BDP – Business Development Proposal
A Coffee Shop in Hanoi – Vietnam:
ZEN CAFÉ HOUSE
Tran Thi Thuy
B0436DHDH1112
Submitted in fulfilment of the requirement of the Master’s degree to
University of Gloucestershire, for the degree of Master in Business
Administration (MBA)
Supervisor: Dr K V Shenai
March 2015
DECLARATION
This Business Development Proposal is a product of my own work and is not the result of anything done in collaboration.
Student signature
I agree that this Business Development Proposal may be available for reference and photocopying, at the discretion of the University.
Student signature
Tran Thi Thuy
Contents
Contents..........................................................................................................1
EXECUTIVE SUMMARY............................................................................1
CHAPTER I - INTRODUCTION................................................................3
1.1 Rational for the Business Idea................................................................3
1.2 Scenario of the Business........................................................................4
CHAPTER II – CONCEPT OF BUSINESS................................................5
2.1. Zen Café Mission..................................................................................5
2.2. Zen Café Vision....................................................................................6
2.3 Products and Services............................................................................6
2.4 Growth Anticipation:.............................................................................7
CHAPTER III – FEASIBILITY...................................................................8
3.1 Research Methodology...........................................................................8
3.2. Feasibility............................................................................................18
Chapter IV – Business Model......................................................................30
4.1. Strategic Analysis – Business Idea.....................................................30
4.2. Sources of Competitive Advantage and Sustainability.......................34
4.3 Development of Appropriate Business Model.....................................35
CHAPTER V – THE BUSINESS PLAN....................................................38
5.1 Business Plan Overview.......................................................................38
5.2. Plan of Action.....................................................................................43
5.3 Critical Success & Failure Factors.......................................................45
APPENDICES 1...........................................................................................47
ONLINE QUESTIONNAIRE....................................................................47
REFERENCES.................................................................................................50
EXECUTIVE SUMMARY
Zen Café is the new concept of coffee house which provides the
customers with peaceful place and relaxed atmosphere so that the customers
can enjoy their drinks to the most. Zen Café is located in Hanoi, the capital city
of Vietnam, a romantic and vintage city with a lot of cultural values. Zen Café
is operated as partnership among the investors with the vision to become a
habitual coffee shop for young Vietnamese people to come and enjoy. The
required capital to open Zen Café is around US$ 60,000. Most of the capital
will be spent for purchasing necessary equipment for the coffee shop. The
founders and management board are the well-educated people who have great
ambition to change the drinking habit of Vietnamese people. The management
team has vast experience and knowledge in business administration, catering
and dining, finance and accounting.
The market research includes the primary and secondary data research.
The sampling population includes of 100 participants to answer the 10-
questions survey. 87% of the respondents age from 17 – 35 which is the main
targeting customers segment of Zen Café. 50% of all respondents want to be
served in a-la-carte style: the staffs will come directly to the table of the
customers and take order. Then, the staffs will deliver the order back to the
customers’ table.
In another hand, according to the secondary data, Vietnam has shown a
significant growth from 182,000 tonnes in 2008 to more than 300,000 tonnes in
the year of 2013 and that the sales of coffee and other hot drinks in Vietnam has
increased from US$ 938 million in 2012 to more than US$ 1.2 billion in 2013.
Hence, there are still a lot of opportunities for Zen Café. However, through the
secondary research of Porter’s Five Forces, this industry has the low barriers to
entry for new entrants and the existing competitors are quite tough.
1
Since the threats from new entrants and rivals are quite apparent, Zen
Café has to identify its own competitive advantage in comparison with the
others. Excellent service coming along with the great workplace culture from
the top management board, competitive price range with premium services,
unique business concept are the main advantages that the business founders feel
confident for the survival of Zen Café.
Zen Café has the obvious value chain. The coffee shop implement
modern techniques in order to make appropriate sales forecast together with
effective inventory management.
The business model of Zen Café is discussed throughout this proposal as
well. The business model is built up on the basis of business model canvas. Last
but not least, a summary of business plan with the detailed analysis regarding to
the market and the critical factors will be proposed.
CHAPTER I - INTRODUCTION
1.1 Rational for the Business Idea
In this business development proposal, the founders aim to open a
coffee shop which is located in Hanoi – capital city of Vietnam. The classical
environment and the slow, enjoyable living pace are the main inspiration. The
founders who have great love for this city, want to create a place for
Vietnamese who would like to enjoy a serene and quiet place with fresh brewed
coffee. As a result, business owners name their business – Zen Café – with the
meaning to help the customers in not only enjoying coffee within a Zen
atmosphere but also a place for social meeting, friendship gathering, working
and reading.
In the era of rapid globalisation as well as diversity in business concept,
Vietnamese people gradually have been used to the appearance of diversified
international coffee shop brand-name. Moreover, the significant development in
general economic and income have create the chance for Vietnamese to enjoy
higher quality in the aspect of food and beverage. As a result, Vietnamese
people have get used with a lot of well-known food and beverage brandnames
from The Coffee Bean & Tea Leaf, Burger King to Starbucks and
MacDonald’s. These brands have been creating and shaping new trend for
Vietnamese people. As a result, a lot of domestic brands have also appeared in
order to adapt with this change such as Phuc Long Tea, Urban Station Coffee,
Trung Nguyen Coffee and so on. Therefore, Zen Café is born in order to seize
the opportunity of this market.
1.2 Scenario of the Business
The scenario which is chosen for this business is totally a new start-up
with the concept of a serene, zen and peaceful coffee shop in Hanoi, Vietnam.
CHAPTER II – CONCEPT OF BUSINESS
The business owner has named the coffee shop is Zen Café with the
wish to deliver an utmost peaceful coffee shop to Vietnamese people while it
combines with a thoughtful and caring customers services. Zen Café will be a
different aspect in comparison with other urbanised coffee shops with Starbuck-
similar-style, Zen Café focuses to young Vietnamese people who want to have
a place to enjoy the drink, read the books, and have social interaction with
friends and famlies. Zen Café will have the very first store located on District
Dong Da, Ha Noi – capital city of Vietnam. The menu of the coffee shop
includes various ranges of popular coffee drinks: Cappuccino, Coffee Latte,
Mocha and especially Vietnamese Coffee. Moreover, the coffee shop also
serves the tea and other non-caffeine drinks such as juices and smoothies. The
flavors of juices and smoothies will be decided based upon the market research
of the business owner. In order to complete the legal authority of the coffee
shop, a company will be opened and operated. The company name is “Zen and
Friends Coffee Shops Ltd. Co.”. The main operation model of this company is
partnership. The capital will be invested by a bunch of friends who have special
favourite regarding to bring a new enjoyment of coffee and beverage to
customers. “Zen Café” is the specific brand of the coffee shop of this company.
2.1. Zen Café Mission
Coffee has become the tradition of Vietnamse people in beverage
enjoyment. Zen Café was born in order to deliver a brand new coffee shop with
quiet and peaceful environment for anyone who wants to enjoy both the coffee
and natural sceneries, the coffee shop also helps to bring the people to sit
together and have real-life interaction and communication.
2.2. Zen Café Vision
The vision of Zen Café is to become one of greatest coffee shop for
Vietnamese people beside the interational brands. Therefore, Zen Café will
have to accomplish the below activities in order to achieve such vision:
Zen Café needs to have Great Service which is delivered by Great
Staffs.
Zen Café needs to have Excellent Products and provide them to
customers in a constant way.
Zen Café needs to have Zen Environment to deliver completely the
spirit of the business.
2.3 Products and Services
Zen Café focuses into the quality of drinks – especially the popular
coffee include of coffee latte, cappuccino, mocha and Vietnamese coffee.
Moreover, Zen Café also serves non-caffeine drinks such as smoothies and
juices.
Coffee and Tea: like other popular coffee shops, Zen Café identifies that
the business needs to provide the popular drinks first to attract large proportion
of customers. Zen Café also serves Vietnamese coffee – which is considered as
a specialty of Vietnam.
Smoothies and Juices: beside the drinks with caffeine like coffee and
tea, Zen Café also serves non-caffeine beverage include of smoothies and juices
in order to attract the female customers who do not get used with the coffee.
2.4 Growth Anticipation:
Zen Café is located in Dong Da District, Hanoi, Vietnam. According to
Vietnam General Statistics Office (2014), Hanoi is the second largest city in
Vietnam with the estimated population of 7,067,000. This figure can be
increased up to 10 millions people in 2030 since a lot of people from the
outside province will move down to Hanoi in order to pursue better job with
higher income. Moreover, Hanoi is one of Vietnam economic centrals (the
other is Ho Chi Minh City). Hanoi contributed US$ 21.48 billion into Vietnam
GDP in 2013 and this growth was 8.25%, GDP per capita in Hanoi was US$
3,000. Moreover, when locating in Dong Da District, the business owners
recognised the utmost potential in this area since there have been a lot of bars,
restaurants, and coffee shops. The business owners then decided the objectives
for the upcoming years of business would be:
In the first year, Zen Café will attract an average of 2,880 customers
per month.
The sales revenue will increase 7% in the second year.
Afte three years of operation, a sales revenue of about US$ 130,000
will be reached.
CHAPTER III – FEASIBILITY
3.1 Research Methodology
The research for this project has the objectives to resolve main questions
regarding to the feasibility in opening a coffee shop with differentiated service
style.
First of all, the market research helps the business owners to gather
necessary primary data in order to support planning the suitable business model
and concept including the service style, types of drinks, types of music and
main reasons why customers come to the coffee shop.
Additionally, the business owners also want to identify the basis of
customers’ behaviours in order to clarify the range of products that can be
suitable to be served the customers. The market research with primary data can
help the business owners to generate useful idea in order to build up necessary
strategy and tactics to be different with other competitors and create the
competitive advantages for the business.
Last but not least, whenever starting up a business, the business owners
always have to ask themselves several questions relating to the customers:
What do the young customers such as young officers or students like to be
served when they come to a coffee shop? Which flavours would fit each
segementation of customer for the smoothies and juices?
Choosing Sample
In order to collect the primary data, the business owners have to carry
out the online questionnaire in order to have the answers as soon as possible.
Most of the participants who took part into this survey has the age range from
18-years old to 56-years old. These ranges of age have the trend to get used
with Internet in Vietnam. Moreover, a lot of adults from 40-years old and above
likely to use Facebook in order to get connected with long lost friends and
relatives (Facebook, 2014). The young Vietnamese people, in another hand,
would have more leisure time in order to hang out and have drinks with friends
and nowadays, they are earning more than years before. This means, they are
willing to spend for other leisure habits such as having coffee or enjoying
higher quality of coffee shops.
Sampling
The random sampling in simple way is applied throughout the survey
process. According to Saunders (2009), the random sampling can help the
business owners to make sure that each participant would have the equal chance
for answering the questionnaire. The participants who carried out the survey
were mainly from the Internet with the spreading support of Facebook and
online survey system – Survey Monkey. For the ethical issues, all of
participants’ detail including of name, age and other details are kept safe and
unknown in order to help business owners ensuring the unbiased characteristics
when conducting and collecting the survey. The online questionnaire was
created with 10 questions with the total participants of 100. All of the answers
from the respondents were then coded and resolved by SPSS software in order
to gain the information from the data.
3.1.1. Gender
Male56%
Female44%
Graph 1. Gender rate of respondents
There were total 100 responses and 56% were male, 44% were female.
3.1.2. Group of Age
29%
58%
9%4%
17-2526-3536-4546-55
Graph 2. Age of Participants
Most of the responses were received from the age group of 26-35 with
the proportion of 58% while this rate in 17-25, 36-45 and 46-55 age groups
were 29%, 9% and 4%.
3.1.3. Group of Age and Reasons for Going out to a Coffee Shop
Delicious Beverage
Location
Serene Place for Relaxation
Quiet Place for Business
Quiet Place for Reading Book
Wifi
0 10 20 30 40 50 60 70 80 90
17-2526-3536-4546-55
Graph 3. The Group Age and Reasons for Going out to a Coffee Shop
Age Group
Delicious Beverage
Location Serene Place for
Relaxation
Quiet Place for Business
Quiet Place for Reading
Books
Wifi
17-25 20 21 20 22 10 2226-35 43 39 21 35 29 4536-45 6 5 0 8 8 746-55 3 3 0 3 4 4Table 1. Data on Group of Age in Proportion with Reasons for Going out
to a Coffee Shop
According to the above table and graph, the main reason for the
participants to choose a coffee shop would be Wifi and Delicious Beverage,
especially the rate for these two reasons are quite high in the age 17-25 and 26-
35. In the other hand, with the age groups of 36-45 and 46-55, the respondents
would like to come to the coffee shop for reading books and they would need
quiet place for business than other reasons.
3.1.4 The Relation Between the Age and Smoothies & Juices Flavour
A Chi-Square test was carried out in order to identify the correlation
between the age of customers with the different flavours of smoothies & juices.
The business owners has to do this test since the main ingredients for making
smoothies and juices such as apples, bananas, sapodilla, milk, condensed milk,
and so on were short-dated as well as being easy to corrupt and spoil.
Therefore, the survey contains the questions about the flavours of the fruits that
customers want to have in their smoothies and juices.
Since in the survey, there are 10 types of fruits. Therefore, in order to be
put on master file, the data will be coded as below:
Flavour Code Flavour Code
Apple 8.1 Guava 8.6
Mango 8.2 Avocado 8.7
Soursop 8.3 Sapodilla 8.8
Grapefruit 8.4 Pineapple 8.9
Papaya 8.5 Strawberry 8.10
The Chi-Square hypothesis includes:
1. Null Hypothesis H0 with = 0 – this means there will be no
relationship or correlation between the groups of age with the
favourite flavours.
2. Alternative Hypothesis H1 with ≠ 0 – this means there will exist
the relationship or correlation between the groups of age with the
favourite juices and smoothies flavours.
3. Significance level: α = 0.05
Observed Frequencies
Flavours of The Smoothies & JuicesAge 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 Total
17-25 9 16 11 9 11 10 13 14 15 10 118
26-35 22 23 23 24 28 28 28 21 28 23 248
36-45 1 2 4 5 7 4 3 4 3 6 39
46-55 1 3 1 2 2 3 3 2 2 2 21
Total 33 44 39 40 48 45 47 41 48 41 426
Expected Frequencies
Flavours of The Smoothies & Juices
Age 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 Total
17-25 9.1 12.2 10.8 11.1 13.3 12.5 13.0 11.4 13.3 11.4 118
26-35 19.2 25.6 22.7 23.3 27.9 26.2 27.4 23.9 27.9 23.9 248
36-45 3.0 4.0 3.6 3.7 4.4 4.1 4.3 3.8 4.4 3.8 39
46-55 1.6 2.2 1.9 2.0 2.4 2.2 2.3 2.0 2.4 2.0 21
Total 33 44 39 40 48 45 47 41 48 41 426
Table 2. The Frequencies of the Survey Respondents regarding to the
flavours of smoothies & juice
Data
Level of Significance 0.05Number of Rows 6Number of Columns 10Degrees of Freedom 45
Results
Critical Value 61.65623338Chi-Square Test Statistic 12.93473711p-Value 0.9999993
Do not reject the null hypothesis
Table 3. Chi-square Result
The Chi-Square result of this survey test is 12.934 and it is far less than
the critical value with the proportion of 61.65. The p-value of this test is 0.999,
this value is larger than the significance level α = 0.05. As a result, the business
owners cannot reject the null hypothesis of “there will be no relationship or
correlation between the age group and smoothies & juices flavours”. This
means the favourite flavour of each respondent would depend upon his/her
habit or interest, not concerning to the age. However, there still be a percentage
of 5% the alternative hypothesis is rejected in a wrong way.
3.1.4 The Relation of Age and Favourite of Coffee
With the main offered products are caffeine drinks including of Coffee
Latte, Cappuccino, Vietnamese Coffee and Tea, the business owners have to
take the survey in order to decide whether there is the relation between aimed
age groups with the caffeine products or not. From the survey, the very first
thing that business owners have to do is coding the degree of interest for these
caffeine products.
Code Level of Interest0 No1 Don’t Like2 Normal3 Like4 Love
Table 4. The Level of Interest and Code
Then the age group will be coded as well in order to make the statistic
software work:
Code Age Group1 17-252 26-353 36-454 46-55
Table 5. The Age Groups of Respondents
After the coding process of both age group and level of interest, the
average of level of interest in four products will be calculated. A simple linear
regression statistic table will be used with dependent variables are the level of
interest, independent variables are the groups of respondents’ age
Simple Linear Regression Statistic
Multiple R 0.0239R Square 0.0003
Adjusted R Square -0.0099
Standard Error 0.6383
Observations 100
Table 6. The Table of Simple Linear Regression Statistics
ANOVA
df SS MS F Significance F
Regression 1 0.0114 0.0114 0.0280 0.8675
Residual 98 39.9286 0.4074
Total 99 39.9400
Coefficients Standard Error
t Stat P-value Lower 95%
Upper 95%
Lower 95%
Upper 95%
Intercept 3.1313 0.1828 17.1299
3.13414E-31
2.7686 3.4941
2.7686 3.49411
Q2 0.0154 0.0921 0.1673 0.8675 -0.1674 0.1982
-0.1674 0.19816
Table 7. Anova Table
Regarding to the Simple Linear Regression Statistics and Anova Tables,
the slope (Q2) in Anova Table is 0.0154. This means the slope is very near with
the value 0, the statistical meaning of this would be there is no linear
relationship existed between the caffeine drinks with the groups of age of
participants. The R-Square is also 0.0003, very near with value of 0. The R-
Square is the coefficient of determination. Nearly-0 value explains that the age
is not dependent to the interest of caffeine products.
Confidence Interval Estimate
DataAverage Age Value 2Confidence Level 95%
Intermediate CalculationsSample Size 100Degrees of Freedom 98t Value 1.984467Age Bar, Sample Mean of Age 1.86Sum of Squared Differences from XBar 48.04Standard Error of the Estimate 0.638306h Statistic 0.010408Predicted Interest Level 3.162157
For Average LevelInterval Half Width 0.1292Confidence Interval Lower Limit 3.0329Confidence Interval Upper Limit 3.291384
For Individual Response LevelInterval Half Width 1.2733Prediction Interval Lower Limit 1.8889Prediction Interval Upper Limit 4.435429
Table 8. Table of Confidence Interval Estimates from the Regression
Statistics
The above table is the Confidence Interval Estimates. The Sample Mean
of Age is 1.86 which means most of the survey participants would range from
the age 17 – 35. In the table, the predicted interest level is 3.16 and the
confidence interval upper limit is 3.29, this means the level of interest toward
caffeine products of the participants is between 3.16 and 3.29. As a result, most
of young people from age 17 - 35 would like the caffeine product.
3.1.5 Age and Types of Service
A-la-carte: served at table.
Order at the front desk and self-taking
to the tables
Order at the front desk and staffs take
to the tables
Self-served with ma-chine
17-25 12 4 3 4
26-35 32 17 9 0
36-45 4 2 1 2
46-55 2 1 0 1
5
15
25
35
45
55
Graph 4. Age groups and Types of Service
The survey on the favourite types of service helps the business owner to
identify the most appropriate service style for the customers. Regarding to the
graph above, most of participants in four age groups love to have the a-la-carte
style: the staffs will come directly to their table, take order and then bring back
the items. A total of 50 respondents (50%) would like to be served in this style.
3.2. Feasibility
3.2.1 Product Feasibility
Coffee can be considered as a traditional beverage of Vietnam –
especially the image of Vietnamese people gather in front of a small coffee
shop and enjoy fine coffee on pavement or sidewalk. According to MARD
(2009), Vietnam has been the second largest coffee exporter on the world right
behind Brazil. Moreover, the coffee bean in Vietnam has been grown with high
volume and expanded to more than 40 provinces in Vietnam over the total
number of 64 provinces and this volume has not stopped yet. According to
FAO Stats (2014), the production of coffee in Vietnam has shown a significant
growth from 182,000 tonnes in 2008 to more than 300,000 tonnes in the year of
2013. Business Monitor (2014) stated that the sales of coffee and other hot
drinks in Vietnam has increased from US$ 938 million in 2012 to more than
US$ 1.2 billion in 2013. The research of Business Monitor also stated the
attractive and potential growth of coffee sales in Vietnam, the sales per capita
of coffee has increased from US$ 10 to US$ 12 in the period of between 2008
and 2011 – the years that sellers have to clarify and make good forecast since
the was the time of financial crisis. The coffee market in Vietnam, therefore, is
still a potentially promising one. As a result, a lot of both international and local
brands of Vietnam have been shaping the trend in enjoying the hot drinks of
Vietnamese people. According to Canada International Market Bureau (2012),
the report stated a proming forecast of sales value in coffee and tea shops was
US$ 3.1 billion and US$ 35 million in takeaway drink.
3.2.2. Market Feasibility
In order to make an analysis regarding to the market or industry
environment, a Porter’s Five Forces model is the most useful method and
favourite.
Porter’s Five Forces is a framework that helps the business owners to
analyse the level of competition and business strategy development (Johnson et
al., 2007). The Porter’s Five Forces include:
Intensity of competitive rivalry
Threat of new entrants
Threat of substitute products or services
Bargaining power of suppliers
Bargaining power of customers
Intensity of competitive rivalry
The intensity of competitive rivalry, according to Wheelan & Hunger
(2012), can be considred as the most noticeable force among the five
competitive forces. The strategy of a business will be successful if it can focus
in enhancing the competitive advantage in comparison with the strategies of
other competitors. In Vietnam, regarding to the statistic information of Canada
International Market Bureau (2012), the market is dominated by Vinacafe and
Trung Nguyen Café with the marketshare is 20% and 57% respectively.
Another competitor which has shown a significant growth is Highlands
Coffee – the brand was purchased 50% of shares by Jollibee Worldwide and
acquired Phở 24 brand last year. Highlands Coffee has increased the market
share from 7% in 2011 to 10% in 2013. Besides the global known drinks such
as cappuccino, latte or mocha, Highlands Coffee can be considered as Zen Café
main competitor since it also provides the customers with Vietnamese coffee
and tea.
According to Business Monitor (2014), the value of coffee drinks will
witness a tremendous growth in upcoming years with the rate of 13.05%. As a
result, Zen Café will have a big opportunity to join this dynamic market and
gain the marketshare from tough competitors.
Threats of New Entrants
Since Zen Café business owners are able to recognise the chance for
gaining marketshare from this industry, the others can as well. Moreover, the
new entrants can have ability to gain more capital with the strong financial
status to put on a start-up of a coffee shop. Therefore, new entrants can be
considered as an apparent threat for Zen Café. In this case, in order to identify
whether the threat from new competitors is obvious or not, David (2012)
suggested the analysis of below barriers:
The uniqueness of offered products: although tough competitors with
high marketshare like Highlands Coffee or Trung Nguyen Café surely put
millions of dollars in marketing activities and a lot of customers’ promotion so
as to create challenge for new entrants. Nevertheless, the uniqeness in offered
products is the main weakness of this industry if the existing companies want to
create the barrier to entry for other new entrants. It is not hard to find suppliers
who can provide tons of coffee and tea in Vietnam. As a result, it is quite easy
for new entrepreneurs to join this industry.
Customers’ switching costs for new products: the low products’
differentation helps customers do not have to spend much to switch to other
coffee shops as long as the new shops can meet their requirement.
Low products’ differentiation together with the low switching costs foir
customers mean the threat from new competitors is obvious.
Threat of substitute products or services
According to Wheelan & Hunger (2012), the substitues products or
services are defined as the products or services that are able to offer customers
the same or similar benefits. As a result, these substitutes can make decline to
particular products or services within the industry since the customers turn to
the alternatives.
For the reasons above, Zen Café owners must clarify whether the
substitutes can have the serious affect on the main beverage of coffee or not.
Therefore, in the survey (Appendices 2 - Question 7), Zen Café put the Tea and
Smoothies & Juices as the two main substitutes. The enjoyment of the
respondents is calculated from 0 4 with the detail of each category as:
0 No1 Don’t Like2 Normal3 Like4 Love
The details of the enjoyment from respondents are:
Coffee Latte
Cappuccino MochaVietnamese
Black CoffeeSmoothies & Juices
Tea
Average 3.19 3.18 3.07 3.19 1.77 2.8
Standard Deviation
0.97 0.87 1.1 1.14 1.54 1.3
The most significant substitute product would be Tea (2.8), since the tea
and coffee in Vietnam go together whenever Vietnamese people come to the
coffee shop. However, customers seem do not have the habit to come to a
coffee shop and order the smoothies or juices.
Bargaining Power of Suppliers
According to David (2012), the suppliers can have significant impact
toward the industry by simply increase or reduce the supplying price or quality
of the materials. The power of suppliers is very clear to see in the monopoly
industry such as petroleum or electricity in Vietnam. However, with the coffee
or tea, according to the number from FAO Stats (2014), Vietnam has improved
the harvested coffee to approximately 550,000 hectares in 2013 from 356,000
hectares in 2010. The coffee suppliers, therefore, are surplus enough for Zen
Café to buy and sell back to customers. The power of suppliers, as a result, is
not strong.
Bargaining Power of Customers
Actually, as mentioned above, the low switching cost for customers can
have tremendous affect toward any competitors in this industry. Therefore,
since Zen Café joins this industry which has a lot of similar and substitute
products, the customers actually has the strong power to switch to the others
once Zen Café cannot adapt their demanding. The threat of new entrants are
also low; hence, it is easy to understand if customers’ power in this industry is
really apparent.
3.2.3. PESTLE Framework
The PEST Framework can help the business owner of Zen Café to
analyse the main external environmental factors that can have significant effect
to the business. The factors include six parts: political, economic, social and
technological, legal and environment
Political
According to Business Monitor (2014), Vietnam has the stable and
constant political background since it is administered by only one party – the
Communism Party. Therefore, it is ideal for business owner to operate business
in Vietnam. Moreover, the improvement of infrastructure – especially the new
modern Express Way Long Thanh – Dau Giay with the sponsor from ADB
(Asian Development Bank) and Japan Bank for International Cooperation
( (AmCham Vietnam, 2015). This means the logistic aspect of Vietnam has
improved and the suppliers from Lam Dong and High lands of Vietnam – the
largest coffee production area – can implement the stock quickly since they are
now able to pass through Express Way. Nevertheless, according to VN Briefing
(2012), the government has high bureaucracy systems and regulations.
Therefore, it cause great challenge for business owner to operate the business
smoothly. The high corruption of Vietnam is also a barrier for resource
allocation – Vietnam was ranked 117/177 regarding to the corruption index
(Transparency International, 2014).
Economic
According to Business Monitor (2014), Vietnam has significant growing
economies with the average growth of GDP from 2001 to 2013 was 7%. This
means Vietnamese people have higher income and they are willing to spend
more for higher quality commodity and standard. As a result, Zen Café has big
chance to attract customers if the business owner can offer the quality services
and products that can adapt the high demanding of Vietnamese people.
Social
The demographic of Vietnam is a great opportunity for Zen Café.
Vietnam has the young population with the approximately 30% of population
has the age from 17 – 25 years old (Asian News Monitor, 2013). Moreover,
according to Institute of International Education (2014), Vietnam is on top of
the country which does have most international students currently studying
abroad. Those two factors mean young Vietnamese people have the trend to go
abroad and they will perceive the international culture. In which, the global
trend of beverage can be updated usually. As a result, once Zen Café can create
the trend for young customers, it is a great chance to be sucessful.
However, high unemployment rate of Vietnam (Business Monitor
International, 2014) can lead to the decrease income within young Vietnamese
people. Hence, they will require less living standard and such a business model
like Zen Café will be difficult to reach those customers.
Technological
Facebook, Twitter, Zing and other types of social network have created
a breakthrough channel for the new start-up business like Zen Café since the
customers can share and suggest their favourite place by just one click or post
through mobile device.
One of the strength once Zen Café can take advantage of Facebook is
that the customers do not need to search on Google to get the feedback. Hence,
if Zen Café can provide services and products which are good enough, the
sharing on Facebook can play a role as a filter and the information about Zen
Café will reach the potential customers sooner than Google.
Legal
The legal systems of Vietnam has changed a lot since the opening
period of 1986 – 1995 after years of living under subsidization of government.
Therefore, after opening with international investors, the economy has grown
together with a lot of updates regarding to the both international trade and local
commerce law of Vietnam. The entrepreneurs now are easy to be accessed with
the sources of various resources from the human capital to financial solutions.
The only problem of judiciary system of Vietnam is that the power is
centralised into the Communism Party. Therefore, there still exists a lot of
public monopoly sector which have the significant effect toward general trading
environment. Moreover, together with the high corruption rate, the centralised
regulations for public sectors have made the decline toward the total resources
for private business. Therefore, a lot of private business in Vietnam have gone
bankcruptcy recently.
Environment
Hanoi is in the North of Vietnam which has four seasons: spring,
summer, autumn and winter – especially in the summer, the weather will be
extremely hot and high humidity. Therefore, the revenue can increase
tremendously during that period. Otherwise, Zen Café offer both hot and cold
drinks. Therefore, in the other seasons, the customers still can come and enjoy
the drinks.
3.2.4. Organisational Feasibility
Human Resources & Board of Management
The start-up business would need an appropriate team with necessary
skills and ambition. The business will be operated with the partnership model
and required start-up capital of US$ 60,000. All of the partners are proved to
have necessary skills in catering, financial budget, marketing and business
administration.
1. CEO – Thuy Tran: graduated in Hanoi Open University, Bachelor of
Business Administration.
2. Jeff Nguyen: Jeff is British-Vietnamese. Jeff has vast experience in
catering and human resource training. Jeff will take care the training
and talent development of Zen Café to ensure the standard of the
service. Jeff also manages the marketing aspect of the brand.
3. Vinh Tran: Vinh will manage the finance and accounting of Zen
Café to balance the budget, expenses as well as revenue of the
coffee shop.
Resources Adequacy
The very first resources budget has been also prepared to ensure the
smooth operation of the business later:
1. Location: the location is the most important issue for management
team since the team does not have enough money in order to
purchase the whole building. The best solution would be rent a
building right on Dong Da District, Hanoi. The rental cost for first
year would be US$ 25,000 for the first year.
2. Human resouces: the staffs will be trained later by Jeff; therefore,
the human resources can be kept simple.
3. Equipment: the shelves, coffee machine and other equipment will be
purchased.
3.2.5. Financial Feasibility
Startup Financial Requirement
START UP FINANCIAL REQUIREMENT
Start up ExpensesLicense for Operation $250.00Building Rental $30,000.00Marketing Promotion $1,200.00Furniture & Equipment $10,000.00Other $1,000.00Total Start-up Expenses $42,450.00
Start up AssetsRequired Cash $3,000.00Inventory $4,500.00Other Assets $600.00Total Current Assets $8,100.00
Long-Term Assets $8,800.00Point-of-Sale System $2,300.00Computers $700.00Shelves for Tea & Coffee $1,200.00Coffee Machine $2,100.00Fridge $2,500.00
Total Assets $16,900.00Total Requirements $59,350.00
Table 9. Startup Financial Requirement for Zen Café
In order to run the business smoothly, the budget for start up finance
plays an essential role. Zen Café would require the total capital of US$ 59,350.
The partners would contribute into this project the total of US$ 60,000. The
start up, therefore, meets the planned capital.
Cash-flows Table
Cash Flow Summary
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
Net cashflow for period
-$2,000.00 $24,855.00 $21,278.03 $20,439.23 $26,017.27 $81,740.56
Opening cash balance
$0.00 -$2,000.00 $22,855.00 $44,133.03 $64,572.26 $90,589.53
Closing cash balance
-$2,000.00 $22,855.00 $44,133.03 $64,572.26 $90,589.53 $172,330.09
Table 10. Zen Café’s Cash Flow tables
Year Cash Flows CCF (Cumulative Cash Flows0 ($62,000) ($62,000)1 $22,855.00 ($39,145)2 $44,133.033 $64,572.264 $90,589.535 $172,330.09
From the cashflow table, the payback period for this project would be 1
year and 323 days.
Break-Even Analysis
50000 100000 150000 200000 250000 300000 350000
-100000
-50000
0
50000
100000
150000
200000
ContributionFixed CostProfit
Graph 5. Break-Even Graph
The Break-even point can be met at Year 2 with the total sales revenue
of US$ 114,086.
Profitability & ROEI
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5Total Sales $148,536.00 $163,389.60 $179,728.56 $197,701.42 $217,471.56Cost of Sales $33,002.00 $36,302.20 $39,932.42 $43,925.66 $48,318.23
Gross Profit $115,534.00 $127,087.40 $139,796.14 $153,775.75 $169,153.33
Total Expenses / Overhead
$111,679.00 $101,409.37 $101,453.65 $101,756.86 $102,275.25
Profit After Tax $3,855 $18,295 $28,757 $39,014 $50,159
ROEI 6% 30% 48% 65% 84%
Table 11. Profitability & ROEI Table
Chapter IV – Business Model
4.1. Strategic Analysis – Business Idea
4.1.1. Business Value Chain
According to Johnson (2007), the value chain is the framework which
can support business owner in clarifying the essential activities that join in the
process of producing the products or delivering the services.
Figure 1. Value Chain Framework (Hitt et al., 2011)
4.1.1.1. Primary Activities
Hitt et al. (2011) classified the primary activities with the inbound
logistics which are related to the receiving, warehouse as well as distributing
the inputs for the production process of products or services.
Inbound Logistics
The main coffee supplier for Zen Café would be Me Trang Coffee Co.
Ltd. This company is located both in Nha Trang and Buon Me Thuot; therefore,
they can supply for Zen Café in both sea and land routes. Me Trang Coffee Co
Ltd has both the coffee powder and coffee bean; moreover, they have about 40
hectares of coffee plantation (Me Trang Coffee Co Ltd, 2015). This supplier
also has its own transportation; therefore, Zen Café can also save transportation
cost. The other ingredients for tea or fruit juices & smoothies can acquire in
nearby supermarkets.
Operation
Since only the coffee supplier – Me Trang Coffee Co Ltd – is quite far
from Hanoi and cannot implement the input immediately; therefore, the
business owner has to be really careful regarding to the transportation and
delivery. The store supervisor must follow up the every day sales forecast and
check the inventory in order to ensure the inventory implementation as well as
the quality whenever importing the material from the supplier.
Outbound Logistics
After the store supervisor checked through the materials, they will be
put within the shelves and other ingredients such as fruits and milk must be put
in the fridge to ensure the quality.
Sales & Marketing
All of the outputs and products will be sold directly in only one channel
– Zen Café Shop.
Service
Zen Café will serve customers a-la-carte style. The staffs will come
directly to the customers’ table and take order. Then, the staffs will do the
drinks and deliver customers’ order right on the table.
4.1.1.2. Secondary Activities
Firm Infrastructure
The firm will equip the Point-Of-Sales (POS) system for staffs to ensure
they will operate the order and cashier properly. The POS system also helps
management board to keep track and forecast the necessary sales value.
Human Resource Management
A member of management board will be responsible for the recruitment,
training and performance review of the employees. The employees will be
provided the Job Description in order to acknowledge their key job
responsibilities as well as the key performanc indicators (KPI). The KPI will be
used for the performance review in the mid and end of the year. The employees
will be trained to know how to use the shop’s facility as well as the sales and
catering skills in order to adapt customers’ demandings.
Technology Development
Main technology development will come from customers’ feedback in
order to change the technique in doing the drinks.
Procurement
Zen Café will need to work closely and plan the solutions regarding to
the logistics with the suppliers for the material. Telephone, email and POS will
be used in order to contact with suppliers to give detailed order in order to
avoid wasteful material or overstock
4.1.2. SWOT Framework
SWOT can be used to identify the Strengths, Weaknesses, Opportunities
and Threats of the firm.
Strengths
Zen Café offers a brand new coffee shop style with serene and
relaxed atmosphere, together with Spa and chill-out music in
comparison with other urbanised coffee shop.
Located in Dong Da District, one of the business central location in
Hanoi.
Zen Café will be the first coffee shop in Hanoi to apply professional
recruitment and performance review for employees.
Zen Café will have very competitive price in comparison with the
other competitors in the same position.
Weaknesses
No promotion program due to the lack of start up finance.
Not have reputation yet to attract customers who like the
international coffee brand.
Opportunity
Vietnam has a lot of trendy young adults who usually go abroad.
Therefore, they are easy to receive new business idea.
The rapid development of requirement for high quality food and
beverage among Vietnamese people.
Threats
The increasing of unemployment rate can reduce the income of
Vietnamese people which can lead to the demanding in high quality
food and beverage can be declined.
Threat from new entrants with copy-cat style or better business
model and financial status.
4.2. Sources of Competitive Advantage and Sustainability
According to Porter (1984) in Johnson (2007), there are three strategies
that can be used in order to help business owner to acquire the competitive
advantage:
Cost leadership
Differentation
Focus
Firstly, if the business owners want to identify which strategy would be
suitable, the positioning map must be made in order to compare with similar
competitors.
Figure 2. Zen Café Positioning Map
Through the positioning map, Zen Café would pursue the strategy of
offering the high quality products like Trung Nguyen & Highlands Coffee.
There are some competitive advantages that Zen Café can have:
Competitive price and products with excellent services. Zen Café
will have the serene atmosphere which is totally different with other
city coffee shop.
Well-trained staffs with professional attitude. The Menu will be
changed usually in order to ensure customers will not get bored with
the same menu.
Zen Café will mix between Vietnamese coffee and other
international drinks so that the customers can enjoy both types of
coffee as per their purpose.
Modern technology with professional equipment to ensure the
quality in each shop’s drink.
4.3 Development of Appropriate Business Model
Business owner of Zen Café will apply the Business Model Canvas
which is develped by Ostawalder (2010) with nine groups: customer segments,
value propositions, customer relationships, channels, stream of revenue, key
resources, key partnership, key activities and cost structure.
Figure 3. Business Model Canvas
Customer Segments: 02 main types of customers – High end and
trendy adults, students. They are receptive with new business idea and like
trying new thing.
Channels: Zen Café distributes the products and services through direct
channel – the coffee shop.
Value Propositions: the design of Zen Café will be peaceful and
relaxed style. The product price would be very competitive and high
performance of service.
Customer relationships: personal assistant with relationship marketing
would be a good choice since the management board want the staffs to deliver
service that can be over the customers’ requirement.
Revenue Stream: the main revenue of Zen Café is from the
consumption and usage of products and services from the asset. Therefore, the
revenue stream would be Asset Sale.
Key Resources: Human resource and Finance are the main resources
since the partners have to fund and raise the capital for this project. Moreover,
the professional human capital would be also a competitive advantage of Zen
Café.
Key Activities: Production - Zen Café create, and make the drinks for
customers.
Key Partnership: Zen Café wants to build up the buyer-supplier
relationships to assure the reliable supplies. Because the coffee is a specific
product with specific smell. Therefore, changing the supplier would not be a
very good idea.
Cost Structure: since Zen Café operates the production, the variable
cost would be the main cost for the shop.
CHAPTER V – THE BUSINESS PLAN
5.1 Business Plan Overview
The ambition of bringing a new concept of coffee shop, the very first
Zen Café will be set up in Dong Da District, Hanoi with the main objective is
providing the local people to have a place for relaxation, social interaction and
even business meeting. The management company of Zen Café is “Zen and
Friends Coffee Shops Ltd. Co.”, the company will be operated in the model of
partnership.
The main customers’ target of Zen Café coffee shop would be high-end
and trendy adults, and students – mostly of very young customers. When the
clients come to the coffee shop, they will have chance to enjoy the excellent
drinks and the peaceful atmosphere around the coffee shop. The design of the
coffee shop will be full of small trees such as bamboo trees, small daisy and
vintage furnitures. Zen Café aims to bring the best products with excellent
services together with unique customer’s loyalty promotion programs.
5.1.1. Objectives
Zen Café has the main objectives which focus into two main categories:
culture and offerings.
Culture
Zen Café identifies that only happy employees can bring happy
customers. Therefore, Zen Café recognises that the coffee shop has to build up
a good and clear business culture so as to create an obvious direction for
employees. The culture of Zen Café will focus into building five aspects:
Respect people
Commitment
Innovation
Teamwork
Integrity, Honesty and Trust
Offerings
Once Zen Café build up the essential culture, the staffs of Zen Café
must always bear in mind the “Offering” philosophy: Offering the customers
best services, offering the customers best products, offering the customers best
feeling then the customers will offer best loyal.
5.1.2. Mission
Zen Café helps the customers to find the inner peace as well as
relaxation after the wall of the coffee shop. Once the customers step in, Zen
Café will help them to forget the busy life outside.
5.1.3. Startup Financial Table
START UP FINANCIAL REQUIREMENT
Start up Fund $60,000.00Start up ExpensesLicense for Operation $250.00Building Rental $30,000.00Marketing Promotion $1,200.00Furniture & Equipment $10,000.00Other $1,000.00Total Start-up Expenses $42,450.00
Start up AssetsRequired Cash $3,000.00Inventory $4,500.00Other Assets $600.00Total Current Assets $8,100.00
Long-Term Assets $8,800.00Point-of-Sale System $2,300.00Computers $700.00Shelves for Tea & Coffee $1,200.00Coffee Machine $2,100.00Fridge $2,500.00
Total Assets $16,900.00Total Requirements $59,350.00
The start up fund will be US$ 60,000 and this amount of fund will be
raised by the business partners. This fund will be used to cover most of the
necessary equipment and facility of Zen Café. After 1 year and 323 days, this
fund will be break-even. The total requirements would be US$ 59,350 – as a
result, the funding of US$ 60,000 will be enough to cover the requirement. No
cost of capital occurs.
5.1.4. Sales Revenue Forecast
Revenue YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Total
Coffee Latte $41,309 $45,440 $49,984 $54,982 $60,481 $252,196
Cappuccino $30,112 $33,123 $36,436 $40,079 $44,087 $183,837Mocha $25,699 $28,269 $31,096 $34,205 $37,626 $156,895Vietnamese Coffee
$14,582 $16,040 $17,644 $19,409 $21,350 $89,025
Smoothies & Juices
$15,609 $17,170 $18,887 $20,776 $22,853 $95,295
Tea $21,225 $23,348 $25,682 $28,250 $31,076 $129,581Total Sales Revenue
$148,536 $163,390 $179,729 $197,701 $217,472 $906,827
Cost of Good Sold
Year 1 Year 2 Year 3 Year 4 Year 5 Total
Coffee Latte $6,899 $7,589 $8,348 $9,183 $10,101 $42,119Cappuccino $7,210 $7,931 $8,724 $9,597 $10,556 $44,018Mocha $4,256 $4,682 $5,150 $5,665 $6,231 $25,983Vietnamese Coffee
$3,226 $3,549 $3,903 $4,294 $4,723 $19,695
Smoothies & Juices
$4,952 $5,447 $5,992 $6,591 $7,250 $30,232
Tea $3,940 $4,334 $4,767 $5,244 $5,769 $24,054Other ingredients
$2,519 $2,771 $3,048 $3,353 $3,688 $15,379
Cost of Good Sold
$33,002 $36,302 $39,932 $43,926 $48,318 $201,481
Gross Profit $115,534 $127,087 $139,796 $153,776 $169,153 $705,347Table 12. Sales Forecast Table
The estimated total sales revenue after five years would be US$
906,827. Coffee Latte will be the most consumed drinks of a total US$ 252,196.
5.1.5 Market Analysis Summary
At the moment, Vietnam is the second largest coffee exporting country
all over the world. Furthermore, the consumption of coffee in Vietnam has
increased more than 70% from 2009 to 2013 (Business Monitor, 2014). The
trend of coffee consumption also increased more than 17% since the appearance
of Starbuck Coffee in 2013. Moreover, with the globalisation, Vietnamese
people now have trend to perceive more new concepts of coffee and dining
shops such as Starbucks, Coffee Bean, Angel-in-Us. However, after the rapid
development era of such urbanised coffee shops, young Vietnamese adults now
need something which is more unique. Zen Café appears in order to adapt with
such demanding.
Market Size and Segmentation
Hanoi is the second largest city in Vietnam with the estimated
population of 7,067,000. This figure can be increased up to 10 millions people
in 2030. Additionally, Hanoi is one of Vietnam economic centrals (the other is
Ho Chi Minh City). Hanoi contributed US$ 21.48 billion into Vietnam GDP in
2013 and this growth was 8.25%, GDP per capita in Hanoi was US$ 3,000.
Dong Da District is one of busiest district in Hanoi with a lot of shops and
dining places. More than 425,316 people were calculated in 2012. Hanoi was
also one of city on the world with most young people from 16 – 55. Dong Da
District is near most of big universities in Hanoi: Hanoi Medical University,
Hanoi University of Science and Technology, and so on. The customers
segmentation would be:
High-end and trendy adults: these are people who has been working
and having good income to begin enjoying the life. They would like
to have higher quality of life with good food and nice beverage.
Students: the students of universities nearby are also the target of
Zen Café. Higher income in family means the students can be given
higher sum of money for weekly usage from their parents.
Therefore, a quiet place for reading books, studying and social
interaction would attract them.
5.2. Plan of Action
The board of management need to conduct a meeting in Hanoi in order
to discuss the idea of business. After recognising all opportunities, strengths as
well as necessary financial budget, the management will come to the decision
of investing in to this business. A memorandum of initial contribution with the
total amount of US$ 60,000 will be made in order to identify the dividends of
each partner. After that, the business plan will be carried out with the data and
details that concern to business vision, objectives, and concepts. In the business
plan, a list of analysis will be taken carefully:
SWOT Analysis for both internal and external factors
PESTEL Analysis for external macro environment
Feasibility Analysis to identify the notable points regarding to the
products, market, competitors.
The resources for building up the business include human capital,
finance, tangible and intangible resources.
Strategic critical success factors that can affect mostly to the
business operation.
The business model canvas.
The business plan will begin first with the real estate rental which would
be the main headquarter of the company. The building will have three floors,
the first and second floor would be used for the coffee shop, the third floor is
for warehouse and the office. The business owners do not need so many staffs
working on the office instead of accounting and finance. The business owners
then will implement in the building with furniture, stationery and sales
equipment.
The business owners then will get the quotation from a lot of suppliers
for coffee machine, coffee beans and powder, point-of-sales system, tea racks,
employees’ uniforms and other necessary equipment for a coffee shop.
The process in recruiting new employees will be conducted weeks later.
Firstly, Zen Café must put a notice board to publish the requirement for each of
position. The employees will send their document through email of the
company. The employees after recruitment phase will be put into training and
orientation session to ensure that they will get well and smooth with business
operation.
In order to catch up with the tasks and jobs of each member, the Gantt
Chart will be used:
Figure 4. Zen Café’s Gantt Chart
5.3 Critical Success & Failure Factors
Critical Success Factors:
The very first and most important success factor of Zen Café is
concerning to the resources. The start up required resources is generated by
partners’ contribution. Therefore, there would be no any cost of capital.
Moreover, with the self-contributing resources, the business owners also do not
need to pay monthly interest. As a result, once there is no any loss or lack of
cash, the business can be operated smoothly and the customers can receive
good services as well as products.
One of Porter’s Five Forces shows that the barrier to entry for new
entrant such as Zen Café is very low. Therefore, Zen Café needs to take
advantage of this chance to create different strategy and unique products as well
as services in order to attract customers and gain market share.
Zen Café will offer customers with very competitive price in
comparison with the premium differentiation in the products, services and
business concepts. Zen Café will have a lot of small trees and vintage
decoration which can help customers to have relaxed feeling and new
awareness about what a coffee shop can be.
The coffee shop locates in one of the busiest district in Hanoi with a lot
of students around the university. Since the other competitors such as Starbucks
or Gloria Jean’s have higher price; therefore, Zen Café hopes to gain market
share from students better than those competitors.
Zen Café does its best to manage the culture of employees in order to
bring best experience of service to customers.
Key Performance Indictors for Zen Café:
Sales revenue of each product
The net profit of Zen Café
The cost of overstock inventory
The customers’ loyalty and satisfaction
The accounting ratio of profit in doing business
Critical Failure Factors
There would be a lot of failure factors that can have significant effect to
the business of Zen Café. Those failure factors would be:
Market and industry: stepping into this business means Zen Café must
be ready to fight with very tough and experienced competitors such as Trung
Nguyen Coffee or Highlands Coffee. These big competitors know how to do
with the market, pushing marketing advertising and have high financial
resources in order to invest into new ideas. Moreover, the low barrier to entry
also attracts new entrants with innovative idea and business concept. The
unique business concept can attract a lot of young customers and students.
Economic and social: the risks from economic and social include the
decline in CPI (consumption price index) which can lead to the risk that
customers will spend less than before. Moreover, the increasing rate of
unemployment can lead to the low income in young people. This means they
cannot spend so much in higher coffee shop.
APPENDICES 1
ONLINE QUESTIONNAIRE
1. What is your gender?
Male Female
2. How old are you?
17-25 26-35 36-45
46-55 56-65 Over 65
3. What is your employed status?
Full Time Employment Self Employed
Part Time Employment Student
Other (please specify)
4. What is your current monthly household income?
£100-199 £200-299 £300-399
£400-499 £500-599 Over £600
5. Why do you choose a coffee shop?
a) Delicious Beverage
b) Location
c) Serene place for relax
d) Quiet place for business
e) Quite place for reading book
f) Wifi
Other (please specify)
6. Which type of music do you like?
a) New Age
b) Classical
c) Country & Folks
d) Jazz
Other (please specify)
7. How do you love these types of drinks?
No Don’t like Normal Like Love
Coffee Latte
Cappuccino
Mocha
Vietnamese
Black Coffee
Juice &
Smoothies
Tea
8. Flavour of juice and smoothies do you like to have? (you can choose
more than one option)
Apple Guava
Mango Avocado
Sour sop Sapodilla
Grapefruit Pineapple
Papaya Strawberry
9. What is service style do you like?
a) A-la-carte: served at table.
b) Order at the front desk and self-taking to the tables
c) Order at the front desk and staffs take to the tables
d) Self-served with machine
10. Do you like cake and pastry?
Yes No
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