysis………………………………………………………………………………………… 6

3.     Selection of country…………………………………………………………………………………. 13

4.     Entry mode…………………………………………………………………………………………….. 13

5.     Partner selection………………………………………………………………………………………. 14

6.     Management structure………………………………………………………………………………. 14

7.     SWOT analysis………………………………………………………………………………………… 15

8.     Industry analysis……………………………………………………………………………………… 16

9.     Demand analysis……………………………………………………………………………………… 18

10.            Mission statement……………………………………………………………………………… 19

11.            Strategic goals…………………………………………………………………………………… 19

12.            Sustainable strategic competitive advantage…………………………………………. 19

13.            Business strategy……………………………………………………………………………….. 20

14.            Functional strategies………………………………………………………………………….. 21

14.1        Human resources…………………………………………………………………………. 21

14.2        Marketing mix strategy………………………………………………………………… 21

14.3        Finance………………………………………………………………………………………. 23

15.            Control framework…………………………………………………………………………….. 24

16.            Uncertainties…………………………………………………………………………………….. 24

17.            Contingencies……………………………………………………………………………………. 25

18.            Conclusion……………………………………………………………………………………….. 25

Reference……………………………………………………………………………………………………… 26

 

 

List of figure, chart & table

 

Figures

Figure 1.0 Export map of the Old Town White Coffee………………………………5

Figure 2.0 Current basic economic indicators of the UK, US & Australia……………9

Figure 3.0 World coffee consumption by countries per capita………………………10

Figure 4.0 Tim Hortons chain………………………………………………………..14

Figure 5.0 Michael Porter’s five forces………………………………………………16

 

Charts

Chart 1.0 Growth of UK GDP by quarter (Statistics.gov.uk 2010)……………………8

Chart 2.0 Growth of United States GDP by quarter…………………………………..9

Chart 3.0 Growth of Australia GDP by quarter………………………………………..9

Chart 4.0 Coffee consumption growths in USA, UK & Australia per kilo per capita.11

 

Tables

Table 1.0 UK corporate tax rates (HM Revenue & Customs 2010)…………………..7

Table 2.0 US corporate tax rates (Law.cornell.edu 2008)……………………………..8

Table 3.0 Gross expenditures on R&D as share of gross domestic product………….12

Table 4.0 SWOT analysis of joint venture15

Table 5.0 Tim Hortons keeps renewing its menu by introducing new products……..20

Table 6.0 Marketing actions and budget Gantt chart for 2011……………………….22

Table 7.0 Marketing actions and budget Gantt chart for 2011……………………….22

Table 8.0 Marketing actions and budget Gantt chart for 2011……………………….23

 

 

 

 

1.        Introduction

 

Set up in 1999 in Ipoh Town, through more than 10 years’ effort OLDTOWN WHILE COFFEE has established itself as the largest Malaysian local coffee brand in the Malaysian market with 171 chain coffee shops all over Malaysia and oversea markets. In late 2009, the first oversea  OLDTOWN WHILE COFFEE shop was set up in Singapore after  the initial oversea market expansion by direct export of its major commercialized products such as 3-in-1 instant coffee in United States, Canada, UK and other countries and regions as shown in Figure 1.0 (OLDTOWN WHILE COFFEE official website 2010). Now United Kingdom, United States and Australia are selected as the potential markets for the company’s expansion plan to start up new overseas chain shops.

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Figure 1.0 Export map of the Old Town White Coffee
The product involved in this report refers to the outlet business, the “OLDTOWN WHILE COFFEE” cafe outlets, rather than an particular coffee product. In a particular “OLDTOWN WHILE COFFEE” cafe outlet, beside the various white coffees that inherit the white coffee legacy started in 1958 with special brew, as a Malaysian local coffee shop OLDTOWN WHILE COFFEE also provides a range of local foods such as Nasi Lemak that would not be expected in a traditional western style coffee shop like Starbucks.

 

This report has three major goals to be fulfilled.

 

  1. I.                   Indentify a suitable country for OLDTOWN WHILE COFFEE shops oversea expansion
  2. II.                Select an foreign market entry mode for OLDTOWN WHILE COFFEE’s market development in the country selected
  3. III.             Provide a business plan with strategies guiding the business activities

 

2.        Country analysis

 

In order to find out the best of the three candidate markets (United Kingdom, United States and Australia) for the first step of OLDTOWN WHILE COFFEE outside Southeast Asia, PEST analysis will be used to focus the discussion within this analytical framework on the political, economical, social and cultural and technological factors that may influence the business operation for the company.

 

Political and legal factors

 

In the selected countries, United Kingdom, United States and Australia, which are all highly developed with high political stability and well established administrative systems, but still some political and legal factors need to taken into considerations before the company can start its business. In the legal filed, corporate tax which is usually based on the incomes, property or existence in different jurisdictions usually concern a company a lot as it reduced the net profit that it gains from its business operations. The corporate income tax rate in Australia is a flat 30% which are widely applied to corporate limited partnerships, strata title bodies corporate, trustees of corporate unit trusts and public trading trusts except some credit unions, non-profit organizations and pooled development funds that will have special tax rates (Australian Taxation Office 2009). And similarly, the corporate tax rate in UK in 2010-2011 fiscal year is 28% as shown in the table below and could not enjoy the 21% small profit rate for a foreign firm like OLDTOWN WHILE COFFEE as it is not headquartered in UK that makes it a resident firm.

 

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Table 1.0 UK corporate tax rates (HM Revenue & Customs 2010)

 

But even so the corporate income tax rate in UK is still the lowest compared to the other two countries as the United States based on a taxable income level of over USD 100,000 which should be easily achieve by OLDTOWN WHILE COFFEE once its plan of expansion starts. The US corporate income tax rate varies based on the taxable income levels that are clearly defined as demonstrated in the table below. This graduated tax rates are encouraging in the beginning stage of a business but its comparatively high tax rate of over 34% in the taxable income over USD 75,000 make it a discouraging factor for OLDTOWN WHILE COFFEE’s expansion into the US market.

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Table 2.0 US corporate tax rates (Law.cornell.edu 2008)

 

Economical factors

 

The economic environment in a market has influences the profitability of a business because they affect both capital availability and cost, and demand (Thompson, 2002). In a market that provides low cost capital but with strong demand for consumption of certain products, most companies providing such products could gain sound profits. And according to the past experiences, demand for most products grows in a booming economy even though a depressed economy could also provide opportunities for some products (Robinson, Hichens & Wade 1978).

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Chart 1.0 Growth of UK GDP by quarter (Statistics.gov.uk 2010)

Olympique Lyon vs PSG

Chart 2.0 Growth of United States GDP by quarter

Olympique Lyon vs PSG

Chart 3.0 Growth of Australia GDP by quarter

 

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(Source: Tradingeconomics.com 2010)

Figure 2.0 Current basic economic indicators of the UK, US & Australia (Update to the second quarter of 2010)

 

As demonstrated in the figures and charts above, the Gross Domestic Product (GDP) growth rate of these three selected economies witness similar downfall during the worldwide economic crisis especially UK and US which both had undergone a approximate 6% GDP fall in the fourth quarter of 2009. And currently, the three economies seem to return to back to growth particularly US with a 1.7 percent growth according to the latest data despite that these three countries are all slow in economy growth. On the other hand, one factor that raises foreign investors’ concern a lot is the interest rate that could influence the cost of loans for investment activities. In term of interest rate, Australia’s interest rate of 4.5% is considered as the highest in the major economies in the world and such high interest rate will increase the capital cost for a company to expand its business by loan.

 

Social and cultural factors

 

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Figure 3.0 World coffee consumption by countries per capita (World Resource Institute 2008)

 

Despite the well known fact that United States is the largest coffee consumption country in the world, it could not be listed as one of the coffee drinkers based on the chart above. The top ranking positions are mostly occupied by European countries such as Finland, Norway and Iceland. But United Kingdom seems to be an exception as its people drink much less coffee than other European people. So among the three selected countries, United States consumed more per capita coffee than UK and Australia.

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Chart 4.0 Coffee consumption growths in USA, UK & Australia per kilo per capita

(Source: International Coffee Organization 2008)

 

Though the consumers in these three countries consume less coffee in comparison with European frenzy coffee consumers, in the perspective of consumer behavior people in these three countries still show great love of coffee. What’s more a growing market to some extent will be more appropriate for the introduction of a new brand rather than an established and developed market. But since the growth rate of these three countries are quite similar, USA will still be the best choice following by UK and Australia.

 

Technological factors

 

Technology has been widely recognized for its influence on strategic management for a company to create its core competitiveness (Johnson & Scholes 1993) in its business. A company will have easier access to advanced technologies with lower cost and even enjoy technological spill over in a country that invests more percentage of its GDP on the non-defense R&D and basic research activities that will bring substantial benefit to the companies doing business in it. Non-defense R&D/GDP ratio calculates the gross expenditures spent on civilian R&D intensity against the Gross Domestic Product to examine a country’s R&D ability in a business perspective. As shown in the table below, in term of non-defense R&D/GDP ratio, United States spent 2.26% of its GDP in the non-defense R&D activities while this digit was only 1.6% for United Kingdom and 1.93% for Australia indicating an enforced leading position of United States in R&D performing among the three selected countries.

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Table 3.0 Gross expenditures on R&D as share of gross domestic product

(Resource: Nsf.gov 2010)

 

 

3.        Selection of country

Base on the PEST analysis above, United States will be the best country as the target market of OLD TOWN WHILE COFFEE’s expansion plan outside Asia because of its the excellent R&D performing ability, widely accepted coffee culture, comparably higher economic growth with less interest rate, and moderate corporate tax rate. What’s more the fact that Unites States is the largest consuming market for coffee which means a vast room for expansion has make it a more attractive market than United Kingdom and Australia.

 

4.        Entry mode

 

The expansion into a foreign market usually could be achieved by exporting, licensing, joint venture and direct investment.  For Old Town White Coffee, a short history small company base in Malaysia it is recommended to start its business by setting up a joint venture with a local partner in the targeted United States coffee market. The reasons of adopting joint venture are three fold: First of all, risk can be shared by introducing a partner into the business in the new market development. Though the United States has been identified as the best option among the three candidate markets, but risks still exist sine such market expansions come along with potential failures besides profit makings.  Globally successful chain coffee shop Starbucks also experienced failure in the expansion in Australia by wrongly understanding Australia’s cafe culture (Ausfoodnews.com.au 2008). So it is important to share the risks by inviting a good partner. Secondly, a well established local partner and a proved successful foreign coffee brand could pool their resources such as experiences, technologies and capitals together to expand the business in a fast speed. Last but not least, partnership between two small businesses could be helpful in assisting them to fight the bigger competitors such as Starbucks.

 

 

5.        Partner selection

 

Tim Hortons, a Canadian origin fast food restaurant chain specializing in providing fresh coffee, baked goods and home-style lunches (Timhortons.com 2009) could be an excellent local partner in the US to Old Town White Coffee for its fast entry and expansion into the US market. To Old Town White Coffee, Tim Hortons is a perfect partner because of its more than 500 chain stores in the US market that covers 10 states and operational experiences in US food and beverage business. On the other hand in the perspective of Tim Hortons, the cooperation with Old Town White Coffee also bring excellent opportunity to speed up fulfilling its ambition to increase the market share in the US and introduce the eminent Asian coffee brand that would be attractive to the customers.

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Figure 4.0 Tim Hortons chain

 

6.        Management structure

 

Since a joint venture is a type of strategic alliance in which the two companies join together to create a new business entity that would be legally separated and distinct from its parents (Griffin & Pustay 2010) and this entry mode for Old Town White Coffee is critical in increasing its market presence in the US and when this goal has been achieved Old Town White Coffee could set up its own independent chain coffee shop in the US. So in term of management and control of the new joint venture firm, compromises could be made. Old Town White Coffee could own less share of the new firm but still participates in managing activities by setting up jointly share management and appoint some key personnel from the parent company.

 

7.        SWOT analysis

 

There will be advantages and disadvantages in setting up a new joint venture that need to be taken into consideration before putting it into actions. Such impacts could be analyzed under the SWOT (Strength, Weakness, Opportunity and Threat) analytical framework.

 

HelpfulHarmful
Internal originStrength:Shared risks

Shared knowledge and expertise

Weakness:Lose of autonomy

Profits sharing

External originOpportunity:Market presence

Synergy

Competitive advantageThreat:Incompatibility of partners

Limited access to information

Changing circumstances

Table 4.0 SWOT analysis of joint venture

 

As stated in the table above, the strength, weakness and opportunities could easily be expected by the companies, but the threat of the joint venture could not be easily perceived by the parent companies before actual operation of the joint venture begins. These threats such as incompatibility of partners and changing circumstances if happen would render the joint venture obsolete so that threats need to be avoided by careful preparations.

 

8.        Industry analysis

 

In this part of analysis, discussion will be focused on analysis of industrial environment by applying Michael Porter’s five forces model to examine the competitive environment that the new joint venture will face upon its establishment. This model including five variables: industry suppliers, buyers, potential new entrants, existing competitors and substitute products.

 

Competitive rivalry within an industry

 

An industry could be defined as drawing a line between the established competitors and the substitute products offered by competitors outside the industry (Porter, 1998, p. 17). And the competitive rivalry exists between the established competitors in the same coffee segment and it is the center of the Michael Porter’s five forces model as shown in the figure below.

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Figure 5.0 Michael Porter’s five forces

One of the direct harms of high competitive rivalry is the decreases of return rate as Grant (2008, p.69) suggests that there will be “industry floor rate of return” if market is perfectly competitive. But in the coffee industry, though there are many large chain coffee shops such as Starbucks and Tully’s Coffee, the industrial competitive rivalry would not obviously downgrade the return rate of investment since the competitors in the chain coffee shop industry provide differentiated products that are attractive to the customers. So price war would not be prevalent due to the consumption of specialty coffee is insensitive to price fluctuations (Larson 2008).

 

Bargaining power of customers

 

The bargaining power of the customers also poses significant influence over the business behaviors within the coffee industry. Such forces usually could be seen in term of forced down prices, demand for higher-quality or more services and pit rival organizations against one another (Porter 2998, p24). In the specialty coffee industry that the new joint venture set up by Tim Hortons chain and Old Town White coffee is operating in, most customers are individual consumers with small quantity of purchase, so customer’s bargaining power is reduced though they do demand in high quality coffee.

 

Threat of new entrants

 

The threat of new entrants comes is quite high due to the low entry barriers in the chain coffee industry. Because the distribution channels in the chain coffee industry is mostly counting on the retail outlet established by the respective chain company so that entry barriers to the potential new entrants could not set up by controlling the access to the distribution channels. But the high differentiation of products in specialty coffee industry makes it possible to act as barrier to protect its segment market once the brands has been established in the market.

Bargaining power of supplier

 

Take the supply chain of one of the most important ingredient, Arabica beans, as an example, the suppliers of Arabica beans are mostly small and medium sized family owned farms and companies in Latin America, East Africa and Pacific Rim that sell their crops to the processors through local market (Lee 2007). And the lack of unionization of these farms greatly reduces the collective bargaining power of these suppliers. Base on the already well set up White Coffee manufacturing center in Malaysia and existing cooperation with the current suppliers, it should be possible for Old Town White Coffee to control such increases in bargaining power from suppliers due to the increasing demand of products during the execution of the foreign market expansion plan.

 

Threat of substitute products

 

The threat from substitute products to coffee products is very little thanks to the more and more popular coffee culture in the United States. The major substitute product of coffee is soft drinks that contain caffeine produced by Pepsi and Coca-Cola (Quelch 2006). But even the low prices of such caffeinated soft drinks could not substitute the coffee due to the obvious differences in taste and especially the leisure environment created by the coffee shops is considered as part of the coffee culture that could not be substituted by simply drinking a bottle of Coca-Cola.

 

9.        Demand analysis

 

Base on chart 4.0 and the well known fact that United States is the largest coffee consumption country in the world and complied by the data that during the 25 years’ term from 1982 to 2007 the specialty coffee consumption had grown from 1% to 20% in term of market share (Lingle 2007), there is no doubt that the demand for specialty coffee is growing so dramatic that Old Town White Coffee will gain its market share since its 3-in-1 blends has been successfully introduced in the market share by export before its chain coffee shop could get established.

 

10.    Mission statement

 

The mission statement of the new joint venture need to be a mixed statement that demonstrates both parent companies’ philosophy and values in the management of the new company in terms of setting overall goal and guiding the decision making. It could be like this: Tim’s Old Town café is dedicated to satisfy the changing tastes of customers with the most authentic Malaysian Old Town White Coffee and Malaysian food together with Tim Hortons’ special menu.

 

11.    Strategic goals

 

The strategic goals of the new joint venture, Tim’s Old Town café, include: In term of the number of outlets in the three years strategic planning, 500 chain coffee shops are expected to be established in the major cities of the 10 states that currently the Tim Hortons is operating in. In term of mark share, in the market of the selected cities, the market share of Tim’s Old Town café is expected to account for at least 20% in the local markets.

 

12.    Sustainable strategic competitive advantage

 

The sustainable strategic competitive advantage of the new joint venture sources from two major fields: unique and legendary Old Town White Coffee, Tim Hortons coffee and the company’s commitment to satisfying the changing tastes of customers with continuous product innovation. The special brew of the Old Town White Coffee and Tim Hortons coffee have been the core product of the respective company that brings sustainable strategic competitive advantage to the company and to the new joint venture company this basic principle will not change. And on the other hand the Tim Hortons excellent tradition of introducing new products into its menu to satisfy the customers’ changing needs and curiosity needs also be maintained as shown in the table below. And for the new company the introduction of authentic Malaysian food would add up this tradition.

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Table 5.0 Tim Hortons keeps renewing its menu by introducing new products

 

13.    Business strategy

 

In Michael E. Porter (1980)’s classical Competitive Strategy, in order to cope with the five competitive forces as stated above, he provide three potentially successful generic strategic for a company to outperform the competitors in the industry: Overall cost leadership, Differentiation and Focus strategy. Giving the uniqueness of its products that form the major of the sustainable strategic competitive advantage as analyzed above, it is advisable for the new joint venture company to adopt the second generic strategy: differentiation strategy. Differentiation strategy is defined as differentiating the product or service offering of the firm, creating something that is perceived industry-wide as being unique (Porter 1980). For the new joint venture, the differentiation strategy could be achieved along the following dimensions: product design (special recipe of the coffee), customer service and brand image. The differentiation strategy could help the new company to gain above-average return and occupy an advantageous position in standing against the five competitive forces (Porter 1980).

 

14.    Functional strategies

 

14.1              Human resources

 

Since the Old Town White Coffee chooses to form strategic alliance with Tim Hortons in term of setting up a new joint venture with the ambition of fast expansion in the US market and taking into consideration a survey conclusion that the lack of international talent is ranked as the third barriers to entering foreign markets (Ernst & Young survey 1994), it would be important for the parent company Old Town White Coffee to influence the human resource management activities and cultivate international talents to cope with the expansion need for the joint venture and later Old Town White Coffee’s own later international business requirement. In the field of recruitment of managers, Old Town White Coffee could appoint some experienced and young staffs internally from the parent company into the various managing position of the joint venture company to train them as internal talents in foreign assignments. Such talents could make up the core human resources in the future strategic expansion.

 

14.2              Marketing mix strategy

 

This part of analysis will be focused on the marketing strategy of the chain coffee shops under the new joint venture. In term of product strategy that the Old Town White Coffee would need to adopt a blend of standardization and customization in the product design in the new company as the new coffee shop will have a mix menu of both Tim Hortons and Old Town White Coffee. For the products that Old Town White Coffee that will have on the menu in the US market, on one hand it should keep standardizing the company’s comment to provide unique Malaysian taste and authentic Ipoh White Coffee and quality Malaysian food in a global scale; but on the other hand the company should also customize its products mix to satisfied the special needs of the new customers, and Old Town White Coffee could learn from its partner in term of the customization strategy in its products as Tim Hortons has been serving the US market since 1995 and keeps releasing new products as mentioned above.

 

In term of pricing strategies, the new joint venture company would need to set the prices following an ethnocentric marketing approach by using a two-tiered pricing policy to set the price of the products differently from the domestic market. And obviously the prices of the products would be higher than in the home country market since at least the new prices need to be set in such a manner that the revenue can cover the marginal cost associated with the foreign sales.

 

In term of promotion decisions, the new joint venture need to input great efforts into the promotional activities to increase the new company’s presence and exposure in the United States markets. To substantially increase the attractiveness the products, promotional mix including advertising, personal selling, sales promotion, and public relations could be use to persuade the potential customers to into the purchasing. Within these promotional elements, the most important element is the advertisement and due to the cultural differences the a mixed corporate culture between the two distinguished parent companies, it is advisable to adopt a local advertising rather than global advertising to better focus on the local markets.

 

The last P of the marketing mix is distribution which could be defined as the process of getting products and services from the firm into the hands of customers (Griffin & Pustay 2010, p500). Distribution is another issue that need to be taken into consideration as the new company is trying the expand in a national wide scale in the largest coffee market in the world. For many products such as the authentic white coffee which are produced in the Malaysian manufacturing center could to be transported to the US by airplane to reduce the international order cycle time.

 

14.3              Finance

SubjectJanFebMarAprMayJunJulAugSepOctNovDecBudget
Advertisement &Promotion×××××3,400
Sale force stimulation××××400
Sale force training×××100
Distribution channel maintenance×××150
Public relations××××500
R&D××××3,000
Total7,550

In thousands (USD)

Table 6.0 Marketing actions and budget Gantt chart for 2011

SubjectJanFebMarAprMayJunJulAugSepOctNovDecBudget
Advertisement &Promotion×××××4,600
Sale force stimulation××××500
Sale force training×××150
Distribution channel maintenance×××170
Public relations××××520
R&D××××3,100
Total9,040

In thousands (USD)

Table 7.0 Marketing actions and budget Gantt chart for 2012

SubjectJanFebMarAprMayJunJulAugSepOctNovDecBudget
Advertisement &Promotion×××××5,800
Sale force stimulation××××700
Sale force training×××250
Distribution channel maintenance×××270
Public relations××××820
R&D××××3,300
Total11,140

In thousands (USD)

Table 8.0 Marketing actions and budget Gantt chart for 2013

 

15.    Control framework

 

Three Key Performance Index (KPI) need to be achieved includes: number of chain shops, market share and profitability in term of rate of cash return on assets. As mentioned above, in the three years term, the number of chain shops is expected to reach 500 and accordingly the market share should achieve 20% in the targeted cities in the next three years. And in term of profitability, the company could focus on the cash return on assets which calculates the cash flow from operations against the total assets, by focusing on the cash return the company could expect a high return to support its expansion plan.

 

16.    Uncertainties

 

Some uncertainties may happen that could lead to the failure to the expansion plan as described above. One important risk could be that staffs from these two parent companies may have difficulties in working together to achieve the set targets of the new joint venture company with each other since they are from different cultural background with different corporate culture also which will be demonstrated in the way they have the work done. Another risk is also regarding the culture which is the acceptance of Malaysian food culture in the United States. If the consumers are not very likely to get to love the Malaysian white coffee and foods, then the expansion may be called to stopped.

 

17.    Contingencies

 

On contingencies that need to taken into consideration is the undergoing economic crisis, if the economic situation is not so optimistic and the new joint venture may have problem to borrow money from the bank and fund the expansion plan which has been well designed. Then the growth of the business in the United States market may be decelerated.

 

18.    Conclusion

 

After the PEST analysis on the three candidate markets, UK, Australia and the United States, United States has been identified as the more suitable market for Old Town White Coffee’s expansion with the better market conditions there such as the lower corporate tax rate and interest rate to start a business, widely accepted coffee culture and R&D performing ability. But the company still need to find a local partner to expand the business in the US in a fast speed and share the risks. And term of implementation new joint venture should enact a marketing strategy that could best fit the US target market and set a three year marketing plan and try to act according to the plan to achieve the goal set.

 

 

Reference

 

Ausfoodnews.com.au 2008, Starbucks: What went wrong? Accessed on 24 Oct 2010, [online] available: http://www.ausfoodnews.com.au/2008/07/31/starbucks-what-went-wrong.html

 

Australian Taxation Office 2009, Company tax rate: Tax rates 2008-09, accessed on 19th Oct 2010, [online] available: http://www.ato.gov.au/businesses/content.asp?doc=/content/44266.htm&pc=001/003/019/001/006&mnu=&mfp=&st=&cy=1

 

Ernst & Young survey 1994, Cross-cultural training helps in leap abroad, Houston Chronicle, September 25, 1994

 

Grant, R. M. 2008, Contemporary Strategy Analysis. Blackwell Publishing, Malden

 

HM Revenue & Customs 2010, Corporation Tax rates, accessed on 19th Oct 2010, [online] available: http://www.hmrc.gov.uk/rates/corp.htm

 

Griffin, R. W. & Pustay, M. W 2010, International Business, 6th edn, Pearson, Boston, p500

 

International Coffee Organization 2008, Historical Coffee Statistics, accessed on 19th Oct 2010, [online] available: http://www.ico.org/historical.asp

 

Johnson, G. and Scholes, K. 1993, Exploring Corporate Strategy – Text and Cases,

Hemel Hempstead: Prentice-Hall.

 

Law.cornell.edu 2008, US Code: Tax imposed, accessed on 19th Oct 2010, [online] available:http://www.law.cornell.edu/uscode/html/uscode26/usc_sec_26_00000011—-000-.html

 

Larson, R. C. 2008, Starbucks a Strategic Analysis: Past Decisions and Future Options, accessed on 25th Oct, 2010, [online] available: http://coe.brown.edu/documents/StarbucksaStrategicAnalysis_R.Larson_honors_2008.pdf

 

Lee, H. 2007. Starbucks Corporation: Building a Sustainable Supply Chain. Stanford, Stanford Graduate Business School

 

Lingle, T. R. 2007, State of the specialty coffee industry, Tea & Coffee Trade Journal, July 1 2007

 

Nsf.gov, 2010, Chapter 4. Research and Development: National Trends and International Linkages, accessed on 24th Oct 2010, [online] available: http://www.nsf.gov/statistics/seind10/c4/c4s5.htm#s2

 

OLDTOWN WHILE COFFEE official website 2010, Our business, accessed on 19th Oct 2010, [online] available: http://www.oldtown.com.my/

 

Porter, M. E. 1980, Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York

 

Porter, M. E. 1998. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: The Free Press.

 

Quelch, Y. M. 2006. Starbucks: Delivering Customer Service. Harvard Business School, Boston

 

Robinson, S., Hichens, R. and Wade, D. 1978, The directional policy matrix-tool for strategic planning, Long Range Planning Journal, Vol. 11, pp.8-15.

 

Statistics.gov.uk 2010, GDP Growth Economy grows by 1.2% in Q2 2010, accessed on 19th Oct 2010, [online] available: http://www.statistics.gov.uk/cci/nugget.asp?id=192

 

Timhortons.com 2009, The Story of Tim Hortons, accessed on 24th Oct 2010, [online] available: http://www.timhortons.com/ca/en/about/

 

Tradingeconomics.com 2010, Free indicators for 231 countries, accessed on 22th Oct 2010, [online] available: http://www.tradingeconomics.com/

 

Thompson, J. 2002 Strategic Management, 4th Edition, London: Thomson.

 

World Resource Institute 2008, Coffee consumption per capita, accessed on 19th Oct 2010, [online] available:http://earthtrends.wri.org/searchable_db/results.php

2 thoughts on “Sample of assignment: Business plan for Old Town White Coffee (full text)

  1. sheikh

    hello bro, can i have the full assignment for this i can pay you for this tq.

    Reply
    1. ricky Post author

      Hi Sheikh,the full assignment is already available for free for you, you may see the page numbers below the share bottoms. Thanks!

      Reply

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