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Name Jean-Lee Matagi-Tomuri
NetID Jmat510
Group Number: 501
Website Link:
Tutorial Details
Tutor: Day: Time:
Claris Chung Monday 1pm
Time Spent on
1644 Word Count: 1421


Craft beer has been gaining popularity in recent years here in New Zealand. However, to
the public it is still viewed as a novelty. At, our goal is to provide bars
and restaurants the necessary information to effectively sell craft beer, in the form of
compact training modules. This will also help to create a link between craft beer brewers
and the rest of the hospitality industry.
3.1 Vision
To be the link that connects craft beer to the rest of the world.
3.2 Industry Analysis: Hospitality Training and Development Industry
Industry: Hospitality Training and Development Industry. I feel this is an adequate
representation for the industry that falls under.
Force High/Low Justification
Buyer power: High Because the Hospitality Industry itself
encompasses a large number of sub industries,
there are a vast number of different training
providers. (ASKEDU, 2014)
Supplier power: Low There aren’t many large providers for staff
training, and those that exist are quite expensive
(Zealand H. N., 2014)


Threat of new entrants: Low Although there are no relative barriers to entry,
the depth of work that suppliers do to provide
an effective training puts pressure on new
entrants to become well researched before
entering the industry. (Zealand H. N., 2014)
Threat of substitutes: High There are various forms of training that are
available for them to use (eg learning on the job,
going through high school/tertiary institution)
(ASKEDU, 2014)
Rivalry among existing
High In such a small group of companies that are
currently able to provide training services, there
is most likely competition for their customers.
(Restaurant Association of New Zealand, 2012)
Overall attractiveness of the industry: Although the industry does not seem very attractive
at first, as we delve deeper, we can see that there is potential for this service to take hold
and flourish. There is an optimistic view that the Hospitality industry is in a growth stage,
and that it is vital that there is a sufficient level of training to anticipate the rising number of
employees (Zealand R. A., 2013), (Restaurant Association of New Zealand, 2012).
3.3 Customers and Thei r Needs
Our target customer for this service are craft beer brewers. One of their core needs is to
gain popularity for their products, and to achieve this they need to become more widely
recognised. The two large corporates Lion and DB Breweries have tremendous influence on
the beer market in NZ, accounting for around 90% of the market. Craft beer brewers in
comparison compete in a market that accounts for just 2% of total sales (Adams, 2013). As
individual craft beer brewers are unable to break through this “Duopoly” market, their only
choice to remain competitive in the small market to achieve a greater awareness for their


products. The biggest barrier for craft beer brewers to their growth and expansion is that of
funding. Competing in a relatively small market as it is, they are operating with a tightly
restricted budget (Zealand R. A., 2013). The need to spread awareness and gain popularity
for their products while remaining cost-efficient is their next priority.
3.4 The Service
The purpose of is to increase awareness and product knowledge of
craft beer by targeting bars and restaurants at the initial stages: Introduction of the product
through staff training and development.
Craft beer brewers who have their products currently out in bars and restaurants will send
us information about their products, giving a full description of what their beverages are
and their complimentary qualities.
Our analyst team will then process the information, drawing out the main points that bars
and restaurant staff will find most helpful when serving customers the beverages. Sensitive
information will also be omitted to prevent competitors from obtaining an unfair advantage.
The information will then be transformed into compact training modules that should not
take longer than 5 minutes or so to complete.
These training modules are then uploaded and made available on our website for all bars
and restaurants to access at no charge.
From here bars and restaurants are able to select the relevant beverages that they sell in
their establishment and access the training modules for their staff to learn.
Staff members will also have the option to take the information with them in a mobile app.
This accesability and availability of the training modules will increase awareness and product
knowledge of craft beer.
3.5 Suppliers and Partners
What makes this service unique is the fact that our target customer – Craft beer brewers –
are also required to supply us with the necessary information in order for the training


modules to be created. In a world where everything is always changing, we believe that an
open and active communication link between our service and craft beer brewers is vital for
the success of both groups. Recipes will be constantly updated as brewers need to keep
their beverages at the best quality from start to finish. This is also why I consider Craft beer
brewers to be a Key Partner, as there is a high level of involvement and cooperation with
As we are a website that delivers our training modules online, another key supplier will have
to be the online Domain Provider. In order for our establishment to remain a constant key
link between craft beer brewers and bars and restaurants, a solid and ongoing online
foundation is required for
As key partners, Bars have a strong focus on providing a wide range of alcoholic beverages
to their customers, while offering entertainment in various forms i.e. Live sports matches,
musical performances. Restaurants have a strong focus on a fine dining experience,
including serving meals and a drink. For them it is vital to highlight and emphasise
complimentary qualities of the beverage to have a better chance of the customer trying it
out. A strong focus on customer relations and interaction, these training modules will also
help them out immensly, while also providing us with constructive feedback.
3.6 Strategy: Focused Low Cost
As mentioned previously in this report, our target customer accounts for only 2% of the
beer industry’s sales: the Craft Beer Brewers. Our service is designed to assist them in
increasing their sales margin, and in effect, the impact they have on the industry’s sales as a
Here at, we understand that these craft beer brewers are operating on
highly restricted budgets, which don’t offer them much funding to market and/or advertise
their products. Offering reasonable prices for craft beer brewers to use our service, and
making our service free for bars and restaurants to use, our service indirectly advertises
their products, which would lead to a rise in demand for craft beer brewers’ beverages.
The overall strategy is therefore Focused Low Cost.


3.7 Value Chain Activity: Human Resource Management
The most important value chain activity for this business is Human Resource Management.
Training modules involve a lot of of involvement and participation from people. Not only the
procurement of data, processing and transforming of said data into modules with a high
level of Intelligence Density, but also attaining these modules and implementing them into
the establishments effectively, and ensuring that results and feedback are being regularly
monitered and updated.
Therefore the key Value Chain Activity for our business is Human Resource Management,
this is because there needs to be processes put into place to effectively manage the high
volume of human resources that are allocated into the business.
3.8 Business Processes
3.8.1. DATA ACQUISITION PROCESS – This process is key to our business’ success. It is
necessary that relationships are well established between the business and the Craft Beer
Brewers, and from there information is able to be shared between the two groups.




3.8.2. MODULE CREATION – After acquring the necessary data, the next key process is
the analysing, processing and transformation of the data into the training modules. This
process is vital in making sure that the information that will appear in the finalised modules
will be the most important points for bar and restaurant staff to use.


3.9 Functionalities
 Establish the relationship with the Craft Beer Brewers.
 Acquire the necessary data.
 Processing the data.
 Transforming the data into training modules.
3.10 Systems

3.10. 1. CUSTOMER RELATIONSHI P MANAGEMENT SYSTEM- This system is necessary to
establish a long term relationship with the craft beer brewers. Ensuring that this system is
prioritised, relationships will continue to be ongoing and secure, and that the data received
is accurate and up to date.
3.10. 2. TRAINING MODULE SYSTEM- This system uses Web Content Management Systems. It
is vital that the relevant information is utilised in the transformation of data into training
modules as it will become available for bars and restaurants to use.
3.10. 3. COLLABORATI ON SYSTEMS –The importance of working together with craft beer
brewers cannot be stressed enough. Acquiring the necessary data through Knowledge
Management Systems, analysing, processing and transforming the data through Content
Management Systems shows how well integrated Collaboration Systems are for this


3.11. Summary Table: Value Chain to Systems

Value Chain
Processes Functionalities Specific Information
Broad Information

1. Data
1. Establish the relationship with the Craft Beer

2. Acquire the necessary data.
Customer Establishment

Data Acquisition System
Customer Relationship
Management System

Collaboration System
(Knowledge Management

2. Module
1. Processing the data.

2. Transforming the data into training modules.
Data Analysis System

Training Module System
Collaboration System
(Content Management

Collaboration System
(Content Management


The purpose of is to provide craft beer brewers with a platform in
order to become more popular in the current beer industry by gaining more recognition
from more customers. By working together with bars and restaurants, and implementing
intelligence-dense training modules, we hope to achieve the first big step in these brewers’
Adams, C. (2013, August 16). Boutique beer hard market to crack. Retrieved from The New Zealand Herald:
ASKEDU. (2014). 2014 Hospitality Programs/Courses. Retrieved May 23, 2014, from ASKEDU World Course
Restaurant Association of New Zealand, A. U. (2012). Hospitality Report Executive Summary. Retrieved May 23,
2014, from Restaurant Association of New Zealand Web site:
Zealand, H. N. (2014). Workplace Staff Training. Retrieved May 23, 2014, from Hospitality New Zealand Web
Zealand, R. A. (2013). Outlook for Hospitality Industry Improves. Retrieved May 17, 2014, from Restaurant
Association of New Zealand Web site: