Professional Documents
Culture Documents
Nguyễn Lâm Phương 2042219229
Nguyễn Lâm Phương 2042219229
END-MODULE ASSIGNMENT
MIDTERM EXAM
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STATEMENT OF AUTHORSHIP
Except where reference is made in the text of the end-module assignment, this
assignment contains no material published elsewhere or extracted in whole or in part
from an assignment that I have submitted or qualified for or been awarded another degree
or diploma.
No other person’s work has been used without due acknowledgment in the end-module
assignment.
This end-module assignment has not been submitted for the evaluation of any other
modules or the award of any degree or diploma in other tertiary institutions.
Ho Chi Minh City, April 2023
Table of Contents
I. INTRODUCTION........................................................................................................3
II. ANALYSING AND DESIGNING.............................................................................3
1. Target.......................................................................................................................3
2. Analyze the business environment1.2. Current strategy:........................................4
3. SWOT Analysis.......................................................................................................6
4. Strategy....................................................................................................................7
III. CONCLUSION..........................................................................................................7
1. Timelines............................................................................................................................................................ 7
2. Financial Planning........................................................................................................................................... 8
3. Human Resource Management................................................................................................................. 9
IV. REFERENCES..........................................................................................................9
1. Control Methods............................................................................................................................................. 9
2. Risk Management....................................................................................................10
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I. INTRODUCTION
1. Introduction to Customers and Target Market
Welcome to "Fuon Espresso" - the place that brings you the complete coffee
experience. A place that brings you a high quality coffee experience. This is suitable for
the current situation in Vietnam because there are many coffee shops out there but they
still do not provide the experience that many customers still want, when the tastes of
Vietnamese people are increasingly increasing. improved. Because of that, with our
presence, every cup of coffee will be an experience and a journey.
2. Product Introduction
At "Fuon Espresso" a cup of coffee is not simply a cup of coffee but it is also a work
of art carefully cared for to bring out the perfect scent, taste and feel. Here we are proud
to introduce to customers high quality coffees carefully selected globally. The barista
team at the shop has been professionally trained from Espresso to Cappuccino and other
unique drinks.
Quality Goal: The shop's original motto has always been to bring an experience
that customers have never had before by serving cups of coffee that suit each person's
needs such as fatness and consistency. smooth foam or strong coffee or gentle, elegant
taste. Along with that, we will reduce the price of drinks with each customer's
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feedback on the product so that we can respond and make changes quickly every
week to meet customer expectations. Surname.
Market Expansion Goal: We set a goal to expand our distribution network and
reach 3 more coffee shops next year. This goal will be measured and changed through
the growth of the number of partners and sales. With the above growth, we believe
that we can invest in better quality than quantity to retain the original goals we set.
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Legal: Understanding the regulations and rules on coffee production, export and
trading is important. "Fuon Espresso" needs to comply with legal regulations to avoid
risks and build a positive reputation.
Porter's Five Forces:
Rivalry among existing competitors: The coffee industry in Vietnam is becoming
more competitive than ever. International and national coffee shop chains are
expanding, requiring "Fuon Espresso" to have an optimized strategy to compete on
price, quality and experience to maintain and enhance the market. This includes
researching your competitors and understanding the market structure.
Threat of substitutes: Customers are increasingly diversifying their coffee drinks
and looking for specialty coffee from unique coffee sources. "Fuon Espresso" must
maintain its appeal by providing diverse experiences and menu innovation to prevent
customers from switching to alternative products or services.
Bargaining power of suppliers: To ensure high quality coffee, "Fuon Espresso"
needs to maintain positive relationships with coffee suppliers. Stability and long-term
relationships can help reduce supplier bargaining power and ensure a steady supply.
Bargaining power of buyers: Customers have many options and negotiating power
in buying coffee. "Fuon Espresso" needs to maintain quality and maintain customer
satisfaction to reduce the negative impact of their negotiating power.
Threat of new entrants: The coffee industry always has the potential to attract new
competitors. "Fuon Espresso" needs to find ways to create barriers for potential
competitors by providing unique products and services, creating strong relationships
with customers, and leveraging brand advantages.
This detailed analysis helps "Fuon Espresso" identify opportunities and challenges
in the coffee industry and develop appropriate strategies to suit the business
environment.
2.2.2. Internal analysis
In addition to the external environment, the internal environment of "Fuon
Espresso" plays an important role in shaping the strategy and creating a high-quality
coffee experience. We recognize that there are a number of unique core aspects that
make our organization successful:
1. Professional Human Resources: Our staff is an extremely valuable asset. We are
not only committed to training a professional barista team but also creating
comfortable working conditions to retain employees. This ensures that we have a
team of professional baristas and servers, capable of providing quality service and
creating memorable experiences for our customers. The cafe is continuing to invest in
training and human resource development, ensuring that staff are always updated with
new knowledge and skills to meet the increasing needs of customers.
2. Menu Diversity: Our diverse menu is one of the factors that determine the
appeal of "Fuon Espresso." Not only do we focus on unique coffee selections, but we
also ensure that we listen to what our customers have to say. This allows us to
develop new variations of coffee to meet the diverse tastes of our customers and
maintain freshness on the menu.
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3. Unique Space: We understand that the coffee shop's environment plays an
important role in customer experience. Therefore, we invested to create a unique,
comfortable and cozy space. The interior design and music are carefully chosen to
create an enjoyable and welcoming environment.
4. Careful Financial Management: Finance is an important factor in maintaining
and growing. We maintain a careful financial management, control costs and optimize
financial resources to ensure future financial stability. This allows us to invest in
developing and improving the quality of our products and services.
5. Creativity and Technology: We constantly research and apply technology to
manage inventory, orders and improve production processes. The combination of
technology in management helps us optimize performance and ensure accuracy in
resource and service management.
6. Competitive Advantages: We always consider our competitive advantages
compared to our competitors. This includes continuously improving production
processes, optimizing costs and maintaining product and service quality more
consistently than industry competitors. Along with that, we continue to develop new
products and services, improve production processes and optimize costs to maintain
competitive advantage in the market.
Analyzing the internal environment helps us identify the core competencies and
strengths of "Fuon Espresso," thereby determining strategies and effective resource
management to develop and maintain our position in the market competitive coffee.
Weakness:
Competition: The coffee industry is fiercely competitive and requires optimized
strategies to stay in the market.
Bargaining Power of Buyers: Customers have bargaining power in purchasing coffee
and have many other options.
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Opportunity:
Promoting Product Quality: The Vietnamese government promotes technical and
industrial measures in agriculture, providing opportunities to improve the quality of
coffee products.
Economic Growth: Vietnam's economic growth creates opportunities for people to
enjoy high quality coffee.
Health Claims and Organic Coffee: Customers are increasingly interested in the origin
and health profile of coffee, providing opportunities for organic products.
Threat:
Fierce Competition: Competition in the coffee industry can create pressure on price and
quality.
Substitute Products or Services: Customers have many options and are at risk of
switching to substitute products or services.
2.5. Strategy
Based on the SWOT analysis and business environment of "Fuon Espresso," the
organization needs to develop a strategy focused on improving and reshaping its position
in the competitive coffee market.
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2: Recruitment and Training of New Personnel
Activities: Recruit new employees and train them on work processes, organizational
culture, and bartending skills.
Deadline: April-June.
Work Environment Construction Costs: We will review and manage the costs associated
with building, maintaining and upgrading the work environment. This includes ensuring
that the workspace meets the requirements of comfort, creativity and safety at all times.
We will also continue to invest in improving our work environment to keep it attractive
to employees and customers. The cost of building and maintaining the working
environment will be managed between January and March of the following year to ensure
comfort and creativity.
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Long-Term Financial Plan: In addition to managing monthly expenses, we will also
develop a long-term financial plan to identify financial goals and ensure the
organization's sustainability into the future. This includes calculating NPV and IRR for
project and investment evaluation. We are committed to maintaining financial stability
and efficiency to ensure the long-term success of "Fuon Espresso". Long-term financial
plans will be developed and closely monitored to ensure sustainability and growth of the
organization.
Recruiting and Training New Personnel: Recruiting and training new personnel is an
important part of ensuring the growth of "Fuon Espresso." We will host a rigorous
recruitment process to select candidates with potential and passion for coffee. We will
then ensure that they receive comprehensive training on the organization's culture and
quality standards. This process will conclude at the end of June to ensure new personnel
are ready to join our business operations. We will also build an information and reporting
system to track the costs and effectiveness of the recruitment and training process.
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Taken together, the cafe "Fuon Espresso" has proposed a comprehensive risk
management and control method with the goal of ensuring performance and stability in
their business operations. Here are important points to consider and adjust to improve the
comprehensiveness of this approach:
4.1 Control method:
Build information and reporting systems: Investing in information and reporting systems
helps collect and synthesize important information, providing a comprehensive view of
performance and risk.
Integration with the organizational structure: Ensure tight integration of the control
approach with the organizational structure to ensure uniformity in implementation and
compliance of controls.
Food safety risks: Strengthen food safety inspection and management, ensure compliance
with strict hygiene procedures and maintain relationships with trusted food suppliers.
Risk of market change: Maintain flexibility in changing menus, marketing strategies and
creating a staff flexible enough to cope with rapid changes.
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