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Cofee Bea
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Analysis
Analysis
Conor, Enrique, Maria,
Conor, Enrique, Maria,
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Executi&e Su''ary
Executi&e Su''ary
This report co
This report comprises of informprises of information regarmation regarding Coee Bean and Tding Coee Bean and Teaea Leaf, a coee retailer founded in the US. The
Leaf, a coee retailer founded in the US. The report will begin withreport will begin with an introduction of the compan, discussing the origins, !alues and an introduction of the compan, discussing the origins, !alues and mission of the
mission of the coee retailercoee retailer. This will . This will be followed b be followed b a businessa business can!as model, a detailed stud of
can!as model, a detailed stud of nine essential elements thatnine essential elements that create an idealistic portfolio of the compan"s operational
create an idealistic portfolio of the compan"s operational
bac#ground and relationships. $ further analsis will ta#e the form bac#ground and relationships. $ further analsis will ta#e the form of a %orter analsis, which de&nes the competition the compan of a %orter analsis, which de&nes the competition the compan must face as well as
must face as well as e'terne'ternal factors aecting the companiesal factors aecting the companies performance, such as the threat of
performance, such as the threat of substitutes, new entrants to thesubstitutes, new entrants to the mar#et, and the powers held b
mar#et, and the powers held b suppliers and buers. The e'ternalsuppliers and buers. The e'ternal analsis continues in the form of a %(ST(L analsis, which focuses analsis continues in the form of a %(ST(L analsis, which focuses on the US and factors within
on the US and factors within the US that can eect Coee Bean the US that can eect Coee Bean andand T
Tea Leaf"s courea Leaf"s course of business. )se of business. )inall, a S*+T analsis will brinall, a S*+T analsis will bring toing to realit the strengths, wea#nesses, threats and opportunities faced realit the strengths, wea#nesses, threats and opportunities faced b the compan.
b the compan. The report w
The report will begin to discuss Coee Bean ill begin to discuss Coee Bean and Tand Tea Leafs strateg,ea Leafs strateg, bringing focus to the areas the emphasie to be critical
bringing focus to the areas the emphasie to be critical to theirto their success. The strateg will then be plotted on
success. The strateg will then be plotted on a strateg map toa strateg map to outline the steps to be
outline the steps to be made to achie!e their &nancial goals. Themade to achie!e their &nancial goals. The map comprises of -
map comprises of - perspecti!es, starting from Learperspecti!es, starting from Learning /rowth,ning /rowth, then 0nternal %rocesses, Customers, and &nall
then 0nternal %rocesses, Customers, and &nall the )inancial. (ach of the )inancial. (ach of these stages are analed indi!iduall, where the obecti!es of each these stages are analed indi!iduall, where the obecti!es of each stage are recognied and a means
stage are recognied and a means of measurement for eachof measurement for each obecti!e are made. Lastl, before the conclusion, a balance obecti!e are made. Lastl, before the conclusion, a balance scorecar
scorecard will d will be presented to portra a strateg be presented to portra a strateg map, obecti!esmap, obecti!es and measures that summarie the perspecti!es into a strateg. and measures that summarie the perspecti!es into a strateg.
Ta(le o Contents
Ta(le o Contents
)ntroduction**********************************************************************+ )ntroduction**********************************************************************+ Business Model Can&as***************************************************** Business Model Can&as*****************************************************
-ey .artners************************************************************************** -ey .artners************************************************************************** -ey Acti&ities************************************************************************* -ey Acti&ities************************************************************************* -ey Resources********* -ey Resources*************************************************************************************************************************************** Cost Structure************************************************************************ Cost Structure************************************************************************ /alue .roosition******************************************************************* /alue .roosition******************************************************************* Custo'er Relations0is********************************************************** Custo'er Relations0is********************************************************** C0annels********************************************************************************1 C0annels********************************************************************************1 Re&enue strea's******************************************************************!2 Re&enue strea's******************************************************************!2 .orter3s #i&e
.orter3s #i&e #orces o Cofee Bean and #orces o Cofee Bean and TTea Lea***************!4ea Lea***************!4
T0reat o
T0reat o ne5 entrants***********************ne5 entrants************************************************************************************!*********!44 T0e (argaining o5er o suliers*****************************************!4 T0e (argaining o5er o suliers*****************************************!4 T0reat o su(stitute**************************************************************!4 T0reat o su(stitute**************************************************************!4 Bargaining o5er o (uyers*******************************
Bargaining o5er o (uyers***************************************************!********************!66 Ri&alry a'ong existing co'etitors***************************************!6 Ri&alry a'ong existing co'etitors***************************************!6
.ESTEL 7SA C"##EE )$%7STR8****************************************!9 .ESTEL 7SA C"##EE )$%7STR8****************************************!9 S:"T Analysis****************************************************************!+ S:"T Analysis****************************************************************!+ Strengt0s*****************************************************************************!+ Strengt0s*****************************************************************************!+ :ea;nesse :ea;nesses***********************s****************************************************************************************************!*************************! "ortunities***********************************************************************! "ortunities***********************************************************************! T0reats********************************************************************************! T0reats********************************************************************************! S:"T Matrix*******************************************************************!1 S:"T Matrix*******************************************************************!1 S"****************************************************************************************!1 S"****************************************************************************************!1 ST****************************************************************************************!< ST****************************************************************************************!< :"***************************************************************************************!< :"***************************************************************************************!< :T***************************************************************************************!< :T***************************************************************************************!<
Cofee Bean and Tea Lea3s Strategy********************************=2 Cofee Bean and Tea Lea3s Strategy********************************=2
.roduct "riented
.roduct "riented Strategy*******************Strategy*******************************************************************************=2********=2 Custo'er "riented Strategy**************************************************=2 Custo'er "riented Strategy**************************************************=2 #inancial oriented
#inancial oriented strategy******************strategy******************************************************************************=!********=! T0e Critical Success actors***************************************************=! T0e Critical Success actors***************************************************=!
Strategy Ma******************************************************************=4 Strategy Ma******************************************************************=4 Learning and Gro5t0*******************************************************=6 Learning and Gro5t0*******************************************************=6
-no5ledgea(le E'loyees****************************************************=6 -no5ledgea(le E'loyees****************************************************=6 $ature o "rgani>ational Culture*******************************************=6 $ature o "rgani>ational Culture*******************************************=6 E'loyee .roducti&ity**********************************************************=9 E'loyee .roducti&ity**********************************************************=9 E'loyee Retention**************************************************************=9 E'loyee Retention**************************************************************=9 #ranc
#ranc0ising Suort***********************************0ising Suort***************************************************************************************=**=99 Social Resonsi(ility .rocess********************
Social Resonsi(ility .rocess*************************************************=*****************************=99
)nternal**************************************************************************=+ )nternal**************************************************************************=+
-7se t0e Best )ngredients*******************************************************= %eli&er t0e Best Taste and Aro'a******************************************= )ncrease Loyalty*******************************************************************= #ranc0ising "ortunities and .rocess***********************************= Business to Business .rocesses*********************************************=
Custo'er************************************************************************=1
Maintain and )ncrease Custo'er Satisaction Le&el****************=1 )ncrease Custo'er Relations0is*******************************************=< To )ncrease Brand )'age and Reutation********************************=< To )ncrease Custo'er .ro?ta(ility*****************************************=<
#inancial*************************************************************************42 )ncrease .ro?ta(ility*************************************************************42 Re&enue Gro5t0*******************************************************************4! Balanced Scorecard*********************************************************4= Conclusion**********************************************************************44 Bi(liogra0y*******************************************************************44 )ndex******************************************************************************4+
Business Model Can&as*********************************************************4+
)ntroduction
Coee Bean and Tea Leaf was &rst formed in 154 in Los $ngeles, California. This ear mar#s their 36th anni!ersar in selling high
7ualit coee and tea around the US and $sia. Coee Bean and Tea Leaf stri!e to deli!er the ma'imum satisfaction to their customers, and do so b handcrafting their be!erages to the customer"s
preference 8)ranchisepool, 26169. :uch of their success is due to their well;#nown customer ser!ice. Their compan !ision and
mission re!ol!e around this fact. Their !ision is to be “simply the best roaster and global retailer of coee 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 Eperience! Quality of "roduct, #ervice and Environment” 8)ranchisepool, 26169.
Coee Bean and Tea Leaf currentl ha!e o!er 566 stores around the US and $sia. 0t is the largest and oldest pri!atel held specialt
coee and tea retailer in the US with compan owned stores in California, $riona, Singapore and :alasia. Their franchises are spread across the US and $sia, with new stores in $ustralia, (gpt, 0ndia and :e'ico. Coee Bean and Tea Leaf ser!e o!er 166 million coee and tea be!erages e!er ear worldwide 8)ranchisepool, 26169.
Business Model Can&as
-ey .artners
The #e partners of Coee Bean and Tea Leaf consists of farms from Latin $merica, $sia %aci&c and (ast $frica who suppl the raw
ingredients to Coee Bean and Tea Leaf stores across the US and $sia 8)ranchisepool, 26169. $nother #e partner would be the
franchises across the US and $sia. These stores collecti!el build the brands reputation and create re!enue for the brand.
-ey Acti&ities
Coee Bean and Tea Leaf sell their products through stores owned b franchisers. The also ha!e an online store, where customers can purchase coee beans and coee machines to eno high 7ualit hot be!erages in their own homes 8Coee Bean Tea Leaf, 2619.
-ey Resources
Coee Bean and Tea Leaf oer high 7ualit products made from the best ingredients the can ac7uire. Their #e partners suppl them with the best coee beans for the best tasting coee, and the best tea leafs from Sri Lan#a, Thailand, 0ndia and <ena to create the perfect hot be!erage 8)ranchisepool, 26169. $nother #e resource is the dedicated sta that wor# in across 566 stores. Coee Bean and Tea Leaf put a strong emphasis in deli!ering great ser!ice in their
mission and !alues, and #eep the mission and !alues rele!ant in all their stores, maintaining a strong wor# force to represent the brand 8Coee Bean Tea Leaf, 2619.
Cost Structure
Coee Bean and Tea Leaf allocate their costs across dierent sectors such as ad!ertising, e7uipment, ingredients, human resources and transportation costs. Coee Bean and Tea Leaf are a !alue;dri!en compan, meaning that the focus on ma'imiing the !alue of their products and ser!ices rather than focusing on minimiing costs.
/alue .roosition
Coee Bean and Tea Leaf oer to their customers high 7ualit tea and coee sourced from e'otic locations, as well as delicious food and a comfortable en!ironment for dining in their stores. Coee Bean and Tea Leaf distinguish themsel!es from their competitors b their uni7ue recipes, high 7ualit coee beans, and high 7ualit ser!ice 8)ranchisepool, 26169.
Custo'er Relations0is
)ace to face ser!ices is the front line of establishing a relationship. Coee bean and Tea Leaf oer face;to;face ser!ices to fre7uent coee drin#ers in local stores e!er da. (ach drin# is handcrafted, the stores are designed in a comfortable wa and possible gifts or accessories are gi!en awa in stores with purchases. B oering
face;to;face ser!ice, the core !alue of Coee bean is assured?
@each Team Member is able to build bonds of trust with our customers and their guests$ %y demonstrating our Core &alues '(nown as )*+T, or )riendly, *espect, +wnership, Teamwor( and onesty-, we inspire all employees to treat each other with respect and to provide the Total Quality Eperience our customers have come to epect when they visit The Coee %ean . Tea /eaf” 8franchisepool, 2619$
*hen e'pecting higher performance and re!enue, customer relationship management is ta#en into account. )or franchisers, franchising support is oered. This includes almost e!er acti!it from store design to deli!er? @+ur real estate and development team assists in store design, stores speci0cations and
construction$ +ur support team includes a dedicated
)ranchise %usiness Manager for day1to1day operations and ongoing support, as well as franchise trainers and training centers in /os 2ngeles, 3uala /umpur and #ingapore”
8coeebean, 2619. :eanwhile, mar#et entr strateg suggestions are oered? @+ur mar(eting team provides collateral,
resources and guidance to increase brand visibility and help maintain the integrity of Coee %ean . Tea /eaf name while continuing to epand and strengthen the brand around the world” 8coeebean, 2619$
Aome deli!er is a part of their ser!ices as well, as customers can order online now. +nce a total order reaches =3, the shipping is free. :eanwhile, for ta#ing care of those customers who are not familiar with online networ#, orders can be made o!er the phone.
C0annels
The channel for distributing materials and other products is done b a third part distributor. B using third part logistics distributors, Coee Bean and Tea Leaf can focus on what the do best and lea!e the distribution part to more professional parties. @+ur 4rd party distributors are e5uipped with a 67,7771s5uare1foot
warehouse located in Compton, California, where our 0nished products are sent for distribution and shipping$ 8aily shipments to our stores ensure the freshest, most satisfying coee and tea products available anywhere$ +ur Customer #ervice department, which ta(es care of all orders for 97 countries, is also located here” 8franchisepool, 2619$ Since this integrated suppl chain is used, Coee Bean and Tea Leaf can oer dierent solutions to dierent franchisers and customers in dierent global mar#ets.
$nother wa of distributing is franchising? @:e partner with
5uali0ed developers who share our passion and enthusiasm for the brand” 8coeebean, 2619$ )ranchising is a good wa to ta#e full ad!antage of local elements, such as cultural dierences, customer beha!ior gaps and uctuating demand etc. )ranchisers will #now the local en!ironment better then Coee Bean and Tea Leaf itself, thus b franchising, an adapti!e downstream suppl
chain is established? “:e strive to have stores everywhere our customers wor(, live and play$ :ith an ability to adapt to mar(et1speci0c demands and location1speci0c needs, we ta(e into consideration the environment, local community standards, cultural nuances,
customer habits and mar(et demands” 8franchisepool, 2619$ Local stores are an e'cellent wa of approaching glocali;ation1 thin# globall and act locall. Coee bean ha!e numerous local
stores in o!er 26 countries, and in each local store are the products which &t local demand. Selling acti!ities are designed in a local wa. )or countries li#e the US, where demand and customer beha!iors dier from cit to cit, local stores become especiall important? @#tores < Each new location becomes a part of the
community and a welcome oasis for our customers$ :e=re passionate about our product and proud of our company=s
heritage” 8franchisepool, 2619$
Custo'er Seg'ents
There are se!eral dierent customers segmentations. The &rst is 1>; -6 ear old consumers. Customers in this segmentation are most li#el students, teenagers, the wor#ing class and wor#ing parents. The !alue coee and tea as a part of their li!es and ma feel under
pressure from wor#ing, li!ing and studing. Duppies are li!ing a free life stle, in which casual coee drin#ing is fre7uent.
Eegular coee drin#ers can be wor#ing people who need coee for stress relief, and elderl people drin# for social gatherings and leisure.
$nother segmentation is the business;to;business mar#et 8B2B9, in which there is a high potential growth. Coee Bean and Tea Leaf e'pressed that their products are not onl oered in stores, but in B2B mar#ets? @>ou can 0nd The Coee %ean . Tea /eaf
products in grocery stores, restaurants and o?ces” 8coeebean, 2619$
6
)igure 1? Segmentation 8*ordpress, 2619
)igure 2? ('pected growth 8*ordpress, 2619
Re&enue strea's
The general re!enues come from sales and franchising. The total
re!enue in 2612 is 8wi#ipedia, 2619
)igure ? :onthl re!enue in Singapore. 8*ordpress, 2619
)igure -? (stimated Coee Bean and Tea Leaf 80nternational Coee Tea LLC9 pro&t in Singapore 8*ordpress, 2619
#igure@ percentage ranking of brand value globally8*ordpress, 2619
+riginal sourceF (uromonitor 0nternational
$s seen abo!e, the brand !alue of Coee Bean and Tea Leaf is ran#ed at third place with 1-G. Starbuc#s as its biggest competitor ran#s at the second place with 13.-G. 0n general, Coee Bean and
2
Tea Leaf is building up brand !alue and generating re!enue sustainabl.
-.orter3s #i&e #orces o Cofee Bean and Tea Lea
T0reat o ne5 entrants
Coee is popular among dierent tpes of people from dierent age groups, so coee retailers tend to appear regularl in the industr due to a lac# of barriers of entr. The primar barrier is competing against well;established brands and funding the opening of a store, but coee can be sold in small stores, or e!en through machines that re7uire little space. *ell;established brands dominate the
mar#et through ears of operation, as well has successful mar#eting eorts. (!en a brand such as :cHonalds can enter the industr and dominate b adding coee to their menu.
T0e (argaining o5er o suliers
Suppliers ha!e medium bargaining power since the usuall come from de!eloping countries and because of the !ast competition
between suppliers. The product is standardied, ma#ing dependenc on one supplier non;e'istent. There is also an increasing demand for eco;friendl coee, organic coee and gourmet specialt coee, increasing the selling price for coee. The bargaining power of
suppliers depends on the economic situation of the countr.
T0reat o su(stitute
:an products such as sodas and soft drin#s that contain caeine are in competition coee and tea. $s coee and tea are also
morning drin#s, be!erages consumed such as uices and smoothies as part of a balanced brea#fast can substitute the consumption of hot be!erages.
Bargaining o5er o (uyers
The buer power for Coee Bean and Tea Leaf customers is high as there are man other coee retailers to choose from, such as
Starbuc#s and Costa Coee, and since the prices of these retailers are uni!ersal, the customers face no opportunit cost in price when choosing one coee retailer o!er the other. Thus, product
dierentiation is #e to inuence the customers" decisions.
Ri&alry a'ong existing co'etitors
The ri!alr among e'isting competitors is high. Competitors include Starbuc#s, :cHonald"s, Burger <ing, Hun#in Honuts, Costa Coee and independent coee retailers. These coee retailers use !alue added ser!ices to di!ersif their stores o!er one another, such as coee blending, mar#et identi&cation and training. These can gain a brand customer loalt, an e'tremel important factor that sets aside mar#et leaders from one another.
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134
.ESTEL 7SA C"##EE )$%7STR8
.olitical the most conicti!e political problem for coeeIs industr is the fair trade commerce of the coee bean. This means that there e'ist regulations that control the price of raw material in order not to disfa!or de!eloping countries, the general suppliers of raw
materials such as coee beans.
Econo'ic US$ is ran#ed 26th in the consumption of coee in the
world according to www.muinteresante.com, and recent trends in the US show an increase in awareness for organic coee from fair trade schemes. This means customers are willing to pa e'tra if the countries that suppl the maor brands with raw materials are not discriminated.
Social The United States is a bus societ where time is mone, and so fast ser!ices, such as Jta#e awa coee", are increasing in popularit for the wor#ing $merican. Coee is also a part of Latin $merican cultures, which is important as there is a large
demographic of Latin $mericans li!ing in the US.
Tec0nology To compete in the US, coee retailers must position themsel!es well in the industr through the best forms of
communications, such as online promotions through social networ#s and commercials in the media. $s well as this, infrastructure in the US is continuousl de!eloping. This places a strong emphasis on store locations. %rime locations include within pro'imit of public transport stations and on route between suburban and urban areas for dail wor# commuters.
En&iron'ental To oer an organic coee and to be ecofriendl is important in US$, and so Coee Bean and Tea Leaf must be
considerate about how the reccle their materials, as well as using reccled materials in store. The origin of the coee the oer to costumers is also !ital to customer satisfaction.
Legal 0n 2661 and 266=, maor changes were made regarding the global agreements regulating the prices of coee and defending fair trade. These changes protect the consumer from being o!ercharged for coee products. $part from the laws that regulate these #ind of issues, there are nonpro&t organiations that gi!es their support to the coee bean suppliers, helping them to get the most pro&t the can and not to be discriminated. These organiations tend to put pressure on coee retailers to abide to fair trade agreements.
S t r e n g t h s
S t r e n g t h s
* e a # n e s e s
* e a # n e s e s
+ p p o r t u n it ie s
+ p p o r tu n it ie s
T h re a t s
T h re a t s
S * + T >S:"T Analysis
Strengt0s
• .rice o5er Coee Bean and Tea Leaf has the abilit to
charge premium prices whilst retain customers because of the 7ualit of their products and ser!ices.
• Co'any3s 'ar;eting strategyF Coee Bean and Tea Leaf prefer to own the whole unit instead of sub;franchising it
because as the C(+ saidF “The reason is attributed largely to be limited size of the marketplace as the products are
targeted at a specic niche rather than the general public… coupled with the high cost of rent, franchisees will not to be nancially viable if the ownership is limited to one or two stores.”
• Recruit'ent and trainingF Coee Bean and Tea Leaf want their emploees to assist their customer with total 7ualit e'perience based on the compan"s core !aluesF friendliness, respect, ownership, teamwor# and honest.
)nno&ati&e culture
0n!ented the trademar# J0ce Blended"
Kew drin# categories, e.g. froen drin#s
)irst specialt coee e'tract producer
:ea;nesses
• #ranc0ise3s olicyF it is not possible for the head franchise to
sub;franchise their outlets.
• :ea; 'anage'entF )ranchises can ha!e wea#
management sstems in some franchises located in countries where wor# ethics aren"t the same as in the US.
• Target 'ar;etF $s Coee Bean and Tea Leaf charge a
premium price for their products, it will be dicult for them to ser!e customers who are within their target mar#et but ma be price sensiti!e, e.g. students on a budget.
"ortunities
• Tec0nological ad&ancesF as well as impro!ing their products
and ser!ices, new technolog builds competiti!e barriers against ri!als.
• $e5 roducts and ser&ices Coee Bean and Tea Leaf
recentl began to sell coee machines online, allowing customers to bring the high 7ualit taste of the compan"s coee to their homes.
• E'erging international 'ar;etsF Coee and tea are
increasing in distribution around the world and is growing in popularit because of successful coee retailers such as Coee Bean and Tea Leaf.
T0reats
• )ntense co'etitionF The Coee retailing industr is !er
competiti!e due to the emergence of highl successful brands such as Starbuc#s, Costa Coee, :cCafe 8:cHonald"s9 and man more.
• Su(stitute roductsF Hrin#ing coee at home, or other
caeinated be!erages can ser!e as a substitute to buing Coee Bean and Tea Leaf be!erages.
• Econo'ic issuesF Specialt coee and tea are considered to
be lu'ur goods, therefore ma reduce in demand when the disposable income of household decline due to problems with the econom.
• .olitical c0angesF %olitical changes can aect Coee Bean
and Tea Leaf"s business. )or e'ample, Coee Bean and Tea Leaf must pa import ta'es when shipping in their raw ingredients from regions such as South $merica and (ast $frica. 0f the ta'es increase, the ma ha!e to increase the cost of their products to absorb the higher import cost.
6
S:"T Matrix
• 0ncrease training • Customer ser!ice • 0ncrease product line • Malue for price sensiti!e consumers • Coee :achines • 0ntroduce new be!erages to a new mar#etThreats
+pportunitie
s
*ea#nesse
s
Strengths
26S"
• The inno!ation of introducing coee machines to their product line means that Coee Bean and Tea Leaf can now bring the great taste and 7ualit of their products to the consumers home. This can help them e'ceed their competition.
• The introduction of new be!erages, such as J0ce Blended" allow Coee Bean and Tea Leaf to enter into emerging
international mar#ets with a stronger product line, ma#ing a bigger impacto on the mar#et.
ST
• To o!ercome the competition in the industr, Coee Bean and Tea
Leaf need to ta#e their strongest aspects and use them to their full ad!antage. Their customer ser!ice is a uni7ue selling point and can be a dri!ing force to win customers o!er their competitors
• B increasing their product lines, Coee Bean and Tea Leaf can
a!oid being subect to substitutions ta#ing their business. )or e'ample, a substitute to coee in the Summer would be cold, refreshing drin#s. B introducing be!erages such as J0ce Blended", Coee Bean and Tea Leaf can continue to satisf their customers and a!oid losing sales to substitutes.
:"
• $s Coee Bean and Tea Leaf sell their products at a premium price
due to the high 7ualit of the products, sales can be lost b price sensiti!e consumers. Aowe!er, through the use of promotions, such as a loalt scheme that rewards return purchases, Coee Bean and Tea Leaf can attract price sensiti!e customers as the are creating
!alue for them.
:T
• Hierent countires carr dierent wor# ethics. )or Coee Bean and
Tea Leaf, customer ser!ice is a #e factor that distinguishes their compan o!er others in the industr. The compan, howe!er,
cannot monitor all franchises on a dail basis, and therefore will be obli!ious to an indications of poor ser!ice or management until a re!iew period. Training must be completed b all managers to ensure that the !ision and mission of the compan are translated onto the emploees correctl, and to a!oid poor ser!ice.
2
Cofee Bean and Tea Lea3s Strategy
The strateg of the Coee Bean Tea Leaf will be analed in dierent aspects, such as customer aspects, product aspects and &nancial aspects.
.roduct "riented Strategy
Coee Bean Tea Leaf is considered as the second largest coee, and other related products, producer and retailer. Aigher than
standard 7ualit of products is what the compan is #nown for. The compan commits to its customers to bring dierent tastes of
coees and teas disco!ered all around the world to them in the best 7uali&ed products ; ust as the said on their websiteF “)ind your )lavor” isn@t Aust wordsB it=s a commitment to our customers and the foundation upon which we operate$
To assure the best 7ualit, Coee Bean Tea Leaf has a clear strateg for selecting suppliers and purchasing? @:e select only the top one percent of 2rabica beans and 0rst hand1
pluc(ed, whole leaf teas” and @+n the road to tea perfection, we insist on staying connected to the harvest by purchasing directly from the growers 1 without middlemen, wholesalers, or importer1eporter” 8www.coeebean.com, 2619$ The
compan builds up a good relationship with pri!ate and small farms so that the best conditioned materials can be deli!ered without an intermediate interference.
Compared with the most popular coee drin# retailers, Starbuc#s, the !ariet of products are not that high? howe!er the compan uses competiti!e pricing strategies which de&nitel ta#e prices of
competitors into account. The competiti!e pricing strateg shows that Coee Bean Tea Leaf are aiming at gaining mar#et shares with a high standardNlow price product approach.
)or raw material deli!er, both downstream and upstream, the
compan ma#es sure that e!er step is under control. The strateg can be described as integrated suppl chain management. The e'press on their website, “we have an integrated supply chain with worldwide distribution capabilities, owning the process from seed to cup” 8www.coeebean.com, 2619$ This guarantees a good le!el of e'ibilit and ecienc, which increases deli!er reliabilit.
Custo'er "riented Strategy
The Coee Bean Tea Leaf !alues its customers in a great degree. The compan commits to bring customers best taste of coee and
tea. $s the ha!e saidF @since opening our 0rst caf in %rentwood, California, we have always been passionate
about connecting loyal customers with carefully handcrafted 2
- product” 8www.coeebean.com, 2619 , customer loalt has
alwas been considered as an important aspect. The compan aims to #eep satisfing loal customers and increase general customer loalt.
Local store deli!er and home deli!er is a core strateg in their distributing channel, this assures that the compan can be closer to customers and alwas on trac# with dierent demands. Customers will also bene&t from a bonus of online ordering and free shipping if the total amount reaches =3 8www.coeebean.com, 2619. 0t is also possible to order b phone for a home deli!er, which de&nitel bene&ts customers who lac# access to the 0nternet.
$nother distribution strateg is franchising? @:e partner with
5uali0ed developers who share our passion and enthusiasm for the brand” 8www.coeebean.com, 2619. Together, franchising support will be oered? “+ur real estate and development team assists in store design, stores speci0cations and
construction” 8www.coeebean.com, 2619. This franchising strateg will ta#e ad!antage of local eects and capacities of partners and generate better re!enue? howe!er franchiser e!aluation and selection shall also be ta#en into account if the compan would li#e to maintain a good image.
Customer care management is another strateg when dealing with complaints, #eeping trac# of new demands and build up good
relationships? @:e are dedicated to providing you with the ecellence in the products we sell, the services we provide and the environments where you shop$ :e care about what you have to say about your relationship with us, the 5uality of our products and your eperience as a customer”
8www.coeebean.com, 2619.
The mar#eting strateg used can be described as glocaliation;
think globally and act locally. The compan has global products, which are planted world wide, and to satisf local customers in the best wa se!eral products are adapted to local demands, some new inno!ated tastes are e!en established. The sale acti!ities also adapt to local en!ironments. 0n (urope, Christmas is a good period when sale increases, howe!er in $sian sales onl increase according to local holidas, !acations and festi!als.
To gi!e customers moti!ation and inspiration in modifing and customiing their own drin#s, the compan has inno!ated a self O ser!ed sstem for their coee called CBLT. @C%T/ was launched in the Dnited #tates, #ingapore, Malaysia, "hilippines and
3orea in, 977 and was referred to by CE+ Mel Elias as the company=s “biggest innovation to date$” The #ystem is available in department stores and retail outlets in the
2-Dnited #tates, 3orea, Malaysia, "hilippines and #ingapore$ C%T/ is additionally distributed in Thailand, Dnited 2rab Emirates and %runei” 8www.coeebean.com, 2619.
#inancial oriented strategy
Coee Bean Tea Leaf is a pri!ate Limited Liabilit Compan? their &nancial goals will be to generate pro&t for in!estors and
sta#eholders.
Thus, Coee Bean Tea Leaf is positioning customers and products at a high le!el, but not forgetting its shareholders and in!estors. The general strateg of the compan can be phrased as @to
generate revenue and reali;e potential pro0ts for our
sta(eholders by satisfying customers with the best 5uali0ed and innovative product and services” 8www.coeebean.com, 2619$
T0e Critical Success actors
$s showed in the chart, se!eral aspects need to be reached before realiing long;term goals. *hat needs to be mentioned is that these factors are not onl directl related to success, but also related to each other? thus achie!ing success is not onl an inside;out process but also an internal;internal related goal;approaching program.
Relia(le .artners0i
)ranchisers relationship Histributor"s relationship
+utsourcing strateg
Adati&e Mar;et Entry Strategy
0mplementation of glocaliation Usage of franchisers )oreign mar#et entr
Social Resonsi(ility
/ood brand image ('tending networ#
Relia(le %istri(ution
/ood Heli!er reliabilit +n time deli!er 0ntegrated suppl chain
#inancial Bene?ts
Eeasonable %ro&tabilit Ee!enue
Shareholder bene&ts
.recise .roduct uality
Supplier manageme )ranchiser e!aluatio reliabilit Histribution reliabilit .roduct )nno&atio %roduct modi&c Localiatio Team inspirati
ig0 Custo'ersD Satisaction Le&
Customer complaints management %roduct 7ualit and inno!ation
)ncrease and Maintain Custo'ers3 Loyalty
Loal customer bonus Customer beha!ior management
Success
4
Strategy Ma
The following strateg map outlines the obecti!es within
-perspecti!es that must be considered when formulating a strateg. 0t wor#s on an JifNthen" basis, for e'ample, if Coee Bean and Tea Leaf emplo highl s#illed wor#ers and train them to become
#nowledgeable and producti!e emploees, then the will be capable of deli!ering the best tastes and aroma in stores. This capabilit will increase customer satisfaction, and thus increase the compan"s re!enue.
>
Learning and Gro5t0
Objectives Measure (PIs) Target (1 year) Initiatives Knowledgeable employees % Of time spent on training
% Of higher positions filled internally
Employees spend 10% of their time training at work
Employees spend 10% of their time training at work
Regular assessments
Mentoring and continuous learning
Nature of organizational culture
Organizational Culture Questionnaire
Identify where changes are desirable
Create an OCQ for employees Employee productivity Increase in revenue per
employee
Increase employee output by 20%
Time management, Multi-skill development
Employee retention % Of attrition rate Reduce attrition rate by 20% Incentives & Perks, Talent management interviews Franchising support Franchiser satisfaction level
Franchiser profitability
Above 90% Above 15%
By understanding franchiser demands
Social responsibility process (brand image)
Company reputation score 80 from scale 1 to 100 Charity participation (Caring Cup)
-no5ledgea(le E'loyees
(mploees are a #e asset to an organiation. Their input into dail operations generate the output of the organiation, thus the
7uantit and 7ualit of the outputs are dependent on the s#ills and #nowledge of the emploees. $s part of the Learning /rowth of an organiation, a #e obecti!e is to ensure a #nowledgeable
wor#force. This can be achie!ed during the hiring process, that is, assessing indi!iduals from a large pool of potential emploees and ac7uiring the best for the ob. Coee Bean and Tea Leaf hire for their core !alues, and identif candidates who match the characteristics of their !ision and mission. *ith Coee Bean"s growth and
e'pansion, the oer their emploees opportunities of career
ad!ancement through continuous de!elopment 8Coee Bean Tea Leaf, 2619. The #nowledge of the emploees can be measured b the percentage of time that is spent training them regularl, and b the percentage of higher positions in the organiation &lled
internall, that is, b emploees who started wor#ing from the bottom of the hierarch to higher positions.
$ature o "rgani>ational Culture
+rganiational culture is the personalit of the organiation,
comprising the assumptions, !alues, and norms of organiational members and their beha!iors 8:cKamara, 2619. This has a direct lin# to how an organiation operates on a dail basis. Aow
emploees beha!e and react to one another determines how well the wor# together and communicate. Aow an emploee !alues the organiation determines his loalt to the compan and his le!el of producti!it. Through an +rganiational Culture Puestionnaire
8+CP9, an organiation can distinguish and measure what #ind of organiation the operate under 8Clan, $dhocrac, Aierarch, or :ar#et9, and identif where changes ma be desirable.
+rganiational change is a dicult process, especiall for well; established organiations 8Tharp, 26659. Coee Bean follow a Clan organiation. This is e!ident because of their open and friendl en!ironment where wor#ers share a lot of themsel!es. The leaders are percei!ed as mentors, and group loalt is strong. There is an emphasis on long;term human resource de!elopment 8Tharp, 26659.
E'loyee .roducti&ity
$ strong determinant for an organiations success is the le!el of producti!it from its emploees. $ high rate of producti!it means high le!els of output, thus an increase in re!enue. $s producti!it can be a collecti!e eort, it is !ital to measure the producti!it of an indi!idual emploee rather than the organiation as a whole. Coee Bean pro!ides training for their emploees in time management and multi;s#ill de!elopment to ensure a producti!e wor#force, and can measure the progress of each emploee"s de!elopment through the re!enue the ma#e for the organiation.
E'loyee Retention
The management of an organiation must pro!ide for their
emploees" &nancial and social needs if the wish to #eep them, as well as other needs e!er indi!idual can ful&ll in the wor#place. Coee Bean ha!e a generous bene&t plan for their emploees to reduce attrition and increase retention. 0ncluded in the bene&t plan are medical, dental and !ision insurance, e'ible spending
accounts, disabilit protection, life insurance, a retirement plan, and a pre;paid legal ser!ice plan. $s well as this are team member per#s and wor#;life programs. These are programs and ser!ices for
emploees to help them achie!e a balance between their wor# and home li!es 8Coee Bean Tea Leaf, 2619. The emploee retention rate can be measured b analing the attrition rate regularl. $ low attrition rate means that less emploees lea!e Coee Bean Tea Leaf to &nd new wor#.
#ranc0ising Suort
There are o!er 566 Coee Bean and Tea Leafs operating in the US and $sia. 0n order to #eep these stores in line with the mission and !alues, as well as ensuring that each store is supplied with the
correct ingredients and e7uipment needed to function, Coee Bean and Tea Leaf regularl monitor the progress of the stores and
recei!e feedbac# from the franchisers. This feedbac# can measure the satisfaction and pro&tabilit of the stores, and indicate where impro!ements need to be made and if the demands of a store are not met. )ranchisers pro&tabilit will be measured b the gross
margins of the franchisers, and then dierent franchisers in dierent
6
mar#ets shall be analed based on the margin or growth, thus an adapti!e compan strateg and franchising strateg can be
established.
Social Resonsi(ility .rocess
Brand image is a maor concern for all brands. The want to be percei!ed as a contributor to a positi!e mo!ement rather than the source of a problem. The reputation score of a compan can be
conducted in the form of 7uestionnaires. $ high score can be earned b showing the public a constant attempt to being charitable, or b creating a charit. The correlation between social responsibilit, charit and reputation can be found b appling this %0. Caring Cup is a scheme run b Coee Bean and Tea Leaf with their suppliers from third world countries. This scheme ensures the farms used to grow their raw materials use en!ironmentall safe methods of culti!ation, and fair wages for the labor put into the farms 8)ranchisepool, 26169.
)nternal
Objectives Measures (PIs) Targets (1 year) Initiatives
To keep the best quality of product (use the best ingredients) Supplier reliability Purchase reliability Distribution reliability Maintain 99.9% Maintain 99.9% Maintain 99.9%
By assuring the quality of material (Quality control) By assuring the condition of transportation
By applying quality control to purchasing process
To keep the best quality of tea (use the best ingredients)
Supplier reliability Purchase reliability Distribution reliability Maintain 99.9% Maintain 99.9% Maintain 99.9%
By assuring the quality of material
By assuring the condition of transportation
By applying quality control to purchasing process
To maintain and increase customer satisfaction level (deliver the best taste and aroma) Delivery reliability Customer complaints Customer satisfaction to different products Maintain 95% Below 5% of Feedback Maintain 90% positive feedback
By understanding customer and deliver correct products
By dealing with customer complaints
By understanding customer and deliver correct products
To increase loyal customers and generate more revenue
Repeat business percent 80% By giving loyalty bonus By offering customer membership
To expend local network and increase revenue
(franchising opportunities & process)
Franchisers evaluation score Franchisers retention rate Customers satisfaction of franchisers 70 (from scale 1 to 100) Above 95% Above 90%
By offering full angle franchising opportunities
By understanding franchiser demands
By building up good franchisers relationship To extend B2B market (business to business processes) B2B market growth Gross margin in B2B 10% growth 15% growth By understanding B2B market demands
By being adaptive to different demands
By building up strategic partnership in B2B market
0t shall be mentioned that since there are !er limited &nancial data directl related to Coee Bean and Tea Leaf, the general data of coee drin#s and hot drin#s industr are used. :eanwhile,
competiti!e strateg is used in which the &nancial data of Starbuc#s is also ta#en into account.
7se t0e Best )ngredients
B using the best ingredients for their products, Coee Bean and Tea leaf can ensure high 7ualit products for e!er sale made, but
its isn"t enough to ensure the 7ualit of the &nal product. The
ingredients must be supplied b a reliable source, purchased to the correct speci&cations, and deli!ered on time. Supplier reliabilit is measured b the percentage of 7uali&ed products in total purchased from suppliers. %urchasing reliabilit is measured b the percentage of correct purchasing orders made. Heli!er reliabilit measures the on;time and correct deli!eries to customers in total of all deli!eries.
%eli&er t0e Best Taste and Aro'a
Coee Bean and Tea Leaf are constantl de!eloping their products, and rel on customer feedbac# to e!aluate whether their products need impro!ements or not. B the rate of positi!e feedbac# from customers, the can measure the rate of customer satisfaction. Kegati!e feedbac# and complaints are ta#en into account to ma#e impro!ements to the products or ser!ice.
)ncrease Loyalty
Loal customers will alwas bene&t a compan for the will not onl are the a strong source of re!enue, but a free means of promotion for the compan. Eepeat business rate is measured b the
percentage of fre7uentl repeated buing acti!ities from customers in total of the whole sales. 0t will gi!e a better !iew of how customer loalt inuences the buing acti!ities.
2
#ranc0ising "ortunities and .rocess
0t is important for Coee Bean and Tea Leaf to monitor the
franchises that carr their name across the US and $sia. This can be done through an annual e!aluation of the franchises. $ )ranchiser e!aluation form will be distributed earl based on dierent rele!ant factors, then an e!aluation score will be gi!en. Aigh performance franchisers will be rewarded. $s for maintaining franchises, a
retention rate must be monitored. $ )ranchiser retention rate is the percentage of remaining franchisers in total since the beginning of the ear. This should be monitored annuall.
Business to Business .rocesses
$s the process of Coee Bean and Tea Leaf"s products must pass through dierent stages operated b dierent bodies, such as from the suppl of raw ingredients to the &nal product made in stores, the business to business process must be ecient and reliable. B2B
mar#et growth and gross margins will be analed, which then can be used to establish a B2B mar#et strateg.
Custo'er
Objectives Measures (PIs) Targets (1 year) Initiatives Increase and maintain
customer satisfaction
Satisfied-customer index (%) No. of customer complaints
Customer-loyalty index (%)
Increase it by 21%
Reduce in 2% the number of complaints
Increase it by 7%
Improve performance accor to customer suggestions
Increase customer relationships
Number of customers per year (52.000.000)
Customer retention
Customer acquisition
Customers lost (9 %)
Increase this number to 60.000.000
Increase this ratio to 15%
Increase this ratio to 25%
Reduce it to 4%
Increase online activity thro the official web page and so media
Increase franchising
Promote brand image and reputation
Market Share (11%*)
Brand-image index
Marketing cost as a % of sales (%)
Increase this ratio to 13%
Increase this ratio by 4%
Increase this ratio to 7%
Participate in local commun events, promote healthy livi
Increase customer profitability
Sales volume (1$ Billion)
Sales per channel
Increase to 1.3$ Billion
Increase store sales by 2% and delivery by 6%
Increase return purchases through promotions
Q:ar#et share le!el has been established b the interpretation of the coee retailers industr data
Maintain and )ncrease Custo'er Satisaction Le&el
Coee Bean and Tea Leaf dri!e to ma'imie customer satisfaction, and do so through their high 7ualit products and ser!ice. To record customer satisfaction, an inde' is established to bring the collecti!e feedbac# from all stores. This inde' is #e to bringing impro!ements to their product line and in;store ser!ices. 0t isn"t uncommon to
recei!e complaints from customers, which is wh it is important for Coee Bean managers to recognie an dissatisfactions within the stores and deal with them promptl. $s a performance indicator, the complaints can indicate where there is room for impro!ement to a!oid future dissatisfaction from the same cause. $s for customer loalt, a loalt inde' can show regular purchasing trends and return purchases, which can ser!e as a performance indicator showing !arious strengths and wea#nesses of the franchises and how the gain loal customers.
)ncrease Custo'er Relations0is
0n order to attract new customers and create !alue for Coee Bean and Tea Leaf customers, it is necessar to impro!e the relationship between the brand and its customers. $ strong relationship will
create loal customers, and it is easier to #eep loal customers than to ac7uire new customers.
The number of customers Coee Bean and Tea Leaf ser!e annuall is a performance indicator that can portra the popularit and
progress of the compan. The annual number can be increased b opening additional stores, or else b impro!ing their relationships with customers through the media and online. $s for customer retention and ac7uisition, Coee Bean and Tea Leaf stri!e to
maintain their customers and attract new ones. $s a performance indicator, customer retention and ac7uisition can portra whether Coee Bean and Tea Leaf"s eorts in mar#eting and promotion are eecti!e or not
To )ncrease Brand )'age and Reutation
Aow the public !iew Coee Bean and Tea Leaf as a brand is !ital towards their long;term sales. This is because the public will not want to associate themsel!es with something negati!e to their health or the communit. B stores participating in the local
-communit, and b promoting a health lifestle, Coee Bean and Tea Leaf can create a positi!e brand image and fa!orable
reputation.
Coee Bean and Tea Leaf"s mar#et share in the US mar#et is a good indicator of their performance. Coee Bean and Tea Leaf are ran#ed second in the US behind Starbuc#s 8Coee Bean Tea Leaf, 2619. $nother indicator would be a brand image inde', which could show how indi!iduals portra the brand, and then their collecti!e opinions form a more uni!ersal opinion.
:ar#eting costs as a percentage of sales is an important indicator to measure whether the mar#eting eorts contribute to the sales being made annuall.
To )ncrease Custo'er .ro?ta(ility
B increasing sales !olumes, Coee Bean and Tea Leaf can increase their pro&ts substantiall, but this is easier said than done. Aow the can increase their sales from an indi!idual customer can translate to an increase in customer pro&tabilit, which can be achie!ed b
increasing their return purchases from customers. Eeturn purchases can be achie!ed through promotions and loalt schemes, bringing !alue to the customers and continuous sales to Coee Bean and Tea Leaf. The sales !olume in a ear can ser!e as an indicator of Coee Bean and Tea Leaf"s performance in increasing customer
pro&tabilit. 0f sales increase rapidl, but customer numbers increase at a slower pace, it would become e!ident that return purchases from alread ac7uired customers are increasing, ma#ing these customers more pro&table.
#inancial
Objectives Measures (PIs) Targets (1 Year) Profitability Gross Margin (55.9%)
Net Profit Margin (12%) ROCE (22%)
ROI (12%)
Cash flow from operations ($ 830,000) 56.9% 14% 26% 14% $ 900,000 (+8.43%) Revenue Growth Comparable stores growth (4%)
Net Revenues (450$ million) Revenues from new products Revenue per employee ($ 39,500) 7% 480$ million (+6.7%) 20% $ 42,000 (+6.33%)
-Price earnings ratio
(1$ for every 2.81$ of earnings)
1$ for every 3.48$ of earnings
*PI’s and targets are estimates taken from the financials of the coffee industry (Starbucks, Costa Coffee, Dunkin Coffee, etc.). There isn’t public financial information of “Coffee Bean and Tea leaf”.
)ncrease .ro?ta(ility
The future growth of Coee Bean and Tea Leaf relies on increasing their pro&tabilit. The following are performance indicators for
increasing pro&tabilit?
Gross Margin This ratio measures how much pro&t the compan can ma#e on each dollar of sales before e'penses. Coee Bean and Tea Leaf has a gross margin of 33.5G, and the target is to impro!e it
to 34.5G in a ear. $ high gross margin means that companIs situation is going well because it indicates that either the sales prices are high or that production costs are #ept under control.
$et .ro?t Margin This ratio measures how eecti!e the compan is at generating pro&t on each dollar of re!enue it brings in. $s well as the gross margin, a high net margin means that the companIs situation is going well as it indicates that either the sales prices are high, or that all costs are being #ept well under control. Coee Bean and Tea Leaf has a net margin of 12G, and the target is to impro!e it to 1-G in a ear.
Return on Caital E'loyed This ratio measures the companIs success and ecienc in generating satisfactor pro&t on capital in!ested and emploed. $ high ratio shows more ecient use of capital, and a low ratio shows less ecient use of capital. /enerall, E+C( should be higher than the capital cost? if not, it shows that the compan is not emploing the capital eecti!el. Currentl, Coee Bean and Tea Leaf"s E+C( is about 22G and the target is to increase it to 24G.
Return on )n&est'ents 0s the !alue that measures the
performance of an in!estment, to assess how ecient Coee Bean and Tea Leaf are spending or are planning to perform. The higher the !alue of the E+0, the better. $ negati!e E+0 means Coee Bean and Tea Leaf are losing mone. The target is to impro!e Coee Bean and Tea Leaf"s actuall E+0 b 2G in a ear.
"erating Cas0 #lo5F This ratio is the cash !ersion of net income, namel, the cash ow after adusting for operating dierences such as depreciation and before adusting for in!estments or &nancing. TargetF from >6,666 to 566,666 in a ear 8an increase of >.-G9.
Re&enue Gro5t0
The following are performance indicators for re!enue growth?
4
Re&enue ro' ne5 roducts The general strateg is to generate re!enue and realie potential pro&ts for sta#eholders b satisfing customers with the best;7uali&ed and inno!ati!e products.
0nno!ation is one of Coee bean and Tea Leaf"s main strengths, so the compan should impro!e its re!enue b oering new products to its customers. To get a 26G increase in re!enue from new
products would be a good target for the compan.
$et re&enue 0s the dierence between total re!enue and total cost, and it refers to accounting pro&t rather than economic pro&t. Their target is to increase net re!enue from -36 million to ->6
million in one ear 8an increase of 4.=G9.
Co'ara(le stores sales gro5t0 This compares sales of retail stores that ha!e been open for a ear or more. This ratio allows the compan to measure the producti!it in re!enue and whether the companRs sales are increasing or decreasing o!er time. Their target is growing from -G to =G.
Re&enue er e'loyee This ratio measures the amount of sales generated b one emploee, namel, it shows the companRs sales in relation to the number of emploees it has. Currentl, Coee Bean and Tea Leaf"s re!enue per emploee is 5,366 and the target is to get -2,666 8increase it b 4.G9.
.rice earnings ratio this ratio shows how much in!estors are paing for each dollar or earnings. *e can calculate it b di!iding the compan"s mar#et !alue b its net pro&t. Coee Bean and Tea Leaf Js in!estors are paing 1 for e!er 2.>1 dollars of earnings and our target is that in!estors will pa 1 for e!er .-> dollars of
earnings.
Strategy 'a o o(ecti&es "(ecti&es Measures
)inancial %ro&tabilit Gross Margin $et .ro?t Margin R"CE
R")
Cas0 Fo5 ro' oerations $et Re&enues Re&enue er
e'loyee Customer Customer Eelationship
0mage Satis?edcusto'er index HI $o o Custo'er Co'laints Custo'erloyalty "ro0tability Fmage Customer *elationship 4
index HI
Custo'er retention Custo'er acquisition Mar;et S0are
Brandi'age index
"rocess Heli!er best ser!ice Sulier relia(ility .urc0ase relia(ility %istri(ution relia(ility Sulier relia(ility .urc0ase relia(ility %istri(ution relia(ility B=B 'ar;et gro5t0 Gross 'argin in B=B /earning . Growth Eelationship with
(mploees and %artners
I " ti'e sent on training I " 0ig0er ositions ?lled internally "rgani>ational Culture uestionnaire I " attrition rate
Balanced Scorecard
Conclusion
$fter 36 ears, Coee Bean and Tea Leaf ha!e grown to be the
oldest and largest pri!atel held specialt coee and tea retailer in the US 8)ranchisepool, 26169. Their focus on customer ser!ice and 7ualit within their products ha!e led to the growth of the compan at a rate of 1 new store e!er - das, and currentl ser!ing
1,666,666 customers around the world each wee# 8)ranchisepool, 26169. B proceeding with their current strateg based on
ma'imiing customer satisfaction, ma'imiing product 7ualit,
inno!ating their product line, and maintaining their reliable deli!er, Coee Bean and Tea Leaf can continue to grow in hopes of
becoming the mar#et leader. $reas Coee Bean and Tea Leaf should pa particular attention to is to further promote their brand image and reputation. This can aid the process of customer ac7uisitions, and in turn increase their re!enue.
8eliver best service *elationship with Employees and "artners =
>
Bi(liogra0y
$d!ent 0nternational. 82619. Eetrie!ed from httpFNNwww.ad!entinternational.comF
httpFNNwww.ad!entinternational.comNnewsNpressreleasesNpagesN%ress Eelease261651(nglish.asp'
BasicCollege$ccounting. 826659. Eetrie!ed from httpFNNbasiccollegeaccounting.comF
httpFNNbasiccollegeaccounting.comN2665N63Ne'amples;of;customer; perspecti!es;#e;performance;indicators;in;a;balanced;scorecardN Board Bia. 826119. o!ee onsumer "esearch "etail # $oodservice hannels "epublic of %reland &arket.
Cae1>=6. 82619. Eetrie!ed from httpFNNwww.cae1>=6.comF httpFNNwww.cae1>=6.comNthe;coee;industrN
Coee Bean Tea Leaf. 82619. Eetrie!ed from
httpFNNwww.coeebean.comF httpFNNwww.coeebean.comNcareers 0C0Hcfbncareersholida1
Ha!id Aillier, 0. C. 826119. $undamentals of orporate $inance '(uropean (dition). :c/raw Aill.
Hudo!s#i, V. 826129. Eetrie!ed from httpFNNresearch;
methodolog.netF httpFNNresearch;methodolog.netNstarbuc#s; porters;&!e;forces;analsisN
(conguru. 82619. Eetrie!ed from www.econguru.comF httpFNNglossar.econguru.comNeconomic;termNnetWre!enue (the'. 82619. Eetrie!ed from httpsFNNwww.ethe'.org.u#F httpsFNNwww.ethe'.org.u#Nshare;and;asset;!alue;-.html
(uromonitor. 82619. Eetrie!ed from httpFNNwww.euromonitor.comF httpFNNwww.euromonitor.comNcoee;in;germanNreport
)ranchisepool. 826169. http*++www.franchisepool.org. Eetrie!ed from httpFNNwww.franchisepool.orgNwcmsNClientsN15266=--121221NHocu mentsN5NBrochure;Coee;Bean;Tea;Leaf;brand.pdf
Aoo!ers. 82619. Eetrie!ed from httpFNNwww.hoo!ers.comF httpFNNwww.hoo!ers.comNcompan;informationNcsNre!enue;
&nancial.C+))((B($KT($L($)0KTL0KC.-ba4f5cd3a1534a.ht ml
0n!estorwords. 82619. Eetrie!ed from httpFNNwww.in!estorwords.comF
httpFNNwww.in!estorwords.comN1-4Ndilutedearningspershare.htm l
<) <nowledge Ban#. 82619. Eetrie!ed from httpFNN#f#nowledgeban#.#aplan.co.u#F
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